In a recent LinkedIn post, product executive and author Melissa Perri shares a compelling perspective on career advancement for product leaders, arguing that the path to the C-suite is paved not with more scope, but with making colleagues’ lives easier. Perri highlights a key insight from a recent episode of her “Product Thinking” podcast, suggesting that aspiring product leaders should shift their focus from internal gain to external support.
Shifting the Focus from ‘Me’ to ‘We’
Perri challenges the common career-growth mindset of “what’s in it for me?” Instead, she advocates for a proactive approach centered on alleviating the burdens of peers and superiors. This strategic reframing, according to Perri, is crucial for demonstrating a broader business acumen that extends beyond product development.
“If you want to grow in your career, stop asking ‘what’s in it for me?’ and start asking ‘what can I take off your plate?'”
This sentiment underscores a fundamental shift in how product leaders can position themselves for broader leadership roles. By identifying and solving problems for other departments, product leaders can showcase their capacity for strategic thinking and cross-functional collaboration.
Demonstrating Value Beyond Product Management
The core of Perri’s argument is that true career progression into top executive positions, such as COO or CEO, requires proving an ability to operate effectively across various business functions. She elaborates on how product leaders can achieve this:
- Assisting the CRO with customer retention data challenges.
- Providing unit economics modeling for the CFO, informed by product insights.
- Taking ownership of board reporting for the CEO.
As Perri notes, these actions demonstrate a capacity to “think beyond product.” This is a critical differentiator, as she points out that executives who reach the highest levels are those who prove they can solve complex business problems across the entire organization, not just within their own functional silo.
“The executives who ascend to COO, President, or CEO roles are the ones who prove they can operate across functions and solve business problems, not just ship features.”
Building the Foundation for Executive Leadership
Perri emphasizes that consistently contributing to the success of one’s boss and peers builds essential skills for top leadership. This includes developing crucial cross-functional understanding and the strategic foresight necessary for running a company.
“When you consistently make your boss and peers more successful, you build the cross-functional muscle and strategic thinking required for the top job.”
The insights shared by Perri, drawing from her podcast with guests Mercedes Chatfield-Taylor, Sean, and Fabrice, collectively paint a comprehensive picture of the journey from Chief Product Officer to the highest echelons of corporate leadership. Perri concludes by posing a direct question to her audience, encouraging them to reflect on their own efforts to expand influence:
“How are you expanding your influence beyond your product org?”
Her post serves as a valuable guide for product professionals aiming for executive roles, redirecting their focus towards strategic impact and collaborative problem-solving as the true drivers of career growth.
📝 About This Content
This article is based on insights shared by Melissa Perri on LinkedIn.
📅 Originally posted on February 25, 2026 | View original post on LinkedIn →