At my first startup, Requestee, getting customer feedback was hard. Nobody really wanted to talk to us.
At Secfix, it is the opposite.
Our customers want to talk. They trust us. They depend on us. Every week, our customer success team brings back a lot of useful detail: what is working, what is not, where people are getting stuck, and which parts of the product still feel heavier than they should.
That is a gift. It is also a trap if you treat every request as the answer.
There is a classic product tension here. Steve Jobs argued that people often cannot tell you the product they will love before they see it. Henry Ford is often linked to the “faster horses” line for the same reason. Linear makes a similar point in its essay on customer feedback: teams need customer input, but they should not confuse that with a blueprint for the product.
That is very close to how we think at Secfix.
We are deeply influenced by that kind of product thinking — from Linear, from PG’s “make something people want,” and from founders who stay close to customer without relying entire product decision to number of feature upvotes. Our spin on it is practical: we are not trying to automate product decisions - I believe best products are still built by people with great taste who threat feedback as signals not as KPIs.
Every product team has to navigate the same basic problem: If you only follow requests, the product becomes fragmented. If you ignore users, the product drifts away from reality. Neither path works. Here is how Sagan Schultz from Linear describes it:
The most innovative products emerged without explicit customer requests. Nobody asked for the first iPhone, Airbnb, or Figma. These products came from vision and intuition.
Meanwhile, the graveyard of failed startups contains countless visionary products nobody wanted.
That matters a lot in compliance software.
Customers often ask for specific things: an export, another filter, another status, another special case. Sometimes that request is exactly right. Sometimes it is only the visible part of a deeper problem. The real need may be a clearer workflow, less manual work, or a product surface that is easier to use every day.
At Secfix, we try to use feedback as a signal to focus and spot a pattern, to improve product judgment, not replace it.
We gather input from a lot of places: