[Version of the slides as presented at XP2016] Of the original XP practices, the one that seems the most difficult to get right is the on-site customer. In the original XP team, this was an actual end-user of the, internal, system that was being built. How did the Product Owner turn into a project manager working down a long, predefined backlog? The Product Owner role quite often has devolved into a step in a waterfall process. A gateway, or proxy, sometimes a firewall, towards the rest of the organisation. But customer feedback is a fundamental basis of any Agile process. In this talk, I’m proposing that the common way of working down a backlog of user stories is at best a crutch, and prevents organizations from benefiting from even the most highly performing teams. We invest in getting our development organizations as Agile as possible, but never fully capitalize on the opportunities that gives us. I will discuss how we can use clear goals, captured in actionable metrics to guide our teams in growing the software necessary to reach those goals. I’ll show how to get development teams to demonstrate their progress based on business metrics, not just features completed. To strategically align development with the rest of the company. And how this allows you to optimally use the brightest minds in your organization for innovation.