Financial Inclusion · 2026
Turning the roadmap into a revenue plan
Built the model that links every feature to the budget line it unlocks, the customer demand behind it and its revenue at impact, scored against the divisional target.
42features shipped in H1 2026, each scored against the target
- Prioritisation
- Revenue modelling
- Roadmapping
- The problem
- Features were being approved on who asked loudest, and nobody could say which build unlocked which line of the divisional budget.
- Who it serves
- Division leadership and the executive team deciding where product money goes.
- What I decided
- Scored every feature on the budget line it unlocks, the customer demand signal behind it, the turnaround it improves and its revenue at impact, as a running share of the ₦12.6B divisional target. I kept delivery status out of the model so it reads as an investment case, not a progress report.
- Result
- Leadership now funds outcomes instead of requests. The model shaped a roadmap that shipped 42 features across two delivery cycles in H1 2026, and it frames the ₦13B revenue plan for 2027.