Carolina Leon

It's best practice to create CABs with one specific business focus – and that focus could very much be to help inform your product strategy. The weight that member feedback carries depends on the makeup of your board. If you have diverse representation across all segments, use cases for your product and types of users, your CAB can be a key input for your roadmap. And because you have access to the members over an extended period of time, you might find that the feedback builds upon itself in a way that other feedback you've received from surveys etc does not. It should not replace any of the other voice of customer research you do (surveys, interviews, etc), but rather be an additional input. Some great feedback I got about CABs, in general, was to think about your CAB as an aspirational group - not only are they your ideal customers because of their type of business (if you are B2B) but they are your ideal contact because of their experience with your product and industry. So, in a lot of ways, the feedback you might get from this group could be more valuable as you set out your long-term vision vs your short-term roadmap.