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Hey Nadav and Pavel, appreciated the talk! Wondering if you have any experiences (/war stories) about when business needs change. Is there a schedule for revisiting and reprioritized, do you have to hedge at all with hiring, expecting some turbulence? Or is there a method for accurately estimating time to completion and future priorities?

Hi @Sam Farid Great questions. Let me answer one at a time: 1. Business needs changing: yes. All the time. That's actually one of the benefits of having our roadmap now. It makes the conversation about what we are prioritizing now vs what's on the roadmap super clear, explicit and therefore simpler. We can say "ok. If we want to do X now, then we have to push out A or C," and the prioritization conversations from from that. In fact at the beginning of each quarter we do precisely that. Our customers seem to appreciate this too because they have much higher transparency on what pushed out their favorite item (eg cost reduction in a challenging year) 2. what's the schedule for reprioritizing? We are doing quarterly. Seems like a decent cadence so far. 3. Do we hedge with hiring? We don't. The roadmap isn't a commitment. It's a statement of intent. Because as per above reality over a multi year horizon changes too much to make commitments. However the roadmap makes both intents clear and aligned and makes the relative priorities across customer groups explicit. So, what we also gain here is the discussion piece for when we ask for additional headcount each year: "if we get three more engineers we can accomplish these roadmap items next year. But if we get six more engineers we can also deliver those other items with this bottom line value". The roadmap makes hiring tradeoffs more explicit rather than vague, hand wavy or driven by other non-ROI considerations. Any of these challenges you're also facing?

Thanks for the additional info! Makes a ton of sense. We’ve been working off of a backlog system where try to size and stack rank all of issues (separated by team), and then the backlog is revisited every other week. But in practice we’re not always sure when to take on the more major projects and ensuring all the pieces fit together, resulting in having a tougher time communicating timelines to customers. Perhaps suffering from revisiting too often. Sounds like we need to get back to high-level and then can take the backlog approach for smaller tasks, the hybrid approach could work well to implement quickly while getting the benefits of longer term roadmapping as you’ve mentioned.

Are there any off-the-shelf tools suggestions?