Communicate clearly with the business team about the consequences of churn: if everything is a top priority, then nothing is a priority. There are multiple rea

Communicate clearly with the business team about the consequences of churn: if everything is a top priority, then nothing is a priority. There are multiple reasons for changing priorities. Are there multiple business folks all generating requirements independently, insisting that their client is the most important? Get them all in a room to hash it out. Either they all agree on a ranking of the clients, or they each have to prioritize their own requests and choose a small number (say, 1-3) of truly critical requests to put into the engineering queue. If they can't agree on this, escalate to the CEO. If the CEO can't/won't prioritize, you're in bad shape. Your best bet is to make a judgment call as to which clients/features are truly critical and drop the rest on the floor. Be prepared to send out your resume if you make the wrong call. If the clients themselves can't decide what they want, or can't communicate it effectively through the business team, you need face time with customers. If you have a product-minded engineer who is good at speaking the customer's language, include them too. The more direct exposure and intuition the engineering team has about what's really important, the more support you'll have in making those calls.