Jeff Lash

And I worked on their website from when it was just brochure wear all the way up until 2019.

And at one point, every month, we would meet with our customer support team.

And they would give us sort of like this curated list of these are the top themes of the issues that are being reported to us.

And we started seeing this complaint that said – not a complaint, but a comment that said, hey, I'd really like to add my reservation to my calendar.

Like just after I make a reservation, can you have me add it to the calendar?

And we were always kind of like –

at the time anyways well that's post-transactional that doesn't make us any money so we're not going to do that like well that's that's a lower priority it's there but it's low low low and then one month that changed that comment changed and it morphed into how come you're the only carnal company that doesn't let me add my my reservation to my calendar and then it was like oh no now we're at a competitive disadvantage we need to that that commentary just went a lot higher now if we'd been doing a bit more active listening we probably would have got that got ahead of that

But still, it's just one of those things where the people that channel where it's coming from is important.

And you also said something really important, which is sometimes you've got to say no to a customer.

There's the concept of firing a customer if they're not the right customer.

You have to say, yes, I understand that you really want this, but that's not us.

We're not going to do that.

We're focused over here.

And that actually leads into this other question that I was thinking of.

Teams get caught up between like putting out daily fires versus really just understanding what the customers need, what the roadmap should look like.

And at the end of the month, they go, where did all the time go?

Oh, we were just doing all these little things.

We're just putting out all these little fires that didn't really matter.

In your opinion, when you think about a sustainable voice of customer cadence, how does that actually look for a senior product leader in affecting the day to day what they're doing?

I think a lot of what you're describing happens because a lot of times products are developed or managed from the bottoms up, right?