Chief Product Officer (CPO)
Loom SolarThe Chief Product Officer will be responsible for building and leading Loom Solar's complete
product portfolio and product strategy.
The CPO will identify customer needs, market opportunities and technology trends and convert
them into high-quality, differentiated and commercially successful products.
The CPO will own the product lifecycle:
Customer Need → Market Research → Product Strategy → Roadmap → Business Case
→ Development → Launch → Scale → Product Lifecycle
The CPO will work closely with the CEO, CBO, COO, CFO, CTO/Head of Engineering,
R&D, Quality, Marketing and Service.
Core mandate:
“Build the right products, for the right customers, at the right price, at the right time—
and make them commercially successful.”
2. Product Portfolio
The CPO will build and manage Loom Solar's current and future product portfolio, including:
Solar
• Solar modules/panels• Residential solar systems
• Commercial & industrial solar solutions
• DCR modules
• High-wattage modules
• New-generation module technologies
Energy Storage
• Lithium batteries
• Hybrid inverter + battery systems
• BESS
• Residential energy storage
• Commercial energy storage
Power Electronics
• On-grid inverters
• Hybrid inverters
• Off-grid inverters
• Solar charge controllers
• Pump controllers/VFDs
New Energy
• EV chargers
• Solar EV charging
• Energy management systems
• Smart energy monitoring
• Solar-powered appliances
• Other distributed-energy products
3. Product Strategy
Develop Loom Solar's 3-year and 5-year product strategy.
Responsibilities:
• Identify high-growth product categories.
• Analyze market size and customer needs.
• Identify competitive gaps.
• Define product positioning.
• Build product portfolio architecture.
• Define product investment priorities.
• Decide build vs buy vs OEM vs JV.• Identify products that should be discontinued.
• Create product differentiation strategy.
Product strategy framework:
Market Size → Customer Problem → Product Advantage → Price → Margin →
Scalability → Investment
4. Product Roadmap
Own the company-wide product roadmap.
Create:
1-Year Roadmap
Products to launch immediately.
3-Year Roadmap
Products and technologies required for scale.
5-Year Roadmap
Future energy technologies and strategic bets.
The roadmap should clearly identify:
Product | Target Customer | Launch Date | Revenue Potential | Margin | Investment |
Owner
5. Customer Understanding
Build a strong customer-centric product organization.
The CPO should deeply understand:
• Residential consumers
• Dealers• Installers
• EPC companies
• C&I customers
• Developers/IPPs
• Distributors
• Government customers
• Export customers
Conduct:
• Customer interviews
• Dealer feedback
• Installer feedback
• Market research
• Competitive benchmarking
• Product reviews
• Customer complaint analysis
Principle:
“Do not build what we can build. Build what customers will buy.”
6. Product-Market Fit
The CPO will be responsible for ensuring that every major product achieves product-market fit.
Before scaling a product, evaluate:
• Customer demand
• Product performance
• Competitive advantage
• Price competitiveness
• Gross margin
• Channel acceptance
• Installation complexity
• Service requirements
• Warranty risk
• Scalability
7. Product Business Case
Every major new product should have a financial business case.The CPO will work with the CFO to define:
• Market size
• Target sales
• ASP
• Gross margin
• Contribution margin
• Development cost
• Tooling cost
• Certification cost
• Capex
• Working capital
• Warranty cost
• Expected payback
The CPO must answer:
“Why should Loom Solar invest in this product?”
8. Product Development & NPD
Lead the NPD process from concept to commercial launch.
Stage-Gate Process
Stage 1 – Idea
↓
Stage 2 – Market Validation
↓
Stage 3 – Business Case
↓
Stage 4 – Product Specification
↓
Stage 5 – PrototypeStage 6 – Testing & Certification
Stage 7 – Pilot Production
Stage 8 – Market Pilot
Stage 9 – Commercial Launch
↓
↓
↓
↓
↓
Stage 10 – Scale
9. Product Requirements
The CPO will own the Product Requirements Document (PRD) for major products.
PRD should define:
• Customer
• Problem
• Use case
• Product features
• Technical requirements
• Performance
• Safety
• Reliability
• User experience
• Target price
• Target margin
• Warranty
• Certification
• Launch requirements
Engineering/R&D will convert the product requirements into the technical solution.10. Product & Engineering Collaboration
The CPO will work closely with the CTO / Head of Engineering.
CPO owns:
What to build + Why to build + For whom + When + Commercial target
Engineering/R&D owns:
How to build + Technology + Architecture + Design + Development
Together they will ensure successful product development.
11. Product Pricing & Positioning
Work with the CBO and CFO to establish product pricing.
Responsibilities:
• Target ASP
• Competitive pricing
• Channel margins
• Dealer economics
• Product segmentation
• Good/Better/Best architecture
• Premium product strategy
• Value proposition
Goal:
Avoid competing only on price.
Build products with:
Performance + Reliability + Technology + Service + Brand + Economics12. Product Launch
Own the product launch process.
Coordinate:
Product + Engineering + Manufacturing + Quality + Supply Chain + Sales + Marketing +
Service + Finance
Launch checklist:
• Product ready
• Production ready
• Inventory ready
• Pricing ready
• Sales training ready
• Dealer training ready
• Marketing ready
• Installation SOP ready
• Service ready
• Warranty ready
• Spare parts ready
Rule:
No product should be launched before the complete ecosystem is ready.
13. Product Lifecycle Management
Own the complete product lifecycle.
Launch
Build awareness and adoption.
Growth
Increase market penetration.
Maturity
Improve profitability and defend market share.Decline
Optimize or discontinue.
The CPO should regularly review:
Revenue | Volume | Margin | Market Share | Returns | Warranty | Customer Feedback
14. Product Portfolio Management
Create clear product architecture.
For example:
Residential
Entry → Mass Market → Premium
Commercial
Standard → High Performance → Premium
Energy Storage
5 kWh → 10 kWh → 20 kWh → 50 kWh → 100+ kWh → BESS
Avoid unnecessary SKU proliferation.
KPI:
Revenue per SKU + Margin per SKU + Inventory per SKU
15. Market & Competitive Intelligence
Create a continuous competitor intelligence system.
Track:
• Competitor products• Technology
• Specifications
• Pricing
• Warranty
• Channel margins
• New launches
• Customer reviews
• Dealer feedback
• Market share
• Technology roadmap
Create a monthly:
Solar & Energy Product Intelligence Report
16. Product Quality & Reliability
Work with COO and Quality to establish product reliability standards.
Monitor:
• Field failure rate
• Warranty claims
• Product returns
• Customer complaints
• MTBF
• Reliability testing
• Root causes
• Product improvement
Goal:
Design quality into the product before mass production.
17. Product Serviceability
Every product should be designed for easy installation and service.
The CPO should ensure:
• Easy installation• Easy commissioning
• Easy troubleshooting
• Spare-parts availability
• Remote diagnostics where possible
• Technician training
• Service documentation
• Warranty clarity
18. Digital Product & Customer Experience
For connected products, the CPO should also own the digital experience.
Potential areas:
• Consumer mobile app
• Installer app
• Dealer app
• Energy monitoring
• Remote diagnostics
• Device connectivity
• OTA updates
• Customer dashboard
• Warranty registration
• Service requests
19. Strategic Technology Partnerships
Identify and manage technology partnerships for:
• Inverter technology
• Battery technology
• BMS
• Power electronics
• EMS
• AI/IoT
• EV charging
• Energy storage
• Manufacturing technology
Evaluate:
OEM vs Licensing vs JV vs Technology Partnership vs In-house Development20. Product Team Structure
Potential organization:
CPO
→ Product – Solar Modules
→ Product – Inverters
→ Product – Battery & Energy Storage
→ Product – BESS
→ Product – EV Charging
→ Product – New Energy
→ Product Marketing
→ Product Analytics
→ NPD / Program Management
→ Customer Insights
→ Product Operations
Engineering/R&D may operate as a separate function under CTO/Head of Engineering while
working closely with the CPO.
21. Key CPO KPIs
Area KPI
Product Revenue from New Products
Innovation Number of Successful Launches
Growth New Product Revenue Growth
Profitability Product Gross Margin
Adoption Product Market Share
Customer Product NPS / Satisfaction
Quality Warranty / Failure Rate
Speed Idea-to-Launch Time
NPD Launches Delivered on Time
Portfolio SKU Productivity
Innovation % Revenue from Products <3 Years Old
Commercial Product-Market Fit
Channel Dealer/Product Adoption
Service Field Failure RateROI Product Development ROI
22. First 90 Days
First 30 Days – Understand
• Review existing portfolio.
• Review product-wise revenue.
• Review margins.
• Review customer feedback.
• Review dealer feedback.
• Review competition.
• Review current NPD pipeline.
• Identify weak products.
• Identify high-potential opportunities.
Days 31–60 – Build
• Create product strategy.
• Define product architecture.
• Build 1/3/5-year roadmap.
• Prioritize NPD.
• Establish Stage-Gate process.
• Establish PRD framework.
• Define product KPIs.
Days 61–90 – Execute
• Start priority product programs.
• Stop low-potential projects.
• Launch market-validation programs.
• Establish customer-feedback system.
• Establish competitor intelligence.
• Build product organization.
• Create first product launch calendar.
23. Ideal Candidate Profile
Experience
• 15–25+ years of experience.
• Experience as CPO, VP Product, Product Director, Business Head or equivalent.
• Strong experience in hardware/electronics/energy products.• Experience taking products from concept to mass production.
• Experience managing large product portfolios.
• Strong commercial understanding.
Preferred Industries
Solar | Energy | Electrical | Electronics | Consumer Durables | EV | Battery | Power
Electronics | Automotive | Telecom
Experience in high-growth companies and organizations with strong product cultures is
preferred.
Requirements
Preferred:
• Engineering degree.
• MBA / Product Management qualification.
• Strong technology and commercial understanding.
25. Leadership Competencies
The ideal CPO should demonstrate:
• Customer obsession
• Strategic thinking
• Commercial mindset
• Product judgment
• Technology understanding
• Strong analytical skills
• Innovation mindset
• Speed of execution
• Cross-functional leadership
• Ability to build teams
• Strong communication
• High ownership
Benefits
What You Can Expect?
Work Timing : 10:00 am to 7:00 pm (Monday to Saturday)
Education : MBA/Computer Science
Address : Loom Solar Pvt Ltd (14/4 Mathura Road, Faridabad 121003)Contact : Muskan Singh
Gender : Male / Female
Job Type : Full Time
Job Location : Faridabad
Industry Type : Renewable Solar Energy
Pay Types : Fix Pay and Performance Incentives