Career elevator: navigating the path to CPO part 1

Be-EXEC
4 min readSep 30, 2024

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Many product managers sooner or later think about the transition to top C-level positions, but do not know where to start and on which aspects to pay attention. The executive search agency Be-EXEC explains the growth transitions and possibilities of getting there obtaining extensive experience in finding top managers for global businesses.

The journey to CPO is a complex and often unpredictable path, influenced by a blend of experience, skills, and strategic decision-making. Soft skills, particularly in leadership and business insight, play a pivotal role.

This article delves into the nuances of internal and external growth opportunities for product managers, emphasizing the importance of company dynamics, product potential, team composition, and market context.

Let’s delve into that!

Although every top manager takes a unique path, certain common factors influence why some do make it to the C-suite while others don’t.

We believe that soft skills like great leadership and being business savvy are the key. If you are a product manager, there are 2 common ways to become the Head of Product, Chief Product Officer: grow within the current company and take a new position in the new business.

It is equally important to know which company you work for. Vertical growth requires an organization that is willing to invest in its people and provide opportunities for development.

Let’s explore the scenario of internal growth. What to pay attention to?

  1. Company Growth: It must be a growing company or an enterprise with multiple business streams, which are constantly evolving and creating new opportunities for the teams. If the company is small in terms of turnover and number of employees, then further growth will be difficult.
  2. Product Potential: The prospect of a product or service is also very important. Pay attention to how much the product is in demand and whether the company’s business strategy allows for product development.
  3. Team: Success depends heavily on who surrounds you, the team, your peers, and management, especially the CEO. Experienced managers and colleagues can greatly accelerate your professional growth.
  4. Regional Market: Evaluate how the product fits and grows within the market context and if there is potential for company and product development in a particular region.

Criteria for external career development

Some may advance to Product Lead roles, while others reach Head positions. Why?

Success largely depends on how you manage the transition in the external market — how well you evaluate the target company and the product’s potential. One more critical factor is your performance during the interview.

In the current company, you already have a reputation, which plays a significant role in determining whether you’ll be promoted. But when you are at the interview with unknown people, the impression you make is crucial. It significantly influences the position offered, the compensation, and the role’s responsibilities.

For product managers, more than for any other role, it’s critical to showcase expertise through case studies during interviews. If it’s a serious product-focused company, the interviewing is often a long and highly competitive process, so be prepared for that. If you want to try a higher position, develop the following skills: ability to learn quickly, adapt, build business relationships and communicate effectively. These skills allow candidates to adapt quickly to new conditions and pass the competition successfully.

Is it possible to make a transition from leading a small team to a large one?

Persuasiveness is a key skill here. You need to convincingly demonstrate in an interview that you have successfully led great teams, you understand how to scale them, and can implement new approaches when needed.

Of course, a Head of Product won’t directly manage 50 people; it involves some hierarchy and stream distribution. So responses to questions about team structure and approach to scaling will reveal competencies not just in managing large teams but also in structuring and will show your mindset.

In this very case, startups are the perfect place to grow. In their dynamic environment, you can quickly gain experience managing large projects and teams. They allow rapid scaling, and the cost of mistakes is lower than in larger enterprises. So, it’s not just about selling yourself in the interview but proving some skills you’ve developed with prior experience (even if you used them 5 or 10 years ago). If you lack experience, it depends on how willing the company is to take a risk on you.

Conclusion

Transitioning from managing small teams to leading larger ones presents its challenges, but it’s entirely achievable with the right mindset and skill set. By focusing on developing critical competencies, understanding market dynamics, and effectively showcasing your expertise during interviews, you can position yourself for success. As companies become increasingly cautious about hiring decisions, those who can clearly articulate their value and demonstrate their growth potential will stand out. Embrace the challenges ahead, believe in your abilities, and remain open to new opportunities for advancement.

Contact us to discuss your career goals and get professional advice. If you are in search of a great Head of Product or a CPO, also drop as a line.

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Be-EXEC
Be-EXEC

Written by Be-EXEC

Be-EXEC is an executive search company, working with C-Level candidates and IT teams across many industries.

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