Subway Cut. Revenue Doubled.

The decision to end a relationship with Subway, once the anchor of the business, reads on the surface as recklessness. According to Entrepreneur's profile of YuChiang Cheng, it was the opposite: a deliberate bet that dependence on one franchised customer was suppressing both margin and strategic room.

The publication does not disclose the revenue figure at the point of separation, so the distance travelled to $54 million cannot be precisely mapped. What the sourcing does establish is that the company was running out of cash before the break — meaning the Subway contract was not simply a comfortable anchor but apparently a relationship that was consuming more than it was returning.

That pattern is common enough to be worth naming. A single large client compresses pricing power, shapes the product roadmap around one set of preferences, and delays the harder work of diversifying demand. Cutting the cord forces that work into the open, but it also forces a liquidity crisis first. The sequence here — cash shortage, then growth — suggests the crisis was the mechanism, not the obstacle.

The open question is whether the $54 million figure reflects a model that can scale further without replicating the same concentration risk in a different client.