#cpo

F5 just appointed a new CPO who was in charge at Wayfair, a company who said employees are like paperclips and has had dozens of layoffs, US office closures in just a couple years.
I wonder what F5 is prepping for...

In a meeting, they asked some questions! While they can be business oriented, how can a CPO & VP of product not know the core product's capabilities / limitations but state that their goal is to make it a market leader?

A database company's CPO doesn't know about their own product and now I understand why unrealistic asks are coming in from them.

Thoughts on the incoming CPO? I’m reeling after our last one & I’m very nervous that it’s going to just continue to be a disaster.

just WOW! I hope she will fire current HR VPs as most are useless veterans with zero impact

Seems like a hard working and nice guy. Just an Arun thing?

Starting this thread to discuss the key wins and strategic successes of the most successful Five9 executive who has turned our ship around (its the wrong way however.)

All products consolidated under CPO office , but the only product growing is the CPO's overhead - marketing, planning biz dev, PR while engineering shrinks

The industry trend has been to flatten orgs and I imagine that is where Paramount is heading. Our new CPO will likely deploy some of the same strategies that were used to restructure Meta (where he came from). Worth a read for those falling under this part of the org.
https://about.fb.com/news/2023/03/mark-zuckerberg-meta-year-of-efficiency/

I'm tenured, multiple roles in 30 years. I finally made it to a director level. I always assumed based on the views and the way I can break down my associate engagement survey, but it truly was anonymous. Until today. I was on the CPO call and just realized they tie it all back to where we are for our annual performance reviews. Which means they know exactly who we are exactly how he answered exactly what our performance for you was and exactly what the survey said. They know everything. I've been a lifelonger of. It's a legit discreet anonymous survey. It's not quit taking it.

https://www.thewrap.com/meta-dane-glasgow-paramount-chief-product-officer/

You have a very short window sir to do the right thing until the new CEO comes and sees right through your wall of snake oil and misdirection. Your presentation onstage at the internal kickoff was an hour of wasted time I will never get back. You showed Google AI and Notebook LM and pretended it was a technology forward development. It was not sir. We all saw through your charade.

If you want OpenText to succeed, you need to:

• perform deep product consolidation. Go from 1000 products down to 150. We need one product for each segment we want to play in. Why do we have content server, documentum and core content? Why do we have multiple faxing solutions in BN?
• The products you choose to keep need to be completely rewritten from the ground up using cutting edge architecture and memory safe development languages. Putting a legacy product inside a container doesn’t make it containerized. We need a real automated orchestration layer than can handle availability, capacity in real time by itself. Patching should be done in the middle of the day by scaling and moving without impacting customers.
• Security and privacy need to be designed into all of the products from day 1. As a European developer, I cringe every time someone tells me we will comply with GDPR. Our products are not designed for security and privacy by default. As governments become more demanding, we will be left in the cold. The time is NOW!
• Fire 50% of your direct reports. Most of your VPs and directors are incompetent and would be unable to find a job anywhere else. Most have been here too long and don’t know what modern software architecture looks like.
• Understand that AI is not a product and will quickly become a feature. Slapping AI on something (like Ollie AI) doesn’t make it modern or desirable. Where are your real product managers thinking about building world class functionality? Aviator is nothing more than a Google AI wrapped in OpenText clothes. It is NOT innovation. It is not unique and customers aren’t buying it.

you too can also continue to remove DEI positions, initiatives and language from the website while promoting the diversity credo! And now that 70%-80% of employees use AI in this Wild West you will be able to fire even more people. not that we'll ever know about who was let go.

Where is the CPO? Haven’t seen him on any of our customer calls and we’ve been getting those customers.

includes Mark because these are the last numbers I could find in the fy24 proxy

• Mark J. Barrenechea — Vice Chair, CEO & CTO: total compensation approximately US$14.7 million.
• Todd Cione — President, Worldwide Sales: total compensation approximately US$6.34 million.
• Muhi S. Majzoub — EVP, Chief Product Officer / Security Products leadership: total compensation approximately US$3.9 million range
• Paul Duggan Chief Customer Officer (President & CCO; listed as NEO in proxy): total compensation approximately US$4.5 million range.