Profinda website talks high level about the product - software powered by AI to help organisations better utilise their workforce. However, the details of this need to be fully understood

o Meet key personnel 

o Read Everything(!) - all documents that are relevant to the business

- Sales material

- Customer files / emails

- User research

- Mocks

- Specs

- As much history as possible

I understand that Management Consultants are the key clients currently, but understanding who they are, which people within the organisations, how heavily used we are by those clients and the actual use cases

With my current knowledge of ProFinda there are a number of paths that could be leading to monetisation. Understand the current routes and future possibilities

e.g. 

Does ProFinda come as a single product under a single price or split facets

Does ProFinda operate under a Subscription Model / one off pricing / per user / support?

Who is paying currently and for what? (Clients / people / job function)

A CPO will need to work with a number of people across the business - both at the leadership level and across the business.

This time should be used to:

- understand the history and current vision of the company from the founders

- understand the organisation, and how work is split

- sit down with people one-to-one to understand their current roles and how they currently see the business and product

- What excites them

- examine the tools currently used

Analyse the data. 

Examine the current data sources - how are people using our product?

This will likely come as part of the "People and Functions" task, however needs outlining specifically - 

- How has the product been built and evolved to date

- What is the current Product process and strategy

- what methodologies are currently used - Scrum / Kanban / Agile / lean / none? 

- What is the current release schedule?

- Are we market or technology driven?

Assess the market and the potential growth areas

- Who are our current clients

- What spaces lend naturally

- What spaces we could hit with some changes

- Are we even in the correct space?

Meet as many of our clients as possible - decision makers, influences and users

It is essential to understand what our current clients get from the product before looking to assess where we can go.

Watch clients using the product in their day to day if possible

Understand what works for them and what doesnt, and what they would like it to do

Understand budgets for product team and product related activities and P&L responsibilities.

There may already be a product vision. There may not. It may need discussion. One way or another we need to define this in order to build a roadmap that fulfils this.

Without a significant understanding of the previous items, this one is difficult to fully expand on, however a future strategy and roadmap should be formed on the back of the knowledge built. This will include:

- Vision for growth and expansion

- Market and sales direction

- Product improvements

However good I think I am, there will always be differentiations in the roadmap  to how the senior team see it. This is the point were we discuss and agree the product future.

NB. A roadmap is not a static document and this should not be seen as set in stone - future learning and changes may impact the roadmap at any point and require further discussion.

Once all of the previous items are understood and agreed, the job will be to build the product team and processes that can execute the agreed roadmap.