Lately, it feels like every product conversation has a new, invisible attendee: the CFO. The days of chasing user ‘delight’ and engagement metrics as primary success indicators feel like they’re fading in the rearview mirror, replaced by a relentless focus on hard ROI, LTV:CAC ratios, and immediate revenue impact.
This isn’t necessarily a bad thing—we build products for a business, after all. But it represents a significant shift in how we, as product managers, need to operate. How do you champion a feature that you know will solve a major user pain point but has a fuzzy or long-term path to revenue? The pressure is on to quantify everything and connect every user story back to a dollar sign.
Understanding user feedback has never been more critical, but now there’s an added layer: we must explicitly translate that feedback into potential business outcomes. Tools that help centralize and quantify user insights to make a stronger business case, like we focus on at https://leera.io, are no longer a nice-to-have. They’re becoming a core part of the modern PM’s toolkit for navigating these stakeholder conversations.
So, how has this shift from ‘user love’ to hard ROI impacted your team’s roadmap and prioritization process?