CTO Series: Mastering the CTPO Role, Katrina Clokie’s Guide to Tech and Product Leadership

In this BONUS episode, we sit down with Katrina Clokie, a seasoned leader in strategy, change management, and building inclusive teams. Katrina shares pivotal moments in her career, offers practical leadership insights, and discusses her role as Chief Technology and Product Officer (CTPO), where she’s balancing innovation with business objectives. Whether you’re an aspiring tech leader or looking to sharpen your leadership toolkit, Katrina’s wisdom will inspire you to embrace growth, resilience, and collaboration.

Defining Moments in Leadership

“Look for roles you can’t fully do yet—it’s the best way to grow.”

Katrina reflects on a transformative moment early in her career when a mentor from the shipping industry encouraged her to seek out challenging roles that would push her growth. This advice set her on the path to engineering management and C-level leadership. She shares how fostering curiosity and pursuing conversations about topics she didn’t yet fully understand has kept her continually learning.

“Ask yourself: where do I feel stretched? That’s often where the best growth opportunities lie.”

The Role of CTPO: Combining Technology and Product Strategy

“We needed both a unified vision and an efficient structure to remain competitive.”

Katrina discusses why her company created the CTPO role and how it reflects the size and growth stage of the organization. With no prior head of product, Katrina leaned into her experience while recognizing the importance of partnering with skilled product managers. She emphasizes the importance of having clear accountabilities and embracing growth within the role.

“The key is knowing when to lead and when to lean on your team’s expertise.”

Aligning Tech Strategy with Business Objectives

“Trade-offs are inevitable—make them strategically, not reactively.”

At Fergus, Katrina implemented clear guardrails, such as avoiding a complete rewrite of their decade-old monolith, focusing instead on retiring components that hindered stability and developer experience. She shares how they allocate 60% of engineering capacity to strategic initiatives and 40% to ongoing business needs, ensuring tech and business priorities stay aligned.

“Guardrails help teams make decisions that align with the big picture without constant oversight.”

Fostering Cross-Functional Collaboration

“Healthy conflict is necessary—escalation usually signals a breakdown in structure.”

Katrina describes how she structured cross-functional teams with clear goals and metrics to foster collaboration and ensure diverse perspectives are represented. She highlights the importance of empathy and role-modeling constructive conflict resolution at senior levels.

“A well-designed structure turns potential conflict into productive problem-solving.”

Roadmapping with Flexibility and Focus

“Roadmaps should guide—not handcuff—teams to long-term commitments.”

Katrina’s approach to roadmapping balances transparency and adaptability. By reserving only 60% of capacity for roadmap initiatives and keeping annual plans intentionally light, her teams can pivot when necessary without overcommitting. Frequent, smaller releases (up to 160 changes per month) help deliver value continuously.

“Leave room in your roadmap to handle surprises without derailing progress.”

Scaling Teams During Rapid Growth

“Avoid constant recruiting—it can burn out your leaders and upset team dynamics.”

Drawing from her experience at Xero, Katrina advises against an “always-on” recruitment strategy, which can overwhelm hiring managers and disrupt team cohesion. Instead, she recommends batch hiring and partnering with finance and talent teams to manage hiring budgets in stages.

“Hiring in waves allows teams to stabilize and thrive, rather than constantly adjusting.”

Overcoming the Challenges of Growth and Constraints

“Shifting from hyper-growth to steady growth meant saying ‘no’ more often and being precise.”

Katrina shares how transitioning from an environment of rapid scaling to a more constrained SaaS company required a shift in her approach to decision-making. She focused on making the business context clear to her team, fostering trust and transparency in her decision-making process.

“When people understand the ‘why’ behind constraints, they’re more likely to trust the process.”

Austronesian expansion (debrief)