I think we are more aligned than what our exchange may superficially imply. But to clarify, from a value generation perspective, I don’t see tech debt as someth

I think we are more aligned than what our exchange may superficially imply. But to clarify, from a value generation perspective, I don’t see tech debt as something whose payoff would generate any value other than in terms of technical flexibility and long term engineering resources availability. If a tech debt item is adding a feature then it’s not tech debt. Tech debt is born out of suboptimal support for features. So the feature is in place, but not in the proper technical way (I.e. against target architecture, held together with manual processes etc.). As such my approach with tech debt is realise the value by having cadence of paying tech debt off, not being afraid or thinking too much about the value of bringing things up to date. It’s more of a keep the engine running approach, at least in big engineering organisations where that makes sense from financial perspective as they resemble more a locomotive than a car in economics of restarting vs running ongoing. I am also confident both approaches may equally work or fail depending on organisation dynamics.