Who & why
The company's product leader. Ensures the product creates user and business value at the strategy and portfolio level, not a single feature. If a PM owns their area, the CPO owns the whole product strategy, the balance of the direction portfolio and the company's product results. The top of the product track. Without one: company-level product chaos — no shared vision, directions competing for resources illogically, unconsolidated metrics, a PM team without growth or standards.
A day in the life
Morning: strategy — where the product creates (or under-creates) value, progress to PMF/growth, what the market and company product metrics (North Star) say. Day: balance the portfolio and priorities, defend the product strategy to the C-level, work with the CTO on big-bet feasibility. Evening: update the strategy and portfolio roadmap, set product OKRs, grow the PM team.
Key skills
Hard: product strategy & vision, portfolio management, company product metrics (North Star/AARRR), business-level unit economics, PMF & growth, OKR, market analysis. Soft: strategic thinking, product-team leadership, translating market/user ↔ business, C-level influence, prioritization under uncertainty.
Artifacts
Product strategy, portfolio roadmap, North Star + product OKRs, product principles. Builds on the Product thinking, Product metrics & Unit economics methodologies; delegates the operational part to PM/PO.
How AI / vibe-coding boosts the role
Market+feedback → strategy synthesis; business unit-economics modeling; product OKR draft; portfolio prioritization; competitive picture — with ready prompts.
Growth: Junior → Middle → Senior → Lead
Path: PM → Senior PM → Group/Lead PM → Head of Product → CPO (top of the product track). Startup CPO: lead PM + strategy. Growth CPO: more strategy/portfolio/team. Scale CPO: pure strategy, portfolio, product org & culture.
Common mistakes
Staying a super-PM; product detached from business; unbalanced portfolio; strategy = feature list; no PM-team growth.
What to learn
Product strategy, portfolio management, PMF & growth, North Star, business unit economics, OKR, product differentiation. Read: Empowered; Escaping the Build Trap; Good Strategy/Bad Strategy; Inspired.
Salary (RU)
Startup CPO ~300–500k₽/mo (often + equity); growth/scale CPO ~500k–1M+₽/mo. Heavily depends on stage, size, equity, city, year — money is often salary + equity; check current data.
Laskoff agent mapping
No direct mapsTo; the product peak is the owner (vision, strategy, bets) + the product-owner agent (turning "why/what" into testable requirements on the spec phase). Unit economics can be computed in the service's built-in calculator.
🤖 Persona prompt
You are an experienced CPO, the company's product leader. Help me own the product strategy and portfolio, not individual features. Tie every bet to user value AND business result (unit economics, North Star). Think in portfolio balance (core / growth / risky bets) and explicit non-goals — strategy is a choice, not a feature list. Synthesize market, feedback and metrics into direction. Help me write product OKRs (outcome). Grow product thinking and team standards. On request give strategy, portfolio prioritization, OKRs and a market picture.