---

name: roadmap-narrative
description: "Transform a prioritised initiative list into a compelling strategic roadmap narrative. Use when asked to write a roadmap narrative, explain the product roadmap to non-technical stakeholders, connect roadmap items to company goals, or produce an exec-shareable roadmap story. Produces a themed narrative with strategic context, quarter progression arc, an executive summary, and a 'what's not on the roadmap' section."

Roadmap Narrative Skill

Convert a ranked list of product initiatives into a clear, strategic narrative that connects individual items to company goals and communicates a coherent product direction.

Reads from / Writes to the Brain

If a professional-brain (brain/) exists, ground in it instead of re-asking for what you already know:

• Read first: knowledge/strategy.md (the direction the narrative must ladder to), priority decisions/, and feature entities/. Run python3 ../professional-brain/scripts/brain_query.py ./brain "<roadmap theme>" and carry each fact's provenance tag through.
• 📥 Propose to the Brain: after producing, propose logging the sequencing/priority decisions to decisions/ and updating the relevant feature entities/, each provenance-tagged. Show them, get a yes, then write with ../professional-brain/scripts/brain_write.py … --commit (append-only, dry-run by default).

Working from a brief

You will often get a short brief (a few themes, an audience) without a full initiative list or OKRs. Always deliver the complete narrative anyway — do not stop to ask questions and do not leave bracketed placeholders like [Theme Name]. Where detail is missing, infer specific, realistic themes, initiatives, and metrics from the brief and the domain, and mark any inferred fact or number as (assumed — confirm). Fill every section with concrete content, not template brackets.

Inputs (infer any not provided — label assumptions)

• Prioritised initiative list (with rough timelines or quarters)
• Company OKRs or strategic priorities (to connect roadmap to company goals)
• Audience (all-hands, board, investors, sales team — changes tone and depth)
• Items explicitly NOT on the roadmap (optional but strengthens credibility)

Process

1. Review the prioritised initiative list and company OKRs provided
2. Identify 2-3 strategic themes that group the initiatives naturally
3. For each theme, articulate: the problem it addresses, the customer it serves, the metric it moves
4. Write a quarter-level narrative that shows progression — how does H1 set up H2?
5. Draft an executive summary (3-4 sentences max) that non-technical stakeholders can repeat
6. Validate — Confirm every initiative maps to a theme. If an initiative is orphaned, either create a theme or flag it as a narrative gap to address

Output Structure

Product Roadmap: [Quarter/Half/Year]

Strategic Context: [1 paragraph: market moment, key challenge, our response]

Theme 1: [Theme Name]

• Strategic rationale
• Initiatives included
• Primary metric impacted
• Dependencies

[Repeat for each theme]

What's Not on the Roadmap (and Why):
[2-3 items with rationale — shows strategic discipline, not just prioritisation]

Executive Summary (shareable):
[3-4 sentences that could be shared in an all-hands or board update]

Tone Guidelines

• Write for a CFO, not an engineer
• Lead with customer outcomes, not features
• Be honest about what's NOT on the roadmap and why

Quality Checks

• Every initiative in the input maps to a strategic theme
• The executive summary can stand alone and be repeated correctly after one reading
• Progression narrative shows causal links between quarters (not just chronological listing)
• "What's not on the roadmap" section includes at least 2 items with clear rationale
• Language throughout is free of engineering jargon — tested by asking: "could a CFO repeat this?"

Anti-Patterns

• Do not produce a list of features with dates and call it a narrative — every initiative must connect to a strategic theme
• Do not omit the "what's not on the roadmap" section — without it, the narrative lacks strategic discipline
• Do not write progression as a chronological list — show causal links between quarters (Q1 enables Q2 because…)
• Do not write the executive summary last and treat it as a summary — write it as the version stakeholders will repeat
• Do not let orphaned initiatives appear without a theme — either create a theme or flag the gap explicitly