kalilurrahman/kr-claudiator-skills/customer-advisory-board

## Member Selection Criteria
 
Size: 8-12 members (manageable for deep engagement; diverse enough for breadth)
Meeting frequency: Quarterly (in-person) + monthly optional async updates
 
Selection criteria:
  ✓ Power users: Heavy usage of core product; not just license holders
  ✓ Strategic accounts: Large or high-growth customers (future value)
  ✓ Thought leaders: Known in their industry; can amplify insights
  ✓ Constructive critics: Willing to challenge you directly
  ✓ Diverse: Different industries, company sizes, geographies, use cases
 
Avoid:
  ✗ Only your happiest customers (creates bias)
  ✗ Customers currently in a dispute or at churn risk
  ✗ Customers who only want to influence their own feature requests
  ✗ Executives who won't actually use the product
 
## Member Benefits (why they say yes)
  -Early access to roadmap (with NDA)
  -Influence on product direction
  -Peer networking with other leaders
  -Access to your executives and product leadership
  -Recognition (case studies, speaking opportunities)
  -Product credits or premium support tier

## Quarterly CAB Meeting Agenda (Full Day)
 
### Pre-meeting (2 weeks before)
  Send pre-read: Current state, metrics, proposed agenda
  Survey: "What's your most critical challenge in [domain] this quarter?"
  NDA reminder and confidentiality expectations
 
### Morning: Strategic Context (3 hours)
  Welcome + ground rules (15 min)
    "What's said in this room stays here"
    "We want criticism more than praise"
 
  State of the market (30 min)
    What are you seeing in the industry? Share your perspective.
    Open to CAB: "Do you agree? What are we missing?"
 
  Product review: Last quarter's progress (45 min)
    What we shipped, what we learned
    Metrics: Are we succeeding? Where are we struggling?
    Be honest about failures — it builds trust
 
  Roadmap preview (60 min) — UNDER NDA
    Share 6-12 month direction (not individual features)
    Structured feedback: sticky notes → group discussion
    Key question: "What would you stop building to focus on [direction]?"
 
### Lunch: Relationship building (60 min)
  Structured: seat people for cross-pollination (not by company)
 
### Afternoon: Deep Dives (3 hours)
  Choose 2-3 topics most relevant to CAB
  Example sessions:
    "How are you measuring ROI from [product]?" (peer learning)
    "What would need to be true for you to bet your company on us?" (strategic)
    "Show us your biggest workflow pain points" (discovery)
 
  Working session: Prioritisation exercise
    Give each member 5 sticky dots
    Apply to a list of opportunity areas
    Discuss: Why did you vote that way?
 
### Closing (30 min)
  PM/CPO: What we heard and what we'll do with it
  Next meeting: Date, theme, action items
  Thank you
 
### Post-meeting (1 week after)
  Summary document sent to all CAB members
  "What we heard, what we're going to do about it"
  Follow up on any commitments made

## From CAB to Product Decisions
 
DO:
  ✓ Document every insight with source context
  ✓ Bring CAB insights to OST (Opportunity Solution Tree) as evidence
  ✓ Reference CAB feedback when prioritising roadmap items
  ✓ Close the loop: tell CAB when their input influenced a decision
 
DON'T:
  ✗ Treat CAB as a feature request session
  ✗ Over-weight individual requests (1 person ≠ 1000 customers)
  ✗ Promise to build what they ask — promise to consider
  ✗ Share competitive intelligence from one CAB member with another
 
## Insight Categories
  Market signal (strong): 3+ CAB members independently raise same theme
  Strategic input (moderate): 1-2 members with deep industry experience
  Individual request (weak): Single customer's specific use case
  Validation: CAB confirms (or denies) a hypothesis you already had