Operating models, commercial architecture, partner ecosystems, AI governance, and the decision rights that connect them. Roche on Strategy advises leadership teams on the structural decisions that determine whether the next phase of growth is available at all.
Partner organizations built from a blank page and run at public-company scale. Alliance bets defended in board reviews. Commercial models reset under pressure. The work returns to the same set of questions in different combinations.
Most growth problems present as pipeline. They are usually positioning problems pipeline cannot fix. The first question is which category the company is being measured in — and whether the rest of the business is organized around that answer.
Where partnerships report, how the comp plan treats co-sell, and who owns the customer between product, sales, and partners predicts outcomes more reliably than any strategy document. The operating model is what the strategy actually does.
Pricing, packaging, partner economics, and seller incentives are usually owned by four different teams and treated as four problems. They are one system. When they drift, the partner motion stalls and direct sellers stop trusting the model.
Companies rarely lose decades because they cannot execute. More often they lose them because a small number of strategic decisions were deferred—a category reset, a partner reorganization, an AI position. The work is making those decisions deliberately, with reasoning that holds up over time.
Inside enterprise software, AI is rarely constrained by model capability. It is constrained by data rights, customer trust, and internal accountability. The companies that settle those questions early ship a different product and run a different sales conversation.
Durable ecosystems are not built in launch cycles. They are accumulated through a small set of decisions repeated for years — which integrations to deepen, which partners to invest in, which standards to adopt. The compounding starts once those decisions are made on purpose.
Strategy work that does not survive contact with the operating cadence stops mattering by the next QBR. The point of the work is decisions the executive team can act on inside the existing rhythm — not a parallel program.
The common thread is an executive team where the next move requires more than another plan. These situations cut across functions, sit above the operating cadence, and rarely have a clean owner inside the company.
Rather than repeating industries served, the emphasis is on the decisions that changed how organizations operated.
Designed and built an AI governance lifecycle system for a global alliances organization inside a public enterprise software company, now adopted as standard protocol for partner and vendor management.
Built and ran freight, transportation, and commercial audit partnerships spanning TMS, carrier data, parcel, and procurement — the operating layer connecting product, partners, and revenue.
Advised go-to-market and category strategy for enterprise software and AI-native challengers entering markets governed by twenty-year-old incumbents.
Worked the full executive surface — product, partnerships, sales, legal, finance — on decisions where no single function owned the outcome.
Long-form essays on category strategy, operating models, partner ecosystems, and how enterprise software companies are absorbing AI into the business. Each piece is written for a specific reader and published once the argument is tight enough to defend in the room it was written for.
A category reset. A partner reorganization. A commercial model under pressure. An AI decision that has been deferred. A short note describing the situation is the right place to begin.
