Post-raise technical direction
Verdant Work helps seed-funded software companies turn ambition into an executable technical roadmap. Through focused leadership workshops, we clarify market opportunities, product priorities, architecture, hiring, and the decisions that determine what comes next.
Especially experienced in software that interacts with the built environment—from IIoT and energy systems to PropTech and spatial design.
Next-stage map
Opportunity
Product priorities
Architecture risk
Roadmap + hiring sequence
Workshop output
A written assessment, prioritized roadmap, major risks, assumptions, recommended hiring sequence, and next leadership decisions.
Proof
Alex Bedig
Chief Innovation Officer
OptiRTC
Alex Bedig, Chief Innovation Officer, OptiRTC
The post-raise problem
Funding creates momentum—and pressure.
Companies often emerge from a raise with more possible directions than before. Product commitments, pilot feedback, investor expectations, architecture concerns, hiring needs, and market opportunities are all competing for attention.
Before you accelerate, you need agreement on where you are going, why it matters, and what it will take to get there.
What you may be facing
Multiple credible product directions
A prototype that was not designed to scale
Conflicting customer and investor priorities
Pressure to hire before roles are clearly defined
Hidden dependencies between product, hardware, data, and operations
What you need
A shared definition of the opportunity
An honest assessment of the current state
Explicit technical and product priorities
A staged roadmap tied to business outcomes
A hiring plan that follows the roadmap
Market
Which opportunity deserves focus first?
System
What must the architecture support next?
Team
Who needs to be hired, and in what order?
A short conversation can clarify whether the workshop is the right starting point.
Flagship workshop
Post-Raise Technical Roadmap Workshop
A focused working session for leadership teams that need to move from investor-backed ambition to explicit product, technical, hiring, and execution decisions.
Half-day alignment workshop
Best for companies that need to resolve a defined set of questions or align around an existing direction.
Business objectives and constraints
Current product and technical state
Immediate risks and dependencies
Prioritization of the next 90 days
Initial roadmap recommendations
Full-day roadmap workshop
Best for companies choosing between opportunities, preparing to scale delivery, or defining the next stage of the company.
Market and opportunity framing
Product and customer assumptions
Architecture and technical risk review
Build, buy, partner, and defer decisions
Team structure and hiring sequence
Six- to twelve-month roadmap
Following the workshop, you receive a written assessment, prioritized technical roadmap, major risks and assumptions, recommended hiring sequence, and a clear set of next decisions for the leadership team.
Not sure whether half-day or full-day is right?
Start with the leadership questions you need answered. The format follows the decision complexity.
Leadership decisions
What the workshop clarifies
The goal is not to make everything certain. It is to make the company’s next decisions explicit, sequenced, and connected to the business outcome they are meant to create.
Direction
Which customer, problem, or opportunity should receive the company’s limited attention?
Product
What must be proven, built, simplified, or removed before the company scales?
Technology
What can the existing system support, and where does architecture create risk?
Team
Which capabilities are missing, which roles come first, and what should remain external?
Execution
How should the plan be sequenced so business learning and technical investment reinforce each other?
Built-environment software
Software gets harder when it touches the physical world.
Physical systems introduce constraints that purely digital products can often ignore. Sensors drift. Equipment fails. Connectivity disappears. Installation conditions vary. Real-world data is incomplete and dirty. A command sent successfully is not the same as a valve moving, a battery responding, or a physical space being buildable.
Software ↔ physical reality
Cloud software
Devices and equipment
Field conditions
Operations
Real systems impose constraints that roadmap decisions have to respect.
Relevant domains
Industrial and edge-connected systems
Energy and infrastructure software
PropTech and building operations
Spatial, structural, and layout systems
Products combining cloud software, devices, field operations, and physical constraints
Engagement flow
How the engagement works
The workshop is structured enough to produce decisions, but flexible enough to follow the business questions that actually matter.
01
Initial conversation
You identify the business decisions that need clarity and determine whether the workshop is the right format.
02
Preparation
You share existing plans, product materials, architecture notes, customer information, and leadership concerns.
03
Workshop
You facilitate structured decisions across business, product, technology, and hiring.
04
Roadmap
The company receives a written plan with priorities, risks, assumptions, sequencing, and ownership.
05
Continued support, when useful
Amanda can remain involved through advisory sessions, roadmap reviews, hiring support, or fractional technical leadership.
Bring the messy questions.
The workshop is designed for the stage where product, architecture, hiring, and investor expectations are all tangled together.
The work is strategic, but the consequences show up in physical systems, operations, and production constraints.
About Amanda
Rigorous reasoning, clear communication, executable plans.
I’m Amanda Kabak, a technology leader, software architect, and former startup CTO with 25 years of experience building products, systems, and teams. I have led technology in companies working across clean energy, infrastructure, industrial systems, and software for the built environment.
My work has ranged from designing distributed software systems to shaping product direction, building engineering organizations, gathering complex requirements, and helping business and technical leaders make difficult decisions together.
