Strategy & Roadmap
A modernization strategy is a sequence of value, not a list of features. I translate the diagnosis into a multi-year roadmap of epics and capabilities — prioritized by value, sequenced by dependency.
A roadmap is where most transformations quietly fail: everything becomes a priority, dependencies surface late, and the funding case can’t survive the first budget review. I treat the roadmap as a deliberate sequence of value — what changes an outcome first, what unlocks what, and what we can prove before we ask for the next dollar.
The questions this answers
- What is the multi-year vision, and which business outcomes does it serve?
- Which capabilities deliver value first — and which are dependencies in disguise?
- What do we build, and what do we buy?
- How do we sequence around risk so each stage stands on its own?
- How do we fund it and prove ROI at every step, not just at the end?
How I work it
I align the vision to business outcomes across all three objectives — customer, associate, cost — then decompose it into epics and capabilities. Prioritization runs through a value lens (the discipline behind my FOW-Value Model): invest where it actually moves outcomes, not where the demo is shiniest. Build-vs-buy decisions are made explicitly, and the roadmap is phased to deliver value at each stage — never a big-bang bet.
What good looks like
An executive-ready, multi-year roadmap; prioritized epics each carrying a value case; a funding model tied to benefit realization; and clear, defensible build-vs-buy decisions. The roadmap reads as a story of compounding value, not a backlog.
Behind it: the $18M reinvestment program I secured and governed at MetLife, the $50M+ consolidation roadmap at Comcast, and the value-based planning model I built and published.