Product Management Advisory
Advisory support for organizations whose roadmap keeps changing but they still struggle with product outcomes. I help you build a prioritization discipline and framework.
Who This Is For
Organizations and teams where product management exists on paper. The team keeps losing prioritization fights to the highest pay grade or to the loudest person.
Signs You Need This
- The roadmap gets rewritten every quarter based on whoever is higher in pay grade
- Sales has promised features that don't exist yet
- Product finds out additional scope after the deal closes
- Nobody can point to a shared definition of why you're building what you're building
- PMs spend their days updating tickets and chasing status, not talking to customers
- Leadership can describe the roadmap but not the strategy behind it - and teams know it
Our Approach
Assessment
Organized interviews with product, engineering, and leadership, plus a review of your actual artifacts, not your process docs.
Strategy & Alignment Workshop
Get leadership in a room until they agree, in writing, on the target outcomes and the criteria you'll prioritize against.
Operating Model Design
Define the discovery, prioritization, and roadmapping cadence, who owns which decisions, and what artifacts actually get produced.
Embedded Coaching
I sit with a live product team and work real backlog decisions with them, not hypotheticals.
Handoff
Train your PM leadership to run the model without me in the room.
What Changes
- We document and define a prioritization framework
- We create a roadmap organized around outcomes
- You get a written assessment specifying the gaps in your current practice
- Fewer roadmap resets per year, and prioritization fights that resolve in a meeting instead of dragging for weeks
Questions
We already have a roadmap tool - why do we need a consultant instead of better software?
Because the tool isn't the problem. A Gantt chart or a Jira roadmap will happily display whatever inconsistent, gut-feel prioritization your org is already doing — it just makes it look organized. I'm not selling you software; I'm building the criteria and the decision process that the tool should be reflecting. Buy the tool after this work, not instead of it.
Our PMs are junior and already overloaded - won't this just add more process?
It should do the opposite. Most of the overload I see comes from PMs re-litigating the same prioritization argument every sprint because there's no standing criteria to point to. A working framework removes decisions from their plate; it doesn't add steps. If a phase of this engagement would add work without removing more, I'll tell you, and we'll cut it.
How is this different from hiring a fractional Head of Product?
A fractional head of product makes ongoing decisions for you. I build the framework and the muscle so your own PM leadership makes those decisions after I'm gone. This is time-boxed and ends in a handoff, not an ongoing seat at your table.