Thank you for the great insights again.

The observation highlights a critical aspect of product and product line leadership roles concerning profit and loss (P&L) responsibility. It's noted that the primary mechanism for P&L attribution for these leaders is through revenue attribution rather than direct revenue ownership. For an individual to possess direct revenue ownership, their responsibilities must extend beyond product go-to-market (GTM) strategies to encompass Sales, Operations, and Customer Service. However, Marketing and Branding functions are generally not included in this direct ownership framework.

Such expansive roles align with those of General Managers (GMs), who are recognized as business leaders due to their comprehensive oversight responsibilities. On the other hand, the Product Manager (PM) role is distinctly defined by its specialization in product vision, development, and GTM execution. Although the results of these endeavors are acknowledged by the Chief Revenue Officer's (CRO) office, the attribution is invariably indirect.

Consequently, the scope of P&L responsibility for product organizations is confined to budget management and the aforementioned indirect attributions. This delineation underscores the nuanced and intricate nature of leadership roles within organizations, highlighting the specialized focus of product management compared to the broader, revenue-centric focus of general management positions.