How AI Is Reshaping SaaS Product Strategy l Raj Singh Mozilla Vice President

Raj Singh is the Vice President of Product at Mozilla, leading new product initiatives. He joined Mozilla in 2022 via the acquisition of his startup, Pulse, which developed AI meeting-summarization models.

He was previously Co-Founder and CEO of Tempo AI, a smart calendar acquired by Salesforce in 2015. He also co-founded AllTheCooks, which became the largest recipe community on Android before its acquisition by Cookpad. Earlier in his career, he served as VP of Business Development at Skyfire, a mobile browser acquired by Opera. 

As a 4x-exited VC-backed Founder, he has led products from 0 to millions in users and revenue across consumer and SaaS domains. His broad technology and product background spans product monetization, product-led growth, go-to-market adoption, system roadmaps for scale, AI-native products for small and midsize businesses, and the building and scaling of SaaS products and organizations.

Raj turns ideas or early product momentum into repeatable growth, aligning product, growth, and GTM to drive adoption, retention, and revenue. 

Currently, he focuses on AI-native products for SMBs and how AI reshapes product development, growth, and teams.

Transcript

Jeanne Gray: I am Jeanne Gray, publisher of American Entrepreneurship Today and host of the podcast series Experience Voices, where I talk with highly accomplished people who share the critical elements that led to their success.

 Our guest today is Raj Singh, vice President of New Products at Mozilla. Raj has a broad technology and product background with experience spanning product monetization, product-led growth, go to market adoption system roadmaps for scale, ai, native products for small and mid-sized businesses, and the building and scaling of SaaS products and organizations.

This is an especially timely conversation given how quickly AI is reshaping, how products are built, how businesses operate, and how software companies think about value creation, adoption, and growth. I.

 Raj, welcome to Experienced Voices.

Raj Singh: Hi Gene. 

Jeanne Gray: Well, I'm very curious to speak with you today in your position in Mozilla, dealing with new products. So let's start with you explaining to the listeners what your position entails.

Raj Singh: Many people probably know Mozilla as Firefox, obviously. Probably one of the oldest software companies there. And a huge, incredible brand and one of the most popular browsers. But Firefox, obviously the browser space, all very interesting and we're doing amazing work there, but we also have to build new things as well.

And so I focus on new products at Mozilla. And that entails a number of things. We have products for small business which is sort of my focus area. We have products in the cyber, large language model security category. We have some stuff in agent and APIs. We're also looking at things for enterprise.

So there's a range of different things. But that's, sort of 

Jeanne Gray: you've also worked in SaaS scale, so share a little bit about how you're seeing the market for AI and how it's unfolding compared to other technology waves that we've seen in the past.

Raj Singh: Every time you go through one of these moments, it's different, right? And , people wanna say like, patterns, repeat and I've had this weird situation where I've been a founder of a startup through the.com crash, through the great financial crisis through COVID.

So I've kind of seen multiple patterns, and this one is. One of the hardest for me to predict. And part of the reason is the disruption is on par, if not greater than even the iPhone. And what that sort of did within tech, obviously that's through Gen AI and whatnot. And so there's just a complete discovery going on right now across companies where.

They're looking at how gen AI can radically transform their workflows, which is putting pressure on a lot of their existing SaaS tools. I saw this interesting infographic recently that tried to break it down where you sort of have the system of record, which might be what a lot of SaaS is. You store your data in Salesforce, then you have all the context, that's the knowledge that's shared between employees, team, and that might be captured in different tools.

And then you have the presentation layer at the top. And historically a SaaS product might try to own that whole stack, but now we're seeing people use Claude or Codex or whatever as a canvas, their terminal window into this data set. And this is allowing unlimited creative potential because they can now prompt and request whatever they want.

And context is now being stored into markdown files across the organization that's shared. Amongst teams. So this is just a radical sort of transformation. And the existing SaaS incumbents in some ways are being relegated to just being systems of records, which by the way, is incredibly important because we still need a place for agents to store their receipts too, right?

but this is certainly creating a new. Pressure on SaaS companies and then for the first time with the cost of code generation, effectively going to zero, not zero, but, we're ba we're able to revisit buy versus build decisions in a way that we've never been able to revisit before.

Where it was just painfully obvious that we're not gonna maintain or manage this ourselves. Now it's like. Should we roll this portion up ourselves? All that being said, I do think as I said at the, top we're in the discovery phase. I think there's gonna be a little bit of a reckoning.

You can't have hundreds of pieces of bespoke software in an organization. You can't have them all public facing that introduces new cyber issues, you know, cloud management, security, infra, SRE, all that sort of related stuff. So I feel like right now we're going through some of that experimentation, but.

I guess the reason this particular time feels less certain than it has in the past is the disruption is disrupting SaaS in a way that's never been seen since maybe the transition from licensed software to, cloud-based software. And then of course we're seeing some business model transition that went from per seat to usage based.

So let's see how it plays out. It's certainly an exciting time to build. I do think. It'll trigger a new kind of wealth distribution curve where you don't have mega SaaS companies and you have thousands and thousands of bespoke software companies, not generating billions, but generating, tens of million.

Jeanne Gray: How would you describe the tension that's being felt in the tech companies as far as the urgency or the pace of change that they are? Pursuing or instigating,

Raj Singh: that question is a little bit overloaded because there's different layers to it. So from a company perspective, you know, if you're wearing the CEO hat, you're surrounded, you're probably on social media at some level 'cause you're part of leadership and you're just seeing constant fomo.

The sense that everyone around you is just moving faster. The use of agents, the execution now very unclear If all of that's yielding to better outcomes that's the piece that is still to be determined. Certainly it's yielding to some improvement in outcomes, but revenue isn't doubling because we're doubling productivity, right?

So there's still a lot of judgment and taste and whatever you wanna call it, that's involved in figuring out what's important. What should we work on, what are the priorities? I think , at the leadership level, yeah, you're getting a little bit anxiety and you're thinking about, okay, how do I drive adoption?

You know, Certainly we've seen some organizations where leadership is almost mandating it down. That's perfectly fine. That's an approach in many other organizations is a bit more organic and self adopt and creating incentive structures to sort of adopt. you know, Different organizations, different cultures.

I think at the employee level, it's a totally different set of things. I think there's a sense that this is radically transforming how I work, and in some ways there are advantages to the beginner's mind because you don't have preexisting workflows when you graduate from college. You maybe never really used email in any meaningful way, so now you can build your workflow for the first time.

But those that have established workflows a certain way that they take notes, a certain way, that they attend meetings, a certain way that they. Use certain software, whatever it is, their flow for doing sales, whatnot, they're having to completely revisit, reinvent, and approach it in a new way. And that's not easy for a lot of people.

Changing behavior, changing workflows is hard. And tech interestingly tends to have some of the most, and I don't mean to stereotype, but like adaptable workforce, because this is a sector where things are changing all the time. So in some ways, employees within these organizations.

can more readily adapt to this sort of change, and they're feeling that sort of anxiety and pressure. I can only imagine what it must feel like in industries that just simply move slower in terms of tech adoption. I do think, there is a bit of this anxiety and tension depending at what level.

And then of course, that pressure can realize itself in different ways. We've heard new terms like token maxing where people are like how many tokens it can spend, and creating internal leaderboards which simply is a terrible way to measure output and progress.

But it's a great way if your objective is just to drive adoption. And I think this year, 2026, for a lot of enterprise, it's mostly about adoption. I think 20 27, 20 28, we're gonna start seeing, okay, what's the ROTS ? Return on token spend because we're spending all this money on tokens, but now are we making that money back or generating more?

Well, 

Jeanne Gray: well There are a lot of threads I would like to pull out of what you just said 'cause there's so much going on. But a very basic question, and I think you may have answered is, in the sort of the general public. The question is how much of this transformation is hype and how much of it is practical?

And from what I'm, hearing from you is it's not hype. transformation is deep and quick.

Raj Singh: So I think, so like anytime there's new technology, you have all sorts of archetypes of companies and people who are going to stress it in different ways. I don't know if people remember when Google Glass was first released, Robert Scobel stressed it to the max. he wore it in the shower.

And this is fine. as odd and quirky as that may seem. It's useful to have these different types of archetypes stress things in different ways. Because what you're really trying to understand is what are the limits of the technology? What are the best ways it should be adopted?

What are the best practices? And so right now, as I mentioned, we're probably still in early innings, we're in discovery phase. I think companies are figuring out how best to agentify parts of internal workflows, how best to bring AI experiences to their customers. How best individual functions leverage AI in their own work.

How best to collaborate what hiring looks like, all that sort of stuff, right. So I think from that perspective we're early innings. I forgot your original question. Can you repeat 

Jeanne Gray: it? Well, I think the point was about how quick right, the, the height is. 

Raj Singh: Yeah, yeah, Yeah. 

Jeanne Gray: It's.

At some point out in the general public, you're starting to wonder, is everything exaggerated? 

Raj Singh: yeah. So where I was going with this is I think this discovery is a good thing and certainly social media rewards type and bluster and hyperbole and, you're gonna see all of that. But. I think we're way past 20 22, 20 23, where it was a little bit more of the AI skeptic, AI doomerism type scenario.

This is real. This is happening. This is fundamentally changing how we work. I think the question, which I mentioned earlier, is really much more about return on token spend. So I'm spending all this money on inference with ai. Inference is the fancy term for using the ai, it's what they call it. And am I making that money back or am I generating more revenue?

And that's what we don't know. That's where there could be some form of a bubble, right? People are like overspending right now. And I think the reason they're doing that is because we're in discovery. But I think there'll be much more emphasis on ROTS 27.

Jeanne Gray: And my question was, and you've already really delved into it, was the whole aspect of how much is transformation and how much is experimentation.

And you've nailed that with explaining a lot of discovery. underway. And the outcomes are not clear yet. So let's talk a little bit about product which is something you're really involved with with Mozilla is explain a little bit of the difference between AI that is feature focused and an an AI native product as to, the two different approaches that an organization is faced in making an AI change?

Raj Singh: people could introduce like, let's say they have a product that lets you search for recipes and they add a search box that lets you type it in natural language. That's like an AI feature. You can type in like, you know, I'm looking for purple foods or whatever.

But I think what we're seeing now is AI native which is quite different. And one way to think about that is in 2009, 2010 when the iPhone and whatnot was released there was the emergence of what they called the mobile web. And you would visit a website , your phone, and then at the bottom it would say View Desktop Site.

It was effectively two parallel versions of the web, and the reason was the browsers on phones at the time were not very powerful. Now we have agents, you know, people, let's say inside of their terminal, whether they're using CLO or Codex or whatnot, they might request something like, Hey, can you pull up the expenses from Expensify and.

That depending on how that's executed, it could maybe go through an API, it could go through what they call an MCP, which you could think of as a fancy AI wrapper around an API or it could open up a browser for you behind the scenes and try to click and navigate through the experience and gather the data, right?

So acts as an agent irrespective of how it does it , what does Expensify build to make that experience easier for the agent to do? And that's where you're starting to see products. Think about AI native experiences. So an agent could come and maybe do that work whether it's through an API through an MCP or whatnot.

And so I think a lot of products are thinking about that as they think about what their consumer facing experience might look like. How do they make an agent facing experience much similar to how we had desktop versus mobile website. I also think within an organization we're generally seeing when it comes to product building, which is different from the product itself workflows that I would start describing as more AI native, right?

Where if you take the traditional product lifecycle and you go from like requirements gathering PRD reviews. design code generation or writing code QA release, whatnot. These cycles are being revisited in ways that have not been revisited in 30 plus years.

Meaning. Maybe we skip the design step altogether, or maybe we skip the PRD step altogether and go straight to code and get five prototypes and then evaluate it that way because the cost of code generation is going to zero. Or maybe we skip a formal human QA review on this set of features because generating automated tests has gone to zero because of co-generation going to zero.

And so we can have just the AI run this as an agent test. Using a headless browser. So I think the fact that these sort of software development lifecycle processes or traditional scrum methodology or whatever you wanna call it, are being revisited. It gives me flashbacks, the mythical man month, those, CS majors from the nineties, like the traditional SDLC cycle because it almost needs to be rewritten in an agent era.

But the problem is right now is we don't know what the best practice is. There's a lot of information sharing going on. There's a lot of experimentation happening, but it hasn't settled in the way that sort of I would argue that many of the Indian offshoring companies in the two thousands, like the emphasis and whatnot.

in some ways they codified modern Scrum methodology because they had to be good at it 'cause they were asynchronous and overseas. And so this'll happen, it'll get codified over the next, five years. But right now, as I said. 

Jeanne Gray: But overall, you would say that going from concept to launch , is being transformed and the, product development cycle is being shortened.

Raj Singh: Shortened is an interesting term. I think concept of launch, certainly that process has transformed, shortened, could mean any number of things. Not every organization has automated, real-time build systems and whatnot. So they can release on a daily basis.

So they might still be running release cycles that are X weeks or X months or whatnot. But the amount of stuff that's getting done in those release cycles, or rather the amount of stuff that's being, getting done per engineer on the team or per member of the team, we probably shouldn't even think about it in terms of job titles anymore.

That has meaningfully shifted. So 

Jeanne Gray: at Mozilla you focus on SMBs. So share a little bit about where sort of the monetization opportunities for SaaS companies are emerging with ai.

Raj Singh: Well, Those are two different questions. So when I focus on SMBs, I actually focus on service providers. So you could think of 'em as the non-digital workforce. These are the plumbers. These are, the gardeners, the landscapers, the designers, sometimes some, of them are digital, the coaches, the tutors, the whatnot, the mural painters.

But this is one of the fastest growing occupations in the US I think in part enabled through COVID and remote work and people wanting to become their own boss. I call. Be your own boss economy or the ownership economy is another term I sometimes hear. I think for this segment, what's interesting is gen AI is obviously a huge unlock, but this segment is also not the most tech sophisticated, right?

There's slower going slower adoption, curve's harder to reach. And so, we've leaned in here and there's tons of opportunity the tooling that they need either from. Ultimately growing their business, managing their payments, managing their taxes, dealing with calls when they're away from their phone doing social, things like that.

And so we're working through a lot of those things. 

Jeanne Gray: So is there, 

Something specific in the SMB market, and I think you may have touched on this, is the whole aspect of how to gain their adoption and they're unique from the large enterprise is to how they'll integrate AI tools into a smaller operation.

Raj Singh: Yeah, I think so the first product we launched within the SB studio was called Solo. It's an AI website builder. It was just a way for a lot of SMBs really just have, maybe have a Yelp page. Maybe they start with just a little community on WhatsApp, whatnot, right? Word of mouth. But ultimately they need a landing page.

'cause now they're getting serious about building their business. And then a lot of our subsequent things that we've built have been really oriented around how to help 'em grow. how to grow and how to manage sort of back office, things like that, right? if you don't pick up a phone call when you're an SMB, the chances of you losing that lead, just go up substantially.

So can give them an AI receptionist as we have a product, they're called pencil, if they wanna grow their business and they don't have time to do social media and a blog. And a newsletter, so can we give them some automation? Maybe they're collecting a bunch of payments.

And they don't wanna do all the bookkeeping. It's really painful, right? So we gave 'em a product there called Trunk, right? So we have a range of different things that we're looking at, which is within this sort of SMB umbrella. And I think reaching them, of course, it's difficult. It's not the most digital, a lot of it's word of mouth.

And so we have to come up with a lot of clever growth tactics on how to reach these communities. But we are reaching them in some ways and it is continuing to grow 

Jeanne Gray: would you define that as your go-to market for each of these products is different or you have a kind of a broad approach to understanding the SMB market?

Raj Singh: I would say the ICP is very similar. Certainly there's different types of SMBs. There's sort of the solepreneur. And then there's the larger small business, let's say, the five 10 person family office or whatnot, right? Or five 10 person, small business.

So the go to market may be a little bit different depending on which of those audiences you're going after. So the ICP is certainly similar. We do a lot of experimentation and in this gen AI era growth and distribution is really hard because the signal noise ratio is just off the chart.

So how do you make people aware? How do you create discovery? Many contractors, depending on their geography or region, are just completely overloaded, right? They're trying to figure all this stuff out. we try many tactics Reddit communities A-E-O-S-E-O-A-E-O being the derivative of search engine optimization.

But for LLM check, which is called answer engine optimization we, you know, posting, creating content, social, TikTok, you name it to try to reach these sort of different audiences. But even then it's not foolproof. ' '

Jeanne Gray: Do you stay aware of the startups that are becoming competition to the same markets that you're talking about? 

Raj Singh: Yeah, I mean, so I think this segment has gotten increasingly popular, particularly in the last year or two because of gen AI and the automations that people can create. So we're just seeing a lot of bespoke tools being created across the board. Historically, this segment may have been companies like Wix and Squarespace and Shopify.

But I'm not gonna go through the whole laundry list because I think it's a laundry list of different players looking at it from different angles. Each is sort of taking their own, but the market is so large 

Jeanne Gray: but does a company like Mozilla look to acquire?

'cause we hear about all the acquisitions by the big guys, whether it's Facebook or Apple or Amazon is acquisition part of Mozilla strategy?

Raj Singh: I am probably not the best person to ask on that question, so I'll have to skip. I joined Mozilla, they had acquired my company, but how we're thinking about acquisitions going forward or not I'm not position here. Okay. Let's 

Jeanne Gray: talk a little bit about AI agents and the whole aspect of again.

Buzzwords out there that, a rush for AI agents to, to be embraced. Where do you think the acceptance or use of them, whether it's a large or small company, requires that this time that the human factor be kept into consideration, at least in the early adoption as opposed to where we may be two or three years from now, when people are more comfortable with ai?

Raj Singh: I think, there's a term called HITL, human in the Loop. what I challenge people is I take an inverse sort of a thought experiment here. Everyone has access to the same tools. Certainly the adoption curves might be a little bit different, but we all have access to the same general models.

And, we're all, savvy entrepreneurs, savvy founders, whatnot. They're all looking at the same data, meaning the same, sort of stuff is being shared. Here's the hacks to drive faster, go to market execution using ai. Here's, how to build ai. SDR, here's how to do whatever.

 why does one company win in another company? Not right. And so, ultimately human in the loop is not going anywhere. There's still a lot of judgment involved in knowing what to build. And why you should build it and how it should be built and what the experience should be like, and how it should be communicated, and how it should be messaged.

And certainly AI is your thought partner. And certainly AI can do a lot of the execution, but that's not going anywhere. And when you think about that at a larger scale, like at a corporate scale, like with many employees, because the amount of work being created has vastly accelerated. The amount of creating alignment and driving coordination and whatnot has actually also gone up, right?

Because now, you effectively have 10 times as many engineers as you have before. So the production has gone up. So you need more product managers, you need more designers. It's putting pressure all over the organization 'cause designers have to QA and audit this stuff. engineers have to QA and audit all this code that's being generated.

Testers have to QA and audit all this stuff, right? So it's creating more and more pressure across the organization, more and more alignments required. So in many ways we're seeing this fundamental shift in terms of, the bleed between the different roles and what people are responsible for.

Jeanne Gray: Where does ROI come into this Because there's an enormous investment that's going on.

and I guess this whole aspect, there are certain companies that will build and certain companies will outsource. Looking at it from the point of view leadership you're involved in part of that with the new product development is. What is the thinking, the mindset that's being changed in the company about how they're planning out the next year or two or three years? 

Raj Singh: I don't wanna speak to Mozilla specifically, so I'm gonna speak more generally.

so typically roadmaps in larger organizations are. almost planned one, two years in advance. If there's things like hardware involved, there could be multiple years planned. and the reason is the number of stakeholders as a company gets larger.

There's just simply more stakeholders. Or rather As the company gets larger is just the number of users of the product or the number of customers gets larger, you're gonna have more stakeholders because you can't just make a change on a dime. people are different use cases. Legal, everyone might have a different perspective, right?

So as a PM you're spending a lot of time coordinating and driving consensus amongst all those different stakeholders. I think gen AI as a thought leader is obviously rapidly accelerating that I think it's putting pressure on getting to consensus faster, but you're getting input more quickly.

You're getting options more quickly and the execution is faster. And so, this is definitely a change. That we're seeing in this organizational development, software lifecycle, whatever you wanna call it. And as a result roadmaps may be revisited. One of the common things we hear on social is companies or PMs, for example, using Claude code or using, codex or whatever to tackle.

Tickets that have always been low priority and really simple, but just never got to because it just wasn't worth prioritizing, but easy for AI to do in a high trust sort of way. And so I think that's all really neat. And obviously as I said earlier, we're in experimentation, so we have to see how all this plays out and where it settles.

But for sure things are changing and roadmaps are being revisited. 

Jeanne Gray: So I guess my last question will Have to address where the winners will emerge in SaaS over the next year or two. What are the factors as to why one particular avenue, or one part of the industry turns out to be more successful than another?

Is it company culture? Is it because they strategized better? What are some of the, areas that impact, success. 

Raj Singh: It's funny, you know, if I knew the answer to this I would probably be launching IPO after IPO. I think there's a lot of things involved in success historically.

Speed has always been a differentiator. We're at a point now where it's, I don't think that statement accounted for AI code generation. There is such a thing as moving too fast. Like you need to think about things. Is that the right thing to do, whatnot, right. obviously taste and judgment, which is a nebulous term.

So I don't necessarily love those words. But do the people understand the domain? Do the people have an insertion point that lets them win? Do people have a go to market that's unique? Do the people have some kind of moat, some kind of differentiator, some kind of partnership that gives 'em a special power?

I mean, who knows, right? The team is this the right people to work on this problem? Is this the right time to work on this problem? I had a board member said a very interesting comment, which take it for what it's worth. We never make the wrong investment.

We just make it at the wrong time. Wild. But when you think about it I think luck is a factor that people don't discount. if the people that work in vc, these are smart people, yet 85, 90% of their companies don't even return the money in. if you think about that how are they wrong?

Nine outta 10 times? That's crazy, right? So luck is certainly a factor. So I think there's a lot of things at play that determine why one company wins versus another. And if you look at my career arc, I've had, I've had four acquisitions by bigger companies. I've had a bunch of small things as well, but they've mostly been first space acquisitions, right?

Like seven, eight digit acquisitions, right? So I couldn't get the home run, right. is it luck? Do I need to roll more bowling balls, eventually get a strike? I don't know. Right. it's one of those things, I don't have a crystal ball to predict this thing.

And it's hard for me to answer that why one wins or why another doesn't win. But what I do know is we all have access to the same tools, and for sure if we outsource all of our thinking and all of our judgment to just ai. We're probably gonna have a mediocre result because we're probably gonna have something that's looked very similar to the other 400 competitors that are lodging in the same space.

So I think this is where human intuition and human thinking isn't going away. And it is one of just, you know, as a sort of sidebar, it is an area of concern where I think there's too much leaning on AI for thinking versus using your own thinking. which means you don't exercise some of those muscles and what's the broader based, long-term impact of that?

Jeanne Gray: your answer prompted A question that I was thinking is that when we was talking about Apple and Steve Jobs and how he was so market driven and he hooked up with Steve Wozniak and so you had a techie and a marketing person who. collaborated to create something, unbelievably disruptive.

So is there a challenge that the techies are not listening to the market or that organizations know how to be good marketers or how to bring in a good marketer when they're trying to deal with market strategy?

Raj Singh: Can you reframe the question? 

Jeanne Gray: I guess from my perspective, I had a design company and I think there's two different perspectives is one is when the individual who is doing the designing is looking at a whole number of factors that they're integrating into a final product. But then in the end, what they're thinking has to go out and be tested with the customer as to whether or not that's what the customer wanted.

And I guess what I'm, feeling through with your answer is, with all this rush of changing technology, both internally and to come up with new product, how much has it come down to? The individual or the company having the marketing team that really understands their customer. 

Raj Singh: I don't think that's ever gone away.

I've always attributed there's a definition of a great product manager, creative execution product sense or cognitive empathy. And then domain knowledge. Knowing your customer and domain knowledge are tightly interconnected. And you really have to understand the problem because I think a lot of people just jump straight to solutioning.

And AI often jumps straight to solutioning as well. And you end up building an experience that doesn't really solve the job to be done, I don't think that's gone away. And yes, AI is being used as an assistive tool in many ways. AI might even be replacing that experience and saying, Hey, here's the problem.

I'm gonna go fix it. And that's perfectly fine. But my general opinion is the winners are still gonna have a lot of human touch. I don't see that going anywhere. Now of course, who knows five years from now could be a totally different situation. I don't know, but at least that's where I'm at right now.

Jeanne Gray: Raj it was a pleasure speaking with you and letting me draw out your experience to share with listeners. I, think it's just a really exciting time and I really appreciated the opportunity for you to tackle so many different aspects of what's going on with ai, with SaaS, with, and new product development.

Again, thank you for being on Experienced voices. 

Raj Singh: Thank you for the opportunity.

Jeanne Gray: You have been listening to the podcast series, experienced Voices. To hear more and subscribe, visit american entrepreneurship.com/podcast. Where you will also find a form for listener feedback.