Was the product actually down?
One message arrived with URGENT in the subject. Part of a customer message appeared to be missing. My response was to validate whether it was happening and find out how urgent it really was.
The team was already on it. That issue was confirmed fixed soon after.
Another report said Reonomy was not working. We could load the site, so it was not a widespread outage. I asked for the exact page the person was trying to reach and asked that the problem go through the normal bug-reporting path.
A third report was part of a known address problem engineers were already working on. We did not have evidence that it came from the latest release, and I did not want the team inventing that connection because the timing looked convenient.
The product had already taught us this lesson the hard way when a feature went live before it was supposed to. Sales and client success needed a version of events they could trust. Engineering needed enough detail to reproduce the actual bug. Those were related jobs, but they were not the same job.
I drafted temporary guidance for what customer-facing teams could say and which part of the product to avoid in demos while the known issue remained open. Then I stopped myself from treating that draft as the final direction.
The person leading sales and client success should decide what those teams told customers. My note was a suggestion and needed his signoff. I asked us to sync so he could give the teams clear direction.
That left the day with one reported issue fixed, one needing a precise page before we could understand it, and one known product problem still under engineering work. The temporary customer guidance was being finalized.