--- title: Asymmetric Client Tiering & Portfolio Strategy type: article created: '2026-04-05' updated: '2026-04-05' source_docs: - raw/2026-02-04-mark-sync-119658866.md tags: - agency-operations - client-management - portfolio-strategy - tiering - revenue - asymmetric layer: 2 client_source: null industry_context: null transferable: true --- # Asymmetric Client Tiering & Portfolio Strategy ## Overview As part of the broader [[wiki/clients/asymmetric/_index|Asymmetric]] agency restructure, the client roster has been formally tiered to distinguish high-value strategic relationships from growth-potential accounts and low-ROI/troublesome engagements. The framework drives resource allocation, engagement cadence, and decisions about which clients to grow, fix, or exit. The core principle: **design the business around the clients you want, not around the clients you have.** Tier placement reflects both current revenue contribution and strategic upside — a client can be small but still Tier 1 if the relationship is healthy and the potential is real. --- ## The Tiering Framework ### Tier 1 — A-List Clients High-quality relationships with strong strategic alignment, healthy engagement, and meaningful upside. These clients receive the most proactive attention: weekly or bi-weekly calls with the [[wiki/people/karly-oykhman|Strategic Client Leader]], monthly strategy sessions with Mark, and priority production capacity. | Client | Notes | |---|---| | Doodla | Core strategic client; performance + retainer model ($4k + 4%); active work on inventory/B2B channel expansion | | Aviary | Built ROI calculator tool (`aviacalculators.com`); strong example of AI-powered tool delivery | | Advanced Health & Safety (AHS) | Pilot client for Hazard OS platform; small but high-quality; SaaS productization target | | PaperTube | Performance-based engagement; similar model to Doodla | | Trocte | A-list despite smaller size | | Exterior | A-list; included in core strategic portfolio | **Engagement cadence:** Weekly or bi-weekly strategic calls. Monthly joint strategy review (Mark + Karly). --- ### Tier 2 — Growth Potential Clients with room to move up to Tier 1 if trust deepens, scope expands, or the agency finds a higher-value angle. Currently receiving solid but less intensive service. Sebastian handles more of the execution touchpoints; Karly engages monthly or quarterly. | Client | Notes | |---|---| | Corristone | Potential in Salesforce/CRM space beyond marketing; needs a value-add angle to justify Tier 1 | | Blue Point | Strong potential but relationship has been difficult ("bitchy"); moved from Melissa to Karly to stabilize | | Cord Wainer | Pays well but relatively simple business; limited upside ceiling | | Axley | Local law firm; happy but low expansion potential | | Citrus America | Small business; limited headroom | | Scallon | "Found money" — low effort, low complaint; keep unless capacity becomes an issue | **Engagement cadence:** Monthly or quarterly check-ins. Sebastian plays a larger role in day-to-day. --- ### Tier 3 — Troublesome / Low ROI Clients that are either in structural decline, generating friction disproportionate to revenue, or simply not a fit for the strategy-first model. These are candidates for price increases, scope reduction, or offboarding. | Client | Notes | |---|---| | Crazy Lenny's | Owner (65 years old) unwilling to change; business in decline; at ceiling of what's possible | | Didion | Lost major USAID government contract; factory incident; ongoing legal issues; external factors dominate | | Flynn Audio | Small; high effort for ~$2k/month; owner (Sam Flynn) struggling financially | | Sonoplot | Not performing well; limited traction | | Reynolds | National company with theoretical potential but no clear engagement path found yet | **Note on Machine Source:** One email/week for $1,500/month with zero complaints — flagged separately as "found money" and not necessarily a Tier 3 exit candidate despite small size. **Engagement cadence:** Minimal proactive investment. Reactive support only unless a clear path to Tier 2 emerges. --- ## Strategic Principles Behind the Tiers ### Strategy-Driven Portfolio, Not Structure-Driven The tiering exercise is an output of the agency's shift from a **structure-driven** to a **strategy-driven** model. Previously, the team served whoever was on the roster with whatever capacity existed. The new model asks: *given what we want to be, which clients belong in this business?* > "Do we want to design the business to handle these clients, or do we want to find clients to do what we do?" — Mark Hope ### Minimum Engagement Size Tier 3 clients highlight a systemic issue: too many small engagements consuming disproportionate team bandwidth. The restructure includes raising the minimum engagement threshold. New client acquisition targets $5k+/month retainers or meaningful project-based work. ### Expansion Before Acquisition Before adding net-new clients, the priority is deepening Tier 1 relationships — identifying additional problems to solve, building tools, expanding scope. Each Tier 1 client should have an active **strategic roadmap** maintained by [[wiki/people/karly-oykhman|Karly]] and reviewed monthly with Mark. ### SaaS Productization Path Tier 1 clients like AHS serve a dual purpose: they are both revenue-generating accounts *and* product development partners. Tools built for one client (e.g., Hazard OS for AHS) are architected as multi-tenant platforms from day one, enabling productization and SaaS sales to the broader market (target: ~18,000 hazardous environmental companies in the U.S. at $500/month). See: [[wiki/knowledge/agency-operations/asymmetric-saas-productization-strategy|SaaS Productization Strategy]] --- ## Financial Context | Metric | Current | 12-Month Target | |---|---|---| | Monthly Revenue | ~$70k | $95k–$110k | | New Clients/Month | ~1 | 1–2 | | SaaS Revenue | $0 | TBD (Hazard OS launch) | Reaching the revenue target does not require a large volume of new clients — it requires deepening Tier 1 relationships, pruning or repricing Tier 3, and adding 1–2 well-qualified new clients per month. --- ## Operational Implications - **Karly (Strategic Client Leader):** Owns Tier 1 relationships and roadmaps; monthly/quarterly touchpoints for Tiers 2 & 3. Tuesday/Wednesday mornings blocked for strategic thinking — not to be consumed by reactive client requests. - **Sebastian (Director of Operations):** Translates Karly's strategic priorities into ClickUp tasks; manages production bench; quality gate on all deliverables. - **Ben (Coordinator):** Bridges Karly and Sebastian; handles scheduling, meeting prep, and packaging of deliverables for client delivery. - **Melissa (departing):** Several Tier 2/3 client issues (Blue Point near-loss, Heritage loss, Adavacare likely loss) traced to her account management. Termination planned for Feb 9–10 as part of restructure. See also: [[wiki/knowledge/agency-operations/asymmetric-org-restructure-2026|Asymmetric Org Restructure 2026]] --- ## Related - [[wiki/clients/asymmetric/_index|Asymmetric (client index)]] - [[wiki/knowledge/agency-operations/asymmetric-org-restructure-2026|Asymmetric Org Restructure 2026]] - [[wiki/knowledge/agency-operations/asymmetric-saas-productization-strategy|SaaS Productization Strategy]] - [[wiki/people/karly-oykhman|Karly Oykhman]] - [[wiki/people/mark-hope|Mark Hope]] - [[wiki/meetings/2026-02-04-mark-karly-strategy-sync|Meeting: Mark & Karly Strategy Sync (2026-02-04)]]