The best product managers ask customers for their money

You have something to share. A new product or a meaningful change — built to solve a real problem you have heard about again and again. You show it to a few customers. The recognition is immediate. You are solving the right problem. In the past, I thought that was enough.

But I learned that the real question is this: Will they pay for it?

The answer begins to take shape in how the conversation unfolds. "Could it do X too?" "What if we pulled in Y data?" The curiosity is real — a good sign. But interest in what might come next can overwhelm what is actually in front of customers. The leap to the "what-abouts" happens fast. And if you are not careful, the core value gets buried before it ever has a chance to register.

I get that it feels polite to follow the thread. You want to keep the energy high and show you are listening. Perhaps you are uncomfortable interrupting. But those early moments do more than they appear to. That is when someone decides whether this is something they could rely on or just another product with potential. You have one shot to show what it changes for them now.

You do not get infinite chances to prove value. Most people make up their mind quickly — not just about what the product does, but also whether it deserves their attention at all.

We saw this back in 2013 when we launched Aha! Roadmaps. The first version did not integrate with development tools. Some early customers thought that it should. We totally agreed (and it did within the first year). But the question was never about integrations — it was about whether the product solved the problem of setting strategy and creating visual roadmaps. Compared to the patchwork of slides and spreadsheets most teams were using, the answer was obvious. Once that clicked, the rest followed.

The same pattern has surfaced in more recent launches and updates. When we introduced Aha! Discovery, many customers immediately understood what it could do (organize early-stage research, capture customer interviews, and turn insights into product decisions). The approach was new, but the goal was clear: Help teams make better decisions about what to build.

Others moved straight to feature suggestions before reckoning with the fundamental improvements the product enables. It happens often. And if you are the one leading the conversation, it is on you to bring the focus back. Stay with what works now. Let the rest wait.

Holding the line means believing the product is already valuable and worthy of a fee.

This is the hard part. It takes nerve to keep returning to what is real right now. But eventually, you have to stop circling and get to the answer: Will they pay for the product as it is? Because until someone is willing to pay, it does not really matter what could be next.

Here is what is essential to keep the conversation focused on the now:

Define the problem to its essence

You need a crisp articulation of the problem. Not a broad theme — a specific pain. What is happening today that is inefficient, clunky, or unsustainable? Why does it matter now? Nail this before you ever show a solution. Because if the problem is not compelling, nothing that follows will be either.

Write out your script

You need a clear way to talk about what is new. Clarity leads to consistency, making it easier for others to share the story too. Writing it out forces precision. Not to memorize a pitch, but to tighten your thinking. Can you explain what the product solves in a few sentences? If not, you are not ready to present it.

Stop riffing

Riffing sounds collaborative, but it puts you in reaction mode. So does jumping to feature talk too early. If someone starts brainstorming, politely cut in and say: "Can I pause you there? Let me walk through what it does today first — I want to make sure it is clear where this fits in." Stay focused. If the idea truly matters, it will come back after people understand the value.

Move along

Not every question needs a long answer. When someone suggests a future feature, acknowledge that without indulging it. Try: "Good thought. We have thought the same. It is an obvious way to go in the future, but right now we are focused on [today’s problem]."

Ask for their money

You need to ask directly. Will you buy this? Would you pay for this now? If you do not ask, you will never know what they really think. It is not a trap — it is the most honest question you can ask. You are trying to understand if the value is clear enough to earn real commitment. And if it is not, you still learn something useful. You may be talking to the wrong customer. Or you may not have solved the problem well enough yet. Either way, you are closer to the truth.

Real interest has a cost. That is how you know it is real.

Some conversations will be productive. Others will be unclear. You will leave a few wondering whether you missed something — or if the customer just was not the right fit. That is part of the job. You are not trying to please everyone. You are trying to find the ones who feel the urgency and are ready to move forward.

This is how momentum builds. Not from broad enthusiasm, but from a few people saying yes for the right reasons. And those same people paying you a fair price for what you have worked really hard to deliver.

Uncover what customers actually need. Try Aha! Discovery — free for 30 days.