Our product's history explores the full depth of this spectrum. At the beginning, the only thing we were interested in was what our customers (banks) thought a

Our product's history explores the full depth of this spectrum. At the beginning, the only thing we were interested in was what our customers (banks) thought about their business and how our product might be able to improve it. We had no clue what we were doing but were accumulating ideas rapidly. We were tripping over ourselves in order to serve the customers' every last idle whim. We felt we were not worthy of their business. Somewhere in the middle, we gained traction and realized that if we built our product to make 10+ different customers happy in their own unique ways that we would have nothing in the end. Today, our product is more of a turn-key consulting package than it is any specific software or technology. Our customers look to us for guidance on how to run their businesses now. Once you are driving this kind of bus, you can normalize your software stack with much more confidence. The word "boring" has entered our lexicon recently. One fun point about our kind of customer - they are very herd-like creatures. Once you get a few of them moving in a certain direction, you can push the rest along for the ride with virtually zero effort. I am beginning to think this isn't just applicable to risk-adverse bankers.