Aspiring leaders often assume that at the executive level, everyone "gets it" and operates with high maturity. The reality is that C-suites are composed of imperfect people with biases and baggage. Expect the same—or more intense—dysfunctions, not a utopian state of rational business.
In a company seeking its next funding round or acquisition, the CPO's strategic focus must shift. The primary "customer" to satisfy is not the end user, but the next investor or acquirer. This means building a business and product story that appeals directly to them.
A simple framework for VPs to structure their focus. They are responsible for the product portfolio, the process of how work gets done ("practice"), and most importantly, the people. As you ascend, organizational development and hiring become the most critical part of the job.
Aspiring leaders often believe a promotion will finally empower them to fix everything. In reality, each level up—from Director to CPO—introduces a more complex set of problems, constraints, and stakeholder dynamics, not fewer. The feeling of being "unchained" is a myth.
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.
From an executive viewpoint, a key realization is that technically outdated products are often "printing money." While teams want to modernize, senior leaders must balance this with the inconvenient truth that these highly profitable legacy systems fund the company's future bets.
Despite the challenges, the real reason to pursue executive roles is the opportunity to mentor and develop future leaders. The lasting fulfillment comes from "paying it back" by planting seeds that help others grow in their careers, which is worth more than any paycheck or stock option.
Lower in the organization, strategy is handed down as clear directives. At the VP/CPO level, you form strategy from ambiguous inputs: the CEO's thoughts, board meeting undertones, and informal conversations. Much of what's important is known but not written down or widely shared.
Every executive peer wants something from product that they won't get. Your survival depends on building strong alliances so they understand the 'why' behind trade-offs and have your back. Without their support, they can "kill you behind your back," and you become a "dead man walking."