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What You'll Learn

You will study alongside more than 2,000,000 PapaHR students from 185 countries.
You will gain practical experience from Preply
Wargaming
Radford
and Deloitte from the course author.
Understand the role of CPO at the C-level and the area of responsibility for product strategy and business growth.
Moving from backlog and feature management to product system and portfolio management
Develop a product strategy and link it to business goals
revenue
and unit economics.
Define the product vision and mission
find and maintain Product-Market Fit
Manage the product portfolio: life cycle
investment decisions
closure
and product development
Apply portfolio models: BCG
McKinsey
and core/adjacent/innovation approaches
Conduct customer and market research: Jobs to be Done
Design Thinking
Customer Journey Mapping
Validate hypotheses and build a system of experiments that accelerates product learning
Building a product organization: roles
structure
tribes/squads
OKR alignment
and operating model
Develop a culture of experimentation
accountability
and continuous improvement in product teams.
Manage product metrics and analytics: North Star Metric
AARRR
product analytics
and data-driven approach
Building monetization and growth: freemium
subscriptions
transactions
licenses
growth loops
and product growth
Work with LTV/CAC and CPO financial responsibility
make decisions based on numbers
Scale products and enter new markets while managing technological and market risks
Embed compliance and cybersecurity into product processes without losing speed
Understanding the future role of CPOs: AI
Web3
platform models
partner ecosystems
and open innovation
Develop a practical career transition plan from product manager to strategic CPO leader

Requirements

The desire to learn from the person who created the Unicorn Preply HR system and Hired Preply Product Managers
Ambitions to become number one as CPO
Willingness to move forward without looking back
complete the entire course
and apply the knowledge
Basic experience in product management
product ownership
or related roles (product
business
tech) would be beneficial.
Understanding the product lifecycle
working with backlogs and user requirements
Experience interacting with development
design
analytics
or business stakeholders
The desire to move from operational product management to the strategic level and C-level roles
Willingness to work with metrics
analytics
business indicators
and make data-driven decisions
Interest in developing leadership skills
team management
and product culture

Description

This course contains the use of artificial intelligence.

In the product world, there is a subtle line between companies that are “constantly improving something” and companies that grow systematically, create categories, and set the rules of the game. This line is almost never about technology or the number of features. It is about the level of product leadership.

The role of a Chief Product Officer emerges precisely when a product stops being a collection of initiatives and becomes a strategic business asset. A CPO is not responsible for backlogs and roadmaps, but for a portfolio of decisions, investments in growth, team focus, and long-term value for both the customer and the company.

The path to this role is rarely obvious. Experience in product management, metrics, and team leadership is necessary, but not sufficient. At the CPO level, a different mindset is required: systemic, portfolio-driven, business-outcome-oriented, and focused on scale. Mistakes here are costly—wrong priorities, lost time, missed markets.

This course is designed as a practical roadmap for transitioning into the CPO role. It shows how product decisions are made at the C-level and why they define a company’s growth trajectory. The focus is on real executive challenges faced by product leaders, not abstract models “in a vacuum”.

Course program:

— the role and mission of the CPO, the evolution from product management to product leadership;

— building product strategy and linking it to business goals;

— product portfolio management and investment decisions;

— working with the market, customers, and validation of product hypotheses;

— building a product organization and operating model;

— metrics and analytics as tools for executive decision-making;

— monetization, unit economics, and growth through product;

— scaling, risk management, and entering new markets;

— the future of the CPO role: innovation, AI, and platform models.

The course provides a holistic understanding of how product becomes a business driver, not a support function. This is not theory “to think about”, but a practical management context you can apply immediately—either in your current role or while preparing for your next career step.

You get:

• Lifetime access to all course materials and future updates

• Active instructor support in the Q&A section

• Certificate of Completion (Udemy Certificate of Completion)

• 30-day money-back guarantee, no questions asked

• Practical skills for work and career growth

• Real business cases and management projects

• Access to a student community and peer exchange

• A program valued at $1,000, available at a significant discount thanks to Udemy

If the feeling that “the next level is already close” appears more and more often, but structure and strategic clarity are missing, postponing means consciously slowing your growth. Start building your path to the CPO role now and lock this step into your professional trajectory.

Who this course is for:

A person who takes responsibility for their own learning and career development
I am ready to devote time to learning
complete the course
and achieve results.
Product Managers and Senior Product Managers who want to move to the level of strategic product management
Head of Product and Product Leads who need a systematic understanding of the role of CPO and portfolio management
Product line managers responsible for growth
metrics
and business results
Entrepreneurs and startup founders who create product strategy and scalable products
Specialists who work at the intersection of product
business
and technology and plan to grow to C-level
Product managers preparing for a career transition from managing a single product to managing a product ecosystem