The Situation
The CPO had been promoted internally from head of product strategy and design into their first C-level role. The CTO had been with the company six to seven years. Both had just helped execute a workforce reduction among people they’d worked alongside for years. They were fielding questions from remaining employees every day, processing the emotional weight of the layoffs, and being asked to lead a transformation bigger than anything they’d faced before.
The existing product organization was siloed, focused on features rather than treating products and technology as the foundation of the business, with no connection to the financials.
The Engagement
The CEO had worked alongside me for two years at a previous PE-backed platform and knew what these leaders needed. I worked alongside both as a coaching partner: helped the CPO deploy the product portfolio strategy framework and stand up the cross-functional team operating model, and helped the CTO align the technology teams against it.
The product strategy work gave both leaders a forward-looking narrative, showing how the portfolio’s combined strengths expanded the value proposition. Having a clear strategy and operating model helped answer the question every remaining employee was asking: was there a plan, or did we just lose our colleagues for nothing?
Outcomes
- CPO stood up product organization, operating model, and cross-functional processes during active turnaround
- CTO aligned technology teams against the portfolio investment model
- Both leaders built credibility with the team and the board
- CEO gained confidence both could grow into what the business needed next
- No additional leadership disruption required
The business can’t wait for promising leaders to figure it out alone, especially when they’re navigating the hardest professional experience of their careers. The CEO who brought me in had seen me do this before. That’s why the call came.