Engineers First: When the Team Becomes the Target Customer
A real-world example of In-group bias in action
Context
A mid-stage SaaS company built by engineers was scaling from 40 to 120 employees while chasing product-market fit. Leadership relied heavily on engineering-led decisions because the founding team came from deep technical backgrounds and trusted their own judgments about what customers needed.
Situation
The product roadmap began prioritizing features that made internal development and deployment easier (SDKs, internal dashboards, CI integrations) rather than features requested by the largest customer segment (simpler onboarding flows and analytics for non-technical managers). Product decisions were often made in engineering-dominated meetings where engineers were the loudest voices.
The bias in action
Team members consistently evaluated feature requests through the lens of what would benefit engineers, implicitly treating engineers as the prototypical user. When non-technical customers raised pain points in support tickets or customer calls, those items were deprioritized because 'no engineer would use that.' Hiring for the product team also favored candidates from the founding engineers' networks, reinforcing the engineering-centric perspective. Over months, customer feedback from business users was dismissed as outlier noise rather than input requiring prioritized fixes.
Outcome
Within six months the company saw stagnating adoption among its largest customer segment while internal tools were rolled out rapidly. Customer-support tickets for onboarding issues rose 35%, and churn among small-to-medium business customers increased by 12% quarter-over-quarter. The engineering team celebrated faster deploys and cleaner code, while revenue growth slipped below projections.



