6/
Take this data to your CFO.
It's the most powerful argument for a Blocker-first roadmap.
It ties product work directly to revenue.

5/
This is how you justify the roadmap.

Instead of: "We shipped 5 new features."
You say: "We spent 2 weeks fixing the setup flow. It lifted activation by 25%, which will create a 34% MRR lift."

One of those statements gets you more budget.

4/
Now, calculate the ROI.
- That 5-point jump (from 20% to 25%) is a 25% improvement on your baseline.
- That 25% improvement in activation will lead to a ~34% increase in MRR over 12 months from that new cohort.

3/
Here's how to measure the fix:
- Find your baseline (e.g., 20% of new users complete setup).
- Identify a Blocker (e.g., "Step 3 of setup is confusing").
- The team ships a fix.
- Measure again. The new activation rate jumps to 25%.

2/
Your product team's job is to shorten Time-to-Value (TTV).
Every Blocker (confusing UI, missing import, slow load time) adds friction and increases TTV.
This kills activation.

1/
Stop treating "product" and "growth" as separate.
The "Activation-to-MRR Link" proves that fixing friction is a growth strategy.
In many cases, it's the best one.

5. The Result

The PMF score shot from 22% to 58%.

They didn't guess. They built a system to turn "meh" users into fans.

Stop treating all feedback as equal. Find your fence-sitters. Fix their Blockers.