Creating Alignment After a Multi-Team Reorganization
Context:
Following a major organizational restructure, several teams with different technologies, processes, and priorities were brought together under a single leadership team. Each group carried its own legacy roadmap, creating confusion about what should continue, what should stop, and how the combined organization should operate going forward.
Problem:
The core issue was lack of a unified view: teams had overlapping charters, conflicting assumptions, and no shared framework to evaluate work after the reorg.
What I Did:
Organized a series of cross-functional working groups and deep-dive sessions to map capabilities, dependencies, and redundancies
Identified synergies between incumbent and incoming teams across both technology and customer experience
Created a stop / start / continue framework to rationalize work and evaluate investment areas
Built a clear, milestone-driven roadmap for the integrated organization and presented it to senior leadership
Outcome:
Leadership aligned on a unified roadmap that clarified priorities, removed redundant work, and created a clear path forward for the newly merged teams. Execution stabilized as teams adopted shared milestones and a coherent operating plan.
What this shows:
Post-reorg clarity isn’t about reassigning work. It’s about rebuilding shared understanding and sequencing around what matters most.