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Create alignment on the future state between business, technology, and product. You will be competitively positioned to scale in an economically healthy manner, be responsive to change, and create customer delight.

HLN supports business, technology, and product leaders with deep dives guided by questions such as the following:

1

In what ways is your technology and product strategy aligned with where the business needs to be in 12 months? 36 months?

2

How well does this represent the current state of operations in the business?

HLN’s offering is designed to serve the CEO/CTO/CPO triad, or the equivalent leadership triad with possibly different titles, within a startup or a startup-like business unit. If you are a part of this triad and this message resonates with you, please read on. HLN offers Product Coaching focusing on Leadership and Transformation.

“…business and tech are not communicating in the same language anymore, pulling in different directions…”

“Product & engineering are moving slower every year”

“Tech debt is killing us. Everyone wants more, and the more we give the slower we go”

“New tech, or ecosystem change, is a threat to our core”

Why Business – Technology – Product alignment matters

Alignment between business, technology, and product means that everyone in the organization is working towards the same goals. This includes understanding the business strategy, the customer needs, and the technological capabilities. When these three teams are aligned, they can make better decisions about how to invest resources, develop new products and services, and improve the customer experience.

Align tech to business so you can scale the business in an economically healthy manner.

Lack of alignment will result in the product and technology not able to support required business growth.

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Align business to tech, gain visibility into the state of technology, the leverage it is providing your business, and the potential leverage that could be tapped to accelerate growth.

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Be deliberate about which long-term tech investments to make. These are expensive, have a long gestation time, and require patience.

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Build a framework for required change. Respond to change decisively. When you accept that change is guaranteed, and you are aligned on the future state, you will be in a state of readiness.

Why now

What are the compelling reasons to act on this now?

1

Business valuation and the current macroeconomic climate. To be financially healthy is the new mantra for all businesses. Reality now dictates that healthy financial metrics are a key way to boost company valuation.

2

Margins must improve. Technology, and the automation potential due to technology, is a key factor in improving margins.

3

Growth must continue to happen. New offerings, improvements to current offerings, must all be done without increasing spend. If your offerings are services and solutions oriented, you will benefit by shifting to a product-oriented offering. This is easier to say, and much harder to do. It is a necessary condition for healthy growth.

4

Customer satisfaction should increase, acting as a catalyst to growth, and impedance to revenue shrinkage, or outright churn.

5

New technology shifts like Generative AI could change the landscape. You must quickly assess the impact of these on your business.

Why HLN

Utilizing my distinctive skill set, I bridge the gap between technology and business, impacting organizations, products, and individuals. Guiding businesses in transitioning from project to product mindsets, I enhance predictability, reliability, and customer satisfaction. In dual roles as both player and coach, I empower individuals to reshape their perspectives, fostering personal and professional growth. Crafting strategic directions through product and technology strategies that seamlessly align with overarching business objectives, I stay immersed in industry practices, offering fresh insights and best practices. I empower businesses to embrace advanced technologies like data, machine learning, and AI, augmenting their products and offerings, driving improvements in key business metrics.

About me

My experience combines decades of operational experience with coaching product organizations in their journey to shape a future state. I have helped leaders and their organizations uncover points of friction and productivity loss. Things that people don’t want to talk about will be surfaced, assuming they bear relevance to the changes we wish to drive. Practices will evolve to better serve all participants. I begin with a period of building trust and encouraging courageous and honest conversations about anything that may need to be fixed. If your organization is ready for some honest conversations, then I’m a good fit. I am selective about which organizations I choose to work with.

I’ve found that a focus on creating a technology strategy that is aligned with the business and product outcomes is a great overall driver for investigating all the things that are relevant. Things like technology outcomes, tech debt, quality practices, organization structure, talent, team topology, product roadmap, etc come into the spotlight as we start to pull together a technology strategy. My goal is to create a tech strategy that is a living document which can be easily updated.

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