<story><title>Looking back on SaaS product strategy</title><url>https://ghiculescu.substack.com/p/11-years-of-saas-product-strategy</url></story><parent_chain></parent_chain><comment><author>grvdrm</author><text>&amp;gt; Succumbing to pressure from big customers&lt;p&gt;I&amp;#x27;d love to hear how folks here handle this. What systems have you used to decide that either did or did not work?&lt;p&gt;Where I am, we built things into our product for one of our three largest enterprise customers that no one else uses. And some of that work isn&amp;#x27;t aligned with the core product and strategy.&lt;p&gt;Yet, the contract with that customer is among our largest and also covers that customer&amp;#x27;s other usage that IS aligned with our core product.&lt;p&gt;I joined the company in the year after that contract closed. I look back at the decision (that I didn&amp;#x27;t make) and think that it completely distracted the company and product (and still does, just less).&lt;p&gt;But in that moment, would I have said no that particular non-aligned use-case, and potentially walked away from the $? We&amp;#x27;re talking about a $1M+ annual deal. I don&amp;#x27;t know!</text></comment>
<story><title>Looking back on SaaS product strategy</title><url>https://ghiculescu.substack.com/p/11-years-of-saas-product-strategy</url></story><parent_chain></parent_chain><comment><author>Linusvq</author><text>This is a great read — appreciate the valley of “phase 2: too many things to prioritize” which is where I see most product teams get stuck - trying to over-index on being data-driven, or on MRR targets…</text></comment>