Chief Product Officer (CPO)

The 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 – Prototype Stage 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 + Economics 12. 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 Development 20. 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