A customer advisory board, or CAB, is a curated forum where a small group of senior customers give strategic input on direction, roadmap, and market. Done right, it is the highest-signal voice-of-customer channel you have. Done wrong, it becomes a thinly disguised pitch that members quietly stop attending.
Convene a CAB once or twice a year, or quarterly for fast-moving products. Use it for strategic questions, not feature requests, which belong in normal product channels. Reserve it for the customers whose judgment and standing make their input worth structuring a forum around.
An executive sponsor hosts to signal that leadership is listening. Product and strategy leaders attend to absorb input and answer hard questions. On the customer side, invite six to twelve senior practitioners or executives who represent your most important segments and will speak candidly.
Set the ground rules first: this is their forum for honest strategic input. Give just enough market and vision context to react to, then get out of the way. Spend the bulk of the time letting members pressure-test the roadmap and debate strategic themes with each other, not just with you. Capture disagreement, because consensus is rarely the interesting signal. Close by stating clearly what you will act on and what you will not.
Capture every theme and close the loop with members between sessions. Run it in OrgTP.
120 minutes total · 6 sections
Stop copying agendas into a doc every week. OrgTP runs your meetings live — scorecard, rocks, issues, and to-dos all in one place, with your AI agents in the room.