Link to this sectionCareer Progression Framework#

Ultralytics' career framework provides clear expectations for each level and guides professional development. We maintain two career tracks—Individual Contributor (IC) and Management—allowing team members to advance based on their strengths and interests.

Link to this sectionCareer Tracks#

Individual Contributor (IC): IC1 → IC2 → IC3 → IC4 → IC5 → IC6 → IC7 → IC8 → IC9
Management: M4 → M5 → M6 → M7 → M8 → M9 → M10

Track switching: IC4/IC5 ↔ M4 | M4/M5 ↔ IC5/IC6 | M6 ↔ IC6/IC7

flowchart TB
    IC_TITLE["🔵 Individual Contributor Track"]:::start
    MGMT_TITLE["🟠 Management Track"]:::start

    subgraph IC [" "]
        direction LR
        IC1["IC1<br/>Entry"]:::proc --> IC2["IC2<br/>Mid 1"]:::proc
        IC2 --> IC3["IC3<br/>Mid 2"]:::proc
        IC3 --> IC4["IC4<br/>Senior 1"]:::proc
        IC4 --> IC5["IC5<br/>Senior 2"]:::proc
        IC5 --> IC6["IC6<br/>Staff"]:::proc
        IC6 --> IC7["IC7<br/>Senior Staff"]:::proc
        IC7 --> IC8["IC8<br/>Principal"]:::proc
        IC8 --> IC9["IC9<br/>Distinguished"]:::proc
    end

    subgraph MGMT [" "]
        direction LR
        M4["M4<br/>Lead Manager"]:::decide --> M5["M5<br/>Manager"]:::decide
        M5 --> M6["M6<br/>Senior Manager"]:::decide
        M6 --> M7["M7<br/>Head of"]:::decide
        M7 --> M8["M8<br/>Director"]:::decide
        M8 --> M9["M9<br/>VP"]:::decide
        M9 --> M10["M10<br/>Senior VP"]:::decide
    end

    IC_TITLE -.-> IC
    MGMT_TITLE -.-> MGMT

    IC4 <-.->|Switch| M4
    IC5 <-.->|Switch| M4
    IC5 <-.->|Switch| M5
    IC6 <-.->|Switch| M5
    IC6 <-.->|Switch| M6
    IC7 <-.->|Switch| M6

    classDef start fill:#4CAF50,color:#fff
    classDef proc fill:#2196F3,color:#fff
    classDef decide fill:#FF9800,color:#fff

Link to this sectionTrack Comparison#

Full expectations: IC Levels (IC1-IC9) | Management Levels (M4-M10)

Link to this sectionSwitching Career Tracks#

Track switches are normal and supported—discuss with your manager during quarterly reviews.

When to switch IC→Management: Passionate about people development, organizational dynamics, and influencing through teams. When to switch Management→IC: Miss hands-on work, prefer expertise-based influence, and want deeper specialization in your field.

Link to this sectionPromotion Process#

Promotions require sustained demonstration of next-level performance across all dimensions:

1. Performance - Meeting/exceeding current level for 6+ months
2. Next-Level Work - Consistently operating at next level for 6-12 months
3. Scope - Expanded scope and complexity appropriate to next level
4. Impact - Demonstrated impact on team, function, or company
5. Readiness - Manager and skip-level agreement
6. Presence - Consistent Anchor Day participation (Tue/Wed/Thu) with badge data aligning to expectations keeps you promotion-ready.

Strong promotion cases include: 3-5 specific examples with next-level impact, peer feedback, growth trajectory, and quantified business results.

Link to this sectionCompensation#

Compensation reflects scope, impact, and market rates—not tenure. Both tracks offer equivalent pay at similar scope levels.

Components: Base salary (market-competitive) • Equity (stock options) • Performance bonuses • Comprehensive benefits

Leveling factors: Geographic location • Role specialization (i.e. ML/AI, Sales, Marketing) • Performance • Prior experience

Link to this sectionGrowth & Development#

Learning Budget: Annual allocation for courses, books, conferences, certifications (contact HR for amounts)

Resources: Quarterly 1:1s for career planning • Mentorship programs • Internal workshops • 10% time for exploration • Conference attendance • Online courses • Certifications • Publications

Quarterly Growth Plan: (1) Self-assess against level criteria → (2) Choose 2-3 skills to develop → (3) Find next-level opportunities with manager → (4) Get regular feedback → (5) Document impact for promotion discussions

Link to this sectionTypical Promotion Timelines#

Link to this sectionUsing This Framework#

For ICs/Managers: Read your level guide → Self-assess against dimensions → Identify 1-2 gaps → Study next level → Discuss with manager to create development plan

For Hiring Managers: Use criteria for job leveling • Share expectations with candidates • Reference during onboarding • Apply consistently in reviews • Guide promotions with evidence

Link to this sectionQuestions & Support#

Link to this sectionCareer Development Questions#

• Manager: Primary resource for career discussions and promotion readiness
• HR Team: Questions about levels, compensation, or promotion process
• Senior ICs/Managers: Seek mentorship from those in roles you aspire to
• Skip-Level: Discuss career with manager's manager for additional perspective

Link to this sectionAdditional Resources#

• IC Levels (IC1-IC9) - Detailed Individual Contributor expectations
• Management Levels (M4-M10) - Detailed Management expectations
• People & Benefits - Comprehensive people policies and resources
• Onboarding - Level expectations for new team members