ALIGN stands for Accountability, Leadership, Intelligence, Growth, and Norms. This ingenious framework was developed by our then VP of People and proved to be the perfect way to segment the specific competencies needed to evaluate PMs. The reality is, you can't simply judge a PM by the volume of product they ship. After all, we firmly believe in Outcomes > Outputs. Using the ALIGN framework offers a more sophisticated, holistic approach to evaluation.

Over the years, I've found that the best way to use this framework in practice is to "grade" each PM for each competency using the following methodology:

Above level
At level
Below level

This system is not only transparent, but it also allows for effective coaching. For example, a newly promoted Sr PM may initially have 8 "Below level" grades, but with clear communication and guidance, they can rise to the challenge and soar to new heights.

This framework also keeps PMs from becoming complacent. An L4/Senior PM with all "At level" grades must start investing in certain areas to break through to L5/Staff PM.

The VP of Engineering and I shared a harmonious vision: to standardize the nomenclature of the titles spanning L4 to L7, ensuring that "Principal" carried the same weight across both Engineering and Product. So the product organization embraced the "Staff" designation and elevated the Principal title to L6. While some may scoff at the importance of titles, let us not forget that in the remote work landscape, these appellations serve as vital beacons of seniority amidst the sea of cross-functional faces we've yet to encounter in the flesh.

By embracing the ALIGN framework and its grading methodology, you can evaluate your PMs in a way that's both comprehensive and transparent. This approach fosters a culture of continuous growth and improvement, ensuring that your PMs not only reach their potential but also drive your organization to new heights of success.

If you have a more technical organization, you could consider including more technical competencies in the Accountability section.

Some of my higher level PMs had an aversion to the "Evangelizing" competency. One of my PMs who previously worked at Facebook said this was directly against FBs policy. But I felt that forcing my smartest and most talented PMs to share their expertise outside of the virtual walls of Wonolo benefited both the company as well as the IC PM themselves.

Let us not forget the venerable Tao of Wonolo. While it may appear as the smallest of the ALIGN clusters, much like an iceberg, its true magnitude lurks beneath the surface, rendering it the largest bucket in our esteemed framework.

Ruth Chew

Matthew Himelstein

This is the Growth/Career track for Product Management I developed. It uses the ALIGN framework and is calibrated with Design, Data, and Engineering to enhance consistency across the tech organization.

Product Organization Career Ladders at Wonolo

IC PM

Product People Managers

Product Operations

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