Your question is Tie Engineering Work to Business Impact. Take a moment with it on the right.
Talk me through your thinking if you like. When you're confident, submit your answer and I'll grade it like a real screen (7/10 or better passes).
You are advising a company whose engineering team is shipping work, but leadership cannot clearly connect that work to revenue, retention, or cost reduction. Product, engineering, and finance each have different views on what matters, and the backlog is starting to fill with projects that sound important but are hard to justify.
How do you make sure engineering work is tied to business impact?