Technology leaders come to us when they need a plan that makes sense to engineering, finance, and the board — without requiring a translator between them.
Engineering is optimizing for one thing, finance is tracking another, and leadership is wondering why the roadmap keeps slipping. Everyone has a plan — and none of them agree.
Competing definitions of success. Roadmaps that exist on paper but fall apart in quarter two. Board presentations that don't match engineering reality. Budget conversations that start over every quarter because nobody trusts the numbers.
A shared definition of done, a narrative the board buys, and budget guardrails that hold. Get everyone working from the same page before the expensive work starts.
Engineering and business priorities land in the same document. Finance gets numbers they can plan around. The board gets a story they can back. And when priorities inevitably compete, there's a framework for making decisions instead of starting from scratch.
A phased roadmap tied to business goals and budget guardrails. Clarity in just a couple weeks.
Plan Your RoadmapInterim CPO/CTO leadership to drive decisions and board-level storytelling during transitions.
Lead Through TransitionA resourced 12-month technical plan that aligns engineering capacity with business ambition.
Align Your TeamDefine your audience, messaging, and launch plan so adoption doesn't depend on luck.
Launch with ConfidenceWe bring every key stakeholder into the room — not to build consensus, but to build clarity. Individual interviews first, then a facilitated session where the competing priorities surface and get resolved. The output is a shared definition of done that everyone can commit to.
Your stakeholders get interviewed individually — so the real perspectives surface, not just what people say in group settings.
Before any recommendations take shape, you'll have space to talk through your business context, your constraints, and what's actually driving the need for a strategy. Interviewing stakeholders one-on-one surfaces the disagreements that don't come out in meetings — the competing priorities, the unstated concerns, the things everyone knows but nobody says. That's where the real alignment work starts.
Every recommendation is grounded in what's achievable — your team, your timeline, your budget.
You get a plan you can actually execute. Not an ambitious vision that falls apart in quarter two, but a realistic roadmap with real numbers attached. You'll know what things cost, what trade-offs you're making, and what you're getting for the investment. Finance won't have to guess, and engineering won't have to hedge.
Technology discussed in terms finance understands. Business goals framed in terms engineering can execute.
Everyone ends up on the same page — literally. Technology gets discussed in terms that make sense to finance. Business goals get framed in terms that make sense to engineering. That translation layer is often what's been missing — and it's what makes the plan stick when the real work starts.
Strategy engagements work best when there's genuine uncertainty about what to build, how to resource it, or how to talk about it.
You're a good fit if: you have competing priorities and limited bandwidth, you're in a leadership transition and need someone to hold the strategic thread, the board is asking questions your team can't answer yet, or there's a gap between what engineering is building and what the business actually needs. If you already know exactly what to build, you might skip straight to design or development.
A sequenced plan tied to business outcomes — not a wish list. Each phase has clear scope, dependencies, and measurable milestones.
Real numbers, trade-offs made explicit. Finance can plan around it, engineering can execute against it, and leadership can defend it.
A story the board buys and engineering executes. Not a deck — a shared understanding of what you're doing, why, and what success looks like.
A plan you can act on, a narrative you can defend, a clearer sense of what's worth doing and what isn't.
