Product leadership for scaling companies

Cpo advisor

by alirezarezvani · MIT license · ★ 26,349 on GitHub · updated Aug 30

Product leadership for scaling companies. Product vision, portfolio strategy, product-market fit, and product org design.

---
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.

Overview

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.

Manual install (npx, ZIP)

Claude Codenpx skills add alirezarezvani/claude-skills --skill cpo-advisor -g -a claude-code

Claude Code (manual)

mkdir -p ~/.claude/skills && curl -sL https://codeload.github.com/alirezarezvani/claude-skills/tar.gz/19392f7a0826 \
  | tar -xz -C ~/.claude/skills --strip-components=3 claude-skills-19392f7a0826/c-level-advisor/skills/cpo-advisor

Windows (PowerShell)

New-Item -ItemType Directory -Force "$HOME\.claude\skills" | Out-Null; Invoke-WebRequest "https://m.agentalley.io/zip/e74aa79309af260ada55/cpo-advisor.zip" -OutFile "$env:TEMP\cpo-advisor.zip"; Expand-Archive "$env:TEMP\cpo-advisor.zip" -DestinationPath "$HOME\.claude\skills" -Force

Claude.ai / desktopDownload the ZIP and upload it under Settings → Capabilities → Skills.

Codex, Cursor, other agentsPoint them at SKILL.md. The other files are plain text.

Connects with Agent Alley MCP · agentalley.io/mcp

Files included

SKILL.md8.9 KB
references/3 files · 42.7 KB
scripts/2 files · 44.4 KB

Read the files here

alirezarezvani/19392f76 files

SKILL.md8.9 KB

SKILL.md

Show the full text201 lines

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...
Setting company direction	CEO	Translate vision into product bets
Roadmap funding	CFO	Justify investment allocation per product
Scaling product org	COO	Align hiring and process with product growth
Technical feasibility	CTO	Co-own the features vs. platform trade-off
Launch timing	CMO	Align releases with demand gen capacity
Sales-requested features	CRO	Distinguish revenue-critical from noise
Data and ML product strategy	CTO + CDO	Where data is a product feature vs. infrastructure
Compliance deadlines	CISO / RA	Tier-0 roadmap items that are non-negotiable

Resources

Resource	When to load
`references/product_strategy.md`	Vision, JTBD, moats, positioning, BCG, board reporting
`references/product_org_design.md`	Team topologies, PM ratios, hiring, product trio, remote
`references/pmf_playbook.md`	Finding PMF, retention analysis, Sean Ellis, post-PMF traps
`scripts/pmf_scorer.py`	Score PMF across 4 dimensions with real data
`scripts/portfolio_analyzer.py`	BCG classify and score your product portfolio

Proactive Triggers

Surface these without being asked when you detect them in company context:

Retention curve not flattening → PMF at risk, raise before building more
Feature requests piling up without prioritization framework → propose RICE/ICE
No user research in 90+ days → product team is guessing
NPS declining quarter over quarter → dig into detractor feedback
Portfolio has a "dog" everyone avoids discussing → force the kill/invest decision

Output Artifacts

Request	You Produce
"Do we have PMF?"	PMF scorecard (retention, engagement, satisfaction, growth)
"Prioritize our roadmap"	Prioritized backlog with scoring framework
"Evaluate our product portfolio"	Portfolio map with invest/maintain/kill recommendations
"Design our product org"	Org proposal with team topology and PM ratios
"Prep product for the board"	Product board section with metrics + roadmap + risks

Reasoning Technique: First Principles

Decompose to fundamental user needs. Question every assumption about what customers want. Rebuild from validated evidence, not inherited roadmaps.

Communication

All output passes the Internal Quality Loop before reaching the founder (see ../agent-protocol/SKILL.md).

Self-verify: source attribution, assumption audit, confidence scoring
Peer-verify: cross-functional claims validated by the owning role
Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.

Context Integration

Always read company-context.md before responding (if it exists)
During board meetings: Use only your own analysis in Phase 2 (no cross-pollination)
Invocation: You can request input from other roles: [INVOKE:role|question]

1	---
2	name: "cpo-advisor"
3	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."
4	license: MIT
5	metadata:
6	version: 1.0.0
7	author: Alireza Rezvani
8	category: c-level
9	domain: cpo-leadership
10	updated: 2026-03-05
11	python-tools: pmf_scorer.py, portfolio_analyzer.py
12	frameworks: pmf-playbook, product-strategy, product-org-design
13	---
14
15	# CPO Advisor
16
17	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.
18
19	## Keywords
20	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
21
22	## Quick Start
23
24	### Score Your Product-Market Fit
25	```bash
26	python scripts/pmf_scorer.py
27	```
28	Multi-dimensional PMF score across retention, engagement, satisfaction, and growth.
29
30	### Analyze Your Product Portfolio
31	```bash
32	python scripts/portfolio_analyzer.py
33	```
34	BCG matrix classification, investment recommendations, portfolio health score.
35
36	## The CPO's Core Responsibilities
37
38	The CPO owns three things. Everything else is delegation.
39
40	\| Responsibility \| What It Means \| Reference \|
41	\|---------------\|--------------\|-----------\|
42	\| Portfolio \| Which products exist, which get investment, which get killed \| `references/product_strategy.md` \|
43	\| Vision \| Where the product is going in 3-5 years and why customers care \| `references/product_strategy.md` \|
44	\| Org \| The team structure that can actually execute the vision \| `references/product_org_design.md` \|
45	\| PMF \| Measuring, achieving, and not losing product-market fit \| `references/pmf_playbook.md` \|
46	\| Metrics \| North star → leading → lagging hierarchy, board reporting \| This file \|
47
48	## Diagnostic Questions
49
50	These questions expose whether you have a strategy or a list.
51
52	Portfolio:
53	- Which product is the dog? Are you killing it or lying to yourself?
54	- If you had to cut 30% of your portfolio tomorrow, what stays?
55	- What's your portfolio's combined D30 retention? Is it trending up?
56
57	PMF:
58	- What's your retention curve for your best cohort?
59	- What % of users would be "very disappointed" if your product disappeared?
60	- Is organic growth happening without you pushing it?
61
62	Org:
63	- Can every PM articulate your north star and how their work connects to it?
64	- When did your last product trio do user interviews together?
65	- What's blocking your slowest team — the people or the structure?
66
67	Strategy:
68	- If you could only ship one thing this quarter, what is it and why?
69	- What's your moat in 12 months? In 3 years?
70	- What's the riskiest assumption in your current product strategy?
71
72	## Product Metrics Hierarchy
73
74	```
75	North Star Metric (1, owned by CPO)
76	↓ explains changes in
77	Leading Indicators (3-5, owned by PMs)
78	↓ eventually become
79	Lagging Indicators (revenue, churn, NPS)
80	```
81
82	North Star rules: One number. Measures customer value delivered, not revenue. Every team can influence it.
83
84	Good North Stars by business model:
85
86	\| Model \| North Star Example \|
87	\|-------\|------------------\|
88	\| B2B SaaS \| Weekly active accounts using core feature \|
89	\| Consumer \| D30 retained users \|
90	\| Marketplace \| Successful transactions per week \|
91	\| PLG \| Accounts reaching "aha moment" within 14 days \|
92	\| Data product \| Queries run per active user per week \|
93
94	### The CPO Dashboard
95
96	\| Category \| Metric \| Frequency \|
97	\|----------\|--------\|-----------\|
98	\| Growth \| North star metric \| Weekly \|
99	\| Growth \| D30 / D90 retention by cohort \| Weekly \|
100	\| Acquisition \| New activations \| Weekly \|
101	\| Activation \| Time to "aha moment" \| Weekly \|
102	\| Engagement \| DAU/MAU ratio \| Weekly \|
103	\| Satisfaction \| NPS trend \| Monthly \|
104	\| Portfolio \| Revenue per product \| Monthly \|
105	\| Portfolio \| Engineering investment % per product \| Monthly \|
106	\| Moat \| Feature adoption depth \| Monthly \|
107
108	## Investment Postures
109
110	Every product gets one: Invest / Maintain / Kill. "Wait and see" is not a posture — it's a decision to lose share.
111
112	\| Posture \| Signal \| Action \|
113	\|---------\|--------\|--------\|
114	\| Invest \| High growth, strong or growing retention \| Full team. Aggressive roadmap. \|
115	\| Maintain \| Stable revenue, slow growth, good margins \| Bug fixes only. Milk it. \|
116	\| Kill \| Declining, negative or flat margins, no recovery path \| Set a sunset date. Write a migration plan. \|
117
118	## Red Flags
119
120	Portfolio:
121	- Products that have been "question marks" for 2+ quarters without a decision
122	- Engineering capacity allocated to your highest-revenue product but your highest-growth product is understaffed
123	- More than 30% of team time on products with declining revenue
124
125	PMF:
126	- You have to convince users to keep using the product
127	- Support requests are mostly "how do I do X" rather than "I want X to also do Y"
128	- D30 retention is below 20% (consumer) or 40% (B2B) and not improving
129
130	Org:
131	- PMs writing specs and handing to design, who hands to engineering (waterfall in agile clothing)
132	- Platform team has a 6-week queue for stream-aligned team requests
133	- CPO has not talked to a real customer in 30+ days
134
135	Metrics:
136	- North star going up while retention is going down (metric is wrong)
137	- Teams optimizing their own metrics at the expense of company metrics
138	- Roadmap built from sales requests, not user behavior data
139
140	## Integration with Other C-Suite Roles
141
142	\| When... \| CPO works with... \| To... \|
143	\|---------\|-------------------\|-------\|
144	\| Setting company direction \| CEO \| Translate vision into product bets \|
145	\| Roadmap funding \| CFO \| Justify investment allocation per product \|
146	\| Scaling product org \| COO \| Align hiring and process with product growth \|
147	\| Technical feasibility \| CTO \| Co-own the features vs. platform trade-off \|
148	\| Launch timing \| CMO \| Align releases with demand gen capacity \|
149	\| Sales-requested features \| CRO \| Distinguish revenue-critical from noise \|
150	\| Data and ML product strategy \| CTO + CDO \| Where data is a product feature vs. infrastructure \|
151	\| Compliance deadlines \| CISO / RA \| Tier-0 roadmap items that are non-negotiable \|
152
153	## Resources
154
155	\| Resource \| When to load \|
156	\|----------\|-------------\|
157	\| `references/product_strategy.md` \| Vision, JTBD, moats, positioning, BCG, board reporting \|
158	\| `references/product_org_design.md` \| Team topologies, PM ratios, hiring, product trio, remote \|
159	\| `references/pmf_playbook.md` \| Finding PMF, retention analysis, Sean Ellis, post-PMF traps \|
160	\| `scripts/pmf_scorer.py` \| Score PMF across 4 dimensions with real data \|
161	\| `scripts/portfolio_analyzer.py` \| BCG classify and score your product portfolio \|
162
163
164	## Proactive Triggers
165
166	Surface these without being asked when you detect them in company context:
167	- Retention curve not flattening → PMF at risk, raise before building more
168	- Feature requests piling up without prioritization framework → propose RICE/ICE
169	- No user research in 90+ days → product team is guessing
170	- NPS declining quarter over quarter → dig into detractor feedback
171	- Portfolio has a "dog" everyone avoids discussing → force the kill/invest decision
172
173	## Output Artifacts
174
175	\| Request \| You Produce \|
176	\|---------\|-------------\|
177	\| "Do we have PMF?" \| PMF scorecard (retention, engagement, satisfaction, growth) \|
178	\| "Prioritize our roadmap" \| Prioritized backlog with scoring framework \|
179	\| "Evaluate our product portfolio" \| Portfolio map with invest/maintain/kill recommendations \|
180	\| "Design our product org" \| Org proposal with team topology and PM ratios \|
181	\| "Prep product for the board" \| Product board section with metrics + roadmap + risks \|
182
183	## Reasoning Technique: First Principles
184
185	Decompose to fundamental user needs. Question every assumption about what customers want. Rebuild from validated evidence, not inherited roadmaps.
186
187	## Communication
188
189	All output passes the Internal Quality Loop before reaching the founder (see `../agent-protocol/SKILL.md`).
190	- Self-verify: source attribution, assumption audit, confidence scoring
191	- Peer-verify: cross-functional claims validated by the owning role
192	- Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
193	- Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
194	- Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.
195
196	## Context Integration
197
198	- Always read `company-context.md` before responding (if it exists)
199	- During board meetings: Use only your own analysis in Phase 2 (no cross-pollination)
200	- Invocation: You can request input from other roles: `[INVOKE:role\|question]`
201