Why Betting on One Customer is a Losing Game

The Challenge

One customer made up nearly 80% of the company’s revenue. In other words, all the eggs were in one basket—and investors noticed. They repeatedly raised concerns about the lack of diversification, warning that if the relationship soured, the company’s future could be at risk. To secure long-term growth and stability, the startup needed a marketing strategy that would expand its customer base, open new markets, and build a stronger foundation for scale.

The Solution

When I stepped in as Head of Marketing, the focus was on reducing dependence on a single customer and creating more balanced growth. That meant ending the exclusivity agreement with the primary customer, sharpening the company’s value proposition, and crafting messaging that resonated across industries. I launched co-marketing programs with partners to accelerate trust and visibility, equipped the sales team with fresh collateral, case studies, and competitive positioning, and strategically expanded into new markets—including enterprise, education, and consumer segments. The goal was clear: diversify the customer base while keeping the largest account strong.

The Results

Within a year, the impact was measurable. The company kept—and grew—its largest customer while securing eight new customers across key industries. Dependence on the top customer dropped significantly, creating a more sustainable business model and reducing risk for investors.

The Impact

What began as risky dependence transformed into sustainable growth. By diversifying its customer base, the company built resilience, unlocked new opportunities, and took a critical step toward future-proofing the business—all without sacrificing its top client relationship.