No single customer owns your roadmap, your roadmap is yours. Unless you're actually billing hours to customers for features, the features you add are yours. Se

No single customer owns your roadmap, your roadmap is yours. Unless you're actually billing hours to customers for features, the features you add are yours. Sell what you have now, do not sell based on a future promise. You need to balance the value of a single customer against the opportunity cost of not building a feature that all customers want. The way I've found to do this: Qualify every feature request. Get in touch with 10 customers and have a list of the outstanding feature requests, and give them a virtual $100 and say, if you can spend this $100 on these n features and you only have $100, how would you spend it? Then take the answers from the 10 customers and see which added to the highest $$$ income. If a single customer is an outlier with all $100 on one feature, establish with their account manager the state of the account, are they happy? At risk? and prioritise accordingly. Throughout this process, always have your vision hat on. Is the ask for "add this toggle" or is there an underlying common theme that a different approach could satisfy. This is the "most people wouldn't ask for a car, they'd ask for a faster horse" (not said by Ford but always mis-attributed) symptom... you need to see how features align to your vision, and bear in mind that the customers today may not be the ones you need in the future, startups go through wave of customers and you need to be working up that food chain, so what are the right features to satisfy needs, but put you on a path to the customer you want in the future. Oh, and I'm an engineering manager not PM but had my own startup and had to do this stuff.