Roadmap prioritization consultation
A focused review of your backlog, evidence and constraints, ending in a ranked roadmap the team can stand behind.
Book an intro call
Timeline /
1-2+ months
Engagements typically start at /
From $20,000
You receive /
5 deliverables
Who it’s for
Everything is a priority
Stakeholders each argue for their own item.
The roadmap keeps shifting
Plans change faster than the team can deliver.
Bets lack evidence
Choices rest on opinion rather than data.
Fit
Works well when
You have a live product, usage data, and a backlog the team cannot rank with confidence. Leaders want a defensible order of work.
Works poorly when
You have no live product or backlog yet. Planning from scratch is a different service.
How it works
1
Opening conversation
Your goals, the business model, the stack, and the trade-offs the team is wrestling with.
2
Inputs
Your backlog, usage data and any research on hand, plus an introduction to the people who know the data.
3
Evidence review
Tuesday and Thursday meetings to share progress, resolve questions and see how the ranking is taking shape.
4
Roadmap readout
Each candidate initiative with its expected impact and cost, the evidence behind it, and a recommended sequence.
5
Optional: delivery support
Stay on to help execute the roadmap, scoped as separate work.
Your own priorities are tested against the evidence instead of assumed. The item everyone is sure about is often not the one with the most impact.
What you receive
Backlog and KPI review
Impact and effort assessment
Prioritized opportunity map
Sequencing recommendations
90-day delivery plan
If the evidence is too thin to rank something, I will say so instead of forcing an order.
Examples
A long wish list and no roadmap
Ideas lived in chat, and the team prioritized work that did little for the business. I introduced a production system, gathered the ideas onto a shared roadmap, and aligned each with a business need using impact and effort.
EVERY PRODUCT JUDGED THE SAME WAY
Teams across a portfolio each reported differently. I set standard top-line measures so every product was judged the same way: what is working, what is failing, what needs help. When something looked off, the team drilled into the next level, with no custom analysis per team.
Questions