[karmakaze]

The thing about enterprise software is that sales are the hardest thing. Even if you had the perfect product already, each new customer wants their specific customizations before they sign that big cheque. This will not change regardless of how many features you have or how many customers are currently happy with the product. What should change is that the effort of making customizations should become easier as they fall into categories that you've done before.

As you company grows, eventually you may have the luxury of core product/feature developers and support engineers that adapt the software filling in those customer requested features. Until then priorities have to be balanced. But it shouldn't be your responsibility. If a particular issue needs to be raised because it doesn't seem to be getting sufficient attention then you can raise it and make as clear an argument for it as you can.

This shouldn't be for every one, and it shouldn't take all your energy. Things like you shouldn't be in direct communication with customers. There should be a designated support person(s) with understanding of the product use but not its implementation to record the issues that can be triaged, grouped, prioritized by a PM, and scheduled to be worked on.

Beyond that, it's common that developers will do incremental refactors or bug fixes (as time pressures permit) along the way when working on areas of the product.