Crewlantern Product Roadmap, 2027
Product roadmap presentation example: now, next, later
A product roadmap presentation has to prove that every item answers a problem customers actually have, that the near term is dated and the far term is honest about being uncertain, and that people know how to add to it. Crewlantern, an invented onboarding app for frontline employers, puts mobile onboarding first because 71 percent of new hires open it on a phone and only 48 percent of them finish.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
The structure
What each slide is doing, so you can reuse the order even with different content.
- Slide 1cover
- Names the roadmap period and the audience, so it is read as a plan with dates rather than a wish list.
- Slide 2intro
- Sets out the three things customers told the team, so every roadmap item can be traced to one of them.
- Slide 3metrics
- The usage numbers that put mobile onboarding at the top of the list.
- Slide 4timeline
- The roadmap itself: now, next and later, each with dated items.
- Slide 5comparison
- Every roadmap item with the problem it solves, the metric that proves it worked and its status.
- Slide 6process
- How an idea gets onto the roadmap, so teams know how to put something forward.
- Slide 7checklist
- States what is deliberately not being built, which stops repeat requests and protects the team.
- Slide 8comparison
- What changes for a site manager and a new hire once the now items ship.
- Slide 9qa
- Opens the floor before the close, because roadmap reviews always raise questions.
- Slide 10closing
- Closes on the feedback route, so requests arrive in one place with evidence attached.
Slide by slide
Slide one frames the review as now, next and later. Slide two names the three problems behind the roadmap, drawn from 64 interviews and 2,900 tagged tickets. Slide three gives the usage numbers that put mobile first. Slide four is the roadmap across three horizons. Slide five is the item table with problem, metric, target and status. Slide six explains the four steps an idea passes before it gets a date. Slide seven lists five things deliberately not being built. Slide eight shows the first week for a new hire and a manager before and after March. Slide nine opens questions. Slide ten gives the feedback route and the next review date.
How to adapt this deck
A roadmap for customers rather than staff should drop the status column, keep the dates only on the now items and replace the not building slide with what customers can expect to hear and when. A platform or infrastructure team should swap usage numbers for reliability or cost numbers, such as incidents or hosting spend, because that is the evidence its stakeholders trust. A roadmap with a regulatory deadline in it should mark that item as fixed and say what moves if it slips.
What roadmap guidance says
The GOV.UK Service Manual says a roadmap should show what has been done and what is coming next in order of priority, give each iteration a clear goal with a way to measure progress, and say who maintains it, how often it is updated and how to contribute. Hackney Council's product playbook uses the same now, next, later format. This deck follows both: a metric per item on slide five and a contribution route on the closing slide.
What makes this deck work
The top item has its evidence beside it
Slide three shows why mobile onboarding leads: 71 percent of new hires open onboarding on a phone, 48 percent finish there against 83 percent on desktop, and managers spend 3.1 hours per hire chasing. Nobody has to take the ranking on trust.
Dates only where they are real
Slide four dates the now items to the day, 3 February and 10 March, gives next items a target month, and leaves later undated on purpose. The deck says this rule out loud, which stops a later item being repeated to customers as a promise.
Every item has one number to move
The table on slide five pairs each item with a metric and a target, such as mobile completion from 48 to 75 percent or 58 blocked customers down to none. Sixty days after release the team can say whether the item worked, not only whether it shipped.
Questions people ask
What is a now, next, later roadmap?
A roadmap in three columns instead of a calendar. Now holds committed work with dates, next holds planned work with target months, and later holds direction without dates. It keeps a team honest about uncertainty and stops early ideas being read as promises by customers or sales.
Should a product roadmap presentation include dates?
Only for work that is committed and staffed. Give now items exact release dates, next items a target month, and later items no date at all. Explain the rule on the roadmap slide itself, so the audience understands that a missing date is a decision, not an oversight.
How do I justify the top item on a roadmap?
Put the evidence on its own slide right before the roadmap. Usage data, support volume or lost deals work best when they are numbers the audience can check. Here three figures, phone share, phone completion and manager hours, explain the ranking before anyone asks.
Should a roadmap say what the team will not build?
Yes. A short list of things deliberately left out, each with a one line reason, ends repeat requests and shows the roadmap was chosen rather than accumulated. Keep it to five items or fewer, and revisit the list at each quarterly review.
How often should a product roadmap be presented?
Quarterly is common, with the now column reviewed more often inside the team. Give the next review date on the closing slide, as this deck does, so people with requests know when they will be considered and do not escalate them in between.
Can I keep the roadmap deck up to date after the meeting?
Yes. Edit the deck and save, and a share link always shows the latest saved version, so people holding the link see the update. Earlier versions stay in the version history, and any of them can be previewed or restored if a change needs undoing.
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