Arbor View ConsultingI meet you where you are.
I bring clarity to product organizations working through growth, transformation, and AI adoption. As an Interim and Fractional Chief Product Officer with 30+ years in product, I partner with CEOs and executive teams who need experienced product leadership embedded now: to reset strategy, scale the organization, introduce AI capabilities, or lead through a leadership transition.
My work spans product strategy, organizational scaling, AI adoption in product development, and the leadership coaching that makes any of it stick. I’ve built and led product organizations from early-stage startups to growth-stage companies at ~$200M ARR, across SaaS, healthcare, cybersecurity, financial services, supply chain, oil & gas, and telecomm.
A core part of my work is building strong, confident product leaders: helping people lean into their strengths, sharpen their strategic thinking, and develop the clarity and confidence to lead at the next level. Based in Boulder, Colorado; remote-first with on-site by arrangement.
Julie Kopp · Boulder, Colorado
Why Arbor View exists.
I founded Arbor View Consulting in 2018, having spent my career building product organizations: from individual-contributor UX and design roles through VP-level Product and CX leadership across seven industries. Somewhere in that stretch, I kept seeing the same structural patterns show up in company after company, industry after industry, but I was only ever inside one company at a time, applying what I’d learned there and starting over with the next role.
I’d also watched a lot of companies go through digital transformation with expensive consultancies that were good at telling them what they needed to do, and much less good at leading the actual change. I’d spent my career as the executive who owns that outcome, leading transformations from within the leadership team, not handing off a strategy deck and moving on. I saw an opportunity to bring that leadership to companies directly: not a recommendation to go implement on their own, but an experienced executive leading the transformation playbook built for their specific company.
Founding Arbor View let me bring both of those (the cross-industry pattern recognition and the executive leadership of transformation itself) to companies as an outside partner, instead of resetting the clock each time I changed roles. What I didn’t fully expect was how much of the real work would turn out to be about people. The most durable thing I could leave behind wasn’t a roadmap, it was a stronger, more confident, and empowered product organization. That’s become as much the reason I do this work as the pattern recognition and transformation leadership that got me here.
Five differentiators.
- Cross-industry pattern recognition 30+ years across seven industries: SaaS, healthcare, cybersecurity, financial services, supply chain, oil & gas, and telecomm. Most fractional CPOs have operated in SaaS only, and the same structural patterns look different from inside a single industry.
- The foundation and scaffolding AI needs There’s no universal blueprint for AI, but there is a prerequisite: an organizational system that can support it, and the frameworks, processes, and governance to build on top of that. How features get scoped, how data is sourced and governed, how claims are validated. Not just AI-curious vocabulary.
- One partner, start to finish Most engagements start with strategic advising, so I can assess what the organization actually needs. The work then moves into a fractional or interim role, shifting between the two if needs change, and back to advising only if the transition calls for it, with seamless handoffs at every step. When the right permanent leader is in place, there’s often no need for me to stay on.
- Builds strong product leaders, not just roadmaps The most durable outcome of any engagement is the people left behind: internal leaders with the clarity and confidence to lead at the next level.
- Cross-functional depth Real operating experience where product work succeeds or fails: between Product and Engineering, CX, and Marketing.
What the work leaves behind.
SaaS scale-up, ~$125M ARR
A SaaS scale-up executing on a monetization strategy, with a feature-factory product team and deep friction with Engineering. I started as a strategic advisor and stepped in as Interim CPO when the product leader exited, stabilized the organization through the monetization launch, assumed leadership of Customer Experience, and created the environment for the company to use AI where it delivers the most value. Revenue grew double digits, margins improved, and the customer base doubled.
Cybersecurity company
Product was isolated, and relationships across Product, Engineering, CX, and Data had turned contentious. I started with a listening tour, built the structure and operating model for a real product organization, defined the future CPO role, and sat in on the hiring. The team I handed off was collaborative and high-functioning.
FluoroFinder
Grew adoption from 4 to 120 institutions in four months, and from 200 to 23,000 users.
My career also includes product and design leadership at GHX, DCP Midstream, CirrusMD, and PlayMaker Health, and earlier design roles at Sun Microsystems and US West. Full history on LinkedIn →