As a web developer for nearly 30 years, I love to create software to help teams solve problems and find efficiencies. Especially now that we have access to new and evolving AI tools. You created a great tool, and next comes the hard part, the demo phase.
You’re demoing something you’ve worked hard on. You know the problem it solves. You’ve seen the gaps it fills. And then someone on the call says:
“We already have something that does that.”
The room goes quiet.
The demo momentum stalls.
And suddenly you’re defending a tool that wasn’t meant for this conversation in the first place.
As a Project Manager, Business Analyst, and AI Champion, I’ve learned that this moment isn’t a failure — it’s a signal. And handled correctly, it can make both the product and the team better.
The Root Problem Usually Isn’t the Tool
When someone says, “We already have that,” they’re often answering a different question than the one you’re trying to solve.
For example:
- A centralized team may already use a planning tool
- An enterprise org may have access to licensed software
- A stakeholder may be viewing the demo through their own workflow lens
Meanwhile, your tool was built for:
- Specific issues your team is facing
- Environments without access to enterprise software
- Roles forced to improvise with spreadsheets, email, and manual tracking
The disconnect isn’t about capability — it’s about context.
What Not to Do in the Moment
When this happens, it’s tempting to:
- Defend every feature
- Argue why your tool is “better”
- Explain why they’re missing the point
That usually makes things worse.
You’re not actually trying to win an argument — you’re trying to realign understanding. Pushing harder often reinforces the impression that the tool is redundant.
How to Recover the Demo (Without Getting Defensive)
Here are a few approaches that work far better in real-time.
1. Acknowledge, Then Reframe
Instead of pushing back, acknowledge the statement:
“That makes sense — for teams that have access to that tool.”
Then immediately reframe:
“This was designed specifically for teams that don’t have access to that software, but still need the same outcomes.”
This shifts the conversation from “tool comparison” to “audience fit.”
2. Clarify the Intended User Explicitly
Many demos fail because the audience assumes they are the user.
Say it clearly:
“This isn’t meant to replace tools used by centralized or enterprise teams. It’s built for PMs who currently don’t have a supported solution.”
Once that’s stated, feedback becomes more relevant — or at least more honest.
3. Turn the Comment Into Validation
If someone says your tool duplicates functionality elsewhere, that’s not a failure — it’s proof that:
- The problem is real
- The solution pattern already exists
- The gap is access, not concept
That’s valuable product insight, not rejection.
Learning From the Missed Audience
After the demo, the most important work begins.
Ask:
- Who should have been in that room?
- Who currently feels this pain daily?
- Who lacks access to existing tools but still owns the responsibility?
Often, the wrong-audience demo exposes gaps in:
- Stakeholder mapping
- Demo framing
- Problem statements shared ahead of time
That’s not wasted effort — it’s new information.
Designing for the Space You Actually Operate In
In different levels of the organization, the reality is:
- Not every team has access to enterprise tools
- “Just use X” is often not an option
- Work still needs to get done
Tools built for that reality shouldn’t be judged against environments that don’t share those constraints.
Your job as a PM isn’t to build the most powerful tool possible — it’s to use the right tool for the space your team actually operates in.
One last thing…
Demoing software to the wrong audience can feel discouraging. But it often reveals something more important than a perfect demo ever could: clarity.
Clarity about:
- Who your tool is really for
- What problem you’re truly solving
- How to position your work so it’s evaluated fairly
Handled well, these moments don’t weaken your product; they sharpen it.
