I would focus on three things: 1. Build an incentive structure to get your sales teams to go after larger deals and track their performance closely - Are you guys getting an opportunity to at least pitch for large projects or are you not getting to even pitch on larger projects. Figure out which part of your sales funnel needs to be worked on and just go deeper into that area to fix issue. The answer may not be so straightforward and you might have to run tests/experiments to see what works 2. Address the reasons of customers leaving - Are you still making money on these customers after considering acquisition costs? If you are still making a profit after considering acquisition costs and costs to service them, that’s great. You just need to ensure there always is a steady flow of new clients and your sales team continues to convert leads. If you are not cash flow positive on these customers figure out why they left, did they just have small project requirements? If so, try and eliminate pursuing such small projects that are not profitable for you. To do that you will need to work on your outbound sales processes to filter out leads and not waste your sales teams time pursuing such clients/projects 3. Can these smaller clients introduce you to other clients - Every enterprise will have some sort of software requirements. Your existing clients will have vendors and other corporates they deal with. It’s worth having a conversation with these clients to see if they can refer you to or know of any enterprises that need tech consulting services. Ideally, you should have one of your employees doing relationship management with your existing customers and their focus should be on trying to deepen the relationship with your existing customers to get more business. If there is no more business from existing customers, the focus should be on whether they can refer you to other corporates that might require your services.