Writing requirements that engineering actually builds — and tracking them from intake all the way through to delivery.
I’ve managed a roadmap of 140+ initiatives across seven internal stakeholder groups — Sales, Operations, Marketing, Finance, Technology, Training, and Support. Every one of them started as a BRD.
What I’ve learned: most BRD failures aren’t writing failures. They’re process failures. No intake structure, no stakeholder sign-off, no delivery tracking. The document gets written and then disappears into email.
This pillar covers the full pipeline — from how requests come in, to how requirements get written, to how you measure whether the delivery team is actually performing against the intake they’ve committed to.
“Most BRD failures aren’t writing failures. They’re process failures — no intake, no sign-off, no tracking.”
How to write requirements that actually get built — structure, stakeholder sections, acceptance criteria, and the specific language that keeps scope from creeping.
Managing the queue when seven teams all think their project is the priority. Structured intake, scoring frameworks, and the quarterly review cadence that keeps a 140+ item backlog moving.
How to measure whether your BA team is actually performing — time-to-pickup, BRD work time, dev-start-to-end, and carryover rate. The numbers that tell you if the pipeline is healthy.
Customer SLAs are only as good as the internal commitments that underpin them. At AudienceView, those commitments didn’t exist. P2 response times exceeded 20 days — not because support agents were slow, but because the internal dependencies had no formal structure. Building the OLA framework required designing severity tiers, mapping internal dependencies, negotiating commitments with four teams, and creating a reporting layer that made compliance visible.