The Rise of the CPTO: Why Enterprise Companies need Product-Minded CTOs, not just Technologists
Insights from Lisa Morgan. Lisa is a principal at Renovata, leading the Product and Technology Practice. She is responsible for recruiting CTO, CPO and their direct reports for venture, growth, and private equity-backed digital and technology businesses. Lisa also serves as the head of delivery for Renovata & Company.
The Old CTO Playbook is Dead
For decades, the traditional Chief Technology Officer (CTO) in large, listed businesses was a highly technical leader focused on IT infrastructure, security, and back-end systems. They ensured operational stability and security. But as enterprises shift toward more digital, product-led business models, that kind of CTO is no longer sufficient.
Today, many of the most effective CTOs in enterprise businesses don’t come from IT backgrounds alone. They’re product-first leaders who view technology not merely as a support function but as a driver of business value. The emergence of the Chief Product and Technology Officer (CPTO) role in major corporations reflects this shift—particularly in service industries, where customer experience has become the new competitive advantage.
What’s Changed? The New Reality for Enterprise Tech Leadership
Enterprise companies undergoing transformation face a unique challenge: they need leaders who can modernise legacy systems, optimise costs, and secure their IT environments while also embedding a product mindset across the business. Finding such multifaceted leaders is challenging.
In the past, a typical enterprise CTO might have advanced through ranks in IT, engineering, or security. Now, successful CPTOs often have experience in digital product development, customer experience, or growth strategies.
What Does a CPTO Look Like in a Corporate Environment?
A CPTO in a larger business isn’t just an ex-startup founder eager to innovate without constraints. They must operate within regulated, risk-averse environments while driving meaningful transformation. The ideal candidate often possesses:
- A strong product background – Many new CPTOs come from digital-first companies where they led product engineering, user experience (UX), or data-driven innovation.
- Enterprise-scale experience – They understand how to collaborate with multiple stakeholders, navigate legacy systems, and secure buy-in from the board.
- Commercial acumen – They align product and technology decisions with revenue goals and overall business strategy.
- A talent mindset – They excel at attracting and retaining top-tier engineers, product managers, and data scientists in a competitive hiring market.
How to Attract the Right CPTO in 2025
For enterprises, hiring the right CPTO requires rethinking traditional recruitment processes. Compensation is important, but so is autonomy, decision-making power, and the opportunity to drive substantial impact. Leaders from high-growth tech companies are unlikely to transition unless they see a chance to build something transformative—not merely maintain existing systems.
Companies that recognise and adapt to this shift are already seeing positive results. Those that don’t may struggle to transition from IT-led to product-driven models.
Contact Lisa Morgan to discuss your executive hiring needs within Product and Tech at
Renovata’s executive search activities are focused on high-impact, board-level mandates, including CEOs, CFOs, other C-suite executives, and board directors. With relationships across 60 leading private equity firms, Renovata also provide speacialised diligence and advisory services, including executive/operating advisors, diligence support, sector development and deal origination.