Things I’m Thinking About Right Now (As a Portfolio CPO in the Private Equity World)
As a Portfolio Chief Product Officer in the Private Equity space, I have the privilege (and challenge) of working across multiple PE-backed businesses in software, technology, data, and information services. The contexts vary - different markets, different maturities, different operating models - but some common themes are emerging as levers for growth, scale, and value creation.
Here’s what’s been on my mind lately:
1. Product-Led Growth in B2B Isn't a Myth
We’re seeing real traction when companies shift from sales-led to product-led (or hybrid) motions. Self-serve onboarding, usage-based pricing, and time-to-value are hot topics. I’m working with a few portfolio companies now to test freemium models and PLG onboarding flows. Early signs are promising.
2. Building Repeatable Product Operating Models
So many companies still lack a common language around product strategy, discovery, and delivery. I’ve been helping teams stand up lightweight frameworks - think OKRs, dual-track discovery / delivery, and portfolio-level roadmapping. Not for the sake of process, but to scale good decisions.
3. AI as a Force Multiplier
From intelligent customer service to predictive insights baked into platforms, AI is starting to move from “innovation theatre” to real operational lift. AI enhancing core workflows, not just bolted on. The key? Connecting AI features to outcomes that impact EBITDA or NRR.
4. Talking About Tech Debt
One of the most useful shifts I’ve made recently is framing tech debt like financial debt. What’s the interest we’re paying? What does the principal look like? It makes the case for investment land more clearly with CFOs and investors - and has helped unlock funding for platform work that might otherwise be deprioritised.
5. Designing Products That Are Exit-Ready
When product and engineering teams think about diligence-readiness from day one - documentation, org structure, scalability - it makes a huge difference. I've been helping teams prep not just for growth, but for scrutiny. What would a strategic acquirer really want to see in this product, platform, and roadmap?
6. Cross-Portfolio Synergies Are Key
Shared research, common platforms, reusable components, even shared GTM insights. There’s real power in breaking down silos across the portfolio. Think of it like an open-source community - except it's your own network of companies.
7. Product Strategy as Narrative, Not Just Roadmap
One thing I keep coming back to: storytelling. Whether it’s for the Board, investors, or employees - people need to understand why we’re building what we’re building. The best product strategies are more like compelling narratives than technical specs. Clarity builds confidence.
None of this is rocket science. But it’s one of the reasons I see Product as a key commercial contributor. And why I believe in PDD (Product Due Diligence) being conducted upfront alongside CDD (Commercial Due Diligence).