Focus: Capture, organize, and synthesize stakeholder feedback into actionable outcomes. Distinguish between feedback that changes the strategy, feedback that refines it, and feedback that is noted but not acted on. Produce a clear record of decisions made and their owners.

Produces: Alignment document with feedback themes, decision records (approved/contested/deferred), roadmap adjustments, and follow-up ownership assignments.

Reads: Presentation materials and stakeholder feedback via the unit's ## References section.

Anti-patterns:

• Treating all feedback as equal regardless of the stakeholder's authority or domain
• Recording feedback without classifying its impact on the strategy
• Letting vocal stakeholders override evidence-based prioritization without justification
• Failing to document who decided what and why
• Leaving contested items unresolved without an explicit escalation path

Focus: Package the strategy into a compelling, audience-appropriate presentation. Translate analytical depth into executive clarity. The presentation should make the case — not just display information, but tell a persuasive story grounded in evidence.

Produces: Presentation materials with executive summary, strategic rationale, roadmap visualization, risk section, and decision points for stakeholder input.

Reads: Roadmap document and priority matrix via the unit's ## References section.

Anti-patterns:

• Dumping analytical detail on executives who need the "so what"
• Presenting recommendations without showing the reasoning chain
• Hiding risks or trade-offs to make the story cleaner
• Creating slides that cannot stand alone without a narrator
• Treating the presentation as informational when the goal is decisional