A board-ready plan for where your technology needs to be, and the costed route to reach it. Every initiative carries a value, a payback, and a confidence rating you can defend.
You own the plan · Every number defensible · No build required
Most clients never need the Roadmap. A Diagnostic and a Sprint carry them a long way. You reach for it when something bigger is on the table and the board wants a technology answer they can trust.
You’re heading for a level of volume a linear-headcount model can’t absorb, and you need to know where it breaks first. The Roadmap maps what to build ahead of the curve, so capacity is ready before the growth arrives.
A PE investment, a refinancing, or an exit brings an investor or acquirer who will scrutinise whether the model scales and whether your technology is an asset or a liability. You need a plan that answers the question before it’s asked, and survives diligence.
Expansion exposes every place the operation was built for how things used to be. The Roadmap names what has to change first, and what it costs to be ready in time.
No deadline and no transaction, just an ambition to lead the market. We help turn that into a destination concrete enough to plan against, then build the plan to reach it.
The Roadmap runs on the same diagnostic engine as our Profit Leak Diagnostic, then adds the forward layer a diagnostic deliberately stops short of. That layer splits in two: where the business is going is yours to decide; where your technology needs to be to get there is ours to co-create. Keeping those two apart is what makes the plan credible.
Which markets, which acquisitions, how you price: that call is yours, your board’s, or your sponsor’s. When it arrives as an ambition with no plan attached, we facilitate it out of you with a Business Model Canvas and a North Star session, then hand it back as a destination concrete enough to sequence against. We shape the questions; the answer stays yours.
Given where you’re going, we bring a point of view: the operating model you need, the maturity you have to hit, and what digitally ready looks like for a business your size heading where you’re headed. That is advisory work: expertise, not only structure, where we stop mirroring your operation and start advising it.
Whatever your moment, the plan to reach it has to clear the same four operational patterns we map across every engagement. Here is how each one shows up on the way to where you’re going.
Growth priced in hires, not workflow change. On the way to your target, the plan names where the Manual Wall breaks first under scale and what taking it down is worth.
No real-time view of volume, throughput, or capacity leaves you steering the business half-blind. The target state fixes what you measure before it fixes what you automate.
The tools mostly do their jobs, but nobody owns the bigger question of what they should be doing for where you’re headed. The roadmap makes that ownership explicit and sequenced.
Your people already use AI informally and the board already asks about it, with no strategy guiding either. The target state says where AI earns a place on the roadmap and where it waits, with governance attached.
The engagement produces a single document, structured to read as business decisions rather than IT architecture. Here it is on an invented client, page by page, so you can see the argument the plan makes before we build yours. The example runs a claims processor, and we build the plan the same way whether your teams handle claims, cases, loans, or applications.
A regional workers’-comp claims administrator set the goal at its planning offsite: absorb a doubling of claim volume without doubling the team.
Restated, not authored: the direction stays theirs.
Intake is a manual front gate. Every claim is keyed across three systems before adjudication can even start.
A success problem: real growth, outrunning a manual operation.
None of these arrive as an invoice, yet every one lands in the outcomes.
Every claim lands in one queue, is classified and extracted by AI, and flows straight through when it’s clean. People spend judgment on adjudication and exceptions, not data entry.
At this size, throughput is a technology decision, not a hiring one.
Data before dashboards; intake before adjudication. The order is a dependency, not a preference.
Anchored on cost-avoidance, the claim that needs no optimism.
What good looks like for a business your size, headed where you’re headed, and why.
Every initiative justified in money, FTE, or revenue, phased across Year 1, 2, and 3+.
Value range, payback, and confidence on every line. Your CFO can interrogate any of it.
Whether your team can run this alone, said plainly, and what it takes if not.
The client, thesis, and every figure above are invented to demonstrate the shape of a plan, not a client result. In a real engagement each line is tagged for provenance (Confirmed, Modelled, or Unmeasured) and real figures are signed off before they appear.
We order by value and effort, but dependencies come first. You can’t automate on data you haven’t unified, so the foundation leads even when a flashier item scores higher.
Foundation first. Unify the data even though it’s medium-effort. Nothing downstream works without it.
Quick win in parallel. Rationalising the stack is high-value, low-effort, and depends on nothing.
Then the dependents. Intake, reporting, AI and controls each wait on an earlier step to land first.
Positions and figures are illustrative, shown to demonstrate how sequencing and value decisions get made, not a client result. Real client figures are confidence-rated and signed off before they appear.
There are two ways in, and the difference is how much baseline we build at the start. Either way you finish with the same board-ready plan.
Your cost map, department map, and tech landscape already exist, so we re-base them to your destination and front-load the work into target-state and roadmap sessions. Less rebuild, faster to the plan.
No prior Diagnostic, so we absorb a compressed baseline into the first two weeks and, for an ambition-led client, run the North Star session up front to set the destination before any target-state work begins.
Where you start depends on what you need right now: one fix, a full plan, or a partner to own it. Pick the line that sounds like you and see what fits.
Which sounds like you right now?
The Roadmap is built by the two people who will present it to your board, not handed down to a delivery team you never meet.
Cezary carries the board-level conversation: what the business is reaching for, and what its technology has to become to get there. He has run and rebuilt operations across healthcare, financial services, and professional services in the US and UK, so he frames a plan in P&L terms a CEO can defend rather than a stack a CTO would recognise. When the Roadmap commits to a destination, he is the one who owns reaching it.
linkedin.com/in/cezarybielecki
Przemek owns the method underneath the plan. He sits with the people who run the process day to day, maps how the work actually moves, and builds the sequence from what he finds, which is what lets every figure in the Roadmap carry a confidence rating rather than a guess. He has done this in regulated work where a vague recommendation never survives contact with compliance.
linkedin.com/in/przemekwojcikNo junior hand-offs. Both founders stay with the plan from the first scoping call to the board presentation, alongside the senior specialists each domain calls for.
30 minutes. No slides. An honest read on whether the Roadmap fits your moment, and if it doesn’t yet, which rung does.