Answer extracted from the Digital Construction Podcast podcast — listen to the full episode below.
How important is the feedback loop between sales teams and product teams in construction technology companies?
The feedback loop between sales and product teams is essential, but only when it is structured. Unstructured feedback becomes noise, and product teams cannot act on it effectively. The real value lies in separating one-off complaints from repeated patterns, then involving customer success teams and industry consultants to translate that feedback into actionable development priorities.
In construction technology, sales teams sit at the intersection of customer problems and product capability. Yet many organizations treat this connection as a one-way channel: salespeople report issues, and product teams ignore half of them. Gustavo de Bardeci explains in the Digital Construction Podcast that the problem is not the volume of feedback, but its governance.
Unstructured input creates paralysis. When every customer complaint lands in the product backlog with equal weight, nothing gets prioritized correctly. Product teams waste cycles on edge cases while ignoring systematic gaps that block adoption across multiple customers.
The solution is to build a structured feedback mechanism that distinguishes signal from noise. Sales teams should collect customer feedback, but they must also qualify it: Is this a one-off preference, or a pattern across five accounts? Has this issue come up twice in three months, or once in two years? This distinction allows product to see what truly matters.
Separating signal from noise in the feedback loop
Customer success and industry consultants act as translators. De Bardeci recommends involving these roles in the feedback collection process because they sit closer to the customer's actual workflow. A sales rep might hear a vague complaint; a customer success manager sees the same issue play out across implementations. An industry consultant—someone who has worked across multiple construction projects—can recognize whether a request reflects a genuine market need or a single customer's unique workflow.
This layered approach prevents the product team from chasing isolated requests. Instead, they focus on patterns that matter. When three different customers in different markets report the same friction point, and a consultant confirms it reflects a real industry problem, that becomes a roadmap item. A single customer's request, by contrast, stays in the backlog as a potential future consideration.
De Bardeci also emphasizes that adoption is the ultimate KPI of product success. If the feedback loop only captures what one person wants—say, a BIM manager—but ignores what project managers, site teams, and consultants need, the product remains stuck in the corner of the organization. Effective feedback loops must surface what blocks adoption across all roles, not just the technical champion.
"The best products reduce friction across roles — BIM managers, project managers, site teams, consultants, owners. If only the technical champion loves it, adoption will always be limited."
Gustavo de Bardeci — Sales Professional at Revisto. Originally from Argentina, de Bardeci has spent 11 years in Australia working across the full project lifecycle in construction, operations, and design. He began his software career at Oracle and IBM, serving financial services, utilities, and telecommunications before transitioning to construction technology through roles at Equinix, Aconex, and NBS (National Building Specification) in the UK.
To understand how this principle applies beyond feedback loops, listen to the full episode where de Bardeci explores how credibility in sales is built on truly understanding your customer's context and needs, not just closing deals.
Key takeaways
- Structured feedback loops work; unstructured ones become noise that paralyzes product development.
- Separate one-off customer complaints from repeated patterns—only patterns should drive roadmap decisions.
- Involve customer success teams and industry consultants as translators who can qualify feedback and identify real market signals.
- Adoption across all user roles—not just the technical champion—is the measure of whether a product truly solves the market's problem.
See also
What separates a great construction software product from one that becomes noise in the market, according to a sales professional?
Gustavo de Bardeci states that adoption is the ultimate measure of a great construction product. The best products reduce friction across all roles — BIM managers, project managers, site teams, consultants, and owners. If only the technical champion loves it, adoption will always be limited.
What is the biggest misconception about salespeople in the construction technology industry?
Gustavo de Bardeci identifies the biggest misconception as the belief that salespeople are only there to negotiate price or push a contract. In reality, salespeople who build lasting credibility focus on understanding the customer's true needs and delivering genuine value across the entire project lifecycle.
How can you tell the difference between a salesperson who hits quota and one who builds a lasting reputation in construction tech?
Gustavo de Bardeci says the real measure is whether people call you when they change companies. Anyone can hit quota once, but those who build reputations create trust that transcends individual deals and follows them across career moves.