Roadmaps and implementation strategy
Discovery and high-level architecture aligned to business outcomes: staged plans with dependencies and kill criteria, not a wall of target-state diagrams.
Roadmaps are useful when they change what gets built next quarter and what gets stopped. I work with founders, CTOs, and product leadership to sequence platform work against commercial priorities, including after acquisitions, when local delivery and group direction pull in different directions.
What you get
- Technology roadmaps and transformation plans tied to business outcomes
- Integration strategy and hybrid hosting scenarios
- Platform reviews and cloud rationalisation
- Staged migrations with dependencies, owners, and explicit kill criteria
- Artefacts leadership can use in planning cycles without a separate “architecture translation”
Evidence from delivery
After acquisitions in a global online marketplace group, I defined multi-year roadmaps for consolidating products, services, and platform estates, balancing local delivery with a shared technical direction.
For a global data and research organisation I led the business and technology roadmap for a commercial API from early releases through to production, working with platform teams and clients.
Earlier work includes staged modernisation from tightly coupled monoliths toward services and MVC patterns, while consolidating incompatible codebases and keeping live operations stable.