About Me
Pierre Christoph Poyault
Strategic Decision Architecture for Growth-Stage Tech Companies
Strategy is the coherent set of deliberate choices a leadership team makes about where to play and how to win — and then consistently executes.
When priorities are set transparently and reinforce one another, teams understand what truly matters.
In many growing tech companies, a clear decision logic is missing.
Initiatives start in parallel. Dependencies are underestimated. Functions pursue competing objectives. Priorities shift before impact becomes visible.
This erodes focus.
It creates friction and strategic drift.
I work on the structure behind these dynamics: the architecture of strategic decisions.
What I Work On
Leadership teams repeatedly face the same questions:
– Which initiatives truly contribute to our goals?
– Which assumptions put our strategy at risk?
– Where are functions blocking each other?
– Which metrics reflect real impact?
I support leadership teams in addressing these questions systematically and in building robust decision architectures.
This includes:
– Focus on a small number of prioritized initiatives
– Clear linkage between product and business metrics
– Aligned roadmaps across functions
– Explicit prioritization logic
– Structured use of evidence and experimentation
Strategy becomes sustainable when decisions remain consistent — even under pressure.
Background
I have worked in digital product development for more than 15 years.
I have built Product Operations teams, introduced strategic working models, and structured cross-functional collaboration between Product, Sales, and Engineering — in start-ups, scale-ups, and a corporate environment.
In 2023, I co-authored the Product Operations Manifesto.
I understand the tensions from firsthand responsibility: growth, resource constraints, ambitious targets, and limited time.
How I Work
I act as a sparring partner to CEOs, Managing Directors, CPOs, CTOs, VPs, and leadership teams in growth-stage tech companies.
We analyze existing decision processes, surface implicit assumptions, and reduce complexity to a small set of viable priorities. Accountability remains within the leadership team. My role is to create clarity and provide structure.
I work directly, systematically, and pragmatically.
If strategic decisions in your organization need to restore focus
Then a conversation is a good next step.
