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People Development Framework by Breakpoint

At each growth breakpoint, Catalyst’s PeopleOps adapts to support clear ownership and merit-driven growth. From day one, founders and managers act as coaches—setting up basic onboarding and feedback (founder 1:1s, team standups) so every hire owns outcomes. As the company scales, PeopleOps shifts from informal “learn on the job” to structured, measurable systems. We emphasize performance-based advancement with transparent criteria. In practice, this means defining clear roles, setting objectives (OKRs, KPIs), and building tools (LMS, performance platforms) so managers can coach effectively. Below we outline how systems evolve from $0–$1M up to $75–$125M, always rewarding results over tenure (no generic compliance training).

$0–$1M: Startup/Foundation Stage

  • People Systems: Founder-driven onboarding and orientation. The first hires get a “product mindset” intro to the company’s mission and tools. 
New hires meet frequently with the founder (e.g. weekly 1:1s, daily standups) to ensure expectations and feedback are immediate. There are no dedicated HR teams yet—documentation (wiki, playbooks) is created on the fly. The goal is to set the bar for company DNA by designing an end-to-end experience from day one.
  • Role-Based Training: Everyone is a generalist initially. Training is on-the-job: pair programming or shadowing with senior staff, and sharing knowledge in team huddles. There is no formal training curriculum; instead learning is project-driven. As the team is tiny, each person “owns” broad responsibilities, building a culture of ownership.
  • Mentorship & Coaching: Mentoring is informal. The founder or early teammates coach newcomers directly. New hires pair with a “buddy” for tech or process knowledge. No formal mentor program exists yet, but open-door Q&A and peer help are encouraged.
  • Promotion & Advancement: Titles and promotions are ad-hoc and merit-based. High performers may quickly become “Senior” or get expanded roles if they deliver results. There is no tenure-based criteria—advancement comes from demonstrated impact. (As one expert notes, promotions should be tied to impact, not time.)
  • Managers & Team Leads: There are usually no middle managers. The founder directly oversees everyone, so each person owns a complete area. If someone informally leads a project or a subgroup, they are coached by the founder but not yet a formal manager. This flat structure keeps decision-making fast and reinforces that everyone is accountable for outcomes.

$1–$3M: Early Scaling

  • People Systems: As headcount approaches ~10–20, we formalize basic processes. Onboarding becomes standardized with checklists (legal paperwork, account setup, culture orientation). We institute regular manager 1:1s (weekly or biweekly) and team meetings. Simple feedback loops begin (e.g. monthly check-ins or pulse surveys). A rudimentary performance review (e.g. 6-month) may be introduced to capture early goals.
  • Role-Based Training: We begin distinguishing roles. For example, engineers vs sales vs ops each get tailored onboarding (product training, sales playbooks, etc.). Role-specific training starts with peer-led workshops or online courses. Early senior hires or “tech leads” provide skill coaching to ICs. Still, most skill growth is hands-on, but now with an expectation that each role knows its core competencies.
  • Mentorship & Coaching: A more structured buddy/mentor system is set up. New hires are paired with experienced colleagues who guide their ramp-up. Senior ICs informally mentor juniors on technical and procedural skills. We may start inviting external experts or alumni for occasional coaching sessions. Formal mentoring programs are still emerging, but emphasis is on pairing talent to share expertise.
  • Promotion & Advancement: We define basic career levels (e.g. IC → Senior IC → Lead). Early promotions follow clear criteria (e.g. project impact, customer feedback), not longevity. Simple metrics like hitting sales targets or project milestones guide advancement. We begin having candid conversations about career paths during 1:1s. Importantly, high performers get fast-tracked: as one framework recommends, “reward outcomes, not optics”.
  • Managers: The first line managers (often promoted tech leads or a small management hire) receive training on running 1:1s and giving feedback. We introduce a simple manager toolkit (how to set objectives, coach reports). These new managers are expected to model clear ownership by delegating tasks and developing their team. Manager enablement starts here: teaching them to use the growing set of processes (OKRs, documentation) to help their teams succeed.

Citation: Founders should “set up an end-to-end employee experience … including interviewing and onboarding processes” as the team grows. By 20+ people, workforce planning and structured onboarding become non-negotiable.

$3–$5M: Structure & Early Leadership

  • People Systems: Formal performance management emerges. We implement quarterly or biannual reviews with defined goals and skill checklists. Feedback becomes continuous: engineers have code reviews with written feedback, and we add mid-point check-ins on goals. Onboarding is extended (e.g. 90-day plan) so employees ramp quickly. An HR or Ops coordinator may join to keep processes running smoothly.
  • Role-Based Training: Training becomes more structured by role. For example, engineers attend coding workshops; sales teams do playbook training; customer support gets certification courses. We begin “leadership training” for budding leads (e.g. how to run team meetings). Each role has an evolving training roadmap. Role progression (IC → Lead → Manager) is mapped out so employees see what skills they must acquire to advance.
  • Mentorship & Coaching: We introduce an official mentorship program for high-potential employees. Each participant is matched with a senior mentor (often outside their direct team) who provides career coaching. We may also hire an external coach for emerging managers. Peer coaching circles and lunch-and-learn sessions are created so knowledge flows across teams.
  • Promotion & Advancement: Promotion criteria are codified. We publish rubrics or level guides so everyone knows “what good looks like” at each level. Calibration meetings ensure promotions are fair and based on impact. For example, a sales rep moves to “Senior” after exceeding targets by a defined margin. This data-driven approach matches Catalyst’s merit-driven ethos: promotions follow measurable results, not years on the job.
  • Managers: More middle managers appear as teams break into sub-teams. We equip them with mid-level management training (often short courses or workshops on delegation, feedback, and performance coaching). Managers start using formal tools (performance software, goal tracking) to manage their teams’ development. They hold regular 1:1s focusing on skills and career growth, and they learn to coach their reports on hitting both personal and company goals.

Citation: When hiring is “full speed” (20–40 people), companies bring in experienced HR/TA partners to professionalize the employee experience. By ~30 employees, it’s critical to maintain culture and alignment via OKR check-ins, 1:1s, and all-hands meetings.

$5–$8M: Scaling Systems and Processes

  • People Systems: We implement dedicated tools (performance-review platforms, simple LMS). Onboarding includes e-learning modules and milestone checklists. Performance management is systematized: employees set quarterly OKRs and meet with managers to review progress. Regular skip-level meetings ensure leaders see team issues early. Feedback loops solidify (360° feedback may start for managers). All processes are documented so they run without reliance on a single person.
  • Role-Based Training: Training programs evolve into academies. For example, create an Engineering Academy for best practices, or a Sales Bootcamp for new salespeople. Training becomes progressive: new ICs learn fundamentals, leads learn project planning, managers learn people skills. We also allocate budgets for individual learning (conferences, certifications). As roles multiply (e.g. multiple levels of IC, lead, manager), each role has a tailored development track.
  • Mentorship & Coaching: We expand mentorship company-wide. New hires join a mentorship circle; high-potentials get executive sponsors. Leadership holds periodic workshops or “Lunch & Learns” where senior staff share expertise. We may start group coaching sessions on topics like time management or coding standards. Internal “subject matter experts” volunteer as coaches for specific skills.
  • Promotion & Advancement: Promotions now follow a structured career ladder process. Clear competencies are linked to each level, and promotions require meeting those benchmarks (e.g. “demonstrated team leadership” for Manager role). Equity adjustments and title changes happen annually or semi-annually, calibrated across teams to avoid bias. Importantly, advancement is always meritocratic: a clear promotion guideline is to “reward outcomes, not optics”. High performers who exceed targets get fast-tracked with transparent justifications.
  • Managers: Middle managers are built out into a formal cohort. We train them to be coaches: e.g. workshops on giving feedback and developing direct reports. Managers are measured on team metrics (goal achievement, turnover, employee NPS) to instill ownership. Manager forums or Communities of Practice are established so they can share best practices. Each manager learns to align team OKRs with company OKRs to keep teams focused on value-creating work.

Citation: For startups growing to ~40–60 employees, experts stress keeping everyone “informed and aligned” through transparent goal-setting and frequent 1:1s. They also advise building compensation systems that “fairly reward high performance” with clear transparency.

$8–$15M: Leadership Formation Stage

  • People Systems: By now (~50–80 people), we operate with a dedicated PeopleOps/HR team. Systems include a full HRIS and learning platform. Onboarding becomes multifaceted: cohorts of new hires get multi-day orientations covering tech, culture, and process. Performance management is rigorous: annual reviews are supplemented with real-time dashboards showing progress on KPIs (e.g. sales conversions, product milestones). We also start doing succession planning for key roles.
  • Role-Based Training: Training splits into specialized academies. For example, an EM-level Academy (for engineers who don’t want to manage) and a Management Academy for new managers. Senior ICs may attend advanced certifications; managers might enroll in external leadership courses. Training is tracked by completion metrics to ensure consistency. Each career track (IC, lead, manager) has defined skill/behavioral milestones employees must achieve.
  • Mentorship & Coaching: A formal Mentorship Program is in place. Senior executives mentor directors; directors mentor managers; peers mentor each other. We may introduce external executive coaches for high-potential leaders. An internal “academy” format includes periodic leadership workshops, panel discussions, and guest speakers. As company values meritocracy, many of these mentorship relationships are tied to high-performing individuals identified in talent reviews.
  • Promotion & Advancement: Promotion cycles are well-established (often yearly). Criteria are published and based on objective achievements (e.g. sales targets, project ROI). There are two parallel tracks (technical and management) so ICs can advance without becoming people managers. Pay adjustments and titles follow transparent banded structures. This formal system embodies Catalyst’s merit-driven growth: promotions are earned through contribution and clear performance metrics, not time served.
  • Managers: Middle managers at this stage are seasoned. We invest heavily in their development: multi-day leadership retreats, budget authority to reward their teams, and formal management appraisal (managers get 360° feedback). Managers now function as coaches who allocate tasks, spot development needs, and measure team performance. They use People Analytics (turnover rates, eNPS, etc.) to refine hiring and training strategies. At $8–15M, each manager essentially has a “P&L” of team performance and is held accountable for it.

Citation: In the 60–80 employee range, experts recommend ensuring hires fit culture and regularly surveying the team to guide strategy. At this scale, founders even interview final candidates to maintain cultural alignment. They also stress defining clear objectives for compensation (e.g. “fairly reward high performance”) from the start.

$15–$25M: Infrastructure & Automation Stage

  • People Systems: Teams (~80–150) now use automated workflows. For example, performance reviews, compensation adjustments, and training enrollments are managed in HR software. We roll out formal career-path frameworks for all functions (engineering, product, sales, etc.) with defined competency levels. Systems for measuring development—like learning dashboards and goal-tracking apps—are fully in place. All processes are data-driven (e.g. promotion readiness is tracked via skill assessments).
  • Role-Based Training: We launch comprehensive internal academies or Learning & Development (L&D) programs. New managers go through a “Manager Leadership Program”; engineers might attend an “Engineering Symposium” to learn advanced patterns. Cross-functional rotations and special projects are used as development tools. Talent mobility is encouraged: e.g. a sales rep can train into product management with a defined curriculum. By this stage, training budgets and metrics (completion rates, performance changes) are well-tracked.
  • Mentorship & Coaching: Formal mentorship ties into talent reviews: each high-potential is paired with an exec mentor and given stretch projects. Coaching becomes data-informed: for instance, if an employee’s performance dips, the system flags the manager and suggests development actions. We also consider “reverse mentoring” programs (junior employees mentor execs on new tech or trends). Internal coaching academies may run certification courses for internal coaches.
  • Promotion & Advancement: A robust promotion system is entrenched. We run annual calibration committees to ensure fairness. Employees who meet role competencies and business impact criteria are promoted, often gaining broader scope or bonuses. There are also “fast-track” leadership programs: for example, a top performer might be put through an intensive leadership bootcamp in lieu of a traditional promotion cycle. Throughout, the culture of meritocracy is reinforced by linking raises and promotions to KPIs and feedback scores, not seniority.
  • Managers: Managers at this stage manage mid-sized teams and also mentor smaller team leads. We train them to use data (performance dashboards, 360 reviews) to coach their teams. Each manager receives training on succession planning and is accountable for building bench strength. We also ensure managers have clear metrics: e.g. team revenue or quality improvements tied to their development efforts. Manager performance itself is evaluated by how well their teams meet goals and retain talent.

Citation: In this phase, companies move from manual processes to automated systems. The advice is to “invest in tools and technologies to streamline workflows… and ensure employees are trained to use new systems”. This automation frees leaders to focus on coaching and innovation rather than paperwork.

$25–$45M: Executive/Scale-Up Stage

  • People Systems: Now (~150–300 people), PeopleOps functions as part of the executive team. We may have a VP/Director of People and specialized HR business partners. Comprehensive HRIS, talent analytics, and a centralized learning management system are in use. All core processes (onboarding, promotions, reviews) are managed through these systems for consistency. Key KPIs like turnover, time-to-fill, promotion rates, and training ROI are tracked at an executive level.
  • Role-Based Training: We run an Internal Academy – a formal curriculum spanning leadership, technical mastery, and culture. New leaders attend induction programs (e.g. “New Manager Bootcamp”). High-potential programs and leadership fellowships identify and fast-track future leaders (e.g. Emerging Leaders Program). We also budget for external partnerships (certifications, grad courses) to upskill employees.
  • Mentorship & Coaching: A multi-tier mentorship structure exists. Senior executives mentor department heads; directors mentor managers; and each team has peer mentoring. We may formalize career coaches or external executive coaches for critical roles. A talent matrix ensures that for every key role, there are at least two people trained to fill it. Reverse mentoring is used to keep leadership informed about front-line challenges.
  • Promotion & Advancement: Promotion processes are fully system-led and data-driven. We have a published leveling framework (e.g. Levels 1–4 in Engineering, vs. L1–L5 in Sales) that ties to salary bands. Performance against objectives and skill assessments drive promotion decisions. Promotions and pay raises happen on a strict schedule (e.g. annual review cycle) but are based on relative performance rankings to enforce meritocracy. High performers routinely “skipped” levels if they exceed expectations. This structured approach exemplifies Catalyst’s value of merit-based growth.
  • Managers: Middle managers here often manage dozens or hundreds of people indirectly (via team leads). We run regular Management Academies to train them in strategic leadership (e.g. change management, cross-functional leadership). Managers are expected to scale by building sub-leaders; for example, every manager should develop at least one new manager each year. We also train managers to use the integrated people analytics dashboards to track team health (engagement scores, development plan progress). They are coached on delegation and scaling their leadership capacity.

Citation: At this scale, having specialized leaders is vital. For example, companies in the $25–$45M range “hire specialized executives” (in areas like HR/L&D) and integrate systems across the org. We follow this by creating senior PeopleOps roles and deeply integrating our people systems with the business strategy.

$45–$75M: Integrated Growth Stage

  • People Systems: Now (300–500 people), all people development is systematized at enterprise scale. We use advanced People Analytics: dashboards showing training adoption, performance trends, and skill gaps. Onboarding is fully automated (digital paperwork, role-specific e-courses, and virtual mentorship signups). Our HRIS, LMS, and collaboration tools are integrated so data flows seamlessly (e.g. performance outcomes feed learning recommendations). Compliance training is minimal and embedded in relevant courses (never standalone). Every process has metrics (e.g. 90% of new hires hit ramp targets in 3 months) to ensure efficacy.
  • Role-Based Training: Training is now continuous and scalable. We maintain an always-on learning platform with microlearning modules, lunch speakers, and recorded content. Employees have personalized development plans (driven by assessments) that auto-update. Senior executives even sponsor company-wide “masterclasses.” By this stage, we may launch cross-company Rotation Programs for leadership development (e.g. high-potential managers rotate through different departments to build versatility).
  • Mentorship & Coaching: Mentorship is fully company-wide. A platform matches mentors and mentees across locations/functions. Every high-potential employee has an executive sponsor. We also have a pool of certified internal coaches (trained within the company) who run group coaching workshops. “Peer mentoring circles” allow juniors to learn from each other on soft skills. Reverse mentoring programs keep leadership aware of evolving markets and tech.
  • Promotion & Advancement: Career progression is driven by clear competency frameworks and succession planning. Promotions to director and above are decided by a talent review board with performance data in hand. We have succession pipelines: when a director position opens, several vetted candidates with documented development histories are ready. This ensures meritocratic advancement: the best candidate (by tracked impact and potential) wins, not the one with the most tenure. We continuously refine pay-for-performance: as one advisor notes, the objective is to “fairly reward high performance” with transparency.
  • Managers: At this scale, many managers oversee multiple teams through layers. We empower them with training in systems thinking and organizational design. Managers own their piece of the company’s “platform” and measure value creation (e.g. product features launched, customers gained). They attend offsite leadership retreats to align on strategy. Importantly, we hold leaders accountable for developing others: manager KPIs include team development metrics (e.g. percentage of direct reports promoted or certified each year). This instills a culture where managers build up new leaders, consistent with Catalyst’s value of clear ownership.

Citation: In this phase, “full integration of technology and processes” is critical to avoid chaos. We follow that advice by ensuring all people systems communicate and by using data (e.g. retention analytics) to make strategic talent decisions.

$75–$125M: Platform Company Stage

  • People Systems: With 500+ employees, PeopleOps is a strategic function. We use a unified talent platform: people metrics (engagement, competency, performance) live in one system. Onboarding includes executive-level briefings on company strategy; e-learning is personalized via AI recommendations. Learning and promotions are tracked via robust analytics. At this stage, compliance is still required (e.g. in finance or safety), but training remains highly relevant and interactive, not mere checkboxes. Every HR process (from mentorship assignment to leadership assessments) is optimized and continuously improved via data and feedback.
  • Role-Based Training: We operate a fully-fledged Leadership Academy. All executives and future leaders go through multi-month leadership development programs (often with external partners or mini-MBA coursework). Each function runs its own expert training lab. New career paths emerge (e.g. “Distinguished Engineer” vs “VP”), each with custom training and evaluation. The emphasis is on creating value: programs are measured by how many leaders they produce and how that correlates with business results.
  • Mentorship & Coaching: A formal global mentoring infrastructure exists. Hundreds of mentorship pairs operate across offices and levels. We may even track mentorship outcomes (like time-to-promotion of mentees). Executive coaching is ongoing for VPs and C-suite. Peer networks (e.g. women’s leadership circles, technical guilds) act as informal mentors. The idea is that every employee has clear pathways for guidance and feedback.
  • Promotion & Advancement: We have sophisticated career lattices and mobility programs. Employees can be promoted laterally or vertically based on evolving company needs and individual performance. For example, a high-performing engineer might move into a new “Chief Architect” track. Advancement decisions use multi-dimensional talent models combining performance, potential, and business impact. The company measures development ROI: promotions are considered effective if the promoted person’s team or results grow. This ensures promotion decisions drive value, fully in line with Catalyst’s merit-centric culture.
  • Managers: At this scale, managers and directors often operate several levels down. We provide them ongoing executive education (e.g. guest lectures from industry leaders). Managers now also mentor beyond their teams (company-wide initiatives, succession mentorship). They play a key role in innovation: e.g. they sponsor internal hackathons or improvement projects and are evaluated on the outcomes. The PeopleOps team continues to support them with analytics and coaching resources, but managers are expected to proactively scale knowledge and leadership across the organization.

Citation: This stage is about optimization and innovation. As one source notes, platform-stage companies must “refine [their] strategy to stay competitive”. In PeopleOps terms, that means continually tuning our development systems (career paths, academies, promotion criteria) to ensure the company stays agile and growth-minded at every level.

Key Principles Across All Stages: At every revenue breakpoint, Catalyst’s development framework ensures (1) Ownership: roles and goals are crystal-clear so individuals “own” their outcomes; (2) Meritocracy: promotions, raises, and growth opportunities tie directly to performance and impact; (3) Systematic Development: from day one we build repeatable, measurable processes (onboarding, 1:1s, performance reviews, training programs) that scale with the business. Managers are enablers—trained to coach and track progress—while robust systems (OKRs, feedback tools, training platforms) drive consistency. This ensures employees advance by creating value for customers and the company, not by clocking tenure or ticking compliance boxes. Across all stages, we iterate: pilot a process, gather feedback, refine it, and communicate expectations clearly—just as PeopleOps experts recommend. The result is a culture where growth is transparent, data-driven, and aligned with Catalyst’s core values of ownership, excellence, and value creation.

 

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