Challenge
Board-level objectives like “double ARR in two years” or “enter the enterprise-SaaS tier” arrived without clear scope or technical direction. Teams risked overbuilding in some areas and starving others.
Strategy
- Run a vision-to-execution sweep: decode financial targets into customer outcomes, roadmap themes, and measurable KPIs.
- Apply option-based planning—multiple scale paths modeled for cost, risk, and time-to-impact.
- Build a narrative roadmap that stitches product, platform, and org evolution into one story executives can fund and teams can ship.
Execution
- Facilitated cross-functional workshops that reframed objectives into three strategic bets and nine supporting initiatives.
- Produced a 3-horizon technology map—foundation hardening, capability unlocks, and innovation layers—with annual capex envelopes.
- Aligned hiring and vendor decisions to the roadmap, avoiding premature tool sprawl.
- Installed a rolling OKR cadence so progress stays visible and pivots happen before drift becomes debt.
Outcomes
- Leadership approved the roadmap with full budget in one review cycle.
- Achieved a 24 % YoY ARR uptick within the first horizon, tracking ahead of the two-year target.
- Engineering focus scores rose 30 % as teams gained clarity on priorities and dependency sequencing.
Key Capabilities Demonstrated
- Executive-level strategy translation
- Cohesive, scalable technology roadmapping
- Data-driven foresight that balances ambition with execution reality