This role is organized around five core mandates:
1 - Monetization Strategy
Own DigiCert’s end-to-end monetization agenda. This means more than pricing — it means defining how the company captures value from its products across segments, channels, and geographies.
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Design and steward DigiCert’s pricing and packaging architecture across the portfolio, balancing competitive positioning, customer value, and margin expansion.
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Build and maintain a monetization framework that reflects usage economics, buyer psychology, and DigiCert’s strategic priorities.
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Partner with the CPO, GTM, and Finance to identify revenue expansion opportunities — new tiers, bundles, usage-based models, and upsell paths — and operationalize them.
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Analyze willingness-to-pay, competitive benchmarks, and cohort-level retention data to continuously refine pricing logic.
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Lead pricing governance: own the rhythm of pricing reviews, field feedback loops, and executive reporting on monetization performance.
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Drive Product Led Growth (PLG) strategy — optimizing conversion, expansion, and retention levers directly within the product experience.
2 - Product Portfolio Management — Launch to Sunset
Own the full commercial lifecycle of DigiCert’s product portfolio, from the moment a new product enters the pipeline to the moment a legacy product exits the market.
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Run the New Product Introduction (NPI) process end-to-end: readiness criteria, cross-functionalcoordination, pricing and packaging sign-off, and launch execution.
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Own the Product Sunset process: manage the transition from legacy to next-generation products with clarity, customer sensitivity, and commercial discipline — including migration pricing and retention strategies.
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Maintain a clear view of portfolio health — what to accelerate, what to rationalize, and what to exit —and bring that perspective to the CPO.
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Build the systems and rituals that keep portfolio decisions grounded in data and free from organizational inertia.
3 - Product Intelligence & Insights
Be the analytical engine of the product organization. Turn data into the shared language that product teams, executives, and cross-functional partners use to make decisions.
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Analyze product-level P&L, ARR, new ACV, and pipeline across the portfolio — and surface the ‘so what’ behind the numbers.
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Drive product usage analytics: understand how customers engage with the product, where value is realized, and where it is lost.
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Own funnel analytics — adoption rates, abandonment, expansion — and translate findings into product and commercial recommendations.
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Build and maintain the executive reporting cadence for the CPO: board prep, QBRs, and ad hoc requests from the business.
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Establish the data infrastructure and analytical standards that allow the product organization to operate with a shared, trusted view of performance.
4 - Product GTM Acceleration
Serve as the product organization’s primary interface with Sales, Marketing, and Customer Success — ensuring that great products reach the market with the positioning, readiness, and field support they need to win.
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Drive cross-functional alignment on product launches: coordinate with GTM teams on messaging, enablement, pricing readiness, and launch timing.
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Identify and remove friction in the sales motion — whether that’s packaging complexity, unclear positioning, missing collateral, or gaps in the product experience.
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Manage technical and strategic partnerships: oversee third-party integrations, evaluate new partner commercial models, and build business plans for new opportunities.
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Help the product organization run more experiments — faster feedback loops, better instrumentation, and a culture of testing and learning.
5 - Office of the CPO
Act as the CPO’s strategic partner and operational right hand — ensuring the product organization operates with clarity, alignment, and momentum.
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Own the CPO’s operating rhythm: staff meetings, offsites, strategic planning cycles, and cross-functional forums.
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Serve as a thought leader and trusted advisor — helping the CPO think through hard problems, stress-test decisions, and communicate with clarity to the business.
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Drive strategic initiatives at the CPO’s direction — from M&A support and due diligence to org design and capability building.
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Standardize how the product organization communicates internally and externally: templates, narratives, and the connective tissue between product and the business.VP of Product Strategy & Chief of Staff to the CPO
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Represent the CPO’s priorities in cross-functional forums and ensure follow-through on key commitments