Brag documents, role by role

A software engineer and a product manager are judged on different things, so the same list of accomplishments lands differently for each. Every page here names the axes that role is actually measured on and the wins that read well against them.

20 roles

Account Executive

Account executives have a number, and a review that only restates it wastes the conversation. Capture how you hit it, and what you built that outlasts the year.

Business Analyst

Business analysts are measured on decisions their analysis changed and on processes that got measurably better. Requirements documents are the artifact, not the result.

Content Marketer

Content marketers are measured on compounding organic performance and on content that converted, not on volume published. Report the compounding.

Customer Success Manager

Customer success managers are measured on retention and expansion in a book of business, and on churn they prevented. Prevention is the part nobody records.

Data Engineer

Data engineers are measured on pipeline reliability, data correctness and the number of people who can now answer questions without them. Capture all three.

Data Scientist

Data scientists are evaluated on decisions changed rather than analyses completed, and on whether their work survived contact with the people who had to act on it. This is what to capture so the impact is legible at review time.

DevOps Engineer

DevOps engineers are measured on outages that never happened and on how much faster everyone else ships. Both are invisible unless you write them down.

Engineering Manager

Engineering managers are measured on what their team produced and on who grew, not on personal output. This is what to capture so both halves are provable.

Financial Analyst

Financial analysts are measured on forecast accuracy and on the decisions their models informed. Accuracy is the credibility that makes the rest count.

HR Business Partner

HR business partners are measured on retention, leadership capability and risk avoided in the organizations they support. Most of that work leaves no artifact.

Marketing Manager

Marketing managers are judged on pipeline and brand effects they can defend attributionally, and on the campaigns they stopped. Both need the numbers attached.

Mobile Engineer

Mobile engineers ship into an environment they do not control, where a bad release cannot be rolled back and users may never update. Record what you did about that.

Product Designer

Product designers are judged on outcomes their design produced and on research that changed a decision, not on the visual quality of the artifacts alone.

Product Manager

Product managers are judged on outcomes they owned rather than features they shipped, and on the alignment they created among people who did not report to them. This is what to record so that ownership is provable at review time.

QA Engineer

QA engineers are measured on defects that never reached production and on how much faster the team can now ship safely. Neither leaves an artifact by default.

Sales Development Representative

SDRs are measured on qualified meetings that became real pipeline, not on activity volume. The distinction is the whole argument for promotion.

Security Engineer

Security engineers are measured on risk actually reduced, which is famously hard to evidence. This is how to make the reduction concrete rather than assertive.

Software Engineer

Software engineers are evaluated on the scope of systems they can be trusted with and the outcomes those systems produced, not on volume of code shipped. This is what to capture through the year so the promotion argument writes itself.

Solutions Architect

Solutions architects are measured on customer implementations that succeeded and on deals technically unblocked. Both are attributable, and both need naming.

Technical Program Manager

TPMs are measured on programs that landed across teams that do not report to them, and on the risks they retired early. Coordination is the work, not the overhead.