1.1 Three Forces Collapsing the Wall
For three decades, B2B Enterprise software was built on a clean division of labor. Product was built first. Marketing dressed it up. Sales sold it. Customer Success kept it alive. Each function had its own leader, its own budget, its own quarterly rhythm, and its own definition of success. The architecture worked because the underlying physics worked: build cycles were measured in years, sales cycles in quarters, and buyers learned about software the way they learned about everything else - from analysts, from peers, from the trade press, from the vendor's own salespeople.
That architecture is now actively breaking. Three forces are collapsing the wall between product and marketing, and each one is independently sufficient to force a structural rethink. Together, they make the old org chart untenable.
The first force is product-led growth dissolving the handoff model. When the product itself is the primary acquisition surface - when a free trial converts into a paying account without a salesperson, when a developer adopts a tool on a Tuesday and brings it into a procurement conversation on a Friday - the question of where product ends and marketing begins becomes structurally meaningless. The onboarding flow is the demand-generation funnel. The empty-state of a dashboard is the value proposition. The pricing page is the product strategy. Companies that grew up under product-led growth never built the wall in the first place. The companies that did build it are now spending enormous energy trying to dismantle it without dropping anything.
The second force is AI compressing the build-to-market cycle from quarters to days. A feature that would have taken a 12-person engineering team six months to design, build, test, and launch can now be prototyped in an afternoon by a single PM with a code-generation tool. The time between "we should try this" and "customers are using it" has collapsed by an order of magnitude. The implication for org design is brutal: the old cadence of annual roadmaps reviewed quarterly, with marketing campaigns planned six weeks ahead of launch, is now slower than the underlying technology cycle. The cadence has to compress. And when cadence compresses, sequential handoffs between product and marketing leaders break - there isn't time for the relay race anymore.
The third force is the most underappreciated and the most consequential: buyers have moved their evaluation inside large language models. The data here is not subtle. According to 6sense's 2025 Buyer Experience Report, based on a survey of nearly 4,000 global B2B buyers, 94% of B2B buyers now use LLMs at some point during a software purchase. G2's March 2026 Buyer Behavior Report, surveying 1,076 B2B software decision-makers, found that 51% of buyers now begin their software research with an AI chatbot more often than with Google - up from 29% just eleven months earlier. In the same study, 69% of buyers reported choosing a different software vendor than initially planned based on AI chatbot guidance, and one in three purchased from a vendor they were not previously familiar with. The 6sense data also shows that B2B buyers complete their vendor shortlist before any seller contact in 95% of cases - and the pre-contact favorite wins the deal in 80% of cases.
Read those numbers slowly. A B2B Enterprise vendor's shortlist position, in eighty percent of cases, is decided before a single human conversation. The salesperson is not influencing the shortlist; they are inheriting it. The marketer is not generating awareness through a funnel they control; they are generating training data for models they don't. The product manager is not building a feature for a buyer who will read a datasheet; they are building a feature for a buyer whose primary research instrument is a model that has never seen the datasheet.
When all three forces hit a single company at the same time - which they do, in every modern B2B Enterprise business - the conventional CPO and CMO seats become structurally inadequate. Not because the people in them are bad. Because the seats themselves are designed for a market that no longer exists.
1.2 The End of Sequential Build-and-Sell
The single deepest assumption baked into the conventional B2B org chart is that build comes first and sell comes second. The CPO owns build. The CMO owns sell. They coordinate through quarterly business reviews and launch readouts. This works when the build cycle is long enough that marketing has time to plan against it, and when the buyer is patient enough to wait for the marketing to reach them.
Both of those conditions are gone.
In an AI-native B2B Enterprise company, the build cycle is now shorter than the marketing cycle. A team can ship a meaningful product change in two weeks. The corresponding marketing campaign - positioning, messaging, sales enablement, analyst briefing, customer comms, launch event - takes six. By the time marketing catches up, the product has shipped two more iterations and the original positioning is stale. The handoff model produces a permanent lag. And the lag is not cosmetic - it is the gap through which competitors take the narrative.
The dysfunction shows up in a specific, recognizable pattern. Engineering ships a feature. Product Marketing writes a launch brief two weeks later. Marketing executes the campaign three weeks after that. Sales is enabled a week after the campaign. Customer Success learns about it from a customer who saw the LinkedIn post. Meanwhile, the buyer has been asking ChatGPT about the feature space for the past month, and the model is citing a competitor's six-month-old blog post because that competitor wrote with LLM ingestion in mind and you didn't.
This is not a coordination problem. It is a structural problem. No amount of cross-functional standup will fix it, because the org chart itself encodes the sequence. The CPO is graded on shipping velocity; the CMO is graded on pipeline; their incentives are not actually aligned, and at the senior leadership review they are competing for budget, headcount, and CEO attention. The CEO, who is theoretically the integration point, is not operating at the cadence required to integrate them in real time. So integration falls through the cracks.
The companies that have figured this out have made a single structural move: they have collapsed the two seats into one. Sometimes the title is CPMO. Sometimes it is "Chief Growth Officer" with full P&L over product, marketing, and growth. Sometimes it is a CPO whose remit has quietly absorbed everything that used to belong to the CMO. The title varies. The substance is the same. One executive is now accountable for the full insight-to-revenue loop, with the authority to compress the cadence to match the underlying physics.
1.3 What Buyers Now Expect
The buyer-side change is worth dwelling on, because most operators are still under-reacting to it.
The conventional B2B Enterprise marketing playbook was built around what the industry research firm 6sense, tracking buyer behavior across multi-year longitudinal studies, used to call the "70/30 journey": buyers completed roughly 70% of their evaluation independently, then engaged a vendor for the final 30%. The implication was that marketing's job was to be present and persuasive during the 70%, so that the buyer arrived at the sales conversation already convinced. That model held for most of the last decade.
It no longer holds. 6sense's 2025 data shows the journey has shifted to what the firm now calls the "60/40 journey" - point of first vendor contact has moved from 69% to 61% of the buyer's journey. Buyers are contacting vendors earlier. But not because they trust them more - because they need them to validate what an LLM has already told them. The same research finds that buyers are not primarily using LLMs at the start of the journey to ask "who are the top vendors?" Instead, they use them in the middle of the journey, after they have already identified a shortlist, to compare offerings side-by-side, synthesize vendor documentation, model costs, draft RFP language, and build implementation plans.
In other words: the LLM is not replacing the salesperson. The LLM is doing something more dangerous. It is synthesizing the vendor's own documentation, comparing it against competitors, modeling its pricing, and presenting the buyer with a structured verdict - before the salesperson ever gets a chance to frame the conversation. G2's research adds another layer: roughly 8 out of 10 buyers now report stricter requirements for AI software evaluations from their internal IT security, legal, and compliance teams. The buyer is arriving at the sales conversation with a more rigorous evaluation framework than the seller often has.
For a CPMO, this rewires the job description in three concrete ways.
The product itself has to be legible to LLMs. Documentation, API references, integration guides, security postures, pricing logic - every piece of content that historically lived in a marketing collateral pipeline now also serves as training and retrieval material for the models that buyers consult. A product feature that ships without LLM-legible documentation is, in a meaningful sense, invisible. This is not a marketing concern. It is a product concern. And the person who decides where that documentation lives, what it says, and how it is structured cannot be a coordination committee. It has to be one executive who owns both surfaces.
The category narrative has to be built before the buyer asks. When the model returns a shortlist, it is drawing on whatever discourse has accumulated about the category in its training data and retrieval sources. Companies that have invested in category creation - whitepapers, conference talks, open-source releases, executive points of view, analyst relationships - show up in those answers. Companies that have not, do not. The category narrative is now a product input, not a marketing output.
The launch is no longer an event. It is a system. A modern launch in B2B Enterprise has to simultaneously update the product, the documentation, the LLM-legible content surfaces, the analyst briefings, the customer communications, the sales enablement, the partner channel, and the public point of view - all within a window short enough that competitors do not define the narrative first. No CPO and no CMO can run that system alone. The integration has to be structural.
1.4 The Seat That Did Not Exist Five Years Ago
The CPMO role, as a named seat with a stable definition, did not meaningfully exist before 2022. It is being invented in real time, in companies that are responding to the three forces above. The pattern is messy and the title is inconsistent, but the substance is converging.
The clearest documented signal of this convergence is at the operational level rather than the title level. Stripe's investment in Stripe Press - the company's publishing imprint, founded in 2017, which produces hardcover books, funds the documentation function, and treats the Stripe.com homepage as a craft object rather than a lead-generation page - is a publicly reported example of a company that has structurally refused the conventional product-marketing division. The decision to publish books, to fund developer documentation at the level of a flagship product surface, and to treat brand as a function of product taste rather than campaign output, is a CPMO-level decision made before the title existed in the market.
A second documented pattern is the rise of the "Chief Growth Officer" title with combined product and marketing authority. Public job postings and executive search reports from firms including Korn Ferry and Heidrick & Struggles have tracked an accelerating split in conventional CMO postings, with companies increasingly separating the role into a "Chief Commercial Officer" or "Chief Growth Officer" with full revenue authority on one side, and a brand or communications leader on the other - or, in the convergent variant, combining product and growth under a single executive. This is not yet a settled market. It is a transitional pattern, visible in postings rather than in textbooks.
A third signal is the elevation of Product Marketing into product rather than into marketing in modern B2B SaaS organizations. This shift, documented across multiple industry surveys including the Product Marketing Alliance's annual State of Product Marketing reports, has been gradual but consistent: the function that historically translated product into marketing language is increasingly reporting into the product organization, with pricing, packaging, and positioning decisions made jointly at the executive level rather than handed off through a launch brief.
What these patterns share is not a title. It is a recognition that the build-and-sell loop has to be run as a single system, with one executive accountable for the whole loop, and that the conventional CPO and CMO division either does not exist or is being quietly worked around.
For aspirants - the product managers and product marketing managers reading this playbook because they want the seat - the implication is direct. The CPMO role is not earned by being the best CPO and then "adding marketing." It is not earned by being the best CMO and then "adding product." It is earned by being one of the small number of operators who can think and operate across the whole loop, who can hold product strategy and category narrative in their head at the same time, and who can compress the cadence between them to match what AI-native buyers now expect.
The seat is being created in real time. The people who get it first will be the ones who see the structural shift before their companies' org charts catch up. The rest of this playbook is about how to be that person.
About This Series
This article is part of the The CPMO Playbook series - a chapter-by-chapter serialization of The Chief Product and Marketing Officer: An Operating Playbook for the New Executive Seat in B2B Enterprise by Ali Sadhik Shaik.
Read the full book: Zenodo · Amazon · Google Play · LeanPub · Gumroad
A note on the writing: this article, like the book it draws from, was produced in close collaboration with AI - used for research synthesis, structural framing, and editorial development. The operating logic and editorial judgment are the author's.
Ali Sadhik Shaik is a product executive and operator at Astrikos AI, a DBA candidate at Golden Gate University, and the author of The Algorithmic Monographs and The Chief Product and Marketing Officer. Subscribe to The CPMO Playbook for the next chapter.
