Jeff Lash

I was working with, um,

with one client where I was kind of coaching them through this whole process and basically saying, look, the CEO every week was asking for something new.

And I said, all right, you need to, as a product leader, be enabled to have that discussion with your CEO to say, hey, look, last week you told us X, Y, and Z were priorities.

Our customers are saying A, B, and C are priorities.

Now you're telling us to do D, E, and F. Help me prioritize.

We can't do it all.

So what's most important?

And kind of showcasing when we're going to

make the pull that make do an audible and like overall, like it's fine if it's 1% of the time or 5% of the time, but if it's 50% of the time, that's where you start getting problems.

So I think that's where VOC fits in, right?

If we understand those bigger vision, the bigger vision, that's overall strategy for the product, the roadmap, then we can say, all right, like what areas do we have enough customer insight captured and what areas do we need to maybe dig into more?

I,

My view is there's always an ongoing monitoring of the product you need, but usually there are spikes, right?

We say, hey, we're going to be working on a scheduling module next because we know people need scheduling.

We've heard that over and over, but we need lots more insights on how exactly scheduling should work.

So let's do a kind of focused effort into really digging into that.

That doesn't mean we stop the ongoing VOC work we're doing.

It just means we're going to put a little extra emphasis for a specific project where we need more insights.

And what do you think the line is there where a team has to realize, Hey, we're relying too much on those secondhand insights that are, that are sort of coming into us versus proactively going and running their own research on, on, on something that they, that they want to do.

Yeah.