Growth paths

We have two growths paths; Individual Contributors (IC) and Management (M). These two paths empower team members to align their growth with their strengths and aspirations, providing flexibility and fulfilling business needs while maintaining a clear path for progression.

Given that our team is primarily composed of ICs, we’ve designed a strong growth pathway that allows them to deepen their expertise, expand their impact and influence, and take on people management responsibilities—without requiring a transition into management.

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Using a sports analogy

The IC path is like being a player on the field—focused on doing great work and making an impact. Some players stay dedicated to their craft, while others step into a captain role, leading direct reports while still actively contributing to the game.

The management path is like being a coach. Coaches take a step back to see the bigger picture—guiding the team, making strategic decisions, and ensuring everyone is set up for success. While they stay involved in the work, their primary focus is leadership, strategy, and team growth.

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Individual contributor path

• Focus: technical expertise and leadership in your craft. In the tools.

• People management: This path may have some direct reports but the majority of their time is focused in the work. Generally speaking, this means that no more than 30% of your time is spent on people management responsibilities. On average, this will mean anywhere from 1-3 direct reports depending on the individuals career goals, department, nature of the work and supervision required.

  • People management time allocation guidelines

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  At Level 3, individual contributors (ICs) may take on people management responsibilities. However, the expectations for people management skills remain the same, even as they progress in their IC career.

  This approach ensures that:

  • All team members receive a consistent management experience, regardless of their manager’s level.
  • ICs with management responsibilities are not required to develop further as people managers—their primary focus remains on honing their craft. </aside>

• Changing paths: If an IC wishes to move to a management path they are encouraged to have that conversation with their manager. The paths support this type of movement and are most successful when planned in advance to align on expectations, needs, and timing.

Management path

• Focus: leading individuals and teams, driving alignment and success at the company level. Maintains involvement in execution capacity while overseeing strategic initiatives.
• Key differences between ICs with direct reports and managers: While ICs with direct reports maintain a focus on their technical contributions, managers are expected to take on broader leadership responsibilities, including:
  • Greater strategic oversight and decision-making.
  • Performance management at a team level.
  • Driving team-wide alignment and cultural initiatives.

Page Owner: People Operations, Amber