A 5-level grading ladder, a 50-competency matrix, and a quarterly review cycle that turn PM growth into a transparent, governed system — not a manager's gut call.
There was no formal system anywhere in the company for evaluating or growing employees — PM or otherwise. Development depended entirely on individual initiative, with no shared standard for what "good" looked like at each level.
Built the competency matrix, grading system, review process, and certification — all from scratch, the first of their kind in the company.
Personally run quarterly performance reviews and PDP planning for every PM.
PM role itself was undefined — no clear scope of responsibility to measure performance against.
No development system existed at all — growth depended entirely on individual initiative.
PMs didn't communicate with each other — no knowledge sharing, no peer feedback.
No company-wide precedent to build on — this had to be designed from a blank page.
50 competencies across 4 categories, scored against all 5 grades — built on three layers.
Promotion runs on a fixed governance process, not ad hoc.
Team, manager, and client (CSAT) feedback combined into one weighted score across 5 competency blocks, backed by real Earned Value Management data (SPI/CPI). Delivered in person with a narrative — quotes, growth areas, a manager's note — not just a number.
Built directly from that quarter's review: specific goals per focus area, an action plan with deadlines, curated learning resources, and measurable success KPIs — closed out with a self-assessment and a final manager evaluation.