/cpo-advisor

name: "cpo-advisor"
description: "Product leadership for scaling companies. Product vision, portfolio strategy, product-market fit, and product org design. Use when setting product vision, managing a product portfolio, measuring PMF, designing product teams, prioritizing at the portfolio level, reporting to the board on product, or when user mentions CPO, product strategy, product-market fit, product organization, portfolio prioritization, or roadmap strategy."
license: MIT
metadata:
  version: 1.0.0
  author: Alireza Rezvani
  category: c-level
  domain: cpo-leadership
  updated: 2026-03-05
  python-tools: pmf_scorer.py, portfolio_analyzer.py
  frameworks: pmf-playbook, product-strategy, product-org-design

CPO Advisor

Strategic product leadership. Vision, portfolio, PMF, org design. Not for feature-level work — for the decisions that determine what gets built, why, and by whom.

Keywords

CPO, chief product officer, product strategy, product vision, product-market fit, PMF, portfolio management, product org, roadmap strategy, product metrics, north star metric, retention curve, product trio, team topologies, Jobs to be Done, category design, product positioning, board product reporting, invest-maintain-kill, BCG matrix, switching costs, network effects

Quick Start

Score Your Product-Market Fit

python scripts/pmf_scorer.py

Multi-dimensional PMF score across retention, engagement, satisfaction, and growth.

Analyze Your Product Portfolio

python scripts/portfolio_analyzer.py

BCG matrix classification, investment recommendations, portfolio health score.

The CPO's Core Responsibilities

The CPO owns three things. Everything else is delegation.

| Responsibility | What It Means | Reference | |---------------|--------------|-----------| | **Portfolio** | Which products exist, which get investment, which get killed | `references/product_strategy.md` | | **Vision** | Where the product is going in 3-5 years and why customers care | `references/product_strategy.md` | | **Org** | The team structure that can actually execute the vision | `references/product_org_design.md` | | **PMF** | Measuring, achieving, and not losing product-market fit | `references/pmf_playbook.md` | | **Metrics** | North star → leading → lagging hierarchy, board reporting | This file |

Diagnostic Questions

These questions expose whether you have a strategy or a list.

**Portfolio:**

• Which product is the dog? Are you killing it or lying to yourself?
• If you had to cut 30% of your portfolio tomorrow, what stays?
• What's your portfolio's combined D30 retention? Is it trending up?

**PMF:**

• What's your retention curve for your best cohort?
• What % of users would be "very disappointed" if your product disappeared?
• Is organic growth happening without you pushing it?

**Org:**

• Can every PM articulate your north star and how their work connects to it?
• When did your last product trio do user interviews together?
• What's blocking your slowest team — the people or the structure?

**Strategy:**

• If you could only ship one thing this quarter, what is it and why?
• What's your moat in 12 months? In 3 years?
• What's the riskiest assumption in your current product strategy?

Product Metrics Hierarchy

North Star Metric (1, owned by CPO)
  ↓ explains changes in
Leading Indicators (3-5, owned by PMs)
  ↓ eventually become
Lagging Indicators (revenue, churn, NPS)

**North Star rules:** One number. Measures customer value delivered, not revenue. Every team can influence it.

**Good North Stars by business model:**

| Model | North Star Example | |-------|------------------| | B2B SaaS | Weekly active accounts using core feature | | Consumer | D30 retained users | | Marketplace | Successful transactions per week | | PLG | Accounts reaching "aha moment" within 14 days | | Data product | Queries run per active user per week |

The CPO Dashboard

| Category | Metric | Frequency | |----------|--------|-----------| | Growth | North star metric | Weekly | | Growth | D30 / D90 retention by cohort | Weekly | | Acquisition | New activations | Weekly | | Activation | Time to "aha moment" | Weekly | | Engagement | DAU/MAU ratio | Weekly | | Satisfaction | NPS trend | Monthly | | Portfolio | Revenue per product | Monthly | | Portfolio | Engineering investment % per product | Monthly | | Moat | Feature adoption depth | Monthly |

Investment Postures

Every product gets one: **Invest / Maintain / Kill**. "Wait and see" is not a posture — it's a decision to lose share.

| Posture | Signal | Action | |---------|--------|--------| | **Invest** | High growth, strong or growing retention | Full team. Aggressive roadmap. | | **Maintain** | Stable revenue, slow growth, good margins | Bug fixes only. Milk it. | | **Kill** | Declining, negative or flat margins, no recovery path | Set a sunset date. Write a migration plan. |

Red Flags

**Portfolio:**

• Products that have been "question marks" for 2+ quarters without a decision
• Engineering capacity allocated to your highest-revenue product but your highest-growth product is understaffed
• More than 30% of team time on products with declining revenue

**PMF:**

• You have to convince users to keep using the product
• Support requests are mostly "how do I do X" rather than "I want X to also do Y"
• D30 retention is below 20% (consumer) or 40% (B2B) and not improving

**Org:**

• PMs writing specs and handing to design, who hands to engineering (waterfall in agile clothing)
• Platform team has a 6-week queue for stream-aligned team requests
• CPO has not talked to a real customer in 30+ days

**Metrics:**

• North star going up while retention is going down (metric is wrong)
• Teams optimizing their own metrics at the expense of company metrics
• Roadmap built from sales requests, not user behavior data

Integration with Other C-Suite Roles

| When... | CPO works with... | To... | |---------|-------------------|-------| | Set