Practice · Product Portfolio & Operations
You have more bets than people to back them.
Every initiative has a champion, and teams spread thin across bets that never get enough fuel to win. Nobody has said out loud whether the company is playing for growth or for value, so every planning cycle turns into a negotiation. Meanwhile AI keeps moving the line between a good bet and a dead one.
When to call
- You've just raised and need to decide where the money goes.
- Every initiative has a champion, and none has enough people.
- Leadership can't say whether the company is playing for growth or for value.
- Retention and attach data sit with Finance and never reach the people running each business.
- A long hold needs a stronger equity story before exit.
- AI has undercut part of the plan, and you must reposition, double down or return cash.
What the work covers
- Investment framework. Every product line and initiative sorted into core, growth or explore, each with its own success criteria, tuned to an explicit company investment profile.
- Stage gates. Clear criteria for when a bet earns more people and budget, gets more time, or winds down.
- Budget allocation. Across business units and functions, tied to the posture rather than last year's split.
- Business-unit metrics. NRR, GRR and attach rates visible to the people who can act on them.
- Operating rhythm. Quarterly business reviews, cross-functional interlocks and a customer advisory board.
How an engagement runs
2 to 4 weeks
Diagnostic
A map of the current portfolio, today's allocation against the stated posture, and the gaps in the metrics. Ends with an allocation recommendation and a short list of decisions.
3 to 6 months
Embedded program
I stand up the framework, the gates and the metrics, and run the first full review cycle with your team.
Ongoing
Advisory
A standing seat for the CEO or COO each planning cycle, including board preparation.
Part- or full-time
Interim or fractional
I step in as your COO, VP Operations or Head of Portfolio Strategy, and run the operating rhythm while you hire for the role.
From the work
- Built a portfolio investment framework across six product families, tuned by an explicit company investment profile.
- Brought NRR, GRR and attach rates to business-unit level, so general managers could see and act on their own retention.
- Reduced ACV churn by 18% in one fiscal year.
- Moved compliance revenue from audits to self-service visibility, turning a recovery motion into a revenue motion.
- Stood up a customer advisory board that is still running three years later.
Let's talk.
Tell me what's changed and where the plan feels stuck. The first conversation is free, takes about 45 minutes, and ends with a clear view of how I can help.