Mike Smart invited me to join his "GTM Disrupted" podcast to talk about the business of software and how product folks relate best with go-to-market folks.
We talked about how the principal language of C-Suite executives is money, so the best CPOs have become multilingual: fluent in the language of technology and products, but also the financial language of their business.
I suggested the priorities of a CPO have shifted from release velocity to sales velocity: how can we help the whole company close lots of deals more quickly (rather than close a few huge deals slowly, and with great pain everyone once closed.) Product leaders need to be able to
1. Drive Strategic Alignment
2. Master Financial Fluency
3. Initiate Trade-off Discussions
4. Nurture an Innovation Culture