When a product can’t meet all customer requests, I prioritize by focusing on its core attribute—the fundamental value it brings. Instead of trying to accommodate every request, I assess which changes reinforce this central value. Requests that enhance the product’s purpose come first, while others are evaluated based on their impact, resource needs, and alignment with long-term goals. This approach maintains the product’s identity and avoids feature creep. I also communicate transparently with customers to make them feel heard and valued, focusing on the most impactful changes to create a product that stays true to its mission.

I focus on the biggest painkiller for the customer - if I can solve one thing really good, I underline its value. This is usually done during the demo. You can never satisfy all requests, so choose your battleground where you know you will win

Start with the discovery. Clients usually have many requests - but they are not born equal. If you are lucky, the crucial, do-not-miss requirements, can be met by your product. So, you focus on these. Now, it is also possible that your product partially meets these must-have requirements. You will focus on what you have, but what about the rest? 1. Is your roadmap saying they will be met? How soon? 2. If not, can they be put on the roadmap? Perhaps by paying something? 3. Could these be satisfied with another product? Partnership possible? Now, if your product cannot meet most or all of the must-have, then ask yourself if you should pursue that business. Are you buying an unsatisfied client that will cost you an arm and a leg?

One dimension to consider is where the feedback comes from vs. what stage your company is at: - for early stage companies, suggestions from new customers or prospects help validate PMF. It’s then a case of knowing how to test those suggestions quickly and without much costs to then keep iterating and evolving. It’s true that you have to align them with your vision, but at the end you need to create something customers will pay for - for more mature companies the feedback from existing paying customers is gold. This is a good source of inspiration for where to take your product next. You’ll not only keep your customers, but they become great advocates for you as they feel listened and cared for.

Prioritizing feature requests requires a business-focused approach. Start by assessing 1) Revenue Potential: Will this customer commit to significant purchases? 2) Brand Influence: Could this customer provide strategic marketing value? 3) Market Demand: Is this feature widely requested and likely to strengthen our position? With this criteria, Sales can advocate for the customer’s case, and Pre-Sales can provide a balanced view, acting as a “BS detector” and translator with Product to make informed, strategic decisions.