As a Fractional CTO at Madgical, we've consistently faced the challenge of balancing demanding client expectations with our team's capacity. Here are some strategies we've found effective: - Risk Assessment: We carefully assess the potential impact and risk associated with each client request. This helps us prioritize tasks that align with our long-term goals and maximize the value delivered to our clients. - Focused Execution: We concentrate on high-impact projects that directly address client pain points and drive significant business value. This ensures that our team's efforts are directed towards the most critical initiatives.

1-Set Clear Expectations: Communicate realistic timelines and limitations upfront. 2- Prioritize Requests: Focus on high-impact projects and urgent needs. 3- Phased Implementation: Break down complex projects into smaller, manageable phases. 4- Efficient Resource Allocation: Optimize team capacity and consider outsourcing if necessary. 5- Agile Methodologies: Adapt to changing priorities and deliver value quickly. 6- Strong Client Relationships: Build trust and transparency to manage expectations effectively.

It can never appear it is a one size fits all scenario. Coming from a place of genuine curiosity is always the best step. From there realistic expectation are formed.

Personally, I categorize client demands in two buckets: those that will help multiple clients and those that are specific to that client. Then, you also take into consideration the revenue that the client may bring forward. Obviously, demands that would help multiple clients and has big revenue potential should be prioritized, and demands that only serve that client with low revenue potential should not be prioritized. This leaves these: 1. For demands that are client-specific with lots of revenue, try to convince R&D to undertake this in exchange for sizable additional revenue from the client. In other words, use that money to finance headcount. 2. For demands that will address multiple clients, try to land it onto the roadmap.

Al asesorar y lograr la venta, podemos estar generando expectativas que sobrepasan lo que nustros productos o servicios técnicos realmente proveen. Por lo que es muy importante describir con precisión lo que podrá disfrutar al convertirse en usuario y evitando así las falsas promesas que perjudicarán la relación. Porque, "la gente no compra un producto o servicio, sino la promesa cierta de que resolverá sus problemas específicos cuando se convierta en usuario y cliente."