Job Description

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