We’ve all been there — weighing whether to do something ourselves or hire an expert.
Home projects. Taxes. Web design. You name it.

When I talk with companies thinking about launching or refreshing a Customer Advisory Board (CAB), I often hear a familiar hesitation.

Here are five key differences between running a CAB internally and bringing in a consultant to help.

Assembling the right mix of customers for your Customer Advisory Board (CAB) is one of the most critical steps in building a program that actually moves the needle. The right members don’t just show up—they shape the future of your business. This stage is worth thoughtful discussion and internal alignment before you put the wheels in motion.

Here are the traits that signal strong CAB member potential:

When we help companies build a Customer Advisory Board (CAB), a question we often hear is:

“How will this different from our customer summit?”

Fair question. After all, both involve getting your customers in a room (virtual or otherwise) and talking about the business. And both can be incredibly valuable. But they serve very different purposes—and you shouldn’t expect one to do the job of the other.

Here’s how they differ – and why you need both in your customer engagement strategy.

The most innovative companies don't just listen to their customers – they systematically engage them in shaping the future. A well-structured Customer Advisory Board (CAB) can hold the key to your next breakthrough.

In our previous article, we explored how listening to your customers is not just good practice — it's a strategic advantage. Now, let’s go deeper into how to effectively create an environment where that listening can actually happen.

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