Why You Can’t Wait for a Customer to Force CMMC Compliance

Most IT leaders, security teams, and CTOs want to do the right thing and get CMMC compliant before there's imminent pressure. But they’re constrained, by time, budget, and leadership buy-in. Some are so stretched that they do not have the bandwith to take on this project. Others work in organizations where security simply isn’t valued until revenue is at risk.

One VP of IT, Security, and Compliance told us plainly:
“I want to do the right thing, but the CEO says this doesn’t matter.”

This was a 200-person company. No MDM. No GRC. No MFA. No real security controls. And their stance on CMMC? : “We’ll invest when a customer threatens to leave.”

CMMC isn’t something you spin up when a customer sends an email asking for proof. It requires real implementation, behavioral change, documentation, and evidence over time.

By the time a customer says “We need CMMC to continue this relationship,” the clock has already run out.

Unlike lighter frameworks, CMMC doesn’t allow for “we’re working on it” as an answer. If you don’t meet the requirements, you simply can’t do business.

Key Takeaways

• CMMC compliance cannot be achieved quickly once a customer demands it

• Pressure and delaying compliance encourages shortcuts that serious buyers will catch

• Strong buyers expect operational security, not just certification 

Table of Contents

1. The resource gap IT and security teams live in

2. The risks of waiting until revenue is threatened

3. What serious buyers actually look for

4. How businesses can protect themselves

The Resource Gap IT and Security Teams Live In

Most IT, Security, and Compliance leaders aren’t ignoring CMMC because they don’t care. They’re ignoring it because they’re constrained by budget, by headcount, by leadership priorities, or by day-to-day fires. 

When leadership takes the position of “we’ll deal with this later,” the burden falls on teams that already don’t have the tools or authority to act.

This creates a dangerous dynamic: security becomes something you only invest in when revenue is at risk, instead of something you build to protect the business long-term.

And when that pressure finally arrives, teams are expected to perform miracles, fast compliance, minimal disruption, zero cost.

That’s not realistic. And it’s not fair to the people responsible for keeping the business safe.

If You’re in Leadership

If you’re a CEO, founder, or executive leader, the most important thing you can do is not put your teams in an impossible position.

Waiting until a customer threatens to leave before investing in compliance creates panic, rushed decisions, and long-term risk. Instead, take time to assess whether a framework like CMMC impacts your current or future business plans.

Ask questions like:

• Does our target market require this now — or soon?

• Are our prospects or partners already asking about it?

• Would lacking this certification limit our growth?

Once that’s clear, the next step is alignment. Compliance isn’t an IT problem — it’s a business decision. That means having an honest conversation with other leadership members about timelines, ownership, and resources.

Allocating budget, staff, or external support early doesn’t slow the business down — it protects it. It also sends a clear message to your teams that security and compliance are priorities, not last-minute reactions.

If you don't show respect for your internal team, you risk burning them out, getting a superficial work, or even losing valuable team members due to frustration and stress.

If You’re in the Trenches

If you’re an IT, security, or compliance professional, you may not control the budget — but you can influence the conversation.

One of the most effective ways to do that is by framing compliance in business terms, not just technical ones.

That might look like:

• Studying the revenue impact of pursuing (or ignoring) a framework like CMMC

• Mapping which current or future customers require it

• Showing how lack of compliance could block deals or entire markets

You can also come prepared with alternatives. For many organizations, outsourcing parts of compliance is more realistic than building everything internally. Check out our podcast, Trust Issues, where Joseph Candelario (BEMO BDR) and Brandon Lecoq (Director of Sales) go over the pros and cons of outsourcing compliance and what are some business scenarios that signal outsourcing as a good option. 

Bringing leadership clear numbers: cost comparisons, time savings, risk reduction, and potential revenue unlocked,  makes it much harder for the conversation to be dismissed.

When compliance is positioned as a growth enabler instead of a cost center, it’s far less likely to fall on deaf ears.

Why CMMC Isn’t Like SOC 2

One of the biggest mistakes companies make is treating CMMC like SOC 2.

SOC 2 is flexible. It allows interpretation. It gives you room to define how controls are met. That flexibility is why many companies use it as a starting point.

CMMC is different, is prescriptive. Controls are explicit. Expectations are clear. Evidence matters. Implementation matters. Operational maturity matters.

You can’t negotiate your way into CMMC compliance. Waiting until a customer asks for CMMC usually means you’re already too late to build what’s required properly.

The Risks of Waiting Until Revenue Is Threatened

When compliance becomes urgent, shortcuts follow. We see it all the time:

• Controls implemented without operational buy-in

• Tools purchased but not fully deployed

• Documentation rushed to satisfy auditors

• Security decisions driven by speed instead of effectiveness

These shortcuts don’t just increase risk, they’re easy for serious buyers to spot.

And with CMMC, “good enough” isn’t good enough. Buyers in regulated environments are not just checking for certification. They’re looking for confidence that your organization can actually protect sensitive data.

If a major client requires CMMC, it won’t matter how long you’ve worked together. It won’t matter how good the relationship is. If you don’t meet the requirement, the business stops.

What Serious Buyers Actually Look For

Sophisticated buyers don’t just want paperwork. They want to see:

• Consistent security practices

• Evidence that controls are lived, not staged

• Leadership commitment to compliance

• A culture that treats security as foundational

CMMC, in many ways, is designed to surface whether security is embedded into how you operate , or bolted on at the last minute.

If compliance only appears when revenue is threatened, buyers will notice.

How Businesses Can Protect Themselves

The responsibility doesn’t sit with customers. And it doesn’t sit with auditors. It sits with you.

Waiting for a customer ultimatum puts your teams, your reputation, and your revenue at risk. CMMC isn’t a box you check , it’s a capability you build.

The better questions to ask are:

• “What would this take if we started now?”

• “Where are we operationally weak?”

• “What happens if our biggest customer requires this tomorrow?”

Because when that moment comes, there won’t be time to debate priorities. There will only be a yes or a no. If you're ready to start your compliance journey, contact us:

If you are still on a research and learning stage, we've got your back. here are some of our top articles on CMMC so that you take an informed decision that fits your business needs.