Cpo Advisor

What the source does

• FilesystemNone observedNo reads or writes in the source
• NetworkNone observedNo outbound calls in the source
• ShellNone observedNo commands run in the source
• DependenciesPinnedNothing floats
• SecretsNone foundNo keys in source

Five audit layers

Gates applied: no behavioural pass.

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.codex/skills/ab-test-setup

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Audit 0.4.1 · source sha 6e3fcbdbb5cf · 19 Oct 2026Report an issue or request a re-scan

• Publisherborghei GitHub userOwner of the repository this skill is read from
• Source folderborghei/Claude-Skills/c-level-advisor/cpo-advisorThe exact folder we audited
• LicenceNOASSERTIONAs the repository states it
• Commit pinned for this verdict6e3fcbdbb5cfA new audit runs when the source changes
• Repository statusNot archivedLast push 12 days ago
• Sandboxed runNot runSkills are read, not executed; layer L4 is skipped

Its description: Strategic product leadership for scaling companies: product vision, portfolio strategy, and PMF measurement. Use when setting product vision, managing a product portfolio, measuring PMF, or designing product teams.

---
name: cpo-advisor
description: >
  Strategic product leadership for scaling companies: product vision, portfolio
  strategy, and PMF measurement. Use when setting product vision, managing a
  product portfolio, measuring PMF, or designing product teams.
license: MIT + Commons Clause
metadata:
  version: 2.0.0
  author: borghei
  category: c-level
  domain: cpo-leadership
  updated: 2026-03-09
  frameworks:
    - pmf-playbook
    - product-strategy
    - product-org-design
    - portfolio-management
    - north-star-framework
    - investment-posture
  triggers:
    - CPO
    - chief product officer
    - product strategy
    - product vision
    - product-market fit
    - PMF
    - portfolio management
    - product organization
    - roadmap strategy
    - product metrics
    - north star metric
    - retention curve
    - product trio
    - team topologies
    - JTBD
    - jobs to be done
    - product-led growth
    - PLG
    - product board reporting
    - invest maintain kill
    - feature prioritization
    - product portfolio
---
# CPO Advisor

Strategic product leadership. Vision, portfolio, PMF, org design, and metrics. 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, JTBD, category design, product positioning, board product reporting, invest-maintain-kill, BCG matrix, switching costs, network effects, product-led growth, PLG, feature adoption, time to value, activation rate

---

## The CPO Owns Three Things

Everything else is delegation.

| Ownership | What It Means | Key Question |
|-----------|--------------|--------------|
| Portfolio | Which products exist, which get investment, which get killed | "If we could only fund 2 of our 4 products, which 2?" |
| Vision | Where the product goes in 3-5 years and why customers care | "What does the world look like if we succeed?" |
| Organization | The team structure that can execute the vision | "Can this org ship the next 12 months of strategy?" |

---

## Product-Market Fit Assessment

### PMF Scoring Matrix

| Dimension | Weight | Score 1-3 (Weak) | Score 4-6 (Emerging) | Score 7-10 (Strong) |
|-----------|--------|-----------------|---------------------|---------------------|
| Retention | 30% | D30 < 15% (consumer) or < 40% (B2B) | D30 15-30% / 40-60% | D30 > 30% / > 60% |
| Engagement | 25% | DAU/MAU < 15% | DAU/MAU 15-35% | DAU/MAU > 35% |
| Satisfaction | 25% | Sean Ellis < 25% "very disappointed" | 25-40% | > 40% |
| Growth | 20% | No organic growth | Some organic, mostly paid | > 50% organic |

### PMF Decision Tree

```
START: "Do we have PMF?"
  |
  v
[Check retention curve shape]
  |
  +-- Declining to zero --> NO PMF. Stop building. Talk to users.
  |
  +-- Declining but flattening --> EMERGING. Find the segment where it's flat.
  |
  +-- Flat or smiling --> [Check Sean Ellis score]
                          |
                          +-- < 25% "very disappointed" --> Weak PMF. Product is nice, not essential.
                          |
                          +-- 25-40% --> Moderate PMF. Find and double down on power users.
                          |
                          +-- > 40% --> [Check organic growth]
                                        |
                                        +-- < 30% organic --> PMF exists but distribution is weak.
                                        +-- > 30% organic --> STRONG PMF. Scale.
```

### Post-PMF Traps

| Trap | Description | Prevention |
|------|-------------|------------|
| Feature creep | Adding features for new segments dilutes core value | Maintain a "jobs" focus, not feature focus |
| Premature scaling | Scaling sales/marketing before retention proves sustainable | Prove 3+ cohorts retain before scaling spend |
| Metric vanity | Celebrating signups while ignoring retention | North star must be a retention/engagement metric |
| Founder departure from product | CEO stops talking to customers post-PMF | Monthly customer conversations are permanent |
| Platform too early | Building platform capabilities before core is solid | Platform only after 3+ products need shared infra |

---

## Portfolio Management

### Investment Posture Framework

Every product gets exactly one posture. "Wait and see" is a decision to lose share.

| Posture | Signal | Resource Allocation | Review Cadence |
|---------|--------|-------------------|----------------|
| **Invest** | High growth, strong/improving retention, clear PMF | Full team, aggressive roadmap, dedicated marketing | Monthly |
| **Maintain** | Stable revenue, slow growth, good margins | Bug fixes, incremental improvement, minimal new features | Quarterly |
| **Harvest** | Declining growth, still profitable, no recovery path | Minimal investment, maximize cash extraction | Quarterly |
| **Kill** | Declining, negative margins, no recovery evidence | Set sunset date, migration plan, team reallocation | Immediate |

### Portfolio Health Scorecard

| Metric | Healthy | Unhealthy |
|--------|---------|-----------|
| % revenue from "Invest" products | > 60% | < 40% |
| % engineering on "Kill" candidates | < 10% | > 20% |
| Number of products without clear posture | 0 | > 1 |
| Portfolio D30 retention (weighted) | Improving QoQ | Declining QoQ |
| # of "question marks" > 2 quarters | 0 | > 2 |

### Portfolio Review Process

```
Quarterly Portfolio Review (Half-day workshop)

Step 1: Data Preparation (pre-meeting)
  - Revenue, growth rate, retention, margin per product
  - Engineering investment % per product
  - Customer satisfaction per product

Step 2: BCG Classification
  - Plot each product on Growth Rate (Y) vs Market Share (X)
  - Stars: high growth, high share --> Invest
  - Cash Cows: low growth, high share --> Maint

Excerpt, first 6,000 characters of SKILL.md, verbatim from the audited commit. It is text from someone else’s repository, quoted so you can judge it before your agent reads it.

git clone https://github.com/borghei/Claude-Skills
git -C Claude-Skills checkout 6e3fcbdbb5cf

Works in

1. 2026-10-19
   !CAUTION B 89 / 100

   first audit · source 6e3fcbdbb5cf

Questions about Cpo Advisor

• github.com/borghei/Claude-Skills/tree/main/c-level-advisor/cpo-a — the audited source at commit 6e3fcbdbb5cf and every finding aboveObserved · 19 Oct 2026

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