The missing resource may be decision ownership.

Product, technology, and operations leadership at the scope you need.

Look beneath the symptom

Projects can stall even when a business has smart people and capable vendors. Priorities compete, tradeoffs stay unresolved, and no one owns the result across departments. Adding another task list can make the work more visible without moving it forward.

Follow the work

Begin with the decisions that are waiting. Clarify the intended business outcome, who can approve tradeoffs, and what constraints matter. Product, technology, and operations leadership overlap, but they are not interchangeable; choose the responsibility the business actually needs.

Check the economics and the risk

Set a bounded mandate for a part-time leader. Define decisions they own, teams they coordinate, time availability, and how escalation works. Make sure the authority matches the accountability. Otherwise the role risks becoming advice that nobody is able to act on.

Make the next step measurable

Review progress through outcomes and decisions, not meeting volume. Keep priorities small enough to execute, document important tradeoffs, and build internal ownership as the work matures. The useful question is what the business can do more reliably after the engagement.

Which important decision keeps returning to your desk because nobody else has the mandate to make it?

A good question deserves a conversation.

The answer depends on your customers, your numbers, and the way your team works. Tell us what you’re seeing, and let’s discuss a useful next step.