Konstantin “Stan” Ponomarev · ponomarevkk@gmail.com · +1 281 905 8225
01 / THE CHALLENGE
The problem to solve.
A successful reference program does not transfer unchanged to another company. The proposal needed to connect the client’s organization to the operating model and establish what must be validated before a larger commitment.
THE DELIVERY LOGIC ILLUSTRATIVE MODEL
02 / KEY DECISIONS
Where I focused.
The central trade-off
A proven reference model could accelerate the proposal, but the new organization still needed validation. A bounded discovery phase created a decision point before the full roadmap commitment.
- 01
Map functions before proposing technology.
Connected seven client functions to the relevant NEDRA centers. Organizational responsibilities and interfaces shaped the proposed transformation scope.
- 02
Sequence the ambition.
Built a five-phase roadmap over the proposed 2025–2028 horizon. The structure made the progression and investment discussion more concrete than a single end-state promise.
- 03
Create a bounded entry point.
Proposed a six-to-eight-week discovery phase to validate assumptions, priorities and readiness before committing to the full transformation.
03 / THE OUTCOME
What changed.
- A five-phase transformation roadmap was developed for the proposal.
- Seven client functions were mapped to the reference operating model.
- A bounded discovery phase established the proposed entry decision.
04 / MY ACCOUNTABILITY
A clear line of ownership.
I led proposal development and organizational mapping. This case describes a proposal and its validation approach, not a signed contract, completed transformation or realized financial return at the prospective client.
WORKING PRINCIPLE
A credible roadmap gives the client a clear next decision before asking for the full commitment.
Facing a similar mandate?
Let’s discuss the decisions, lessons and experience behind this work.
Discuss this experiencehttps://stan-ponomarev.ponomarevvkk.chatgpt.site/work/transformation-roadmap/