YOUR OBJECTIVE COMES FIRST
Decide what is configured, built or purchased.
Connect the growth objective with an operation that can support it.
Utah targets aerospace, fintech, technology, life sciences and healthcare, and energy and minerals. If the engagement concerns an offer or operating plan supporting customer activation and product handoffs, use an onboarding task, product event and customer-success follow-up to make the assumptions concrete. Ask product, customer success and revenue operations which capacity, access and handoff requirements would change. Which product action demonstrates useful activation rather than access alone? Check those operating dependencies alongside customer demand and the commercial case for expansion.
Utah Governor's Office of Economic Opportunity: Targeted Industries ↗01Make the expansion hypothesis explicit
Describe the customer need, intended offer and reason the current model should extend to the new setting. Separate evidence from assumptions. A state’s sector activity can inform a discussion, but it does not establish customer demand for an individual business.
02Test the delivery model alongside demand
Identify the people, systems, suppliers and management attention needed to serve the proposed business. Explain how central and local responsibilities would work. Capacity and support constraints belong in the commercial decision before new commitments are made. Working example: Customer journey and product operating model.
03Sequence the investment and workforce decisions
Map what must be learned before hiring, technology changes or operating commitments expand. Use review points with clear evidence rather than treating every activity as parallel. Define which decisions are reversible and which deserve more preparation. For customer activation and product handoffs, agree how product, customer success and revenue operations contribute where those functions are involved.
04Give the new operation a management rhythm
Set the decisions, records and escalation partners required during the first operating period. Compare performance with the assumptions behind the plan. Growth should be assessed alongside service quality, capacity and the demands placed on existing teams. Review check: A product owner can accept the proposed journey.