In this episode, we dive into the evolution of theChief Product and Technology Officer (CPTO) model, the blending of traditional engineering and product roles, and howAI, hackathons, and shifting org structures are reshaping product development. Arjun shares insights on what this means for engineers, product managers, and leadership teams, as well as the challenges of making this shift successful.

⏳ Timestamped Highlights

[00:00] Introduction

• Amir introduces Arjun Shah and sets the stage for discussing the CPTO model.

[00:01] The Traditional Product Development Model

• Breakdown of theclassic trifecta: product management, design, and engineering.

• How Agile shaped product teams over the last two decades.

[00:02] The Shift to a More Integrated Model

• Why companies are moving away from rigid role definitions.

• Engineers taking on user research, designers coding, and product managers prototyping.

[00:04] What is the CPTO Model?

• Defining theChief Product and Technology Officer role.

• Examples of companies making this shift.

• How CPTO improvesstrategy execution and alignment.

[00:06] The Impact on Engineers & ICs

• Engineers expected to care aboutbusiness outcomes, UX, and customer needs.

• Squadron model vs. Scrum model – how AI-driven teams are changing the landscape.

• New hiring criteria:product sense, entrepreneurial mindset, and data analytics.

[00:08] Measuring Success in the CPTO Model

• How do you know if the CPTO model is working?

• R&D metrics:velocity, alignment, and strategic impact.

[00:10] Hackathons: The Canary in the Coal Mine?

• The role of hackathons inbreaking down barriers between product and engineering.

• How great features and products have emerged from hackathons.

[00:14] AI’s Role in Accelerating the CPTO Model

• AI blurring functional lines and enablingfaster product iteration.

• Why "everyone is a developer" in the age ofLLMs and code generation tools.

[00:16] Risks & Failure Points of the CPTO Model

• The biggest challenge:finding the right leader for the CPTO role.

• Potential pitfalls:misalignment of product vs. engineering goals, poor org design.

• How tostructure squads and teams for success under a CPTO.

[00:19] The Right Person for the CPTO Role

• Do you need to be afounder to succeed as a CPTO?

• Why curiosity,cross-functional expertise, and product acumen are essential.

[00:22] Final Thoughts & How to Connect with Arjun

• Follow Arjun Shah on LinkedIn for more insights on product and engineering leadership.

🏆 Key Takeaways

💡The product and engineering roles are merging. Engineers today are expected to think like product managers, and PMs must understand technology.

🚀The CPTO model is gaining traction. Companies are moving away from separate CPO and CTO roles in favor of a unified leader todrive better alignment and execution.

⚡AI is changing product development. Large language models and AI-driven tools are enabling anyone to prototype, reducing barriers between roles.

🔎Finding the right CPTO is challenging. The role requiresbusiness acumen, technical expertise, and product strategy skills—a rare combination.

🎯Hackathons are an early signal. Engineers experimenting with new ideas and taking on product roles during hackathons may hint at the future of team structures.

🗣️ Quote of the Episode

“The new programming language is English. With AI, everyone can be a developer.” – Arjun Shah

🎧Enjoyed the episode?

✅ Subscribe for more insights on the evolving world of tech and product development.

💬 Share your thoughts in the comments or on social media!🔗

Connect with Arjun Shah on LinkedIn: https://www.linkedin.com/in/arjunshah/.

In this episode, JD Williams joins Amir Bormand to dive into the critical role ofchange management in driving successful digital adoption. From leading with digital fluency to navigating organizational change for AI integration, JD shares actionable insights from his work at Zoetis.

Key Takeaways

1. Digital Fluency Starts with People:

• Training needs to be role-specific and practical.

• Peer-to-peer learning fosters deeper adoption across teams.

2. Change Management is a Team Effort:

• Success requires both top-down support and grassroots enthusiasm.

• AI champions in different regions help scale efforts effectively.

3. Rethinking ROI in AI Adoption:

• Focus onhours gained rather than hours saved.

• Establish CFO-certified metrics to measure value and demonstrate ROI.

4. Integrating Change Management Early:

• Include change management planning from the proof-of-concept stage.

• Prioritize initiatives that are both technically and operationally feasible.

5. Storytelling is Key for Leadership:

• Data leaders must communicate AI's value across diverse business functions.

Timestamped Highlights

• [00:01:03] JD introduces Zoetis and its global role in animal health.

• [00:02:04] Defining digital fluency and how Zoetis integrates AI into workflows.

• [00:04:34] The three pillars of digital transformation: people, process, and technology.

• [00:06:14] Leveraging AI champions for grassroots adoption.

• [00:10:00] The importance of process mapping to identify change impacts.

• [00:14:53] Measuring AI’s ROI: hours gained, accelerated R&D timelines, and improved sales tools.

• [00:19:10] Injecting change management into strategy from the start.

• [00:21:38] How storytelling helps leadership align on AI's value.

Memorable Quote

"Change management isn't just a top-down directive; it's about enabling and empowering individuals across the organization to embrace and drive innovation." – JD Williams

Connect with JD Williams

LinkedIn: JD WilliamsFollow JD for insights on digital adoption, AI, and data-driven leadership.

In this episode ofThe Tech Trek, Amir Bormand sits down with Stephen Harris, former Corporate Vice President of Global Data Science and Growth Analytics at Microsoft. Steffen, a seasoned data executive with over 30 years of experience, shares insights into tackling foundational data issues, addressing data debt, and integrating advanced AI strategies. Together, they explore how businesses can move the needle on long-standing challenges and position themselves for sustainable growth in a data-driven world.

Key Takeaways

1. Foundational Data Challenges: Many enterprises struggle with defining and managing core data assets such as customer and product data, often resulting in inefficiencies and missed opportunities.

2. Data Debt: Short-term wins in data management can lead to long-term complications. Addressing data debt requires balancing immediate needs with sustainable strategies.

3. AI as a Catalyst: Generative AI and machine learning can help identify gaps, streamline processes, and improve data quality, but they must align with business goals to maximize ROI.

4. Parallel Solutions: Digital transformation and AI strategies should run on parallel tracks, emphasizing quick wins while developing a cohesive long-term roadmap.

5. Stakeholder Engagement: Effective communication and tailored problem-solving are essential when advocating for foundational data investments to stakeholders.

Highlighted Timestamped Moments

• [00:00:21]: Introduction to foundational data issues and their role in enabling advanced technologies like generative AI.

• [00:02:05]: Steffen shares insights from his time at Wells Fargo and VMware, discussing challenges in mastering customer and product data.

• [00:09:29]: Exploring the concept of data debt and its implications for short-term wins versus long-term sustainability.

• [00:14:58]: Leveraging AI to assess and address foundational data gaps and enhance decision-making.

• [00:23:54]: The evolution of digital transformation and the rise of interconnected challenges like cybersecurity and cloud integration.

• [00:29:08]: Strategies for presenting long-term data solutions to stakeholders and prioritizing fixes for maximum business impact.

Quote of the Episode

"Stop, pause, reflect, and reimagine the opportunity. Quick wins today can fuel long-term strategies tomorrow." – Stephen Harris

Connect with Stephen Harris

• LinkedIn: Stephen Harris

In this episode, Amir Bormand is joined by Marty Kausas, Co-founder and CEO of Pylon, a groundbreaking customer support platform for B2B companies. Marty shares his journey of navigating "pivot hell," the challenges of ideation, finding the right co-founders, and understanding what it takes to build a billion-dollar company. Whether you're an aspiring entrepreneur or a seasoned professional, this episode is packed with insights on creating, evolving, and scaling a tech startup.

Key Takeaways:

Timestamped Highlights:

Quote of the Episode:

"The worst-case scenario isn't failure—it's becoming a 'zombie company' that can't grow or sell. Momentum is everything." – Marty Kausas

Links and Resources:

Share the Knowledge:

If you found this episode insightful, share it with your network and tag us! Don’t forget to like, subscribe, and leave a review on your favorite podcast platform. Let us know your thoughts and what topics you'd like to hear next.

In this episode, Tanaz Mody shares insights on the hiring struggles founders face as they scale their companies. We explore how founders navigate the decision-making process, overcome hiring hesitations, and transition from being hands-on operators to strategic leaders.

Key Topics:
✅ The weight of hiring decisions on founders
✅ How founders can avoid “decision paralysis” in hiring
✅ The evolution from founder to CEO
✅ The role of VC talent partners in scaling startups
✅ When (and why) founders should consider executive coaching

🎯 Key Takeaways

💡 Hiring Delays = Growth Delays
If a founder keeps postponing hiring, it could be a sign that they aren’t ready—or that they haven’t clearly defined what they need. Setting milestones helps avoid an endless search.

💡 Letting Go is Hard, But Necessary
Successful founders evolve their roles. Holding onto every function prevents company growth. Hiring isn’t just about filling a role—it’s about scaling leadership.

💡 Decisions Made Late Are Still Decisions
A decision avoided today can become a crisis tomorrow. Founders must recognize that delaying hiring (or any critical choice) will eventually force a decision under less favorable conditions.

💡 There’s No “One-Size-Fits-All” Playbook
Best practices are useful, but every startup is unique. Founders must build teams that align with their specific needs, not just industry templates.

💡 Coachability Matters
Some founders struggle with external advice. The key is finding the right voice that resonates and helps them pivot their perspective.

🕒 Timestamped Highlights

⏳ [00:01:00] – Introduction to Tanaz and her role at Lerer Hippeau
⏳ [00:02:30] – Why hiring is one of the hardest decisions for founders
⏳ [00:05:00] – The danger of founders being too involved in hiring
⏳ [00:08:30] – How delaying hiring can indicate deeper problems
⏳ [00:12:00] – The importance of outside coaching for founders
⏳ [00:16:00] – Trusting teams and evolving leadership skills
⏳ [00:20:00] – Why the “operator” mindset in people teams is changing

💬 Quote Worth Sharing

"Your company won’t grow if you don’t. If you’re still doing the same job as a founder that you did six months ago, you’re holding the business back." – Tanaz Mody

📢 Connect with Tanaz Mody

🔗 LinkedIn: Tanaz Mody

🎧 Enjoyed this episode?
Like, subscribe, and share with someone who needs to hear this! 🚀

In this insightful episode, James Evans dives into the unique challenges and growth opportunities for first-time founders. From building leadership styles to navigating tough decisions, James shares his journey and valuable lessons from leading CommandBar to its acquisition by Amplitude. If you're a tech enthusiast, startup founder, or aspiring entrepreneur, this episode is packed with actionable takeaways!

Key Takeaways

Leadership Style Evolves Over Time:

As a first-time founder, leadership is a learning process; it’s okay to admit you’re still refining your style.

Authenticity is crucial—your actions must align with your leadership claims.

Decisions Matter, but Not All Are Equal:

Overthinking can paralyze growth. Some decisions, like choosing a CRM, don't need innovation—pick a functional solution and move forward.

Prioritize building a team culture that aligns with long-term company goals.

The Importance of Early Employees:

The first ten hires shape the company’s culture more than the founders. Be intentional about hiring individuals who embody the values you want to amplify.

Seek Advice From Experienced Founders:

Establish a network of mentors who are 1–2 steps ahead in their entrepreneurial journeys.

Tactical advice from seasoned founders can save you months (or years) of missteps.

Redefining Product-Market Fit:

True product-market fit feels effortless—customers want your product, not just your team or service.

Timestamped Highlights

[00:00:00] Introduction to James Evans and the topic of first-time founders.

[00:01:08] Defining and discovering leadership style as a founder.

[00:04:23] What candidates really look for in a founder's leadership style.

[00:06:38] Aligning leadership style with company culture.

[00:11:00] The impact of early employees on company culture and growth.

[00:16:00] Avoiding decision paralysis as a first-time founder.

[00:17:18] Finding and leveraging founder mentors.

[00:22:00] Product-market fit: Lessons and red flags for first-time founders.

Quote of the Episode

"As a startup, you should seek to innovate as little as possible—focus your creativity on what truly matters, like your product or distribution strategy." — James Evans

Connect with James Evans Podcast

LinkedIn: James Evans

X: @JamesEvans

Support The Tech Trek

If you enjoyed this episode:

Share it with friends or colleagues interested in startups and leadership.

Subscribe to The Tech Trek for more insightful conversations with tech leaders.

Leave a review and let us know your favorite takeaways!

In this inspiring episode, Amir Bormand chats with Matt Martin, Co-Founder of Clockwise. Matt shares his unique career trajectory, transitioning from being a lawyer to a self-taught software engineer, and ultimately, to a tech entrepreneur. They discuss the challenges, self-doubt, and triumphs of making a bold career pivot, as well as insights into the future of technology and software development. Whether you're contemplating a career change or simply curious about what it takes to thrive in the tech world, this episode is packed with valuable takeaways.

Key Takeaways:

Timestamped Highlights:

Featured Quote:

"The magic of large language models isn't just faster code completion; it's their ability to teach you along the way." – Matt Martin

Connect with Matt Martin:

Call to Action:

If you enjoyed this episode, share it with someone exploring a career pivot or interested in technology. Don’t forget to like, subscribe, and leave a comment with your thoughts!

In this episode of The Tech Trek, Amir Bormand sits down with Scott Peachey, Director of Data Governance and Oversight at Bread Financial, to explore the evolving world of data enablement. Together, they unpack how rebranding data governance can shift perceptions, make data accessible across organizations, and foster a culture of collaboration.

Scott shares his insights on tackling the challenges of data literacy, meeting business stakeholders where they are, and the importance of tailoring governance approaches to align with organizational goals. The conversation also delves into the intersection of advanced technologies like generative AI and governance, examining how businesses can adopt AI strategically without blindly following trends.

Key Takeaways

Data Enablement Redefined: Rebranding "data governance" to "data enablement" highlights its role in empowering organizations to use data effectively, not just managing compliance.

Meeting Stakeholders Where They Are: Effective data governance requires understanding the unique needs of each business line and tailoring solutions to fit their objectives.

Shifting Left: Engaging governance professionals early in the decision-making process helps prevent costly, reactive fixes and ensures alignment with business goals.

AI: A Hammer Searching for a Nail?: Many companies adopt AI without clear goals, risking wasted resources. Scott advocates for purposeful, strategic AI integration.

Governance as a Value Driver: Data governance should go beyond risk mitigation, enabling other teams to focus on their core work while maintaining efficiency and compliance.

Timestamped Highlights

[00:01:00] What is Data Enablement? Redefining governance for a modern era.

[00:03:00] Origins of Governance: From Enron to privacy-driven modern policies.

[00:06:00] Data Literacy Challenges: Bridging the gap with tailored governance approaches.

[00:08:52] Adapting Governance for Business Needs: Customizing solutions for different teams.

[00:11:00] The Future of Data Governance: Moving from reactive to proactive.

[00:21:41] AI Governance and Ethics: Why "keeping up with the Joneses" is not enough.

[00:27:00] Is AI Investment Worth It? Balancing ROI with ethical considerations.

Notable Quote

"Data governance professionals enable other data professionals to focus on their craft. Governance isn't about saying 'no'; it's about building the right framework to help businesses thrive."– Scott Peachey

Resources and Follow-Up

Connect with Scott Peachey on LinkedIn

Check out his podcast: Data with Peachey

Follow him on social media: Twitter/Instagram @TheScottPeachey

Join the Conversation

If you enjoyed this episode, subscribe to The Tech Trek, leave a review, and share your thoughts on how data governance impacts your organization.

In this episode, Amir Bormand is joined by Vinod Ramachandran, CEO and Co-Founder of Big Sur AI, and Arnaud Weber, Co-Founder and CTO, to discuss how AI is reshaping the e-commerce landscape. The conversation explores AI-driven personalization, the future of dynamic online shopping experiences, and how smaller brands can compete with industry giants.

Key Takeaways

Timestamps

Featured Quote

"No two users should even be seeing the same website. AI agents can generate tailored content, creating a personalized shopping experience that feels as seamless as walking into a physical store." — Vinod Ramachandran

Call to Action

Enjoyed this episode? Share it with a friend in the tech or retail space and let us know your thoughts by leaving a comment or review. Don’t forget to like, subscribe, and follow us for more insights on technology's impact on the business world.

In this episode, Amir Bormand is joined by Jake Peters, co-founder, CTO, and CPO of Fora, a modern travel agency platform. Together, they delve into the art of customer-centric engineering, the balance between business and technology, and how Fora is revolutionizing the travel industry. Jake shares his unique journey through tech, from 90s coding to leading dual roles in product and engineering, and the lessons he’s learned about prioritization, collaboration, and adaptability.

Key Takeaways:

Balancing Business and Technology: Jake explains the importance of focusing on business outcomes without losing sight of technical quality and long-term maintainability.

Reprioritization as a Strength: The ability to adapt priorities based on market needs, customer feedback, and internal goals is critical for success.

Customer-Centric Innovation: Building products that resonate with users involves active engagement, feedback loops, and iterative design.

Efficient Problem Solving: The balance between cutting corners and creating sustainable solutions is a cornerstone of engineering leadership.

The Emerging CTPO Role: Jake reflects on the evolving Chief Technology and Product Officer (CTPO) title and its potential scalability for startups and larger companies alike.

Timestamped Highlights:

[00:00:00] Introduction: Meet Jake Peters and learn about Fora’s vision.

[00:02:20] Jake’s Early Tech Journey: The 90s, Netscape, and learning the ropes of engineering and business.

[00:05:16] Engineering vs. Business: The constant tug-of-war between technical perfection and delivery speed.

[00:07:53] Common Pitfalls in Engineering: When and how to prioritize flexibility versus hard-coded solutions.

[00:12:22] Time-to-Market Challenges: Navigating product delivery within tight windows of opportunity.

[00:16:13] Starting with a Blank Page: How Fora ideates and designs new solutions.

[00:18:00] The CTPO Role: Balancing technical strategy and product innovation across multiple product lines.

[00:26:34] The Future of Engineering Leadership: Integrating business acumen into technical roles.

Memorable Quote:

"If you want to be an effective CTO, you cannot do that without a strong foundation in understanding where the business is." – Jake Peters

Contact Jake:

Learn more about Fora: Foratravel.com

Connect with Jake Peters: https://www.linkedin.com/in/jakep/

Join the Conversation:

Enjoyed the episode? Share it with a colleague, leave a comment, or follow The Tech Trek for more insightful discussions on the intersection of technology and leadership.