What Turning Down A Fortune 500 Deal Taught Me About Scope, Risk, and Reputation

On a Tuesday morning a few months ago, I was listening to Atomic Habits by James Clear in the car on my way to the gym, totally elated. 

After months of nurturing a relationship with a contact at a Fortune 500 company, the opportunity I had been chasing finally landed on my plate: a major contract for Neutech.

It was everything I thought I wanted and I turned it down.

That decision wasn’t easy, but it was the right one. The story behind that choice is something I recently shared on Danny Nathan’s podcast, Innovate, Disrupt, or Die. It’s also a story I keep coming back to when talking to founders and CTOs who are navigating growth, risk, and the temptation to say yes before they’re ready.

The Hidden Cost of Saying Yes Too Soon

In startup culture, we celebrate big wins: the major contract or the Fortune 500 logo on the pitch deck. But sometimes the cost of saying yes is hidden in scope creep, fragile timelines, or partnerships built on hope instead of certainty.

In this case, we were staring down an aggressive deadline, an undefined scope, and the added complexity of relying on another internal team we’d never worked with. Even though I was confident in our capabilities, I couldn’t guarantee delivery without assuming major risk.

And that’s the crux: taking on a bad project (regardless of how exciting it is) can backfire in ways that erode your reputation, destroy relationships, and drain your team.

What you can do instead:

• Pressure-test your opportunity. Ask: "If everything goes wrong, can we still deliver?"

• Map out your dependency chain. Who else has to deliver for you to succeed?

• Be honest with your team early, invite them into the risk assessment.

When Revenue Isn’t Worth the Risk

Here’s the technical backdrop: we were asked to build six API integrations in two months, ingesting data from a team whose models weren’t finalized. The end user wasn’t clearly defined and internal dependencies made the timeline even shakier.

Yes, it was a huge revenue opportunity. But we had to ask: at what cost?

A recent McKinsey study shows that 70% of digital transformations fail due to poor scope, inadequate resourcing, or resistance to change. When you’re taking on a high-stakes build, optimism isn't a strategy. Risk modeling is.

What you can do instead:

• Assess whether your delivery risk is fixable (e.g., hire more people) or systemic (e.g., unknown data model).

• Use a RED/YELLOW/GREEN risk matrix to surface deal-killers early.

• Remember: saying no to the wrong opportunity frees you up for the right one.

This is just one of many stories we unpacked on Danny’s podcast and you can read the whole story here. If you host a podcast about startup growth, technical leadership, or decision-making in high-stakes environments, I’d love to be on it.

And if you’re a founder or CTO trying to figure out whether to take on a big project, let’s talk. Neutech helps startups and growing teams deliver clean, efficient builds that are scoped with clarity and grounded in reality.