Just last week, I had the opportunity to bring a protégé along to deliver a product demo to a potential client. It was a great moment for learning and exposure, and I was confident in both our preparation and the strength of our product.
The demo started off strong. The client was engaged, asked insightful questions, and by the end, they expressed serious interest in acquiring the product. By all measures, we had done a good job. However, something unexpected nearly derailed the momentum.
During the final stretch of the meeting—while the screen was still being shared—my protégé noticed a minor bug in the system. Eager to impress, he began debugging the issue live, in real-time, in front of the client.
Now, I understand the instinct. It comes from a good place: wanting to be proactive, solve problems immediately, and show technical capability. But in that moment, it was the wrong move. We weren’t there to debug—we were there to sell. And in the eyes of the client, seeing someone dig into code during what was supposed to be a polished presentation introduced doubt. It made the product feel unstable. Confidence wavered.
I had to gently step in, give a hint to stop the demo, and shift our focus back to the client—to listen, answer questions, and wrap up on a high note. Fortunately, we recovered, but it was a close call. The lesson here is clear:
Know why you’re there.
If you’re in front of a client for a demo, the goal isn’t to fix bugs—it’s to build confidence, convey value, and create excitement. Once the client is interested, the best thing you can do is stop and let the momentum carry forward into next steps. Overdelivering or “doing extra” in the wrong context can introduce risk where none existed.
The key lesson from this experience is the importance of staying focused on the objective. During a demo, the primary goal is to sell the product—not to refine the codebase. Perception plays a crucial role; even a minor bug, if handled poorly, can raise unnecessary concerns for the client. It’s essential to read the room—when the client is already impressed and showing interest, introducing new variables can cause hesitation. As mentors or leaders, we must use moments like these to lead by example and reinforce the importance of professional judgment in high-stakes situations.
At the end of the day, it’s not just about having a great product—it’s about presenting it with clarity, confidence, and discipline. Because sometimes, doing less is what closes the deal.
