As the demand for product-led growth (PLG) intensifies, hiring a Chief Product Officer (CPO) has become a critical move for many CEOs seeking to steer their companies toward long-term success.
We reached out to David Chiang, advisor, board member and seasoned product leader with past roles at firms like Splunk, and Facebook, to gain insight into what makes a CPO hire both impactful and challenging. David’s unique perspective on product strategy and team building makes his advice invaluable for founders navigating this complex hiring decision.
For CEOs venturing into their first CPO hire, David emphasizes starting with one fundamental question: “Why do you need a CPO?”
CEOs should define the specific gaps a CPO will address, such as product-market fit, strategic roadmapping, or competitive positioning. This clarity will also help determine if the company’s needs align with a CPO hire or if another leadership position could fulfill this role.
The CEO-CPO relationship is crucial for success. David advises CEOs to clearly delineate roles, define the boundaries of responsibility, and maintain open communication. The relationship is akin to two sides of the same coin, where alignment, transparency, and mutual trust foster a culture of joint leadership. Clear swimlanes empower both leaders to thrive, reducing potential friction down the line.
Product strategy often presents a tension point, as founders’ emotional ties to their vision can differ from a CPO’s analytical approach. A new CPO can bring fresh perspective and assess core metrics objectively.
For founders, however, decisions about product direction are often personal, making it essential to balance these viewpoints and create a collaborative framework for strategic pivots when necessary.
The distinction between a VP Product and a CPO is nuanced but significant. A VP often focuses on managing a product line, while a CPO assumes a broader mandate that touches cross-functional areas like sales and marketing.
“A CPO ‘works in the gray,’ translating signals from the market into actionable strategies for product development,” David notes. This outward focus is especially valuable in aligning products with customer value and strategic outcomes.
For product leaders leaving big tech to join a founder-led startup, David suggests a mindset shift. Startups may lack the infrastructure and scale that big tech provides, so leaders should selectively apply frameworks from their previous experiences, customizing them to suit the new, often resource-constrained environment. This adaptability is key, as successful approaches in larger organizations don’t automatically translate to the unique dynamics of a startup.
