In partnership with the product leadership team, establish a 360 degree feedback loop that takes the plethora of feedback channels and terminates them into one like AHA or Jira. Once you have all the feedback and requests in one place for all to see, develop a criteria to prioritize. How many customers will this feature impact, how much perceived value will they gain, how much energy and cost will it take to build, etc. That way you can serve up feature requests on a silver platter for leadership and product management.
Set super clear research goals whenever you talk to customers or conduct a research study. As part of those goals, explain what the physical output of the research will be and articulate next actions the team should be able to take.
Examples might be something like "create a customer journey map that highlights key gaps that we aren't serving well today" or "stack rank potential core value propositions based on what resonates most with customers."
For the "fuzzier" insights about your audience such as personas, you have to do more work to make these relevant and actionable. I've seen product marketers or researchers create personas before that just don't "stick" or gain widespread adoption throughout the org. Part of that is because personas aren't always as validated as they should be. As much as you can, for these types of insights, try to back up your qualitative insights with behavioral data analytics to help prove it's more than just "marketing fluff."
The best way is to really loop in your product and design org along the way and ask for feedback often.
In your final synthesis deck for any research you conduct, try to propose potential "next actions" or "fast follow tests" that help put your more informed hypotheses to the test in the wild.