UK

United Kingdom · Technology and data · C-Suite (20+ years)

VP of Connected Products

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandC-Suite (20+ years)
  • Reports toCEO and Board of Directors
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Chief IoT Officer · Executive Director, IoT Strategy · Head of Digital Products · Chief Technology Officer (IoT Focus)

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

EAL Level 2 Certificate In Engineering Technologies Excellence, Achievement & Learning Limited · Level 2 · covers 1 of 1 standard
EAL Level 2 Diploma In Engineering Technologies Excellence, Achievement & Learning Limited · Level 2 · covers 1 of 1 standard
EAL Level 2 Certificate in Engineering Operations (Knowledge) Excellence, Achievement & Learning Limited · Level 2 · covers 1 of 1 standard
EAL Level 2 First Certificate in Engineering Technology Excellence, Achievement & Learning Limited · Level 2 · covers 1 of 1 standard
EAL Level 2 Diploma in Engineering Operations (Knowledge) Excellence, Achievement & Learning Limited · Level 2 · covers 1 of 1 standard
EAL Level 2 First Diploma in Engineering Technology Excellence, Achievement & Learning Limited · Level 2 · covers 1 of 1 standard

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Leading a team in Engineering EAL Level 2 Certificate In Engineering Technologies

The future skills this job leans on

AI Fluency working with AI as a thinking partner
AI Governance Fluency using AI responsibly
Automation Fluency building AI into how work runs
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2AI and this work

Will AI change your work as a VP of Connected Products?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skill this role is being asked for

  • AI-Driven Business Model Innovation
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your VP of Connected Products plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

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3What this role really is

This role means setting the strategy for connected products, covering IoT direction, technical decisions and market position over several years, alongside day to day priorities.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Multi-Cloud IoT Platforms (AWS IoT, Azure IoT, GCP IoT) Expert

Setting strategic direction for platform selection, evaluating vendor roadmaps, and making high-level architectural decisions that impact cost, scalability, and feature set across the enterprise.

Enterprise Data Platforms (Snowflake, Databricks, etc.) Expert

Defining the enterprise data strategy for IoT, ensuring data from connected products is integrated into the broader data ecosystem for advanced analytics, AI, and business intelligence.

Kubernetes (K8s) / K3s for Edge & Cloud Advanced

Making strategic decisions on container orchestration and deployment models for both cloud and edge workloads, influencing CI/CD pipelines and operational efficiency at scale.

Financial Modelling & Business Intelligence Tools Expert

Using tools like Tableau, Power BI, or custom financial models to analyse P&L, market performance, and investment returns for the connected products portfolio, informing strategic decisions.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Enterprise IoT Strategy & Vision No involvement beyond executing defined tasks. Contributes data and insights to inform strategic discussions. Leads the development of specific strategic initiatives within a broader vision.
P&L Ownership & Budget Allocation Manages personal expenses within budget. Estimates costs for project tasks. Manages project budgets up to £50K, recommends larger investments.
Organisational Design & Talent Leadership No direct reports. Provides informal guidance to junior colleagues. Mentors 0-2 junior team members.
Strategic Partnerships & M&A None. Researches potential vendors or partners. Evaluates technical aspects of potential partnerships.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Connected Product P&L Growth
Overall profit and loss for the connected products business unit, including revenue, cost of goods sold, and operational expenses.
Target · Achieve year-on-year P&L growth of 15-20% for the connected products portfolio, exceeding £10M annual profit within three years.

If the current connected product P&L is £8M, the target would be to hit £9.2M-£9.6M next year, pushing towards £10M+ thereafter. This isn't just about sales; it's about profitable growth.

Market Share for Key IoT Segments
Our percentage of the total available market in the specific IoT segments we operate in.
Target · Increase market share by 2-3 percentage points annually in our top three strategic IoT segments.

If we currently hold 10% of the smart home security IoT market, the goal is to reach 12-13% by the end of the next financial year. This means outmanoeuvring competitors.

New Revenue from IoT Innovation
Revenue generated from entirely new connected products or services launched under your leadership.
Target · Launch at least one major new IoT product line annually that contributes £2M+ in new revenue within its first 18 months.

Introducing a new predictive maintenance service for industrial clients that generates £2.5M in recurring revenue in its first year and a half. This is about finding new ways to make money with our tech.

Total Cost of Ownership (TCO) per Device
The overall cost associated with developing, deploying, maintaining, and supporting each connected device over its lifecycle.
Target · Reduce the average TCO per connected device by 10-15% over a three-year period through strategic platform choices and operational efficiencies.

If it currently costs us £50 per device per year to manage, we'd aim to get that down to £42.50-£45. This means smarter engineering and operations, not just cutting corners.

Board and Investor Confidence
How well you articulate our IoT vision, strategy, and performance to the Board and external investors, building trust and securing future funding.
  • Positive feedback from Board members and investors after presentations
  • successful funding rounds or capital allocations for IoT initiatives
  • proactive requests for your input on broader company strategy
  • strong share price performance linked to connected product announcements.
Strategic Partnership Development
Your ability to identify, negotiate, and secure key strategic partnerships that enhance our IoT ecosystem, accelerate market entry, or provide competitive advantage.
  • Formalised agreements with major technology providers or distribution channels
  • successful joint ventures or co-development projects
  • measurable impact of partnerships on market reach or product capabilities
  • positive feedback from partners on collaboration effectiveness.
Organisational Innovation & Talent Development
How effectively you foster a culture of innovation within your teams and attract, retain, and develop top-tier talent in the highly competitive IoT space.
  • Number of patents filed or significant R&D breakthroughs
  • high employee retention rates within the connected products organisation
  • external recognition (e.g., industry awards) for our IoT innovations
  • successful succession planning for key leadership roles
  • positive feedback in internal culture surveys.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Shaping the Future

You'll spend a good chunk of your week looking at market forecasts, competitor moves, and emerging technologies, constantly asking 'what's next?' and 'how can we get there first?' This isn't about maintaining the status quo; it's about defining what comes next for our business.

Leading the quarterly strategic offsite where you present a new 5-year vision for connected healthcare devices, completely changing the company's long-term product roadmap.

Driving Significant Business Impact

Your decisions directly influence multi-million-pound P&Ls and market share. You'll be constantly evaluating investment opportunities, M&A targets, and new business models, always with an eye on the bottom line and long-term growth.

Successfully negotiating a multi-million-pound partnership that unlocks a new geographical market for our industrial IoT solutions, directly impacting the company's annual revenue targets.

Building World-Class Teams

You'll be heavily involved in attracting, developing, and retaining top-tier leadership talent across your organisation. This means mentoring your direct reports, fostering a culture of innovation, and ensuring your teams have the resources and autonomy to excel.

Recruiting a new Director of Edge Computing who transforms the team's capabilities, leading to a significant reduction in device-to-cloud latency and improved offline functionality.

What frustrates people
  • The pace of change: Market conditions, competitor actions, and technological advancements mean your carefully crafted 3-year plan might need a significant overhaul after 12 months.
  • Organisational inertia: Getting large, established organisations to pivot quickly can be like turning an oil tanker. You'll face resistance and need immense patience and political skill.
  • Regulatory complexity: Navigating the ever-changing landscape of global data privacy, security, and export regulations for connected devices is a constant headache.
  • Talent wars: Attracting and retaining top IoT leadership talent is incredibly difficult and competitive. You'll often feel like you're fighting a losing battle for the best people.
What this role does not give you
  • Daily hands-on coding or hardware prototyping.
  • A predictable, unchanging work environment.
  • The ability to make unilateral decisions without significant stakeholder alignment and board approval.
  • A quiet, solitary work style; this role is intensely collaborative and public-facing.

8Who you work with

Your decisions here will directly shape the company's long-term strategic direction, market positioning, and financial performance. You'll be responsible for driving significant revenue growth through new connected products and services, optimising operational efficiencies across the business, and building a sustainable competitive advantage in the market. This role isn't just about technology; it's about the entire business.

Inside the business
  • CEO and Executive Leadership Team
  • Chief Financial Officer (CFO) and Finance Leadership
  • Chief Operating Officer (COO) and Operations Leadership
  • Head of Product Management
  • Head of Sales and Marketing
  • Legal and Compliance Teams
  • Board Audit and Technology Committees
Outside the business
  • Key Investors and Shareholders
  • Industry Regulators and Standards Bodies
  • Strategic Technology Partners and Vendors
  • Major Enterprise Clients
  • Media and Industry Analysts

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • A minimum of 20 years of progressive experience in technical roles, with at least 5-7 years specifically in senior leadership (Director/VP level) managing large-scale IoT or connected product portfolios.
  • Proven track record of full P&L ownership for a significant business unit (ideally £10M+ annual revenue), demonstrating strong commercial acumen and financial results.
  • Experience in defining and executing enterprise-wide technology strategies, including successful product launches, market expansion, and organisational transformation.
  • Demonstrated ability to build, lead, and mentor high-performing, multi-disciplinary global teams, including other senior leaders.
  • Extensive experience presenting to and influencing C-suite executives, Board members, and external investors.
  • A deep understanding of the IoT ecosystem, including hardware, software, connectivity, cloud platforms, and data analytics.

10What to practise next

Where the job is going, and what to do about it starting this week.

Decentralised Identity for Devices (DID) & Web3 IoT

The current centralised model for device identity and data ownership is becoming a bottleneck for security, privacy, and interoperability. Decentralised approaches, often leveraging blockchain or DLT, offer a more robust, trustless framework that could redefine how devices interact and share data, creating new markets.

Self-Sovereign Identity (SSI) · Distributed Ledger Technology (DLT) · Tokenisation of IoT Data · Smart Contracts for Device Automation

  • This quarter: Commission an internal research paper on the strategic implications of DID and Web3 for our specific industry, identifying potential threats and opportunities.
  • Next 6 months: Engage with leading Web3 IoT startups and consortia to understand their roadmaps and potential partnership opportunities.
  • Month 7-12: Fund a small proof-of-concept (PoC) project exploring DID for device provisioning or secure data sharing with a strategic partner.
  • Ongoing: Educate your leadership team and the Board on the long-term potential and risks of decentralised IoT architectures, preparing them for future shifts.

Quick win: Attend a high-level executive briefing on Web3, DLT, and decentralised identity. Read up on key players and use cases in the space. It's about getting a strategic overview, not becoming a blockchain developer.

Quantum Computing's Impact on IoT Security

While still nascent, quantum computing poses a significant long-term threat to current cryptographic standards, which underpin all IoT security. As a C-suite leader, you need to understand this existential risk and guide the organisation towards quantum-safe solutions before it becomes a crisis.

Quantum Cryptography · Post-Quantum Cryptography (PQC) · Cryptographic Agility · Long-Term Data Security

  • This quarter: Mandate a review of our current cryptographic inventory across all connected products and platforms, identifying areas of highest quantum vulnerability.
  • Next 6 months: Engage with cybersecurity experts and quantum computing researchers to develop a long-term 'quantum readiness' roadmap for our IoT portfolio.
  • Month 7-12: Begin allocating R&D budget for research into quantum-safe hardware and software components, potentially partnering with specialists in the field.
  • Ongoing: Regularly update the Board and relevant committees on our quantum readiness strategy and the evolving threat landscape. This is a long game, but one we can't ignore.

Quick win: Ensure your Head of IoT Security is actively tracking PQC developments. Ask them to present a 'Quantum Threat Landscape' briefing to your leadership team. Start the conversation now.

11Staying current once you are in

What people here do to keep up
  • Active participation in executive-level industry conferences and forums (e.g., CES, MWC, Gartner Symposium) to stay abreast of market trends, network with peers, and represent the company.
  • Engaging in executive coaching or mentorship programmes to further refine leadership skills, strategic thinking, and emotional intelligence.
  • Contributing to industry thought leadership through speaking engagements, whitepapers, or articles on the future of IoT and connected products.
  • Pursuing non-executive director (NED) roles on other boards to broaden governance experience and gain diverse industry perspectives.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Driven Business Model Innovation

Generative AI and advanced machine learning are fundamentally changing how products are conceived, developed, and monetised. Our competitors are already exploring AI-as-a-Service models and hyper-personalised offerings. If we don't adapt, we'll be left behind.

  • AI-Enhanced Product Design
  • Predictive Service Offerings
  • Hyper-Personalisation at Scale
  • Ethical AI Governance

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Multi-Cloud IoT Platform Architecture
  • Enterprise IoT Security Frameworks
  • Global Device Lifecycle Management
  • Advanced Analytics & AI Integration for IoT

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Director of IoT Engineering / Product

    5-7 years at Director level

    Skills to master

    • Mastering the full P&L responsibility for a significant business unit, building and leading large multi-disciplinary teams (100+ people), and developing a strong strategic vision that translates into tangible business outcomes. You'll need to demonstrate consistent delivery and influence at the C-suite level.

    You're ready to move on when

    • Successfully grew a business unit's P&L by 20%+ year-on-year for multiple years.
    • Led a major product launch that significantly impacted market share or revenue.
    • Built and retained a high-performing leadership team within your business unit.
    • Consistently presented and influenced strategic decisions at the Executive Leadership Team level.
  2. 2

    CTO / Head of Product (at a smaller, high-growth IoT company)

    3-5 years as CTO/Head of Product

    Skills to master

    • Gaining end-to-end accountability for product and technology strategy, often with direct P&L influence or ownership in a fast-paced environment. This path helps you develop a holistic view of running a connected products business, albeit on a smaller scale.

    You're ready to move on when

    • Successfully scaled a product from early-stage to significant market adoption.
    • Managed a full product lifecycle, from ideation to end-of-life, with commercial success.
    • Built and led a core engineering and product team, demonstrating strong talent acquisition and retention.
    • Developed and articulated a clear technology vision that attracted investment or strategic partners.
  3. 3

    Management Consultant (Specialising in IoT/Digital Transformation)

    7-10 years in senior consulting roles

    Skills to master

    • Developing a broad strategic perspective across multiple industries, advising C-suite clients on digital transformation, and building a strong network. While not direct operational experience, it provides invaluable exposure to diverse business challenges and strategic problem-solving at the highest levels.

    You're ready to move on when

    • Led multiple large-scale IoT strategy engagements for Fortune 500 clients.
    • Developed and presented strategic recommendations that resulted in significant client business impact.
    • Built a strong reputation and network within the IoT consulting ecosystem.
    • Demonstrated ability to influence executive-level decision-makers across various organisations.

15Where this role leads

The long view: This path builds on technical expertise, strategic thinking and leadership, and can lead to roles such as chief executive or industry advisor.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how VP of Connected Products is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Chief Executive Officer (CEO) of a Connected Product Division
  • Board Member / Non-Executive Director (NED)

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Leading a team in Engineering, worked against VP of Connected Products.

Leading a team in Engineering Level 2

Applied to your work in VP of Connected Products

The objective of this unit is to equip learners with an understanding of the roles, responsibilities, knowledge, and skills required to effectively lead a team in an engineering environment. Learners will explore how to manage team workloads, allocate tasks, and contribute to achieving team goals through effective leadership practices.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

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See Your Progress Grow Illustration
VP of Connected Products
  • Multi-Cloud IoT Platform Architecture
  • Enterprise IoT Security Frameworks
  • Global Device Lifecycle Management
  • Advanced Analytics & AI Integration for IoT
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

VP of Connected Products is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Executive Officer (CEO) of a Connected Product Division

    3-5 years

    This is a lateral move into broader P&L and operational accountability for a standalone business unit, potentially with increased autonomy and direct board reporting.

    • M&A integration leadership (post-acquisition)
    • Global market expansion strategy
    • Crisis management at a company-wide level
    • Talent management across all business functions

  2. Board Member / Non-Executive Director (NED)

    2-3 years (often in parallel or post-executive role)

    This is a shift from executive operational leadership to strategic oversight and governance, often across multiple organisations.

    • Strategic advisory across multiple industries
    • Independent judgment and challenge of executive decisions
    • Networking at the highest levels of corporate leadership
    • Understanding of shareholder activism and investor relations from a board perspective
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a C-Suite leader, your time is your most valuable asset. The sheer volume of information, strategic decisions, and communication demands can be overwhelming. What if you could offload some of that cognitive load and free up significant time for truly impactful, visionary work?

AI isn't just for engineers anymore; it's a powerful co-pilot for executives. We're integrating cutting-edge AI tools to help our leadership team gain deeper insights, automate routine strategic analysis, and streamline high-stakes communications. This isn't about replacing your judgment; it's about augmenting it, giving you superpowers to lead more effectively.

Strategic Insight Generation

Use advanced AI models to rapidly analyse vast amounts of market data, competitor intelligence, and regulatory changes. Get concise summaries of complex reports, identify emerging trends, and uncover strategic opportunities or threats in minutes, not days. Think of it as having a super-smart research team on demand.

P&L Forecasting & Scenario Planning

Leverage AI-driven financial modelling tools to generate highly accurate P&L forecasts, explore 'what-if' scenarios, and assess the risk of strategic decisions in real-time. This helps you make more informed investment choices and present robust financial plans to the Board and investors. It's about precision in predicting the future.

Board Report & Investor Deck Drafting

Feed AI models with your key data points, strategic objectives, and previous reports to draft compelling board presentations, investor updates, and executive summaries. AI can help structure your narrative, summarise complex findings, and even suggest visualisations, saving you hours of tedious drafting time. You'll still add the executive polish, of course.

Executive Decision Support

Synthesise information from internal reports, external analyses, and stakeholder feedback using AI to get a consolidated view for critical strategic choices. AI can highlight key dependencies, potential conflicts, and suggest optimal pathways, acting as an invaluable sounding board for your most challenging decisions. It's like having an unbiased, super-intelligent advisor.

Common questions

Common questions

How do you become a VP of Connected Products?

Common routes in include Director of IoT Engineering / Product (5-7 years at Director level), CTO / Head of Product (at a smaller, high-growth IoT company) (3-5 years as CTO/Head of Product) and Management Consultant (Specialising in IoT/Digital Transformation) (7-10 years in senior consulting roles). Times vary with prior experience.

Where can a VP of Connected Products progress to?

This role can lead on to Chief Executive Officer (CEO) of a Connected Product Division (3-5 years) and Board Member / Non-Executive Director (NED) (2-3 years (often in parallel or post-executive role)), depending on the skills you build.

What new skills matter most for a VP of Connected Products?

Increasingly, AI-Driven Business Model Innovation. These are the skills our record of this role lists as growing.

Free tools

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in technology and data

Stay in the field you know and move sideways rather than up.
If you leave this industry

The strategic and technical leadership built in this role applies across industries going through digital change, including manufacturing, healthcare, automotive, logistics and smart cities.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my VP of Connected Products plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.