Jeff Lash

Like, hey, we got a bunch of stuff in the backlog.

We got a bunch of VOC feedback coming in.

We got a bunch of sales requests.

All right, let's prioritize those and just like, just add them to the queue.

And then it's just this hamster wheel that you keep running on and you look and you're like, did we really do anything or did it have impact?

So this is where a top-down approach is really needed.

So understanding, yeah, what is the vision for the... Well, before even the product, what's the vision for the company, right?

What's the company strategy?

What's the organizational imperatives?

What are the priorities, you know, near-term and long-term?

What is then the portfolio strategy?

What is the product strategy or vision, right?

Kind of a...

Pyramid kind of moving down.

So when we get to the point where we say, hey, we've got 20 different pieces of feedback rather than just saying, well, this one seems important, but this one's yelling really loud.

And this is a big customer over here.

You can say, all right, let's look at those priorities and goals and measure up that way.

It doesn't mean that 100 percent of the time you're going to line things up and you you always have those situations where we make an exception for one big customer that we want to save or.

the CEO says, Hey, I gotta do this or the, the, you know, but, but I think as much as possible, trying to start for that hand up and say, right.

And making, and making it obvious that you're making a conscious decision.