Strategic Roadmap Consolidation
Faced with the challenge of unifying multiple competing product roadmaps at Baylor Scott & White Health, I led a strategic initiative to consolidate these disparate efforts into a single, cohesive digital product roadmap. By collaborating across teams and leveraging ecosystem diagrams, APIs, and design systems, we reduced rework, cut overhead, and increased ROI by 62%. This alignment not only streamlined development but also enhanced the patient experience, helping over 4,500 patients receive critical preventative care. The success of this project laid the foundation for a sustainable digital roadmap strategy, ensuring long-term business and user benefits.
Setting the Scene
​My role: Product Experience Lead
Tasked with being the leader of the product experience I used my expertise to see the bigger picture and bring these disparate efforts and roadmaps together.
Baylor Scott & White Health, a Major Texas Health Care Network, was facing a growing challenge—a fractured digital product landscape. Each department had its own roadmap, resulting in overlapping projects, redundant work, and a frustrating user experience for patients. Product teams were siloed, each building toward their own vision without the cohesion that could make those efforts truly impactful. The organization needed someone who could see the long-term product strategy and drive success.
Objectives & Goals
The task was ambitious: consolidate all of Baylor Scott & White Health's digital product roadmaps into one cohesive plan. The primary objective was to minimize rework and increase efficiency, while delivering solutions that resonated with patients and employees alike. Success would be measured by the Return on Investment (ROI), particularly by optimizing staffing overhead and improving operational efficiency.
The Challenges: Navigating Silos and Competing Priorities
When I, as the Product Experience Lead, first identified the challenges I was immediately faced with the reality that each team had its own goals—some of which were directly at odds with one another. I found myself sitting in meetings where teams argued for competing priorities, unaware of how their projects impacted the larger organization.
The biggest challenge wasn’t technical but cultural. I realized quickly that I was going to have to be more than just a manager—I needed to be a bridge. I was the only person who had visibility into the larger strategy of combining roadmaps, which meant I needed to become the advocate for a broader vision. The most difficult part was not just ensuring that everyone was on the same page but encouraging them to see value in a collaborative approach rather than a siloed one.
The Approach: Connecting the Dots
I began by diving deep into each team’s products, working cross-functionally with designers, product managers, and developers. Through these conversations, I discovered something crucial—while each team was building incredible solutions, they were often unaware of how their work intersected with other products.
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To visualize this, we created an ecosystem diagram in Miro. It was a turning point. The diagram vividly demonstrated how each unique product wasn’t just a stand-alone solution—it was part of a larger, interconnected system. Teams could finally see how their work was related and dependent on other projects. This moment was pivotal in shifting perspectives.
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From there, we built a comprehensive systems blueprint that included APIs, integrations, and design systems. By revealing areas of overlap and synergy, I helped teams see that collaboration was not a threat but a benefit.
The Strategy: Leading with Empathy and Vision
As we started integrating roadmaps, the importance of relationships became increasingly clear. Some teams were eager to align their goals, while others were more resistant, concerned that their work would be overshadowed or lost in the shuffle. In these moments, I leaned heavily on empathy and active listening. I ensured every voice was heard and that no team's work was dismissed. This was more than a strategy session; it was about building trust and making teams feel like contributors to a larger purpose.
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I led open roadmap meetings to ensure transparency. In these sessions, I didn’t just present progress—I invited feedback and input, treating each team member as a co-owner of the strategic vision. This inclusivity fostered a sense of collective ownership, ensuring that leadership was well-informed and could make critical adjustments without derailing the entire initiative.
Implementation: Rolling Out the Strategy
The roadmap consolidation was a massive effort that unfolded over the course of 9 months. To mitigate risks, I carefully managed the rollout, ensuring that teams had enough time to adapt and that ongoing projects weren’t disrupted. Using SAFe Agile methodologies, we worked iteratively, allowing for quick adjustments based on real-time feedback.
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I became the primary advocate for this unified roadmap. It wasn’t easy, but I stayed committed to ensuring that leadership could see how each piece fit into the larger puzzle. Every week, I provided Executive and Stakeholder updates through PowerPoint presentations and facilitated collaborative sessions using Miro to maintain alignment.
Outcomes: Measurable Impact on Business and Users
The results of this initiative were clear and impactful. By consolidating the product roadmaps into one strategic plan, we were able to reduce staffing overhead and boost Digital ROI by 62%. Time spent on individual products decreased dramatically compared to initial projections, freeing up resources for innovation rather than rework.
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Lessons Learned: The Power of Initiative and Listening
One of the biggest lessons I took away from this project was the importance of initiative. No one had formally requested a consolidated roadmap, but by recognizing the gap and taking ownership of the process, I was able to create substantial impact across the organization.
In hindsight, I wish I had spent more time engaging with the more hesitant teams earlier in the process. Their resistance, while understandable, stemmed from a lack of clarity about the benefits of a unified approach. With more proactive communication, I believe we could have gained even more widespread support, reducing friction even further.
Conclusion: A Roadmap for the Future
The Strategic Roadmap Consolidation project was not just a success in terms of numbers—it was a cultural shift. We moved from a siloed approach to a unified, strategic vision that continues to guide Baylor Scott & White Health’s digital product efforts today. This initiative laid the groundwork for a formal digital product roadmap, ensuring alignment, reducing rework, and driving measurable outcomes for both the business and its users.
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Looking back, it’s clear that this project was more than just consolidation—it was about building bridges, fostering collaboration, and creating solutions that truly make a difference.