Someone above already covered the GTM motions. The thing I would add is that it really depends on the interaction between a few key variables: ACV, churn, churn risk, and existing contract length. You'll also want to look hard at the near-term competitive dynamics, especially around direct competitors and substitutes. I've seen plenty of successful B2B SaaS businesses with only a handful of customers. But you need a very good grasp of whether the product is gear to play the B2B enterprise or SMB game. If the product (and ACV size) is clearly designed for the enterprise sales game and have a product, an unit economics, and a sales motion geared for that, that's good. If not, for example, if they have a product-led, mass-market, SMB-style product and just happened to land 8 large accounts, well, then that may be trouble.

We do a lot of technical DD for SaaS businesses so can chime in. - 8 paying clients must be spread out revenue-wise equally or close. Cant have one with the majority - Is there a way to get new clients organically, or paid? If you lose 1/8 client and have no way to get more, that's a bigger problem. If there is a way to naturally get more clients, then if the deal valuation is good, it's worth a look - Use the low number of clients as a negotiation tactic for a better valuation or deal terms - Definitely utilize an earnout structure - tie earnout to churn or a function of revenue drop - Lastly, how sticky is the business? How large is the subscription in dollars? Is it a combination of software + service? If so, that would make it more sticky. My 2 cents. Good luck.