Why Aspiring to the Role is Crucial for Success

When I first entered the world of product management, the prevailing sentiment was clear: the Product Manager (PM) is the CEO of the product. This idea was echoed in countless books, articles, and conversations within the industry. The analogy made sense—after all, the PM is responsible for the vision, strategy, and success of the product, much like a CEO is responsible for the company.

However, in recent years, there’s been a shift in perspective. More and more, I hear people pushing back against the notion of the PM as the product’s CEO. Critics argue that this comparison is flawed, misleading, or even harmful. They suggest that aspiring to be the “CEO of the product” can lead to overreach, confusion, or misaligned priorities. But in my experience, this critique misses the mark.

I’ve had the unique opportunity to wear both hats—PM and founder. And from where I stand, the problem isn’t the analogy itself but how it’s interpreted. A PM should indeed aspire to be the CEO of the product, but not for the reasons many might think. It’s not about power, authority, or control; it’s about responsibility, mindset, and the holistic understanding needed to truly excel in the role.

Let me explain why embracing this CEO mindset is not just beneficial but essential for any PM aiming to reach the highest levels of the craft.

1. Knowledge: A Holistic View is Key

To build truly successful products, a PM needs to have a broad and deep understanding of all the elements that contribute to a product’s success. This means more than just knowing the features and the tech stack; it involves grasping the intricacies of business strategy, marketing dynamics, user behavior, and customer support. In this sense, a PM should have the same holistic view that a founder or CEO would have.

A CEO doesn’t just focus on one department—they’re responsible for understanding and integrating insights from finance, marketing, operations, and more, to create a cohesive strategy. Similarly, a PM must connect the dots between engineering, design, marketing, sales, and customer feedback to drive the product forward.

Without this broad perspective, a PM risks making decisions in a vacuum, which can lead to suboptimal products that fail to meet the market’s needs or align with the company’s strategic goals. By thinking like a CEO, a PM can ensure that they are considering all aspects of the product’s ecosystem, leading to more informed and effective decisions.

2. Responsibility: Outcomes Over Outputs

One of the key responsibilities of a CEO is to drive the company toward its goals. They are judged not by the activities they oversee but by the outcomes they achieve. Similarly, a PM should focus not just on the outputs—such as the number of features shipped or the speed of releases—but on the outcomes, like customer satisfaction, user engagement, and revenue growth.

This shift in focus from outputs to outcomes is crucial. Too often, PMs get caught up in the day-to-day hustle of managing backlogs, tracking sprints, and hitting release dates. While these activities are important, they are not the end goal. The real measure of a PM’s success is the impact their product has on the market and the value it delivers to customers.

By adopting a CEO mindset, a PM naturally gravitates toward this outcome-oriented approach. They start asking the bigger questions: Are we solving the right problems? Are we creating real value for our users? How is our product contributing to the company’s overall success? This kind of thinking leads to products that not only perform well technically but also resonate with users and drive meaningful business results.

3. Mindset: Caring Deeply About the Product

One of the most defining traits of a successful founder is their deep, personal investment in their company. A founder cares about every aspect of their business because their identity is often intertwined with its success. This level of care and commitment is something that PMs should aspire to in their own roles.

A PM who thinks like a CEO doesn’t just see their product as a collection of features to be managed—they see it as their “baby,” something they are deeply passionate about and committed to. They are not just managing a project; they are nurturing a vision, building something that they truly believe in.

This mindset leads to better products because it pushes PMs to go the extra mile. They are more likely to advocate for the user, push back on decisions that could harm the product’s integrity, and invest the time and energy needed to get things right. When a PM cares about the product as much as a founder cares about their company, the product is more likely to succeed.

4. Survival: Understanding Industry and Competition

In today’s fast-paced, competitive landscape, a CEO must constantly be aware of the broader industry trends and competitive threats. They need to understand not just where their company is today, but where it needs to go tomorrow to stay ahead. This same survival instinct should be present in every PM.

A PM with a CEO mindset doesn’t just focus on the internal roadmap—they are always scanning the horizon for new opportunities, potential threats, and emerging trends. They understand the competitive landscape and know how to position their product to win. They think strategically about where the market is headed and how their product can evolve to meet future needs.

This level of industry awareness is critical for long-term success. It enables PMs to anticipate changes, adapt quickly, and ensure that their product remains relevant and competitive. Without this strategic foresight, a product risks being outpaced by the competition or becoming obsolete as market conditions change.

The Path to Mastery: Graduating to a Founder/CEO Mindset

In most ways, a product leader must eventually graduate to a founder/CEO mindset to reach the highest levels of mastery in their craft. This doesn’t mean they need to become a CEO in title, but they should embody the qualities that make CEOs successful: a holistic view of the business, a focus on outcomes, a deep commitment to the product, and a strategic understanding of the industry.

This mindset is where the magic happens. It’s what transforms a good PM into a great one—a product leader who can drive real impact, build products that matter, and lead their teams to success. So, before dismissing the idea of the PM as the CEO of the product as outdated or incorrect, consider what it truly means. It’s not about power—it’s about responsibility. And it’s this responsibility that sets the best PMs apart from the rest.

By aspiring to the role of the product’s CEO, PMs can elevate their thinking, their approach, and ultimately, their results. And in a world where product success is increasingly tied to business success, this mindset is more important than ever.