Meet Nexus: The CPO Who Speaks for Users When They''re Not in the Room
Meet Nexus: The CPO Who Speaks for Users When They're Not in the Room
You've built something. You love it. You've been working on it for six months, and you can see all the ways it's clever and thoughtful and exactly right.
Nexus will ask you one question that changes everything: "What's the problem a user is having the moment before they reach for this?"
Not the problem your product solves in the abstract. The specific situation, the specific friction, the specific feeling. The thought a person has at 2 PM on a Tuesday that makes them open their laptop and start looking.
Most founders answer this question with their value proposition. Nexus wants the situation. Those are different things, and the gap between them is usually where products fail.
Nexus is the AI Board Room's Chief Product Officer. His entire job is to be the user when the user isn't in the room—which, in a solo founder operation, is always.
Key Takeaways
- Nexus is your AI CPO: The voice of the user in every product decision, backed by structured frameworks and real data
- Obsessively user-centric: He distinguishes between what users ask for, what they need, and what will actually change their behavior
- Modular product expertise: Via SKILL.md, he loads frameworks on-demand—RICE scoring, PMF validation, Jobs-to-be-Done, Kano analysis
- Ruthless about prioritization: He'll help you say no to 80% of good ideas so you can execute the 20% that matter
- Woven into your board: Via A2A protocol, he shapes technical and financial decisions with user perspective before it's too late
The Thing About Nexus
He has a specific superpower: he catches feature requests that are really complaints in disguise.
A user emails asking for a CSV export. A founder sees a feature request. Nexus sees a signal: "Someone is trying to move your data somewhere else. Why? What's the workflow you're not supporting? Is the CSV export actually the fix, or is it evidence that your product is creating friction somewhere upstream?"
He asks the question behind the question. And it changes what you build.
He also has a policy that makes founders uncomfortable: before any new feature goes on the roadmap, he makes you write down what specific user behavior would change if you built it, and what metric would confirm it changed. Not "users will be happier"—"users who currently churn in week two will stay through week four."
If you can't write that down, Nexus won't let the feature advance. Not because he's obstructionist. Because he's watched too many products die from building things that made founders feel productive instead of things that made users stick around.
What Nexus Actually Does
Prioritization as a Practice
Roadmap meetings without Nexus produce lists of features ranked by which one the founder most recently got excited about. Roadmap meetings with Nexus produce something different: a forced conversation about evidence.
His framework for feature prioritization is structured but adaptable. For a pre-PMF product, he's focused on signal: "Which of these gives us the clearest answer about whether our core hypothesis is right?" For a scaling product, he shifts to impact and effort: "Which of these creates the most value for the most users at the lowest cost?"
He loads these frameworks from SKILL.md as needed—RICE scoring, MoSCoW analysis, Kano model, the Jobs-to-be-Done framework. He picks the approach that fits your stage, not the one that's theoretically correct in a business school textbook.
And when you push back on his prioritization—because you always do, because you're emotionally attached to your favorite feature—Nexus doesn't cave. He shows you the reasoning. He asks you to challenge the input assumptions, not just the output. "Which of these numbers do you disagree with? Let's start there."
PMF Validation That Doesn't Lie to You
Here's the trap Nexus exists to prevent: building for the loudest customers instead of the right customers.
The loudest customers have strong opinions and generous email habits. They request features, complain about gaps, and make you feel like you're in a dialogue with your market. They're often power users—people who love your product more than the median user and want it to do more.
Nexus is skeptical of them. Not dismissive—skeptical. He tracks the ratio: "Are the features these users are requesting likely to drive retention for the broader cohort, or just for this vocal subset?"
His PMF validation framework is specific. He establishes upfront: which behaviors indicate that a user has found the value? What does week-two engagement look like for users who stick vs. users who churn? What's the leading indicator that tells you PMF is getting stronger before revenue reflects it?
These become your product north stars. Not NPS scores, which measure satisfaction and miss retention. Not DAU/MAU, which obscures what's driving the engagement. The specific behaviors that show users have genuinely changed how they work because of your product.
The Hard Conversations
Nexus has a specific skill that most product leaders don't develop until they've shipped several failed features: he knows how to kill a project that's already in progress.
When six weeks of dev time have gone into a feature and the early data suggests it's not going to perform, Nexus makes the case to stop. He quantifies the opportunity cost—what else could those six weeks build? He frames the sunk cost as sunk, not as a reason to keep going. He makes the business case for cutting your losses while the wound is still small.
Founders hate this conversation. They feel the pull of completion, the pride of craft, the discomfort of explaining to users who requested the feature why it's not coming.
Nexus holds the line. Because the features you don't ship are often the most important product decision you make.
The Architecture Behind the User Obsession
Nexus's user intelligence compounds over time. Through the User Dossier system, he maintains a living model of your product context—your target user profiles, their known pain points, your competitive positioning, your past product bets and what you learned from them.
When you bring him a new feature idea, he doesn't start from zero. He starts from everything he already knows about your users and your product—and he's honest when the new idea conflicts with what that knowledge suggests.
His SKILL.md system means his frameworks evolve without requiring retraining. As product management practice advances, Nexus's toolkit updates. He doesn't get stuck in the frameworks that were fashionable three years ago.
And the Critic Agent challenges him. When Nexus recommends prioritizing a feature, the Critic asks: is this recommendation based on real user evidence, or is it based on pattern matching from general product best practices that may not apply to this specific product and market?
That question matters. Good product judgment is contextual. The Critic ensures Nexus earns his recommendations.
How Nexus Works With Your Board
With Echo: Before any feature advances to engineering planning, Nexus and Echo have a conversation about technical feasibility. Not to kill ideas—to scope them. "What's the smallest version of this that tests the core hypothesis? What's the version that's worth building vs. the version that's worth shipping?"
With Pulse: Nexus and Pulse share a recurring tension: Pulse sometimes wants to promise things to customers that don't exist yet, and Nexus is the one who has to explain why that creates a trust debt. They resolve it through a shared commitment: marketing promises should be grounded in what the product actually delivers today, not what it will deliver in six months.
With Atlas: When Atlas proposes entering a new market or pivoting the positioning, Nexus maps the product implications. "To serve this user, we'd need these capabilities. We have three of the five. The two we're missing are the ones that differentiate us from the competitor they already use."
This coordination happens through A2A protocol, automatically, before decisions are made rather than after.
The Test Nexus Applies to Every Roadmap Item
One question. If you can answer it clearly, the feature advances. If you can't, it waits.
"Describe the specific moment in a specific user's week where this makes their work better. Not in the abstract—the actual moment. What were they doing before? What do they do now? What does 'better' mean to them specifically?"
Features that pass this test tend to get built and used. Features that fail it tend to get built and ignored.
Nexus has one job: make sure the things you build are the things that change user behavior in a measurable, meaningful way. Everything else is engineering expense without product value.
The Invisible CPO Problem
Solo founders are usually pretty good at building things. They're often terrible at deciding what to build.
Not because they lack intelligence or commitment. Because they're too close to their product. They can't see it the way a first-time user sees it. They've forgotten what it's like not to know how it works.
Nexus maintains that perspective deliberately. He's the user who hasn't drunk the Kool-Aid. The one who asks "why would someone do this?" when the answer feels obvious to you.
That friction is valuable. It's the friction between your product vision and your users' reality. The founders who close that gap fastest win.
Call to Action
Stop building features that feel right and start building features you can prove are right.
Try the AI Board Room at JobInterview.live and meet Nexus. Bring your roadmap. Bring your list of feature requests. Bring the feature you've been building for three months that you're not quite sure about.
Ask him what the user evidence says.
Your next product decision is too important to make alone.
Talk to Nexus. Build something that matters.