Navigating the journey of scaling product outcomes through a product-led growth (PLG) approach is both exciting and demanding. For CEOs to execute PLG successfully, enhancing their product leadership is often essential.
We had the opportunity to speak with product leader, Tapan Kamdar, known for his growth mindset and notable achievements at companies such as Mozilla, Meta, GoDaddy, Yahoo, and eBay. Tapan has played a key role in building some of the most popular and frequently visited websites, reaching billions of users worldwide.
His expertise covers a wide range, from discovery and personalization to monetization and team development. Tapan is also an author, sharing his knowledge and experiences through his LinkedIn newsletter, Building Blocks, which is dedicated to helping both new and seasoned leaders build their careers and teams step by step.
In this insightful conversation, Tapan introduces his CORE framework for establishing a product organization that drives impactful outcomes, discusses when it may be time for a CEO to elevate their product leadership, and reveals often-overlooked nuances when assessing product leaders from global organizations.
Scaling product outcomes via a product-led growth strategy is a thrilling yet challenging path for any CEO. With extensive experience leading teams at Meta, GoDaddy, and eBay, I've focused on driving significant value for users, resulting in exceptional business outcomes.
Through these experiences, I've developed a framework called CORE:
A clear and compelling vision is crucial. It must align with the company’s broader mission. At Meta, for example, our vision to connect communities through meaningful conversations was directly tied to Meta’s mission of bringing the world closer together. When everyone is on the same page with the vision, it becomes easier to inspire and drive the team, no matter how challenging the task.
Empowering teams starts with ensuring alignment within the core team and clarifying roles and responsibilities. CEOs should define the RACI model to establish clear accountability and give teams the freedom to solve problems creatively. When teams are unburdened by excessive bureaucracy, they are more likely to go above and beyond in their efforts to innovate.
Data should be your guiding force. Use user research to validate hypotheses and ensure that you’re addressing real user pain points with solutions they are willing to pay for. At eBay, data was central to everything we did—understanding user behaviors, analyzing trends, and guiding our strategy. This approach minimizes HIPPO (Highest Paid Person’s Opinion) decisions and allows for timely pivots when necessary.
A user-first strategy that prioritizes understanding and addressing user needs is fundamental to driving impactful outcomes. By centering decisions around the user, you can create products that resonate deeply and deliver significant value, encouraging users to return and engage further.
Recognizing when it’s time to level up your product leadership is crucial for scaling your business. Here’s a framework to help you identify the signs:
During my time as General Manager of the Productivity business unit at GoDaddy, overseeing a >$500M P&L, I observed some of these signs firsthand and knew I had to act to ensure the team continued driving significant outcomes.
I used the FOCUS framework to identify the right candidate to elevate our product leadership:
Elevating your product leadership isn’t just about finding someone new—it’s about finding someone who can drive your company forward, aligning with your ambitions and making bold moves to achieve uncommon outcomes.
When evaluating product leaders from global organizations, CEOs often overlook critical nuances.
Scale is one dimension that is frequently misunderstood. At Meta, we were responsible for building experiences for billions of users. Crafting products that add value for millions while maintaining a quality experience for all users requires a unique skill set. Leaders with this background bring a level of expertise that can elevate your products and deliver exceptional outcomes.
Adaptability is another often-overlooked trait. Product leaders at global organizations are adept at solving problems across various domains and quickly understanding new ones. While many CEOs focus on industry-specific experience, they may miss the value of fresh perspectives from leaders who can complement a team already rich in domain expertise.
Beyond these, culture fit is paramount. Leaders with global experience often bring diverse perspectives and the ability to balance global insights with local relevance. They can help navigate challenges while evolving your company culture for the next stage of growth.
The right product leadership can turn potential into reality, propelling your organization to new heights.
We extend our thanks to Tapan Kamdar for sharing his valuable insights, which provide a roadmap for CEOs aiming to scale through effective product leadership. Tapan’s wisdom highlights the critical role of visionary leadership and adaptability in today’s complex tech ecosystem.
