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v2.0 Plato Engineering Career Ladders
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Add your Career Ladders

Follow the 4 steps on this page to add/update public engineering career ladders and rubrics.
📌 IMPORTANT: To add your company’s public career ladder go to to submit a request. Once you’ve been granted Editor access, you will be able to add/update your company’s career ladder and rubric details. To prevent people from accidentally modifying others’ rubrics, only the person that added a new company ladder can go back and update it. If someone wants to edit a ladder they didn’t add, they’ll need to create a new ladder, and the existing one will need to be removed by the Plato team.


STEP 1. Add/Update company name and logo
Instructions
Type the name of a company you want to create/update a career ladder for. If the company doesn’t show up in the company list, click ‘Add new company’ to add it to the list. If the company already exists, you can update the name and logo from here.

To add a logo, find a sharp JPG or PNG logo mark that is no larger than 450x260 in size, and drag and drop it into the corresponding cell or click the plus sign (+) and select it to upload it to your computer.

👈🏼 Add this company now

Search
Company Name
Click to add/update logo image
No results from filter



STEP 2. Select or create a new company career ladder
Instructions
Select a company you’d like to create/contribute a new Career Ladder for. Then, update the role or function names/titles your company uses to describe the various Individual Contributor or Management roles.


Select a company:
Monzo

Create new ladder
Search
Company Name
Track Selected
Role or Function
Source/Site (URL)
Remove

STEP 3. Add levels, roles, & key focus areas to a career ladder
Instructions
Select a Career Ladder from the same company you selected earlier in Step 2.

Step 3a: Click the ‘Create a new level and role/function’ button to add/update ‘Level’ details to the Career Ladder you’ve selected, including level number/codes and corresponding roles and functions. Note: If no level codes’ officially exist, just add a number so the roles can be sequenced properly. This is required. Tip: Drag rows up and down to re-order the levels with the lowest levels at the top of the list. To do this, hover cursor over the left-most side of the table until you see the cursor become a ‘hand’, then drag up and down the table, releasing the mouse once you’ve finished moving a row.

Step 3b: Click the ‘Add a Focus Area’ button to add the’Key Focus Areas’ (or Values in some cases) you use to assess individuals across levels and roles. Note: If you forget to add a Key Focus Area after adding skills/expectations, click the button to add skills/expectations in order to see the newly added Key Focus Area appear, before adding new skills corresponding to the Focus Area.

Select Career Ladder to build out:
Monzo's Engineering


STEP 3a. Add/Update levels, roles/functions for
Monzo's Engineering
Ladder
Create a new level and role/function
Search
Company
Level #/Code (Req'd)
Roles/Functions
Additional information
Remove
Monzo
Level 1
Engineer
A new engineer, with high potential, picking up the fundamentals they need to be successful in their squad.
Level 2
Engineer
A productive and reliable engineer working effectively within a squad
Level 3
Engineer
A strong individual contributor. Responsible for the entire lifecycle of a project or feature
Level 4
Senior Engineer
An experienced individual contributor, leading in a team or domain area
Level 5
Staff and Senior Staff Engineer
A highly experienced individual leader, leading in a large domain or collective
Level 6
Principal Engineer
Summary: An engineering leader having impact across a broad area of the company, wider than a single collective or
discipline.




STEP 3b. Add/Update key focus areas for
Monzo's Engineering
Ladder

Add a Focus Area
Search
Career Ladder Selected
Monzo's Engineering
Key Focus areas
Remove
Scope
Overview
Impact
Technical Skills
Behaviours


STEP 4: Add skills/expectations to a role/function in the
Monzo's Engineering
ladder
Instructions
Select a level to add skills (also referred to as competencies or expectations) for. Then click ‘Add a skill/expectation to each focus area’ button to add skills to a particular key focus area. Each time you click this button, it refreshes the skills table with the most updated Focus Areas and adds a new 'skill’ line in every Focus Area section, for every Role in the ladder. Tidy up any unused rows from the ladder by clicking 'Clear all unused rows’.

Tips:
1. To re-order the ‘Key Focus Areas’, hover your cursor to the left of the Key Focus Area you’d like to rearrange, drag it up and down the list, then drop it in its new location.
2. If you make any updates to the ‘Focus Areas’ list, refresh the entire skills/expectations table by clicking 'Clear all unused rows’, then the ‘Add a skill/expectation to each focus area’ button
3. Use Shift+Return (Enter) to create line breaks within a cell. To expand a cell for more space, select the cell, then press the Cmd + Shift + E keys at once.
4. Select ‘View skill for ALL roles...’ box to view skills for all roles/functions within given ladder side-by-side
5. Enter ‘Not Specified’ if a Skill/Expectation doesn’t apply to a given role.


Select role/function to edit:
1 / Level I // Engineering/Product/Data IC
or
Select to view ALL roles in
Monzo's Engineering
ladder

Add a skill/expectation to each focus area
Clear all unused rows
Search
Key Focus Areas
Levels
Level 1 // Engineer
Level 2 // Engineer
Level 3 // Engineer
Level 4 // Senior Engineer
Level 5 // Staff and Senior Staff Engineer
Level 6 // Principal Engineer
Skills and Expectations
Skills and Expectations
Skills and Expectations
Skills and Expectations
Skills and Expectations
Skills and Expectations
Scope
Task
Task
Project or Feature
Team or Domain
Collective or Discipline
Company
Overview
Level 1 engineers are at the start of their software engineering career. They’re working on well-defined tasks and are supported by the
team when stuck. They’re expected to ask lots of questions! As someone progresses toward Level 2 they should start to gain
confidence to pick up larger or less well-defined tasks with less required support.
Level 2 defines engineers who have learned the ropes, and are building the foundation to being solid individual contributors at Monzo.

Level 2 engineers are focussed on tasks assigned to them within their team, typically working with the support of other engineers to
reliably deliver these*.
We expect all Level 1 and Level 2 engineers at Monzo to show positive trajectory towards Level 3, and generally expect people to
progress from 2A to 3A within the course of 1-2 years at Monzo.

* Many squads at Monzo have fewer mobile engineers than other disciplines. Because of this, we expect mobile engineers to be able to
work independently in a squad from level 2c+.
Level 3 defines a solid individual contributor at Monzo, able to take on any technical problem related to their discipline or domain
confidently, and can clearly articulate how they’re working with others to help their team reach its goals. While we don’t expect any
engineer to work alone, Level 3 engineers are highly independently capable, and can lead on the design and implementation of a
feature or project. A Level 3 engineer not only delivers their own work, but also demonstrates the ability to bring up others around
them, for example through activities such as onboarding engineers into their team, or mentoring less experienced engineers working
with them. They’re engaged in the challenges, opportunities and risks faced by their squad, collective and discipline – taking part in
the initiatives where they’re best placed to help.
Our expectation is that all Monzo engineers are capable of reaching Level 3 within an appropriate timescale (see previous levels), but
they may not wish to take on additional responsibilities beyond this level, and that’s OK. Progression through level 3 to level 4 would
usually take up to 2 years experience, as a guide.
The scope and impact of a Level 4 engineer is typically felt at the team or domain level, with their influence beginning to spread wider across the business. It should be clear to see how a Level 4 engineer has contributed to a team achieving their goals for a quarter. The engineer brings distinct individual strengths, is self-aware of what these are, and are impactful through these.

In the past, progression to Level 4 focused heavily on leadership abilities. We’re now keen to recognise that impact at this scale can
be made in various ways (including by more generalist engineers), and that there are different ‘shapes’ of engineer at Level 4.

Depending on the individual situation, someone may skew more heavily towards certain behaviours and technical skills than others.
At one end of the continuum we have the tech lead, who excels at leading engineering in their team, effectively working with other disciplines such as product and design, or stakeholders such as finance and data analysts. Whilst they may be involved in running rituals, their impact is felt more around the engineering culture they foster through their work: tech leads cultivate the design of performant systems that scale and meet customer needs, encouraging and supporting their team to build software that is high quality and tested sufficiently. It’s important to note that some engineers may wear the tech lead hat before they reach Level 4, but not yet be meeting the level expectations in other ways; L4 and tech lead are not synonymous.
The other end of the scale has the domain expert, who is a collective or company wide subject matter expert in one or more areas of our platform, whether that’s a set of complex services or problems, such as Mastercard, or a particular technology such as Kafka. The domain expert drives technology forward for Monzo, and is typically the person to lead on systems design in that area, sharing proposals to level up others with their work.
In between will be people who are technically competent, excellent team members and highly productive but none of whom are a specific 'expert' in a particular thing or want to be a tech lead

Level 4 is a challenging step up from Level 3, and with it comes new responsibilities and expectations. Not every engineer will be capable of, or want to reach Level 4, but Monzo will always need engineers at this level and there will be opportunities to progress to this point should someone be willing and able. To progress through this level will likely take 2-3 years.
Staff and Senior Staff are senior leadership “Director Level” roles within Monzo. The engineer should be highly confident in the role
that they can personally play to be instrumental in helping Monzo achieve our collective and business goals. They do this by focusing
on high impact, high value work which likely involves our largest and most ambiguous problems, and by breaking down large
long-term projects and mobilising teams to deliver them.
As an engineer they’re a technical authority at Monzo, with influence and respect across multiple squads, disciplines and projects.
They proactively drive cross-team initiatives, championing our engineering principles and guiding others through pragmatic technical
choices and trade-offs. They actively help lead engineering technology strategy for their Collective or Discipline, not only in the
present, but for the future.
Progression to Level 5 will be possible for many engineers at Monzo, but the opportunities to do so will be more limited, taking into
account their discipline and area of the company
As a Level 6 engineer an engineer will be leading on technical initiatives which directly address Monzo’s most important needs,
beyond a single Collective or Discipline. To do this, they’ll be setting high level vision and strategy, and directly using their engineering
knowledge and abilities to create solutions to our most challenging problems.
They’re respected by both the wider Monzo engineering community, and the industry at large, because their past impact speaks for
itself, both from work where they’ve been involved directly, and through appropriately working through others.
To move to and progress through Level 6 they’ll be on an individual journey and their progression and goals will be very bespoke. These will be agreed with their line manager and other senior leaders around the business. There will be a difference between an
engineer being a general L6, and one who is doing a very specific job (e.g. VP Architecture). Progression to L6 is not a given, and
depends on having a specialism or unique skill that is critical to the company.
Technical Skills
Writes well tested code and documentation in-line with our
engineering principles.
Demonstrates understanding of common Software Engineering
concepts.
Works to develop their usage of tooling and systems, including
their development environment, source control, and internal
Monzo tooling.
Writes clear, well separated code that reflects coding guidelines
and conventions, and can be easily understood by others.
Proactively tests their work appropriately.
Provides clear and actionable technical feedback on pull
requests. Aligns with our engineering principles when giving
feedback on other’s code.
Takes responsibility for the quality of their work. Owns and
actions fixing defects.
Demonstrating awareness of key non-functional principles in
their discipline/domain (accessibility, performance, security, etc) and evidence of actioning them.
Is able to work with their team to solve almost any technical
problem in their discipline.
Highly proficient in their engineering domain. Writes code that is
regarded by their peers as high quality.
Provides context and clarity to their work through
documentation/proposals/runbooks so that others can easily
understand what’s being built, why it was done that way, so it
can be built upon.
Balances short term needs against long term stability when
responding to incidents or production issues.
Proactively identifies problems in our product or platform.
Improves areas of the code they work on. Leaves things better
than they found them.
Consistently leads their squad to good outcomes from a
technical perspective, ensuring appropriate engineering
decisions are made to factor in technical debt, systems design,
stability/reliability, monitoring/observability and business need.
Is regularly recognized in their team and collective for highly
impactful technical contributions of the highest quality.
Proposes changes to technical scope to handle changing business priorities or urgency.
Leads the refactoring of complex systems or problems when it is warranted. Can make pragmatic trade-offs between perfection and technical debt which aligns with our priorities as a business, including how to repay debt.
Has the skills to competently work on complex and unknown problems under pressure (e.g. debugging complex production issues at speed, or leading the resolution of critical or major incidents)
Can demonstrate their technical skills outside of code, and leads the design process for complex technical problems in their team or collective.
Contributes to architecture forums, takes part in initiatives to improve the practices of the engineering discipline.
Leads architectural system designs on the most complex
systems.
Demonstrates high product awareness for areas of the business
they are working with.
Has a proven track record of implementing significant
improvements in quality, performance, stability and scalability to
code they work on.
Fosters a culture of quality within their collective. Proactively
champions measures to test work, and gets buy in from
stakeholders when this is not appreciated.
Can understand the context of multiple different work streams,
and offer effective technical advice and support for those
workstreams while still maintaining excellent velocity.
Confident in setting out overall architectural vision on a
company-wide scale, which has the ability to grow and flex
effectively in line with business plans.
Able to identify root causes and initiate changes to the
processes or technologies that underpin Monzo’s engineering
organisation.
Confident with huge scale complexity, and someone we would
send to our very gnarliest problems.
Capable of temporarily bolstering a team or business area to
pair or write code on problems that are particularly complex,
difficult, high impact, or novel.
Defines and sets our principles and patterns, including
extending these to cover previously unknown spaces.
Should be speaking or writing for internal and external
consumption.
Recognised beyond Monzo as a leading expert in their field, and contribute back to it (or if not for some reason, their profile is
one that is capable of this in the right situation)
Has the ability to spot where multiple disciplines are solving the
same challenges, and can bring people together to solve these.
Able to identify technology that can play a strategic enablement
role to grow the business, finding opportunities worth investing
in that can materially impact the commercial success of the
business.
Comfortable with leading Technology as a discipline, inclusive
of engineering, data, and Agile.
Impact
Delivers well-defined tasks, in collaboration with more senior engineers
Delivers tasks and designs effective solutions to product features or small scope engineering challenges in their area of the
business.
Makes steps towards independently owning the development of a feature, or problem space, including the ability to identify, define,
and scope problems.
Breaks down medium sized engineering problems in collaboration with more senior engineers.
Demonstrates ownership of smaller problem spaces, and repeatedly achieving successful outcomes for those problems.
Helping the squad deliver work through:
Owning, implementing and delivering medium sized features or projects within a squad
Confidently breaking down small to medium sized engineering problems, and leading other engineers to solve them

Onboarding or mentoring of engineers in their team well leads to an overall higher performing set of people.

Relied upon to be a trusted problem solver, capable of leading the resolution of critical bugs or incidents related to their work or
area of expertise.

Enthusiastically engages with squad, Collective, or discipline-level initiatives where they’re best placed to help, bringing about
positive change from their involvement.

Able to identify and address existing gaps in the observability and monitoring of systems and independently manage escalations
for their squad, collective and discipline for their area.
Contributes to their team or domain meeting goals through successfully leading and consistently delivering on projects of highly
ambiguous scope, high complexity and critical business impact.
Can be deployed to highest priority business problems or fires, can quickly resolve them and help the business understand how to
avoid them in future.
Proactively contributes to the betterment of other engineers in the company, through sponsoring, mentoring and providing
constructive, candid feedback.
Proactively gives technical and strategic feedback on projects relevant to their expertise that leads to better outcomes.
Impacts the trajectory of the company both through working on the most impactful problems and being able to bring about change
with effective momentum.
Links technical contribution back to business impact for their team or area, and helps others to buy into this.
Meaningfully contributes to achieving company and collective goals and directly increases the company’s value over time.
Sought out by others for contribution on our most pressing and highest priority business challenges because they’re known to be
effective.
Leads large, strategic, complex engineering projects - often crossing collective boundaries.
Drives architecture and systems design across multiple squads in a collective.
Regularly and positively influences the direction of systems design across the company.
Proactively sponsors, mentors, and helps to level-up more senior engineers.
Comfortably leads the resolution of any engineering problem related to their discipline, whether they have experienced it or not.
Able to significantly and directly impact both Monzo’s success, and the success of Engineering as a discipline across the company
(spanning more than individual sub-disciplines such as purely web, mobile, backend).
Impact is lasting - their work not only sets the business up well for the future, but also leaves a legacy to ensure that large
problems only have to be revisited at an appropriate cadence.
The scale of their impact is felt business-wide, and they do this by acting as a multiplier (e.g. creating systems, tools, or introducing
policies or patterns) to raise productivity, performance, and control.
Consistently puts in place measures to ensure strong engineering leadership in the future.
Through their involvement, Monzo’s architecture is known to be robust and effective, with confidence in its scalability and strategy
for the future.
Behaviours
Proactively learns from the work of others.
Proactively communicates to their team what they are working
on, why, how it's going and what help they need.
Asks questions to understand how to write effective code, and
prioritises their own learning to better serve their squad.
Proactively improves the test coverage and documentation of
existing code
Gives direct feedback to others in their team, including giving
useful and actionable feedback after reviewing their work.
Accepts feedback from others graciously.
Makes consistent, steady progress on work assigned to them.
Proactively communicates progress to their team, attempts to
unblock themselves, but seeks timely guidance where needed.
Proactively documents existing and new features or projects
Makes consistent contributions as a floater/release owner
Works confidently with other domains (e.g. Design, Legal, Data,
Risk) to help them understand the work the engineer’s team is
doing.
Regularly mentors other engineers, particularly those less
experienced than themselves. Able to onboard new engineers
into their team.
Proactively seeks and gives timely, actionable feedback in their
team. Feedback given has a positive impact on the overall
contribution of others and their team.
Helps grow the engineering function by participating in the
hiring process, giving effective feedback in scorecards and
during debriefs.
Effectively escalates problems that have a wider scope than
their team or work, supporting to bring it to a successful
conclusion.
Can be relied on to consistently deliver work, able to solve
project or feature-level problems themselves but escalates and
seeks help quickly when unexpected challenges or blockers emerge.
Having already demonstrated an ability to work with
non-functional concepts, additionally promotes good practices
in areas such as accessibility, performance, and security to help
other engineers deepen their knowledge.
Works confidently and effectively, and persists when faced with
uncertainty or ambiguity. Pulls in support from around the
company where needed.
Proactively contributes to the observability of systems.
Effectively identifies gaps in alerts and run books and
proactively improves the stability of our systems.
Can clearly and confidently articulate risk of technical problems
to non technical stakeholders (e.g legal, compliance)
Communicates effectively when representing Monzo to external
stakeholders (e.g auditors, regulators, third-parties, or industry
groups) when appropriate
Actively and regularly offers well considered contributions to the roadmap of their team or business area. Fosters effective collaboration between product, engineering and design.
Demonstrates product-awareness. Offers valuable contributions to quarterly planning rituals, and works with the PM or team lead on setting the vision for a squad.
Ensures their squad is focusing on work that will drive forward quarterly goals or business objectives, whilst reducing the operational impact for engineers and COps.
Repeatedly consulted for advice by engineers from different squads or collectives.
Proactively stays up to date with technology trends in their area, and uses this knowledge to contribute thoughts on their squad’s strategy.
Works to enable groups of others to improve coding standards and awareness of best practices around non-functional requirements (e.g. performance, testability, scale, security)
Tackles problems before they can do harm, knowing which levers to pull to make change happen.
Understands importance of product-market fit and works
closely with product leadership to ensure we're making the right
decisions across one or more squads.
Proactively identifies problems that challenge our scale or
business direction. Effectively communicates these and
supports changes to adapt to these challenges.
Is widely considered an expert in one or more areas by their
peers, and collective and company leadership.
Steps up to lead when required, even if not explicitly asked of
them.
Regularly challenges their team or area to have a greater sense
of urgency for company priorities.
Remains calm during incidents or critical company
emergencies. Can influence and lead others to bring structure
and clarity rather than chaos.
Able to proactively propose strategy for engineering within their
Collective/Discipline, and knows how to effectively get buy in
and move this forward.
Able to effectively delegate to load balance their work where
necessary, whilst also using this as an opportunity to bring up
others
Thinks in terms of a 3-5 year future time horizon, helping others
to see what’s down the road, and what the implications are for
now.
Supports hiring our most senior engineering people.
Cares about, and is involved in the wider business strategy;
doesn’t just have a pure engineering focus. Ideally the person
would also be able to contribute directly to the business
strategy.
Able to provide actionable direction to teams of multiple
stakeholders even in the most challenging of situations.
Effective at creating and getting buy in for a multi-year
technology strategy across the company, from Board level to
individual engineers.
Able to make and communicate difficult decisions when
necessary. Leads by example to proactively foster an inclusive, diverse, and positive engineering culture across the business.



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