Every product team I've seen has a channel strategy. Few have a journey strategy.
A channel strategy asks: how do we reach the customer on WhatsApp, on the app, at the branch, through the field agent? It's a distribution problem. You solve it with integrations, notifications, and coverage.
A journey strategy asks something harder: if a customer starts something on one channel and stops, what happens next? Do they have to start over? Does anyone even know they stopped?
Most of the time, the answer is yes, they start over. Channels are owned by different teams, built on different stacks, measured by different metrics. Nobody owns the gap between them.
That gap is where customers fall out. Not because the product is bad on any single channel, but because the product has no memory across them.
The work I find most interesting is building that memory. Not the notification that brings someone back, but the system that knows where they were, what they had already done, and what they actually need to do next, regardless of how they got there.
That's an architectural choice, not a feature. One you have to make early, because retrofitting it later costs more than the problem it was meant to solve.