Chief Product Officer — Interactive-Entertainment Division

The mandate

This interactive-entertainment division offers a membership that combines game access, rotating catalogue, in-game benefits, cloud services and selected partner titles. Introductory offers and bundles have grown the base, but renewal and contribution differ sharply by cohort. Many members engage deeply with one title while ignoring the wider proposition; others join for a new release and leave when it rotates. Content guarantees, platform fees and benefit costs are committed before product teams understand sustained value.

The group is creating a Chief Product Officer role to reset the membership around honest, durable utility. The CPO will own product strategy, catalogue experience, discovery, member benefits, entitlement journeys, lifecycle and product economics. Studio and publishing teams own games, commercial teams own distribution relationships, and technology leaders own platforms. The CPO must create one customer proposition and make trade-offs across those interests.

This urgent appointment is not expected to increase engagement through addictive mechanics or make cancellation difficult. The board wants a product that members understand, use and renew because it helps them discover and enjoy games. Growth must be evaluated after content cost, platform share, service use, support and the opportunity cost of included benefits.

Scope and operating context

Based onsite in Seoul, the role influences approximately 800 employees and material partners across South Korea and a wider international region. The perimeter includes membership product, catalogue and merchandising, lifecycle, discovery, member experience, product operations and analytics. Interfaces span internal studios, external publishers, commerce, identity, cloud services, marketing, customer support, data, trust and safety, finance and platform partners.

Members arrive through direct purchase, device or telecom bundles, promotional codes and family arrangements. The division does not always control price, billing or customer identity. Benefit use and cancellation evidence can therefore be incomplete. The product model must distinguish known behaviour from partner-reported aggregates.

Catalogue rights vary by territory, platform, term and service. Removing a title can affect current play, downloads, saved progress, expansions and related purchases. A simple rotation calendar does not capture the customer transition or the commercial value of retaining a package.

First-year agenda

The first ninety days will establish cohort and benefit economics. The CPO will connect entry offer, channel, catalogue use, title depth, multiplayer or cloud features, support, payment, renewal, cancellation and full cost. Direct, partner and promotional cohorts will be separated, with confidence shown where identity or allocation is incomplete.

The executive will define the product promise in terms a player can understand. It should state what access means, how catalogue rotation works, which benefits persist, how family or device use is handled and what happens to progress or add-ons after membership ends. Marketing and interface language will match contract and entitlement behaviour.

Catalogue strategy will focus on member jobs rather than title count. Anchor releases may drive acquisition; evergreen games can support habit; discovery titles can broaden play; social games may strengthen network value. Each package will have a role, target cohort, rights cost and evidence. Breadth without meaningful use will not justify renewal.

Discovery will be redesigned to reduce overwhelm and paid prominence. Recommendations may use play, preferences and context within lawful purpose, but must allow members to explore beyond predicted taste. Editorial curation, social signals and transparent categories can complement models. Minors and sensitive behavioural inference require tighter control.

Benefits will be evaluated individually and as a system. In-game items, trials, discounts, cloud saves, priority access and partner perks must create recurring member value, not merely promotional noise. Redemption, incremental play, support, cost and fairness will be measured. Benefits whose scarcity pressures spending or disadvantages non-members inside a game will be challenged.

Title entry and exit will become managed product journeys. Before a game joins, rights, entitlement, age rating, platform, online-service, support and save requirements must be ready. Before removal, members receive appropriate notice, purchase options and clear treatment of progress and add-ons. High-dependency titles will have explicit migration or renewal scenarios.

Pricing and offer tests will use long-term contribution. Annual, monthly, family, student and bundled options may serve different needs, but complexity must remain manageable. Save offers will address the member's reason for leaving and will not rely on hidden downgrade or repeated cancellation friction. Price movement must follow proposition evidence.

Partner distribution will be reviewed for reach, economics, identity, support and customer control. A bundle can create valuable discovery or a low-engagement base with unclear renewal. The CPO will negotiate product and data requirements, not leave those terms solely to wholesale revenue teams.

By year-end, the membership should have a clearer promise, improved use of priority catalogue and benefits, better cohort contribution and fewer confusing entitlement transitions. The board should also see which content and channel arrangements were stopped because they added scale without durable value.

Leadership responsibilities

The CPO will chair membership product and catalogue governance and advise the group sponsor on content, technology and commercial choices. They will maintain one road map and economic model, showing when a studio or partner request displaces a higher-value member need.

They will lead product managers, designers and analysts who understand games and subscriptions. Title teams must feel their games are represented accurately, while accepting that membership cannot privilege every internal release equally. The CPO will develop successors and reduce fragmented ownership across catalogue, lifecycle and benefits.

Major service incidents, title removals or entitlement failures require personal product leadership. The executive will coordinate clear player communication and ensure post-incident learning changes the journey, contract or platform.

Measures of success

The executive committee will track cohort contribution, renewal, voluntary and involuntary churn, active members, meaningful title use, catalogue breadth actually used, benefit adoption and support demand. It will distinguish bundled, promotional and direct economics.

Product health includes discovery success, entitlement accuracy, rotation complaints, progress continuity, cancellation outcome, platform performance and experiment quality. Catalogue measures cover cost, role, reach, sustained use and substitution. Gross member count alone will not qualify as success.

Candidate profile

Candidates should bring 22–28 years in games, subscriptions, consumer platforms or digital entertainment. They must have owned a membership or catalogue product with material content and platform economics. Experience across internal and licensed titles is important.

The board will seek examples of removing a popular but uneconomic benefit, managing a high-dependency title exit and changing a partner bundle after cohort evidence. Candidates should understand discovery, entitlements, content rights, pricing, lifecycle, experimentation and player communities.

The successful CPO will be player-centred without treating every request as strategy. They must challenge catalogue vanity, collaborate with studios and explain product economics clearly to creative and commercial leaders.

Compensation and appointment terms

The expected annual base is KRW 510,000,000–700,000,000, with annual incentive and long-term participation. Reward will balance sustainable member value, product trust, catalogue discipline, service outcomes and leadership. Final terms will reflect comparable subscription responsibility and verified forfeited awards.

Confidentiality

The division remains unnamed because catalogue deals, cohort economics, partner bundles and product road maps are sensitive. Detailed information will follow identity, conflict and confidentiality review. Applicants must not submit player data, unpublished catalogue terms, experiments or proprietary product materials from another organisation.