Why some customers aren’t worth it

As a new startup founder, every customer feels like gold. You’re bootstrapped, chasing revenue, proving product-market fit, and let’s be honest, it’s flattering when someone wants what you’ve built.

But many founders learn too late the hard truth that some customers just aren’t worth it.

This goes against the default mindset in startup land: say yes, close the deal, and figure it out later. But pursuing the wrong customer can cost far more than the revenue they bring in. It can dilute your product, demoralise your team, and derail your growth.

At Stone & Chalk, we’ve seen it time and again – startups bending over backwards for the wrong buyer, only to realise months later they’ve built something unsellable at scale.

So how do you know when to walk away? Here are four warning signs that a customer might be doing more harm than good, and what to do instead.

4 warning signs of bad customers

1. They demand customisation you can’t sustain

In the rush to close early deals, it’s common to say yes to one-off features. A potential client asks for a new report format, a unique dashboard, or a bespoke integration.

It doesn’t seem like a big ask, until the next client wants something slightly different. Then another. Suddenly, your clean, simple product becomes a Frankenstein patchwork of exceptions.

This is often called customer-driven tech debt. Because, and it’s easy to forget, when you build a new feature you’re also maintaining and supporting them forever. And if those features don’t serve your broader market, they’ve hijacked your roadmap.

Red flag question: “Can you just build this for us, and we’ll sign?”

What to do instead: Step back and ask, “Will this feature serve more than one customer? Is this aligned with our long-term product vision?” If not, be prepared to politely decline, or charge a premium for custom development that doesn’t pollute your core platform.

2. They don’t respect your value

Sometimes, a customer seems interested but constantly pushes your pricing down. They question every line item, ask for unpaid pilots, or insist on extra deliverables “just to get it over the line.”

It’s tempting to play ball, especially if they’re a big brand or promise to open doors to others.

But if someone starts by devaluing your offering, they rarely stop. They’ll be the slowest to pay, the quickest to complain, and the most resistant to renew.

Red flag behaviour: Negotiating you into the ground before seeing the product in action.

What to do instead: Hold your line. If you offer discounts, make them conditional – limited in time, scope, or volume. Remember that price anchors perception. If you devalue your offer early, it’s hard to recover trust later.

3. They pull you away from your mission

Great startups have a clear purpose. Maybe you're building tools for climate tech, or helping small businesses with financial literacy. The wrong customer can tempt you off course.

Imagine you're building a platform for startups, and a corporate wants to use it for internal compliance tracking. It’s a big deal. Big dollars. But now you're building features for a totally different user, use case, and culture. The next time a startup logs in, they’re confused, and churn.

Red flag phrase: “We love your product, but we’d use it in a totally different way.”

What to do instead: Get clear on your target customer and build religiously for them. If you’re going to expand use cases, do it with intention, not just cash in hand.

4. They erode your team’s morale

Some customers aren’t just hard to please, they’re toxic. They treat your team poorly, send all-caps emails, or change the brief constantly. Working with them saps energy from your team and undermines your culture.

And in a small company, culture is everything. Burn out your best people chasing a bad-fit customer, and you’ve lost far more than a contract.

Red flag feedback: Your team groans when they see the client’s name in their inbox.

What to do instead: Protect your people. Set boundaries. And if needed, fire the client. That’s hard, but it’s a necessary part of leadership.

Why founders say yes (even when they shouldn’t)

We get it, turning down a paying customer feels risky. Especially when you’re pre-seed or pre-revenue. You’ve got bills to pay, investors to impress, and team members counting on you.

But chasing short-term revenue at the expense of long-term growth is a dangerous trap. Here’s what it often costs:

• Clarity: You lose focus on who your product is for.
• Velocity: You build slower, trying to please everyone.
• Brand: You get known for being customisable, not consistent.
• Team: You burn out your people with reactivity instead of purpose.

Long-term comes from solving a painful problem for a specific group of people and doing it better than anyone else. You don’t get there by trying to please everyone

What should you do instead

1. Build a strong customer profile

Define your ideal customer like your business depends on it, because it does. What size are they? What sector? What problem are they trying to solve? What are they willing to pay?

Keep this profile visible. Use it in sales conversations. If someone doesn’t fit, don’t bend to make them fit.

2. Productise the pattern, not the exception

Instead of saying yes to custom work, look for common threads. Are multiple customers asking for the same thing? Great—build it once and sell it again and again.

If it’s a one-off? Charge appropriately or say no. Your scale depends on it.

3. Train your team to say no with grace

Saying no doesn’t mean slamming the door on your customers and their requests.

What it does mean though is offering clear boundaries, explaining why something doesn’t align, and suggesting a compromise that does work.

When done well, this builds respect for you and your product.

4. Fire bad customers sooner

If someone is abusive, impossible to please, or just not worth the energy, let them go. It’s not worth it.

The space they leave will be filled by customers who are a better fit.

Final thoughts

We know how hard it is to walk away from revenue. But the most successful founders learn to say no – not out of arrogance, but out of focus.

Because every “no” to the wrong customer is a “yes” to building something that truly scales. And that’s the customer worth waiting for.