Situation
As part of a broader portfolio transformation, a $6B technology business unit needed to connect its product innovation pipeline with long-term business planning. Historically, financial planning and strategic decision-making were siloed from product development, leading to mismatched investments, missed market opportunities, and inefficient use of engineering resources.
Ownership for strategy was decentralized within teams, with no single aggregator other than the business unit GM himself.
Action
Keenan Reid Strategies provided a fractional strategic planning lead who partnered with the GM for four years, driving the annual planning cycle during the most critical six months of each year. This role operated at the intersection of product, finance, and operations to embed innovation directly into the company’s strategic rhythm.
Key initiatives included:
- Developing a strategic narrative for the business, aligned to corporate strategic objectives
- Consolidating strategic efforts to address product line innovations and challenges
- Developing holistic growth strategies for key customer segments across product lines
- Working with product owners to align product growth targets with annual financial planning.
- Developing an annual planning framework that integrated pipeline visibility and future-state product strategies.
- Landing the strategy with the organization and other cross-functional stakeholders
Results
Over the time in role, the business added $2B in revenue.
- The business unit now operates with a single, cross-functional view of product priorities, resource needs, and financial impact.
- Planning and execution are better aligned, reducing rework and accelerating delivery.
- Product teams are more empowered and accountable—playing a central role in driving growth through innovation.
- The fractional leadership model provided stability and institutional memory across multiple planning cycles, without requiring a full-time hire.
