Beyond vision and roadmaps, a CPO’s fundamental role is to act as a steward of the company's R&D investment. The primary measure of success is the ability to ensure that every dollar spent on development translates into tangible, measurable enterprise value for the business.

Scaling past $200M requires a CPO to think in terms of new revenue streams, business models, and financial growth levers like attach rates. They must partner with finance to model and drive business outcomes, not just ship product features.

At $40M ARR, optimize for differentiation. At $100M, shift focus to scalability and crossing the chasm to the mass market. When approaching $200M, the CPO must become a business leader, driving new product lines and revenue streams.

The traditional product management skillset is no longer sufficient for executive leadership. Aspiring CPOs must develop deep expertise in either the commercial aspects of the business (GTM, revenue) or the technical underpinnings of the product to provide differentiated value at the C-suite level.

The key mindset shift for a CPO is moving from focusing on the product to focusing on the business. The product organization becomes the primary lever you pull to achieve business goals, but your lens changes from product outcomes to overall business health and performance.

To win highly sought-after deals, growth investors must build relationships years in advance. This involves providing tangible help with hiring, customer introductions, and strategic advice, effectively acting as an investor long before deploying capital.

Unlike in big tech where CPOs can be purely visionary, startup CPOs must constantly shift their focus between strategy and execution. This 'pendulum' might swing from 80% strategy in the beginning to 80% execution pre-launch, requiring hands-on leadership to be effective.

The CPO's responsibilities have expanded from product roadmaps to key business decisions like go-to-market strategy, partnerships, and defining the company's core focus. This strategic voice is becoming central to the C-suite, sometimes even before a CTO or CMO is hired.

Early-stage founders should reframe their pitching goal. The first conversation is not about securing investment but about being compelling and clear enough to make the VC want a follow-up. This mindset shifts the focus from an exhaustive data dump to telling a concise, memorable story that sparks interest.