Companies stop being constrained by product. They become constrained by how they are built.
The constraint shows up differently each time: in how partnerships are organized, how the commercial model is wired, who owns the customer across functions, and what the company is willing to take a position on as AI moves through the business. By the next phase of growth, these are no longer downstream questions. They are the strategy.
Roche on Strategy is an independent publication focused on enterprise software, operating models, partner ecosystems, AI governance, and the decisions that sit underneath revenue.
Built on two decades inside enterprise SaaS and supply chain technology, the work draws on experience building partner organizations from a blank page, operating them at public-company scale, negotiating strategic alliances, leading commercialization initiatives, and working across product, sales, finance, legal, procurement, and executive leadership.
Every essay is written to make complex strategic decisions clearer, with reasoning that can be defended in the room where it matters and revisited long after the decision has been made.
"Most strategy problems in enterprise software are not strategy problems. They are decisions the executive team has been deferring."
Worldview before biography
Growth eventually becomes constrained less by product than by organizational design, governance, operating models, and commercial execution. That is where the practice starts, and where most strategy work needs to start.
Operator, not adviser
Twenty years inside enterprise software and supply-chain technology. Partner organizations built from a blank page and run at public-company scale. Alliance bets defended in board reviews. Co-sell numbers carried personally.
Across the executive table
Most ecosystem problems present as partnership problems and resolve as alignment problems — between product, sales, finance, and the board. The work is comfortable in any of those rooms because it has been done in all of them.