Whoo: this is close to home. I could tell you a story here but I'd have to use a throwaway. The best advice I can give you is to grow your business in other ar

Whoo: this is close to home. I could tell you a story here but I'd have to use a throwaway. The best advice I can give you is to grow your business in other areas and diversify your client base. Really this is the only thing that gets you out of the hole in the long-term because it makes you less beholden to these people. Sounds simple but it's obviously not easy. You should also give your team space and time to talk about it, and enlist your manager for support. If you can formalise communication (e.g., through regular meetings, or via a ticketing system) all to the good, although I hold my hands up and say this didn't work in our case because the person involved was absolutely incapable of following any kind of process properly. Finally, and this is the shitty end of the management stick, I'd recommend you shield your team from them as much as is practical: it's time consuming but funnel all comms through yourself. At least it means your team aren't dealing with the pummelling. Again, a good opportunity for your manager to help but you'll need to suggest concrete, practical steps for this because it sounds like they might be overcommitted already based on the lack of support they're providing.