AI-generated questions to capture your perspective. Your answers shape the document.
What specific deliverables should the Home Services Strategy engagement produce?
In the scope session, Judith mentioned needing a 'roadmap leadership can actually act on' rather than another strategy deck that sits on a shelf.
Three deliverables: (1) organizational design recommendations with implementation timeline, (2) competitive positioning refresh with market data, and (3) executive presentation package for the CEO's proof-point request.
How should the $250K engagement budget be structured across workstreams?
Judith has budget authority for $250K. The engagement covers three workstreams over 6 months. Consider whether fixed-fee or milestone-based pricing better manages scope risk.
Milestone-based pricing: $80K for org design (months 1-2), $90K for competitive positioning (months 2-4), and $80K for leadership package (months 4-6). Hold $25K contingency for scope adjustments.
What client-side commitments are needed to ensure engagement success?
David Frank flagged that 60% of PM capacity is consumed by SRS integration. Sarah Chen committed to backing the initiative but hasn't formalized time allocation.
Should the SOW include the strategy team bridge-building as an explicit workstream or embed it within organizational design?
Michael Torres's central strategy team has data and competitive intelligence that Home Services lacks. The sidelining dynamic (9/10 intensity) suggests this is too important to be a sub-task.
What does success look like at the end of this engagement?
Judith described wanting 'the CEO to stop asking for proof points and start asking how fast we can move.' The engagement needs measurable outcomes tied to this shift.
How should the SOW address the SRS acquisition integration timeline as a constraint?
The SRS integration is consuming significant capacity. The SOW needs to acknowledge this reality without positioning it as an excuse for delayed progress.
Conversations and key moments that inform this document.
Apr 1, 2026
What specific deliverables should the Home Services Strategy engagement produce?
AnsweredHow should the $250K engagement budget be structured across workstreams?
AnsweredWhat client-side commitments are needed to ensure engagement success?
PendingShould the SOW include the strategy team bridge-building as an explicit workstream or embed it within organizational design?
PendingWhat does success look like at the end of this engagement?
PendingHow should the SOW address the SRS acquisition integration timeline as a constraint?
PendingOverall Score
out of 10
Problem Alignment
Problem context is present but could be sharper
Scope Clarity
Scope boundaries need tightening
Actionability
Timeline and milestones need more definition
Client Readiness
Almost ready, needs commercial terms polish
2 improvements suggested
I have access to 3 conversations related to this document. Ask me anything about what was discussed — specific quotes, who said what, timelines mentioned, or commitments made.
What did Judith say about the CEO's position on resource allocation?
In the Discovery Call (Jan 28), Judith mentioned that the CEO requested "more proof points" before committing additional headcount to Home Services. She described it as a disconnect — leadership publicly champions the growth target but won't back it with resources until they see evidence of traction.
In the Strategy Workshop (Feb 3), she elaborated that the CEO's hesitation is partly political — committing resources to Home Services means visibly deprioritizing Pro, which has stronger short-term numbers.
Did anyone mention specific dollar figures?
Yes. The $5B revenue target for Home Services by 2027 came up in all three conversations. David Frank mentioned that 60% of PM capacity is consumed by SRS integration, and Judith referenced $2B+ at risk if targets are missed due to under-investment. No specific budget numbers for the reallocation were discussed — that appears to be what the CEO wants the "proof points" for.
