We have a liaison in a similar manner, but she manages a Jira ticketing system by which we require our sales people and field techs to fully communicate issues and feature demands. The company used to give out programmer phone numbers and emails. Projects used to get completely side-tracked by programmers chasing trivial features or even entire alternative tools and getting sidetracked long-term from the primary projects. It cost the company their leadership position and a significant amount of programmer turnover. It's still an ongoing issue that our field techs and sales folks simply do not understand the field well enough to know what they're asking for.
The ticketing firewall has been a net boon and we've been able to overhaul a number of ailing backend systems, while adding features that were in demand for going on two decades. Turns out, most of the features being requested were easy to implement given the right choice of languages and architecture. We went from constant fires to downright quiet in our office. Most of the ongoing project work is aspirational and would vault us back to industry leadership, instead of the constant remedial work that was bogging us down.
The ticketing firewall has been a net boon and we've been able to overhaul a number of ailing backend systems, while adding features that were in demand for going on two decades. Turns out, most of the features being requested were easy to implement given the right choice of languages and architecture. We went from constant fires to downright quiet in our office. Most of the ongoing project work is aspirational and would vault us back to industry leadership, instead of the constant remedial work that was bogging us down.