Natalya P.-Strategy and Transformation · Prioritisation and Sequencing · Business, Technology and Data Alignment

Prioritisation, Sequencing and Operating Model

a-connect client, Fortune 500 life sciences and agriculture group

• Consolidated competing business needs across five businesses into one prioritised agenda: assessed 1,000+ services against value, readiness and feasibility, weighed options, trade-offs and dependencies, and recommended the sequence of work, including what had to be redesigned or stopped before anything moved. Published case study.
• Aligned business, technology and data stakeholders on priorities and decisions across five businesses with separate leadership, P&Ls and competing agendas, onto one roadmap and six shared decision principles, without formal authority over any of them.
• Translated business intent into delivery-ready requirements and readiness standards that engineering, data and architecture teams could act on, with gates that stopped anything reaching production before the process, data and accountability behind it were fit.
• Established the sustainable prioritisation and progress-tracking approach the organisation still runs: service ownership, decision rights, escalation routes, governance forums and measurement, converted into a repeatable method that later teams operate without the author in the room.

• Hired and led a 10-person cross-functional team across engineering, design and research from zero, set the delivery cadence and the quality bar, and shipped an AI product that has been in production since 2020 with 5,000+ registered users. Transitioned to self-serve operations in 2025.
• Ran the full commercial cycle personally: an enterprise pipeline of around 700 institutions across five segments and eight countries, from stakeholder mapping and budget-holder identification through discovery, demos and priced proposals to pilots at two US institutions.

• Built the practice from zero, hired and developed an 8-person team, and originated and led 12+ engagements worth approximately USD 20M across financial services, insurance, telecom, pharma, automotive, utilities, industrials and consumer goods.
• Senior stakeholder facilitation: designed and led 30+ C-suite engagements and executive workshops that turned competing executive priorities into a funded, sequenced agenda, and drove the decisions rather than presenting options for someone else to take.
• Customer experience at enterprise scale: built an end-to-end digital customer experience strategy for a global optical products manufacturer serving 2 million customers across 19 European markets, covering digital channels, customer data, analytics and governance. Separately, for a global telecommunications company, led the development of a new customer service proposition that cut operating cost by 23% and raised NPS by 5%.
• Connected near-term execution to multiyear objectives: directed a USD 20M innovation programme across five squads and 25 people at a Tier-1 bank against tracked KPIs, delivering a 6% reduction in annual operating cost; worked on a core banking migration affecting 16 million retail customers; and ran a company-wide transformation delivering USD 17M in annual savings across 50+ initiatives and five functions.
• Built frameworks teams maintain independently: reusable prioritisation and facilitation assets and train-the-trainer materials that let teams in three countries run the method without the original author, alongside an employee experience strategy covering 32,000 people with a team of 10.