B2B Hospitality SaaS | +40% revenue in six weeks

1. The anchor client had the loudest voice and the worst economics. Their first hotel client for the SaaS was also their longest-standing services client. Despite being the slowest to approve, the lowest-paying, and the most resource-intensive, this client occupied a disproportionate share of product development time. 2. The team believed the anchor client was driving the product. Every roadmap conversation started with "but the hotel said…", while the actual product-development logs had never been audited against feedback sources. 3. Other hotels were buying faster and paying more. They were treated as secondary in the team's mental model. The attention defaulted to the anchor. 4. Data was scattered across separate systems. Product changes lived in development logs, feedback in email and Slack, and revenue in a third tool. No one had a single view of where value was being created. 5. Decision-making had a bottleneck. Without clean data, prioritization conversations defaulted to client volume rather than economic impact. 6. Founder time was fragmented across service delivery, product, sales, and account management, with no clear allocation rule.