Technology advisory and delivery transformation for organizations planning a modernization, a platform change, or a governance reset.
A technology roadmap is only useful if it survives contact with delivery. Having spent 16+ years on both sides — architecting the solution and owning the PMO that has to deliver it — I bring an advisory perspective that accounts for budget, team capacity, and organizational change, not just the ideal architecture on a whiteboard.
Technology roadmaps often get built in isolation from delivery reality — the recommended platform assumes a team, budget, or timeline the organization doesn't have. The result is a strategy document that never becomes an executable plan.
Assessing an aging technology estate and sequencing a realistic path to a modern one.
Standing up PMO structure, KPIs, and steering-committee reporting for a program that's lost visibility.
Moving distributed teams onto Scrum, Kanban, or SAFe with governance that actually fits how they work.
A roadmap sized to the team and budget that will actually deliver it.
Governance that gives leadership real visibility, not status theatre.
Advisory informed by having run the PMO, not just designed the architecture.
Engagements typically start with a short assessment — current state, constraints, and what "good" looks like for your stakeholders — followed by a phased roadmap. I can stay on as an advisor through delivery, or hand the plan to your internal team to execute.
Let's talk through the constraints before locking in a roadmap.
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