Interim/Fractional CPO FAQs
CPO as a Service Frequently Asked Questions (FAQs)
See questions below for both interim and fractional CPO role
CPO as a Service Questions
Questions to aid decision-making
Why do companies hire you as an interim Product Leader?
Companies hire me when they need immediate assistance, expertise and leadership to address specific challenges, like scaling the product org, defining a product strategy post-acquisition and mentoring etc. It’s usually during periods of transition, crisis or rapid growth.
How can a critical role such as a product leader be successful in a temporary position?
There is no doubt product leadership plays a critical role in the success of a technology business, and it might be necessary to have permanent staff if there are no product skills in-house. That said, there are myriad situations where an interim with a results-oriented approach would be a better choice, e.g. when immediate expertise is required during a crisis. After gaining a decade of experience in interim roles, I have a much better idea of where interim would be a better fit. Please get in touch to get no-obligation advice. I would be the first to tell you if you need to hire a permanent product leader instead. The assessment is essential for our collective success.
What factors should we consider when hiring an interim executive vs a permanent one?
The answer depends on the specific needs of your organisation. An interim CPO can provide immediate expertise and leadership without a long-term commitment, making them ideal for time-sensitive initiatives, whereas a permanent executive can offer loyalty, stability and long-term alignment with your vision and culture. In short, it’s best to hire an interim executive for PRESENT value and a permanent executive for FUTURE value to the company. Please reach out to get an unbiased opinion.
Will you mentor our existing product leaders and teams?
Yes, absolutely. Mentoring and coaching are crucial aspects of a product leader’s role in any capacity. It’s even more important for me as an interim CPO, as I’ve to ensure the success can last beyond my time. I pay close attention to upskilling teams while fostering a culture of continuous learning and growth. Please let me know upfront if you believe a particular individual may need specific attention, e.g. training someone from director to C-level. It will allow me to tailor the proposal to your needs.
“Harpal is the strongest product leader I’ve had the pleasure of working with, and one of the few people I would say is a true mentor in my career. I miss collaborating with him daily and hope we get a chance to work together again.” — Scott Fannin, VP Enterprise Product, Ada.
What makes you unique and sets you apart as a CPO?
I’ve built a playbook from two decades of experience in over a dozen fully-embedded interim CPO roles lasting 9-12 months and 50+ advisory roles in various industries. Additionally, my early career as a UX designer and educational background in Human-Computer Interaction (HCI) has provided me insights into how people think and the foundations to build products customers love.
These learnings and experiences have given me a unique perspective and a blueprint for success while avoiding costly mistakes. Unlike consultants who offer only high-level advice, I am deeply involved in every aspect of the product, from shaping the vision and strategy to executing it with cross-functional teams. With each new opportunity, I continually enhance my problem-solving abilities, adapt quickly to changing circumstances, and easily navigate complex situations.
How do we assess your fit with our company culture and values?
A leadership position, whether temporary or permanent, has an outsized impact (positive or negative) on the organisation. The fit goes both ways, and it’s crucial to assess it. I prefer to meet fellow executives and direct reports before taking on an assignment. It can provide a holistic view of my values and help you to assess the fit objectively. I adapt and align my approach to your company’s culture and working methods for shared success.
Track record Questions
Do you work on B2C or B2B products?
Both. I’ve over 20 years of professional industry experience. Almost all of the work in my first 10-12 years was in the B2C space, where I designed, built and launched products directly for the end users, e.g. for Yahoo!, Net-a-Porter, SThree, Yamaha, Foolproof and others. In the recent 7-8 years, I’ve worked extensively on B2B Enterprise products, like Sharpcloud, Lendis, Untold and Epica.ai. It’s not uncommon for me to manage both B2B and B2C products, e.g. at Ada Health with Consumer, Enterprise and Partner products.
Which industries have you worked in?
I had the pleasure of working in several industries, including HRTech, MarTech, Media, Publishing, eCommerce, Fintech, Robotics, and Healthcare. The product and design skills are naturally transferable, which makes it easier to move around. I’ve come to rely on Subject Matter Experts for domain knowledge and honed skills to ask the right (and tough) questions, which benefits everyone around.
Do you work on software or hardware products?
I work almost exclusively on digital (software and SaaS) products, with a few exceptions like Automata Robotics. I’ve worked on a few IoT projects, like Intel, with both hardware and software elements.
Logistics Questions
Where do you live and work from?
I live and work from London (UK), my home for most of my adult life. I travel for work as necessary.
Do you have a preference for remote, onsite or hybrid?
I’m comfortable with all modes of working — remote, onsite and hybrid. I prefer to be onsite for fully embedded roles for the first few months if teams come to the office, as it’s invaluable for building rapport and relationships. I’m open to living in another country for a short while like I moved to China for six months for an opportunity.
Do you offer fixed or flexible days if we hire you part-time?
I don’t offer fixed days, e.g. Monday for client A and Tuesday for client B. This doesn’t work for teams and clients as they would have to wait for days to get a response. Instead, I distribute the committed hours throughout the week, allowing me to respond on time and take calls/meetings at times convenient for everyone. I’m comfortable switching contexts.
How many organisations do you work with at a time?
It varies, but it’s mostly just two companies at a time, with one dedicated 3-4 days a week role and the other 3-4 hours a week advisory role. The maximum I've worked is three at a time. It’s intentionally designed this way to keep the context-switching cost manageable and the quality of work high. Under no circumstances, I commit more than 40 hours a week altogether.
Fully-Embedded (Interim CPO) Model Questions
Who will you report to?
I report to the CEO or product co-founder in almost all cases, and sometimes reporting lines have been to people I work closely with, like a COO, for operational reasons. I can operate and lead independently without much oversight. Unlike an employee, I don’t have typical managerial needs, like 1-1s, sick leave approvals, benefits, holidays management etc.
Which teams have you managed before?
In most organisations, I actively manage Product Management, Product Design, User Research and Product Analytics teams, with some additions, like leading Medical Product teams at Ada. I’ve been asked to lead the Product Marketing function in cases where the CMO doesn’t have a product background.
I managed Content and Content Marketing teams alongside Product teams while working for eCommerce and retail clients. At intu, I was appointed as an interim CTO for 1.5 years in addition to being a full-time CPO, but I prefer not to manage Tech Org as CPTO as it’s not in my area of expertise, stretches me too thin and reduces my effectiveness.
What team size have you managed before?
I have directly managed 10 to 60 people strong Product Orgs with the help of VPs and Directors. I’ve led Product, Design and Tech Org comprising 1 to 30 product teams (squads) totalling 240 to 300 people.
How long does an interim engagement typically last?
A typical interim engagement lasts around 9 to 10 months. Some of my engagements have finished in less than 6 months, while others have lasted 1.5 years. I move on to new pastures once the objectives have been achieved.
What’s the best way to position you internally within our organisation?
You can position me internally as an interim CPO and set expectations for the role, involvement and contract period. I was positioned as an Executive Product Advisor in a case where I worked alongside an existing permanent CPO as an advisor and coach. I’ll advise on the title and positioning before we begin. In any case, I strongly recommend an open dialogue with the team by highlighting the benefits and proactively addressing any concerns. It hasn’t been an issue so far, as most people/teams welcome the leadership support they need with open arms.
How do you address scepticism from people who question your appointment as a temporary leader?
In short, by proving my worth. It’s not uncommon for some employees to be sceptical, for good reasons (I would be if I were in their shoes), and for some employees to go even further by not putting effort or collaborating because of short (9-12 months) tenure. I try to establish credibility and build trust through transparency, open communication and demonstrating my expertise and dedication. I encourage open dialogue to address concerns and doubts while ensuring my actions and decisions align with the best interests of the company.
“To be honest, when you (Harpal) joined I was really skeptical - how can someone be temporary in a role like that? But you have demonstrated that it's not only possible but it can also be a success. You have made an impact in a truly challenging environment. I have secretly learned a lot from you!” — Tetiana Boikiv, Sr Product Manager, Ada.
How do you mitigate the attrition risk of employees who joined because of you?
I’ve recommended and hired tons of people for clients from my network at various levels of seniority. I’ve always taken an open and honest approach upfront and focused on the individual’s fit with the company, instead of what suits me, by providing ownership and setting them up with the right manager, team and project. In addition, I collaborate closely with the new hire to settle them well and ensure they have means for learning and professional development. It has worked out quite well so far. Btw, I have a strict policy of not poaching employees from past clients even beyond the contractual limit unless they don’t pay me, which thankfully hasn’t happened yet.