# Case: Veloria is 38% of Teams revenue > Check a concentration headline against a year of data, turn the share into money, see where concentration moves next, and write the key account plan and the answer to the CEO. - Course: [B2B Marketing and Sales: Win Your First Company Customers](https://productovi.com/courses/b2b-marketing-and-sales.md) - Module: Accounts, renewals and the first hire - Lesson 32/32, ~39 min - Source: https://productovi.com/courses/b2b-marketing-and-sales/veloria-38-percent-case ## Leo's question **Alex Tutor:** The last case of the course, still at Klasna for Teams. It's 1 April 2027, and March's numbers are in. **Marta:** Leo read March's report: Veloria is 38% of Teams revenue. He asks whether we're too dependent and what we're doing about it. I want an answer by Friday. **Alex Tutor:** Hanna sent two files: every client with its contract and usage, and lessons by client by month for 2027, actual to March and plan after. **Dataset (CSV):** [Teams clients on 1 April 2027](https://productovi.com/datasets/b2b-marketing-and-sales/veloria-38-percent-case/b2b-teams-clients-2027.csv) One row per client. Every client pays 800 UAH a lesson; contribution is 339 (800 − tutor 430 − video and AI 31). Cobalt starts in April; Orchid's contract is still with Orchid's lawyers. Blank cells: no paid invoice or no lessons yet. - `status`: active, signed (starts later) or in_legal_review - `contract_end`: Last day of the current contract: the renewal date - `lessons_per_month`: Lessons in the contract, billed every month - `avg_days_to_pay_2026`: Average days from invoice to payment on 2026 invoices - `attendance_pct_jan_mar`: Share of booked lessons attended, January–March (Veloria: March) **Dataset (CSV):** [Teams lessons, revenue and contribution by client, 2027](https://productovi.com/datasets/b2b-marketing-and-sales/veloria-38-percent-case/b2b-teams-revenue-by-client-2027.csv) One row per client per month, UAH. January–March are actual, April–December the plan (Orchid only if it signs). The seven small clients are one row. - `basis`: actual or plan - `client`: veloria, cobalt, orchid or seven-small-clients - `revenue_uah`: lessons × 800 - `contribution_uah`: lessons × 339 **Alex Tutor:** Check Leo's number first. Every client pays the same 800 a lesson, so a share of lessons is also a share of revenue. **Sofia:** March has two rows: Veloria and the seven small clients. > **Exercise:** Use the revenue file. What share of Teams' **March revenue** came from Veloria? Give a percentage with two decimals. ## If Veloria left **Alex Tutor:** Now the money behind the share. March contribution: 790 × 339 = 267,810 UAH. Veloria's part: 300 × 339 = 101,700. **Marta:** Hanna says Teams' own payroll is about 150,000 a month. Take that as given for today. **Alex Tutor:** Then take the payroll off too. With Veloria, March leaves Teams 267,810 − 150,000 = 117,810. Now work out what it would leave without Veloria. **Sofia:** That's the number Leo actually cares about: what's left for Teams. > **Exercise:** Take Teams' payroll as 150,000 UAH a month. How much of March's contribution would be **left after payroll if Veloria had not been a client**? ## A photo, not a film **Alex Tutor:** Here's the trap. 38% describes one month. Look at April in the plan: Cobalt starts with 450 lessons. **Alex Tutor:** Before you read on: what's Cobalt's share of April lessons? > **Exercise:** Use the revenue file. In the April plan, what share of Teams' lessons does **Cobalt** make up? Two decimals. **Sofia:** April has 1,240 lessons. Veloria drops to 24.19%, and Cobalt is 36.29%. Cobalt becomes the biggest client! **Alex Tutor:** And from June, if Orchid signs, there are 1,640 lessons: Veloria 18.29%, Cobalt 27.44%, Orchid 24.39%. Each share falls; the weight of the big three together doesn't. **Marta:** And Orchid's contract is still with their lawyers. Without it, Cobalt stays at 36.29% all year. **Alex Tutor:** So the honest answer to Leo isn't "Veloria is too big". It's "a few big clients carry most of Teams, and Veloria is one of them". > **Exercise:** In the June plan (Orchid signed), what share of Teams' lessons do the **three new clients together** (Veloria, Cobalt, Orchid) make up? Two decimals. ## What a falling share hides **Sofia:** So the risk shrinks as Veloria's share falls? **Alex Tutor:** The share falls; the loss doesn't. Losing Veloria in June costs the same 101,700 UAH of contribution a month as in March. A smaller percentage can make a fixed risk look smaller. **Alex Tutor:** Over the whole year Veloria is 3,000 of 15,730 lessons, 19.07%, and Cobalt 25.75%. And the money comes late: Veloria's first invoice, 720,000 for March to May, goes out on 31 May and is due on 30 July. **Marta:** So until the end of July we teach Veloria on credit. Good to know before anyone promises them longer terms. > **Exercise:** Which statements does the data **support**? Choose all that apply. ## Renewals closer to home **Alex Tutor:** One more check in the clients file: which contracts end within 120 days of today? **Alex Tutor:** Find the two contracts and put a number on them. > **Exercise:** Use the clients file. Two contracts end within 120 days of 1 April 2027. How much contribution a month do they bring together (339 UAH a lesson)? In UAH. **Sofia:** The law firm in 90 days and the marketing agency in 60: 140 lessons and 47,460 UAH of contribution a month. The agency attends 54% and pays in 81 days. **Alex Tutor:** Small clients are your spread. Lose them, and Veloria's share goes up, not down. **Pavlo:** By the way, our customs brokerage team. Could they start in September, about 100 lessons a month? **Alex Tutor:** Pavlo's question deserves a quick answer. Which one? > **Exercise:** Pavlo asks whether Veloria's customs brokerage team could start in September with about 100 lessons a month (339 UAH of contribution each). With Orchid signed, Teams would have 1,740 lessons that month. What's the best reply? **Alex Tutor:** Say yes: +33,900 of contribution a month. In September Veloria would be 22.99% of 1,740 lessons, Cobalt 25.86%. Growth with a big client is fine while the rest grows too. **Alex Tutor:** Marta's rule needs a number. Work it out for June. > **Exercise:** Marta's rule: no client above a quarter of monthly lessons. In the June plan (Orchid signed) Teams has 1,640 lessons and Cobalt has 450. How many **more lessons a month from other clients** does Teams need by June for Cobalt to be at most a quarter? **Marta:** My working rule: no client above a quarter of our lessons. For Cobalt that means 1,800 a month, so 160 more from other clients by June, or 560 if Orchid falls through. > **Exercise:** Two contracts end within 120 days: the law firm (30 June, 80 lessons, 81% attendance) and the marketing agency (31 May, 60 lessons, 54% attendance, pays in 81 days). In **2–4 sentences**, say which you handle first, why, and the first step for each. ## Your turn: the plan and the answer **Marta:** Friday, then. One page: the Veloria account plan, and my answer to Leo. **Alex Tutor:** Use the numbers, name the snapshot trap, and give options that lower dependence without pushing Veloria away. **Sofia:** The plan first, then the answer with numbers, then the options and what I'll watch. **Alex Tutor:** And keep it honest: Orchid isn't signed, and nobody gets locked in with a discount. > **Exercise:** Write Marta one page: the Veloria account plan and the answer to Leo. > **Key ideas** > > - Check a headline share against the data: 37.97% is true for March only. > - Turn the share into money: losing Veloria costs 101,700 UAH of contribution a month. > - Look ahead: from April Cobalt is the biggest client; from June three clients are 70.12% of lessons. Concentration moves; it doesn't vanish, and a falling share doesn't shrink a fixed loss. > - Reduce dependence by growing everyone else and making key accounts sturdier, not by refusing their growth. ## What you can do now > **The course on one page** > > 1. Map the buying committee and the risk each person guards. > 2. Choose whom to sell to from won and lost deals, by profit, not revenue. > 3. Keep a pipeline whose stages are things the buyer did, and forecast from it. > 4. Build demand with useful content and consent-based outbound, and measure it against a baseline. > 5. Ask before you pitch, demo to the buyer's problem and agree a plan to close. > 6. Price from the buyer's economics and trade concessions instead of giving them away. > 7. Work with partners on fair terms, inside competition law. > 8. Keep and grow key accounts, watch concentration, and hand selling to a team with shared definitions. **Alex Tutor:** That's the course. Every skill here ends the same way: look at the deal or the numbers, decide the next move, and write it down so someone else can act on it. - Previous lesson: [From founder-led selling to the first sales hire](https://productovi.com/courses/b2b-marketing-and-sales/from-founder-led-to-first-hire.md) --- Productovi Learning. Free, no sign-up needed to read.