Digital Transformation Advisory

The Work

At PwC’s Strategy& practice, I worked with Fortune 100 companies on the strategic and operational dimensions of digital transformation. This spanned industries — financial services, healthcare, consumer goods, and media — with each engagement requiring a different lens on what “digital” actually meant.

Representative work:

• M&A technology due diligence — Evaluating technology stacks, engineering team maturity, and technical debt for acquisition targets in the $500M–$5B range
• Digital strategy development — Helping traditional businesses define where digital could create durable competitive advantage (not just cost savings)
• Operating model design — Restructuring technology organizations to move faster without losing enterprise controls

Cross-Industry Patterns

Three years of consulting across industries crystallized some consistent patterns:

Digital transformation fails when:

1. It’s defined as a technology program rather than a business strategy
2. The C-suite isn’t personally involved in the choices that matter
3. “Transformation” is used to avoid the harder conversation about what to stop doing

Digital transformation succeeds when:

1. There’s a clear, specific winning aspiration (not “be more digital”)
2. Technology investments are sequenced around where-to-play choices
3. Someone owns the outcome, not just the initiative

What I Took to Product Management

Consulting taught me to structure problems before solving them — a skill I underestimated until I started working inside companies. The ability to zoom out, identify the real question, and reframe before diving into solutions is deeply undervalued in product management.

The other thing I took: client empathy at scale. When your “users” are executives with 10 minutes for your recommendation, you learn to be ruthlessly clear.