Main Responsibilities of a Chief Product Officer at Stanza Systems
As Chief Product Officer at an early-stage startup, Stacie's role is "pretty broad," encompassing product vision, extensive customer contact, and go-to-market strategy. This involves translating customer needs into buildable solutions, considering factors like cost and time, and ensuring the product offers unique value within the market.
Product Vision, Go-to-Market Strategy, Problem-Solving, Business Acumen, Cross-functional Collaboration
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Stacie Frederick
Chief Product Officer
Stanza Systems
UC Berkeley
USC, MS Computer Science
Computer Science
Technology
Product / Service / Software Development and Management
Scholarship Recipient, Took Out Loans
Video Highlights
1. Product vision and strategy: Stacie's main responsibility is defining the product vision and strategy, which involves understanding customer needs and market trends.
2. Go-to-market strategy: A significant part of her role focuses on the go-to-market strategy, considering factors such as cost, development time, and value proposition.
3. Cross-functional collaboration: She acts as a bridge between the engineering/build side and the commercial/business side, translating customer needs into actionable product development plans and ensuring alignment across teams.
Transcript
What are your main responsibilities within your current role?
In my current role at an early-stage startup, my responsibilities are quite broad. This is one of the advantages of being in a startup; you get to work on a wide variety of things.
My main responsibility is the vision for the product we're building. This requires a lot of customer contact and thinking about the go-to-market strategy, the external, and the business aspects.
I also consider the implications for how we build the product. Is it expensive or time-consuming to build? Can we do it quickly? Are there parts we can build rapidly to prove value before making larger investments?
I sit in the middle, which is where product management typically sits. It's crucial because it translates customer feedback, market insights, and what's already available. We look at what people are talking about and using to understand the problems they're still trying to solve.
Then, we translate those problems into how our unique company, with our people and skills, can solve them. We assess if there's value, and if there is, then you have a business. This is where I sit today, at the intersection of the build and commercial sides.