When we were building our B2B SaaS startup Dyn to $100M ARR, one of the smartest decisions we made was forming a Customer Advisory Board (CAB).
Back then, we initially called it our Thought Leadership Council (TLC). The name might have been a bit of a mouthful and no doubt kinda cheesy but the concept was simple: bring together a cross-section of our most strategic clients to shape the future, both ours and theirs.
This group became an invaluable sounding board, a launching pad, and a trusted circle of advisors who gave us honest, actionable feedback. They spanned a cross-section of industries, market segments, roles, levels, geographies and use cases. In return, we gave them an inside track to our vision, leadership, roadmap and innovations. It was fun as hell too. Win-win-win!
Why Startups Need a CAB
For startups, building a CAB isn’t just a nice to have… it’s a must have. It’s about knowing when the time is right to implement it. In those early days, you don’t have all the answers and you shouldn’t pretend you do. Do it too early and it’ll distract you. Do it too late and you don’t get the true value. Having the voice of the market and customer always at the forefront, you can reach new and relevant heights. Your customers, especially those willing to volunteer time on your CAB, who deeply believe in your vision and see vast potential in your platform, can truly help you get there.
Here’s why:
- It’s a Sounding Board for You
Your CAB is your reality check. Is your platform differentiated? Are your features solving real problems? Are you ahead of the curve or veering off course? The members of your CAB won’t just nod along; they’ll challenge you, push back, and offer perspectives you might never have considered. They’ll tell you who is friend and foe, who you should partner with, who you should ignore.
When we were at Dyn, our CAB helped us understand the evolving needs of the internet infrastructure space. Their insights led to new products, acquisitions, market pivots, and a deeper alignment with the industries we served. They also were a tremendous legitimizer, reference account, and customer referral source.
- It’s a Launching Pad for Them
The relationship isn’t one-sided. Your CAB members are your champions in the field, and they see value in being part of your journey. If done correctly, they take serious pride in it and may even add it to their LinkedIN and resume. I became obsessed with promoting their work in the shadows, with webinars, case studies, speaking gigs and more. They got early access to your roadmap and the chance to shape solutions that solve their (and everyone else’s) pain points.
At Dyn, we created an environment where our CAB felt invested in our success. They were the first to test our new features, and they benefited from the first mover advantage.If they believed in us, everyone would. Many of our early CAB members became the most successful companies and people in DevOps.
Building Your CAB
- Choose Wisely – Select members who represent a diverse cross-section of your customer base: different industries, company sizes, execs/founders vs. ICs, levels of engagement, geographies and more. Diversity in perspectives drives richer discussions.
- Create a Cadence – Whether you meet quarterly or semi-annually, consistency is key. Make it a mix of in-person (when possible) and virtual sessions. Hit the road and prioritize your evangelists.
- Set the Tone – This isn’t just another sales pitch. Be transparent about your challenges, ask for feedback, and create space for open dialogue. If they see vulnerability, they’ll be more apt to help.
- Follow Through – Nothing kills trust faster than ignoring the advice of your CAB. Show them their feedback matters by taking action and reporting back on the results. This is easy to do when its collaborative and you do all the above.
The CAB Flywheel
A strong CAB can create a flywheel effect for your business which drives network effects. Happy members become your advocates, influencing others in their industry and beyond. Their insights refine your strategy, making your company and brand more visible, your product more useful, which attracts more customers and potentially new CAB members over the long game.
At York IE, we encourage every startup we work with to build a CAB early once they’ve achieved product market fit and have foundational scale along the next stages of business growth. It’s one of the most powerful tools in aligning with your market and accelerating your growth.
So, gather your champions. Create a space for collaboration. And let your CAB drive your startup’s future. Trust me… it’s worth it and wildly fulfilling. Lifetime career and friendship bonds will persist. Actually, maybe it’s time for York IE to create one!
