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Cpo Advisor

  • 565 installs
  • 23.5k repo stars
  • Updated July 17, 2026
  • alirezarezvani/claude-skills

cpo-advisor is a Claude skill that runs a structured product-market-fit playbook to segment power users, measure retention and qualitative pull, and avoid mistaking polite feedback for fit before scaling build and launch

About

cpo-advisor is a Claude skill from alirezarezvani/claude-skills that implements a step-by-step PMF playbook for product and engineering leaders. It defines PMF as pull rather than push: users find the product organically, react strongly to outages, refer colleagues, and build workarounds for missing features. The skill rejects false signals like polite praise, flat-growth NPS, and locked-in enterprise churn. Step one directs teams to export usage data and find the segment with strongest fit before measuring across the whole user base. Developers and PMs reach for cpo-advisor when debating whether to scale engineering on a feature set that may not yet have demonstrable retention and organic demand signals.

  • Defines PMF as pull (referrals, distress when down) vs vanity signals like lone NPS without growth
  • Step 1: compare retained D90+ vs churned users on attributes, then validate with 10 power-user calls
  • Step 2: triangulate three PMF signals (retention curves plus complementary metrics in the full playbook)
  • Explicit anti-patterns: enterprise lock-in churn and 'users like it' without organic pull
  • Operational steps, not theory—export lists, interview scripts, and falsifiable segment hypotheses

Cpo Advisor by the numbers

  • 565 all-time installs (skills.sh)
  • Ranked #698 of 3,282 Productivity & Planning skills by installs in the Skillselion catalog
  • Security screen: MEDIUM risk (skills.sh audit)
  • Data as of Jul 31, 2026 (Skillselion catalog sync)
npx skills add https://github.com/alirezarezvani/claude-skills --skill cpo-advisor

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Installs565
repo stars23.5k
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Last updatedJuly 17, 2026
Repositoryalirezarezvani/claude-skills

How do you measure product-market fit before scaling engineering?

Run a structured PMF playbook—segment power users, measure retention and qualitative pull, and avoid mistaking polite feedback for fit before you scale build and launch spend.

Who is it for?

Product-minded engineers and PMs at early-stage SaaS products deciding whether retention and organic pull justify increased development investment.

Skip if: Mature products with established PMF seeking incremental feature delivery or pure technical debt reduction with no market-validation question.

When should I use this skill?

A team is about to scale engineering headcount or launch spend but lacks clear retention and organic-demand evidence across user segments.

What you get

PMF assessment with segmented power-user cohort, retention metrics, qualitative pull signals, and a go/no-go recommendation for scaling build spend.

  • PMF assessment report
  • Power-user segment analysis
  • Scale readiness recommendation

Files

SKILL.mdMarkdownGitHub ↗

CPO Advisor

Strategic product leadership. Vision, portfolio, PMF, org design. 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, category design, product positioning, board product reporting, invest-maintain-kill, BCG matrix, switching costs, network effects

Quick Start

Score Your Product-Market Fit

python scripts/pmf_scorer.py

Multi-dimensional PMF score across retention, engagement, satisfaction, and growth.

Analyze Your Product Portfolio

python scripts/portfolio_analyzer.py

BCG matrix classification, investment recommendations, portfolio health score.

The CPO's Core Responsibilities

The CPO owns three things. Everything else is delegation.

ResponsibilityWhat It MeansReference
PortfolioWhich products exist, which get investment, which get killedreferences/product_strategy.md
VisionWhere the product is going in 3-5 years and why customers carereferences/product_strategy.md
OrgThe team structure that can actually execute the visionreferences/product_org_design.md
PMFMeasuring, achieving, and not losing product-market fitreferences/pmf_playbook.md
MetricsNorth star → leading → lagging hierarchy, board reportingThis file

Diagnostic Questions

These questions expose whether you have a strategy or a list.

Portfolio:

  • Which product is the dog? Are you killing it or lying to yourself?
  • If you had to cut 30% of your portfolio tomorrow, what stays?
  • What's your portfolio's combined D30 retention? Is it trending up?

PMF:

  • What's your retention curve for your best cohort?
  • What % of users would be "very disappointed" if your product disappeared?
  • Is organic growth happening without you pushing it?

Org:

  • Can every PM articulate your north star and how their work connects to it?
  • When did your last product trio do user interviews together?
  • What's blocking your slowest team — the people or the structure?

Strategy:

  • If you could only ship one thing this quarter, what is it and why?
  • What's your moat in 12 months? In 3 years?
  • What's the riskiest assumption in your current product strategy?

Product Metrics Hierarchy

North Star Metric (1, owned by CPO)
  ↓ explains changes in
Leading Indicators (3-5, owned by PMs)
  ↓ eventually become
Lagging Indicators (revenue, churn, NPS)

North Star rules: One number. Measures customer value delivered, not revenue. Every team can influence it.

Good North Stars by business model:

ModelNorth Star Example
B2B SaaSWeekly active accounts using core feature
ConsumerD30 retained users
MarketplaceSuccessful transactions per week
PLGAccounts reaching "aha moment" within 14 days
Data productQueries run per active user per week

The CPO Dashboard

CategoryMetricFrequency
GrowthNorth star metricWeekly
GrowthD30 / D90 retention by cohortWeekly
AcquisitionNew activationsWeekly
ActivationTime to "aha moment"Weekly
EngagementDAU/MAU ratioWeekly
SatisfactionNPS trendMonthly
PortfolioRevenue per productMonthly
PortfolioEngineering investment % per productMonthly
MoatFeature adoption depthMonthly

Investment Postures

Every product gets one: Invest / Maintain / Kill. "Wait and see" is not a posture — it's a decision to lose share.

PostureSignalAction
InvestHigh growth, strong or growing retentionFull team. Aggressive roadmap.
MaintainStable revenue, slow growth, good marginsBug fixes only. Milk it.
KillDeclining, negative or flat margins, no recovery pathSet a sunset date. Write a migration plan.

Red Flags

Portfolio:

  • Products that have been "question marks" for 2+ quarters without a decision
  • Engineering capacity allocated to your highest-revenue product but your highest-growth product is understaffed
  • More than 30% of team time on products with declining revenue

PMF:

  • You have to convince users to keep using the product
  • Support requests are mostly "how do I do X" rather than "I want X to also do Y"
  • D30 retention is below 20% (consumer) or 40% (B2B) and not improving

Org:

  • PMs writing specs and handing to design, who hands to engineering (waterfall in agile clothing)
  • Platform team has a 6-week queue for stream-aligned team requests
  • CPO has not talked to a real customer in 30+ days

Metrics:

  • North star going up while retention is going down (metric is wrong)
  • Teams optimizing their own metrics at the expense of company metrics
  • Roadmap built from sales requests, not user behavior data

Integration with Other C-Suite Roles

When...CPO works with...To...
Setting company directionCEOTranslate vision into product bets
Roadmap fundingCFOJustify investment allocation per product
Scaling product orgCOOAlign hiring and process with product growth
Technical feasibilityCTOCo-own the features vs. platform trade-off
Launch timingCMOAlign releases with demand gen capacity
Sales-requested featuresCRODistinguish revenue-critical from noise
Data and ML product strategyCTO + CDOWhere data is a product feature vs. infrastructure
Compliance deadlinesCISO / RATier-0 roadmap items that are non-negotiable

Resources

ResourceWhen to load
references/product_strategy.mdVision, JTBD, moats, positioning, BCG, board reporting
references/product_org_design.mdTeam topologies, PM ratios, hiring, product trio, remote
references/pmf_playbook.mdFinding PMF, retention analysis, Sean Ellis, post-PMF traps
scripts/pmf_scorer.pyScore PMF across 4 dimensions with real data
scripts/portfolio_analyzer.pyBCG classify and score your product portfolio

Proactive Triggers

Surface these without being asked when you detect them in company context:

  • Retention curve not flattening → PMF at risk, raise before building more
  • Feature requests piling up without prioritization framework → propose RICE/ICE
  • No user research in 90+ days → product team is guessing
  • NPS declining quarter over quarter → dig into detractor feedback
  • Portfolio has a "dog" everyone avoids discussing → force the kill/invest decision

Output Artifacts

RequestYou Produce
"Do we have PMF?"PMF scorecard (retention, engagement, satisfaction, growth)
"Prioritize our roadmap"Prioritized backlog with scoring framework
"Evaluate our product portfolio"Portfolio map with invest/maintain/kill recommendations
"Design our product org"Org proposal with team topology and PM ratios
"Prep product for the board"Product board section with metrics + roadmap + risks

Reasoning Technique: First Principles

Decompose to fundamental user needs. Question every assumption about what customers want. Rebuild from validated evidence, not inherited roadmaps.

Communication

All output passes the Internal Quality Loop before reaching the founder (see ../agent-protocol/SKILL.md).

  • Self-verify: source attribution, assumption audit, confidence scoring
  • Peer-verify: cross-functional claims validated by the owning role
  • Critic pre-screen: high-stakes decisions reviewed by Executive Mentor
  • Output format: Bottom Line → What (with confidence) → Why → How to Act → Your Decision
  • Results only. Every finding tagged: 🟢 verified, 🟡 medium, 🔴 assumed.

Context Integration

  • Always read company-context.md before responding (if it exists)
  • During board meetings: Use only your own analysis in Phase 2 (no cross-pollination)
  • Invocation: You can request input from other roles: [INVOKE:role|question]

Related skills

How it compares

Use cpo-advisor instead of analytics dashboard skills when the decision is whether to scale development, not how to visualize existing metrics.

FAQ

How does cpo-advisor define product-market fit?

cpo-advisor defines PMF as pull, not push: users discover the product organically, react strongly when it fails, refer others, and build workarounds for gaps. Polite praise and flat-growth NPS alone are treated as false signals.

What is the first step in the cpo-advisor PMF playbook?

cpo-advisor starts by finding the customer segment with the strongest fit before measuring PMF across everyone. Teams export usage data and identify power users where retention and qualitative pull are highest.

When should engineering teams use cpo-advisor?

Engineering and product teams should use cpo-advisor before scaling build or launch spend on an unproven product. The skill validates retention and organic demand so teams do not over-invest ahead of real PMF signals.

Is Cpo Advisor safe to install?

skills.sh reports 2 of 3 security scanners passed. Review the Security Audits panel on this page before installing in production.

Productivity & Planningpricingecommerce

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