Is this different from an AI roadmap?

Yes. A roadmap is one output. The strategy work is deciding which customer problems deserve AI investment, what should be built or bought, and what evidence should change the plan.

Do you help with build-vs-buy decisions?

Yes. I help teams compare strategic control, user experience, data advantage, cost, implementation risk, vendor lock-in, and time to learning.

Do you implement the tools?

No. I am a product strategy advisor, not a dev shop. I can help evaluate implementation paths, shape prototypes, assess vendors, and keep the product decision honest.

Which engagement is usually the right fit?

If the question is fuzzy, start with a Product Scorecard. If leadership needs a committed plan, use a Strategy Sprint. If the roadmap is already moving and needs senior product judgment week to week, use Ongoing Advisory.

AI product strategy

AI product strategy for teams under pressure to move

I help product and executive teams decide where AI belongs in the roadmap, what to build, what to buy, and what to leave alone.

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Most teams do not need more AI theater.

They need product judgment. A competitor ships something. The board asks for a plan. Sales wants a feature. Engineering has a prototype. Each request can be reasonable on its own. Together, they can turn into a roadmap nobody can defend.

My job is to slow the room down just enough to make the right call. That usually means naming the customer problem, testing the economics, choosing the right implementation path, and killing the ideas that are expensive mainly because they sound modern.

The common traps

Pressure creates bad strategy.

Tool-first work

The team starts with a model, vendor, or prototype before naming the customer problem clearly enough to judge the idea.

Pilot theater

A demo gets approved because it is visible, not because it proves a path to adoption, margin, retention, or speed.

Roadmap drift

AI work gets treated as a special lane, so it escapes the same product discipline as the rest of the roadmap.

Where I help

Six decisions I help make concrete

The useful strategy work is rarely one grand answer. It is a sequence of decisions that make the roadmap less performative and more executable.

Should this be in the product?

Separate real user pain from executive anxiety, competitor pressure, and interesting technology.

Build, buy, partner, or wait?

Compare strategic control, data advantage, cost, reliability, and time to learning.

What needs to be true?

Name the data, workflow, policy, and team constraints before a roadmap promise turns into debt.

What happens in the first 90 days?

Pick the narrowest useful launch path and the evidence needed to keep funding it.

How will adoption happen?

Define behavior change, internal ownership, and support needs before rollout.

How will we know it worked?

Tie the work to retention, margin, cycle time, conversion, or another business measure that actually matters.

How the work runs

Fast enough to be useful. Honest enough to change the plan.

Diagnose the pressure

I talk with product, engineering, data, go-to-market, and leadership to find the real decision underneath the AI request.

Turn options into calls

We sort the opportunity set into a few defensible choices: pursue now, test cheaply, buy, partner, park, or kill.

Commit to the next move

You leave with a practical plan, clear tradeoffs, and the questions your team should keep asking after I am gone.

Engagement options

Most teams start in one of three places

The right starting point depends on how much of the decision is still unknown. I will tell you quickly if the work should be smaller, larger, or handled by someone else.

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Product Scorecard

$5K–$7.5K

Best when you need a fast, honest read on whether your AI idea belongs in the product roadmap at all.

Strategy Sprint

$15K–$25K

Best when the decision is real enough to need a roadmap, sequencing, build-vs-buy guidance, and executive alignment.

Ongoing Advisory

$10K–$15K/mo

Best when AI strategy is turning into a repeated operating decision across product, engineering, and leadership.

A good fit when

Your leadership team is asking for an AI roadmap, but the product case is still fuzzy.
You have pilots in motion and need to decide which ones deserve real investment.
A vendor, partner, or internal team is pushing a direction and you need an independent product read.
You are worried the company will either move too slowly or spend heavily on the wrong thing.

Not a good fit when

You already made the decision and only want a consultant to bless it.
You need a dev shop to build production software end to end.
You want an AI strategy deck without the uncomfortable product tradeoffs.

Related thinking

Common questions

Is this different from an AI roadmap?: Yes. A roadmap is one output. The strategy work is deciding which customer problems deserve AI investment, what should be built or bought, and what evidence should change the plan.
Do you help with build-vs-buy decisions?: Yes. I help teams compare strategic control, user experience, data advantage, cost, implementation risk, vendor lock-in, and time to learning.
Do you implement the tools?: No. I am a product strategy advisor, not a dev shop. I can help evaluate implementation paths, shape prototypes, assess vendors, and keep the product decision honest.
Which engagement is usually the right fit?: If the question is fuzzy, start with a Product Scorecard. If leadership needs a committed plan, use a Strategy Sprint. If the roadmap is already moving and needs senior product judgment week to week, use Ongoing Advisory.

Get Started

Let's figure out your strategy together.

30-minute call. No pitch. I'll ask about your product challenges and tell you honestly whether I can help.

Book a free 30-minute call