Concentration is a survival number. It is also, often, a contribution number — the one customer may be the only one that pays.
Revenue concentration is only half the story. If the large customer also contributes, diversification that replaces them with worse-margin work is a downgrade. If they do not contribute, dependence is already a margin problem. Rank concentration and contribution together, then decide whether to deepen, reprice, or replace.
The move that usually makes it worse: Winning any other logo at any margin so the percentage looks better.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures.
If it is your problem and you want the analysis on your numbers, the live page is https://percision.app/we-are-too-dependent-on-one-customer. The engine routes this question to Portfolio Strategy. Metrics that decide it: revenue concentration · contribution concentration.
Industry variants: Professional services · Banks & financial services · Healthcare providers · Healthtech / digital health · Logistics & supply chain · E-commerce & DTC · Manufacturing · Construction & trades · Retail · Real estate & property · Fintech
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures.
There is no universal threshold. The test is: if they left this quarter, would the plan still be the plan? If not, you are dependent, whatever the percentage.
Only if contribution is negative and you can survive the hole. More often the work is to reprice, to change the mix of work they buy, or to grow the rest of the book on purpose.