In today’s fast-moving market, the most successful companies aren’t just listening to their customers – they’re making them partners in innovation. A Client Advisory Board (CAB) turns occasional feedback into ongoing dialogue, giving you direct access to the insights that drive real growth.
Watch as leading experts Camille Fetter, Stephanie Cole, and Diana Buxton reveal the secrets behind crafting and sustaining a CAB that drive measurable impact. Whether you’re starting from scratch or fine-tuning an existing board, this webinar is your ticket to transforming your CAB into a strategic advantage and asset for your organization.
Watch the Recording:
Key Learnings:
- CABs provide a competitive edge. They connect leadership directly to clients, shaping strategy with real-time market insights.
- Quote: “CABS really solve some of that dilemma, connecting strategy to clients. Everyone wants your client’s time. If you create a successful CAB program where your clients are choosing to spend their time with you, you get a lot of intel in a way that competitors might not.” – Stephanie
- CABs create organic business opportunities. While not the primary goal, they often lead to referrals, partnerships, and stronger client loyalty.
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- Quote: “Once you have that trusted relationship and they understand what you can provide, it’s the perfect warm introduction to a new part of an organization.” – Stephanie
- Selecting the right members is key. Several factors influence the selection of CAB members including industry expertise, client loyalty, and revenue/growth potential. However, diverse perspectives and strategic alignment drive the best outcomes.
- Quote: “The most important part of building a successful CAB is having executive buy-in and support from the beginning. You also need to be thoughtful about the diversity of perspectives at the table—different industries, different company sizes. Revenue matters, but diverse thinking is often more valuable.” – Stephanie
- Executive sponsorship is non-negotiable. A CAB needs internal champions, ideally a CEO or senior P&L owner, to ensure buy-in and impact.
- Quote: “You need an executive sponsor—someone who provides vision, champions the CAB internally, and ensures momentum. If leadership isn’t behind it, the CAB won’t have strategic impact.” – Diana
- Regular engagement is ideal, but flexibility matters. High-value discussions, whether virtual or in-person, keep CABs relevant and effective.
- Quote: “Quarterly is tough for senior-level executives. We aimed for every four months—frequent enough to stay engaged, but realistic given their schedules.” – Diana
- ROI must be measured. Metrics like revenue growth, new opportunities, and strategic influence validate the CAB’s success.
- Quote: “We tracked revenue growth within accounts, new opportunities generated, and strategic initiatives influenced. You need clear KPIs upfront, and someone dedicated to tracking them—otherwise, it’s hard to prove impact.” – Diana
- Strategic focus comes first. Before structuring a CAB, organizations must define what they want to achieve—innovation, market research, relationship building, or something else.
- Quote: “The criteria for membership should be driven by what you’re wanting to achieve. If you want to innovate around technology, select senior users. If you’re thinking about a market shift, bring in industry thought leaders. Start with objectives, then build the CAB.” – Stephanie
- Engagement drives success. Meaningful conversations, exclusive insights, and curated experiences ensure members see the value in participating.
- Quote: “It’s not just about getting feedback; CABs should be meaningful for members. Providing networking opportunities, exclusive insights, and interactive discussions—not just presentations—makes them want to participate.” – Diana
- CABs Should Foster Peer-to-Peer Networking, Not Just Vendor-Client Dialogue. One of the most underrated benefits is that bringing clients together builds trust and industry collaboration beyond just the company hosting the CAB.
- Quote: “One of the biggest benefits of a CAB is bringing clients together for peer-to-peer networking. You’re helping them connect, share experiences, and learn from each other—not just from your company.” – Diana
- CABs Should Be a Two-Way Street—Not Just a Feedback Loop for the Company. Members must see value beyond just providing insights—offering exclusive market intelligence, thought leadership, and industry trends keeps them engaged.
- Quote: Your CAB is not just a market research tool. It should provide value both ways—clients should gain insights and thought leadership, not just answer questions.” – Stephanie
Final Thoughts:
We thank Stephanie Cole and Diana Buxton for their invaluable insights and our audience for their thoughtful questions and engagement. For more thought leadership, connect with Stephanie, Diana, and Camille. To stay updated on future events, follow Talentfoot.