Career Levels Overview
How to use this doc:
This is your quick reference for understanding levels across all roles. Use this to:
- See where you are and where you're going
- Understand equivalent levels across roles (e.g., IC3 Engineer vs IC3 PM)
- Get the big picture before diving into role-specific details
For detailed expectations and "Path to Next Level", see the role-specific docs:
Quick Reference: All Levels
| Level | Title (Eng) | Title (PM) | Core Question | Scope |
|---|---|---|---|---|
| IC0 | Intern | Associate PM (APM) | Can you learn and execute tasks? | Given exact tasks with guidance |
| IC1 | Junior Engineer | Product Manager | Can you ship reliably? | Given problems with suggested solutions |
| IC2 | Associate Engineer | Senior PM | Can you own problems end-to-end? | Given problems, design solutions |
| IC3 | Senior Engineer | Lead PM | Can you drive business impact? | Given goals, find and solve problems |
| IC4 | Lead Engineer | Principal PM | Can you set direction? | Given a space, shape strategy |
| M1 | Engineering Manager | PM Manager | Can you grow a team of 3-5? | Deliver through people |
| M2 | Senior Eng Manager | Senior PM Manager | Can you scale a team of 10-15? | Build org structure |
| M3 | Director of Engineering | Director of Product | Can you own a product area? | Drive business outcomes at scale |
Core Framework: What Each Level Means
IC0: Learning
You are here if: You're learning the craft. You need guidance to execute.
Core expectations across all roles:
- Execute tasks with clear instructions
- Ask good questions when blocked
- Learn something new every week
- Show growth trajectory
Success looks like:
- Complete assigned work without getting stuck for hours
- Work gets approved within 2-3 revision rounds
- You're getting faster and more independent each week
Eng example: Add form validation using this library PM example: Write user stories for login flow using this template
IC1: Execution
You are here if: You ship reliably. You understand quality. You need guidance on approach.
Core expectations across all roles:
- Ship features/projects independently within your domain
- Follow best practices and team standards
- Work effectively with your immediate team
- Own your work in production
Success looks like:
- What you ship doesn't break or need redoing
- Team trusts you to execute without constant check-ins
- You complete commitments consistently
Eng example: Build login flow using OAuth PM example: Ship onboarding improvements that increase activation
IC2: Ownership
You are here if: You own problems end-to-end. You design solutions. You're reliable.
Core expectations across all roles:
- Design solutions, not just execute them
- Work across teams (eng, design, PM, stakeholders)
- Think 1-2 quarters ahead
- Mentor junior team members
Success looks like:
- People come to you with problems, not just tasks
- You make good decisions (scalable, pragmatic, impactful)
- Your work doesn't come back to bite you
- You ship projects that move metrics
Eng example: Design checkout system that handles edge cases PM example: Own onboarding area, drive retention from 40% to 50%
IC3: Leadership
You are here if: You drive business impact. You lead initiatives. You multiply others.
Core expectations across all roles:
- Drive outcomes, not just output
- Lead cross-functional initiatives
- Influence roadmap and strategy
- Grow other people through mentorship
- Solve systemic problems
Success looks like:
- Projects you lead directly impact company OKRs
- You unblock others more than you get blocked
- People seek your input on hard problems
- You make good things happen through influence
Eng example: Lead API redesign that reduces latency 75%, mentor 2 ICs PM example: Ship checkout redesign worth $2M ARR, define product roadmap
IC4: Strategy
You are here if: You set direction. You shape strategy. You multiply force across the org.
Core expectations across all roles:
- Set technical/product strategy for domains
- Influence org-wide decisions
- Drive transformational initiatives
- Develop leaders, not just contributors
- Prevent problems through strategic thinking
Success looks like:
- Your decisions impact multiple teams
- You shape what the company builds for next 1-2 years
- Other ICs across the org learn from you
- You make other people 10x more effective
Eng example: Own authentication strategy across all products PM example: Define marketplace strategy for next 18 months
M1: Team Leadership
You are here if: You manage 3-5 people. Your success = their success.
Core expectations across all roles:
- Grow individual contributors
- Deliver outcomes through your team
- Run effective 1:1s, goal setting, performance reviews
- Hire 1-2 people per year
- Stay connected to the craft (code/product)
Success looks like:
- Team ships consistently and reliably
- 1-2 people level up each year
- Team morale is high (retention + feedback)
- You unblock faster than they get blocked
Eng example: Manage 5 engineers, ship payments v2, level up 2 ICs PM example: Manage 4 PMs, ship marketplace features worth $5M ARR
M2: Org Building
You are here if: You manage 10-15 people (multiple teams or managers under you). You build orgs.
Core expectations across all roles:
- Scale teams and processes
- Manage managers or multiple teams
- Build talent pipeline
- Standardize how teams work
- Set direction for your org area
Success looks like:
- Multiple teams execute without constant oversight
- People want to join your org (reputation + retention)
- Org ships bigger impact than when you started
- Other managers learn from your processes
Eng example: Run 2 teams (12 engineers), ship annual roadmap across 2 areas PM example: Manage 10 PMs across payments + marketplace, drive $10M ARR
M3: Executive Leadership
You are here if: You own a major function. You manage 20-40 people. You set strategy.
Core expectations across all roles:
- Own business outcomes for your area
- Partner with exec team on strategy
- Build high-performing organizations at scale
- Represent your function in company decisions
- Drive long-term vision (2-3 years)
Success looks like:
- Your org delivers outsized business impact
- Managers under you are thriving
- People want to work in your org
- Exec/board trusts your judgment
Eng example: Director of Eng, own platform + infrastructure, 30 engineers PM example: Director of Product, own entire product portfolio, drive company growth
Understanding Level Equivalencies
IC levels map roughly to manager levels:
| IC Level | Manager Level | Seniority |
|---|---|---|
| IC2 | ~ Entry | Mid-level contributor |
| IC3 | ~ M1 | Senior contributor / New manager |
| IC4 | ~ M2 | Lead / Senior manager |
| Staff/Principal | ~ M3 | Strategic leadership |
Key insight: IC4 Engineer and M2 Manager are roughly equivalent in seniority. Management is a role change, not a promotion.
You can switch:
- IC3 → M1 (common)
- M1 → IC3 (less common but valid)
- IC4 → M2 (if you want to scale people management)
Core Dimensions: How We Evaluate at Each Level
1. Problem Scope
| Level | Scope |
|---|---|
| IC0 | Given exact tasks ("Do this") |
| IC1 | Given problems with solutions ("Build this feature using X") |
| IC2 | Given problems ("Figure out how to solve this") |
| IC3 | Given goals ("Move this metric") |
| IC4 | Given domains ("Own this area") |
| M1-M3 | Deliver outcomes through people |
2. Impact & Ownership
| Level | Impact |
|---|---|
| IC0 | Complete small tasks |
| IC1 | Ship reliable features |
| IC2 | Own features/projects end-to-end |
| IC3 | Drive business metrics through initiatives |
| IC4 | Set strategic direction for domains |
| M1 | Team delivers outcomes |
| M2 | Org delivers at scale |
| M3 | Function drives business results |
3. Collaboration & Influence
| Level | Collaboration |
|---|---|
| IC0 | Work with mentor, learn team dynamics |
| IC1 | Work with immediate team independently |
| IC2 | Work across teams (eng, design, PM) |
| IC3 | Drive cross-functional initiatives, influence stakeholders |
| IC4 | Influence org-wide, set direction, partner with leadership |
| M1 | Lead through 3-5 people |
| M2 | Lead through managers, build culture |
| M3 | Partner with exec team, represent function |
4. Mentorship & Growth
| Level | Mentorship |
|---|---|
| IC0 | Receive mentorship |
| IC1 | Help onboard interns |
| IC2 | Mentor juniors regularly |
| IC3 | Develop ICs, help people level up |
| IC4 | Grow leaders across org |
| M1 | Grow 3-5 ICs |
| M2 | Develop managers + ICs at scale |
| M3 | Build leadership bench |
How to Use This for Career Growth
Step 1: Identify your current level
- Read the level descriptions above
- Be honest about where you consistently operate (not your best day)
- If you're between levels, pick the lower one
Step 2: Understand the next level
- Read the expectations for the next level
- Identify the 2-3 biggest gaps between where you are and where you want to be
- See role-specific "Path to Next Level" in detailed docs
Step 3: Set quarterly goals
- Use quarterly 1:1 template to set goals that bridge the gap
- Focus on 2-3 next-level behaviors
- Track progress in biweekly check-ins
Step 4: Operate at next level for 2-3 quarters
- Consistently demonstrate next-level impact
- Get feedback from manager/peers
- Promotion happens when you've proven sustained performance
Common Patterns
From IC1 → IC2:
- Shift from "ship this feature" to "own this problem"
- Start designing solutions instead of following instructions
- Begin thinking in quarters, not weeks
From IC2 → IC3:
- Shift from "own features" to "drive outcomes"
- Lead cross-functional work, not just execute it
- Focus on business impact, not just technical quality
From IC3 → IC4:
- Shift from "lead projects" to "set strategy"
- Influence org-wide, not just your team
- Multiply through others, not just personal output
From IC → Manager:
- Shift from "doing" to "enabling"
- Success measured by team output, not personal output
- Spend time on 1:1s, hiring, coaching instead of hands-on work
Anti-Patterns (What NOT to Do)
❌ "I've been here 2 years, I deserve a promotion"
- Time doesn't earn promotions. Impact does.
❌ "I do senior work sometimes, so I'm a senior"
- You need to operate consistently at the next level for 2-3 quarters.
❌ "I want to be promoted before I do next-level work"
- Promotions recognize sustained performance, not potential.
❌ "Management is the only way up"
- IC track goes just as high (IC4 = M2 in seniority).
❌ "I'll get promoted by being good at my current level"
- You get promoted by demonstrating next-level impact.
Role-Specific Details
This doc gives you the framework. For specific expectations and examples:
- Engineers: See Software Engineer Levels
- PMs: See Product Manager Levels
Each role-specific doc includes:
- Detailed "What you do" at each level
- Specific success criteria
- "Path to Next Level" focus areas
- Example quarterly goals
TL;DR
Levels are about impact, not time:
- IC0-IC1: Learn and execute
- IC2: Own problems
- IC3: Drive outcomes
- IC4: Set strategy
- M1-M3: Multiply through people
To level up:
- Identify current level
- Focus on 2-3 gaps to next level
- Set quarterly goals that bridge the gap
- Operate at next level for 2-3 quarters
- Get promoted when you've proven sustained impact
Key principle: Promotions recognize sustained performance at the next level, not reward for current-level excellence.
Use this overview to understand the framework, then dive into role-specific docs for details.