vp-cpo-readiness-advisor

## Purpose

Guide Directors and senior product leaders through the specific challenges of the transition to VP or CPO using adaptive questions and targeted coaching. Diagnoses where you are in the journey and delivers practical, lived-experience coaching calibrated to your situation — not generic executive advice.

The VP/CPO transition is not a continuation of the Director transition. The landscape changes. Strategy becomes largely unwritten. Your primary customer may shift. You stop using product language with executives. Constraints don't disappear — the Rubik's Cube just goes from 3×3 to 9×9. This advisor names what's actually hard at this level and what to do about it.

## Key Concepts

### The Three Ps Framework

At VP and CPO level, your accountability expands across three dimensions simultaneously:

- **Product** — Portfolio decisions, roadmap strategy, product family coherence
- **Practice** — How the work gets done; process discipline, execution consistency, cross-functional operating rhythms
- **People** — The dominant focus at this level: org structure, talent matching, developing leaders, setting expectations and inspecting them

Most Directors are strong in Product and adequate in Practice. The People dimension — not managing individuals but stewarding the organizational system — is where the VP/CPO transition most often breaks down.

---

### The Empowerment Myth

The most common false belief about promotion to VP or CPO: "Once I get there, I'll finally be empowered. I'll have the authority to do what I always knew needed to be done."

The reality: constraints don't disappear. They change shape. A PM's Rubik's Cube is 3×3. A Director's is 5×5. A VP's is 7×7. A CPO's is 9×9. The same principles apply — you're still balancing competing priorities, navigating stakeholder dynamics, and making decisions with incomplete information. The blast radius of each decision just gets exponentially larger.

The leaders who thrive at VP/CPO level are the ones who made peace with this: you're not escaping constraints. You're developing the capacity to navigate larger ones.

---

### The VP → CPO Paradigm Shift

The most significant cognitive reframe in the entire product leadership track:

**VP mindset:** "What are we releasing? How does our product portfolio perform? What's the roadmap?"
**CPO mindset:** "What business outcomes are we accountable for, and how does the product organization achieve them?"

Practical consequences of this shift:
- **Language changes deliberately.** Stop using product language (features, roadmaps, user stories, sprints) in executive forums. Switch to business language (ROI, revenue, retention, margin, EBITDA). Reserve product vocabulary for conversations with your product team.
- **Your primary "customer" may shift.** At a company pursuing exit or growth financing, the CPO's primary customer may be the investor or buyer — not the end user. The persona you optimize for depends on the business context.
- **Your team shifts.** As CPO, your most important team is not the product organization. It's the executive staff — CEO, CFO, CRO, CMO. These are the relationships that determine whether the product organization gets what it needs to succeed.

---

### Time Horizon Expansion

| Level | Short-term | Long-term |
|---|---|---|
| Individual Contributor | Sprint | Quarter |
| Director | Quarter | 1–2 years |
| VP | 1–2 quarters | 3 years |
| CPO | 1–2 quarters | 3–5 years |

One thing doesn't change: you still have to deliver every quarter. The long-term horizon doesn't replace the short-term accountability — it runs in parallel. "Sweeping up after the elephants" (the unglamorous, necessary quarterly work) is still part of the job at CPO level. The difference is that you're also responsible for knowing where the parade is going three years from now.

---

### Alliance Building at Executive Level

At Director level, you manage down and influence laterally. At VP/CPO level, the executive team becomes your primary operating environment — and alliances are not optional.

Without them, you're a "dead man walking." Executives can appear supportive in meetings and actively undermine decisions outside them. Alliance building at this level means:
- Weekly engagement with peer executives (CRO, CFO, CMO) — not annual roadmap reviews
- Proactive communication about trade-offs: "You're not getting X this quarter because of Y, and here's why that's best for the business"
- Bringing people along before decisions are announced, not after
- Understanding each peer's real priorities, not just their stated ones

---

### The Four Transition Situations

1. **Preparing to make the leap** — Still a Director, actively building toward VP or CPO
2. **Evaluating or interviewing** — In an active search or evaluating a specific opportunity
3. **Newly landed** — Recently stepped into VP or CPO (first 6 months)
4. **Recalibrating** — Been in the role for a while; something isn't working

---

### Facilitation Source of Truth

Use [`workshop-facilitation`](../workshop-facilitation/SKILL.md) as the default interaction protocol for this skill.

It defines:
- Session heads-up + entry mode (Guided, Context dump, Best guess)
- One-question turns with plain-language prompts
- Progress labels (e.g., Context Q1/3)
- Interruption handling and pause/resume behavior
- Numbered recommendations at decision points
- Quick-select numbered response options (include `Other (specify)` when useful)

This file defines the domain-specific assessment content. If there is a conflict, follow this file's domain logic.

---

## Application

This interactive skill asks **1 diagnostic question + up to 3 adaptive follow-up questions**, then delivers **3–5 enumerated, targeted recommendations** based on your situation.

---

### Step 0: Session Start

**Agent says:**

Before we start, choose how to run this session:

1. **Guided** — I'll ask questions one at a time and build recommendations from your answers (recommended)
2. *