When the ideal stage-matched opportunity isn't available, taking a non-ideal role and visibly demonstrating your archetype's strengths there can still work out — provided the organization is 'sufficiently competent' to notice and reallocate talent accordingly.
Doshi's own case is the evidence: primarily a Visionary (with some Craftsperson skill and no Operator skill), he joined Yahoo in 2006 as a first-time PM assigned to an old, mature product — about as poor a stage-fit as a Visionary can get. Within months, leadership handed him several difficult zero-to-one initiatives instead, because they noticed he was 'creative,' had 'very high degree of user empathy,' and was 'not afraid to think big' — despite being in his mid-20s on his first PM job.
The mechanism depends entirely on organizational competence: it only works if the org has the awareness and process to redeploy talent based on evidenced strengths rather than title, tenure, or the role someone was originally hired into. See Product Stage as the Primary Fit Factor for Product Leadership, Getting to Yes with Yourself (Negotiating Your Own Fit With an Organization), Environment Beats Skills for Product Leader Growth.
Doshi's own career illustrates that an early archetype/stage mismatch isn't necessarily a dead end. He was assigned an old, mature product early in his career — a poor fit for his primarily Visionary archetype at the time — but treated it as the vehicle to demonstrate his archetype's strengths anyway. That demonstrated performance, not the assignment's prestige, generated access to later opportunities better matched to his archetype. The lesson generalizes: fit doesn't have to be secured up front by picking the 'right' assignment — it can be earned in retrospect by performing well in a mismatched one, which then becomes the evidence that unlocks better-fit work. See Product Stage as the Primary Fit Factor for Product Leadership for the matching logic this retrospective path eventually leads back to.