Define “better” for the work you do
Useful fit may mean a clear need, realistic expectations, work your business can deliver well, and a buying process you can support. A large invoice alone does not establish a good fit.
Compare good-fit and poor-fit work
Choose a small, permitted sample of completed projects. Note the customer's business problem, what triggered the request, the work delivered, coordination effort, and outcome you can actually substantiate. Include projects that were difficult or did not proceed so you do not mistake a flattering pattern for a reliable one.
Fictional example: a service business notices that repeatable maintenance requests fit its team better than highly customized emergency jobs. The useful signal is the work and urgency—not a guess about a person's character.
Turn the pattern into a testable profile
Describe a business situation and observable need. Avoid sensitive personal characteristics, unsupported assumptions, and private information you are not permitted to use. If software helps summarize records, verify the summary against the approved source and the relevant data-handling rules.
Test a small, honest message
Explain the problem you can help with and the evidence for that claim. Use an appropriate, permitted contact channel and honor contact preferences. Confirm applicable communication requirements before outreach.
Track relevant replies and the quality of resulting conversations, not just opens or names collected. Small samples can mislead; treat the profile as a hypothesis to improve, not a machine-generated verdict about who deserves your attention.