Strategy. Made Tangible.

One aligned direction,
from the boardroom to the backlog.

I'm Cristina, a Strategic Product Designer and Engineer in Stockholm. I help companies get their strategy and their product teams working in the same direction.

Cristina laughing with a workshop group, leaning on a table covered in sticky notes

Experience from

TU Delft, Unilever, Scania and Business Models Inc.

Where it goes wrong

Strategy travels top down. Products get built bottom up.

Strategy is usually built and communicated from the top down. Product teams build from the bottom up, sprint by sprint, often without a clear line back to the strategy presented months earlier.

Everyone is working hard. They're just not working from the same map.

What leadership presented

Strategy 2030 – FINAL v7 · slide 4 of 60

Strategy 2030

  • Become the go-to partner for fleet customers
  • Grow recurring digital revenue
  • Customer-centric in everything we do

Leadership offsite · slide 4 of 60

Set at the offsite. Communicated down, slide by slide.

Built sprint by sprint. Prioritised from the backlog up.

What the teams are building

Product backlog · Sprint 41
PRD-482Add dark mode to settingsGoal: none
PRD-479Migrate login to new auth serviceGoal: none
PRD-471Fix timeout on CSV exportGoal: none
PRD-466New filter on the map viewGoal: ?
Every ticket is reasonable. None of them traces back to a goal on the slide. That's the gap I work in.

What strategy usually turns into

And what it could be instead.

A 60-slide deck nobody opens after the offsiteA product direction your teams use in Monday's planning
An AI pilot that never leaves the slideA prototype your customers have already tried
A roadmap that lists everyone's wishesA roadmap where every line has a reason
Cristina pointing at sticky notes on a glass wall while two colleagues follow along

A note from the room

“When strategy and product don't speak the same language, you can spend five years saying ‘customer-centric’ and see no progress.”

I've watched intelligent, talented people work for months, sometimes years, on what they thought was the same thing. Then it turned out leadership and the product teams never meant the same thing by the same words. The cost was real: misalignment, stress, and a lot of time and money spent going in circles. Getting everyone to speak the same language is where real progress starts.

Tell me where it's stuck.

Send me a few lines