How our levels are structured, what each level means, and how people grow through them. This explainer is the reference document — for who sits at each level, see the role-mapping visual.
Impact Levels give Axmed a structured way to align compensation, accountability, and career growth with the skills, scope, and responsibilities of each role. They reduce inconsistency and bias, support budgeting, and underpin how we calculate phantom stock options.
The framework is built around two ideas: accountability (what or who you are responsible for) and autonomy (how independently you can act and decide). Progression in any direction comes from growth on both axes.
Foundation and learning phase. Contributors developing independence and responsibility — executing within a defined scope while building depth and reliability.
Proficient and influential. Trusted to deliver independently and start shaping outcomes for others — through the work itself (IC) or through people (PM).
Strategic and organisational. Fully accountable for outcomes at the highest level of autonomy. Shapes Axmed's direction over the long term.
ICs amplify their own contribution through deep technical or functional skill. They grow without taking on direct people management — but at senior levels their reach across teams and functions is equivalent to that of senior people managers.
PMs grow Axmed by building, guiding, and scaling teams. Accountability is for the outcomes of others. PM track begins at Shaper level — there are no people management roles at Igniter.
What's consistently demonstrated at this level — how the person shows up in the work day to day.
The degree of independence in decision-making and action — from "follows guidance" to "sets company direction."
The scope of ownership for results, from individual task delivery up to company-wide outcomes.
Difficulty, scope, and ambiguity of work — from routine tasks to highly strategic, undefined problems.
| Level | Description | Key Behaviours | Autonomy | Accountability | Task Complexity |
|---|---|---|---|---|---|
| Igniter 1Junior | Contributes to team productivity through assigned work while building maturity and independence. | Follows guidance, learns processes, seeks feedback. | Limited — relies on direction; completes straightforward tasks independently. | Completing assigned tasks accurately; contributing to team productivity. | Basic, routine tasks with limited variables. |
| Igniter 2Junior+ | Handles projects of moderate complexity; begins to influence work methods. | Takes initiative, shows curiosity, reliable in delivery. | Growing — works independently on most tasks; seeks guidance for complex issues. | Responsible for end-to-end delivery of projects of limited scope. | Moderate tasks within a defined scope. |
| Shaper 1Mid-Level | Expands impact beyond own role, supports peers, drives outcomes for the function. | Shapes team practices, supports peers, proactive in improvement. | High — trusted to set milestones and make independent decisions. | Accountable for functional projects and outcomes that affect the team. | Projects with multiple interrelated tasks. |
| Shaper 2Senior | Trusted expert driving innovation, improvement, and cross-functional projects. | Recognised expertise, champions innovation, anticipates needs. | Very high — independently resolves complex issues and drives improvements. | Accountable for cross-functional deliverables and department-level results. | Complex cross-functional deliverables. |
| Pioneer 1Highly Skilled | Critical contributor shaping department direction; creates scalable systems. | Strategic thinking, creates scalable systems, critical contributor. | Strategic independence — sets own priorities and approach. | Accountable for functional direction, major priorities, and outcomes. | Strategic, high-impact initiatives. |
| Pioneer 2Expert / Principal | Subject-matter expert with company-wide and long-term strategic impact. | Defines vision, sets benchmarks for excellence, org-wide influence. | Full independence — sets direction and shapes company trajectory. | Accountable for outcomes across multiple functions; drives company strategy. | Highest complexity; ambiguous or undefined problems. |
| Level | Description | Key Behaviours | Autonomy | Accountability | Task Complexity |
|---|---|---|---|---|---|
| Igniter 1–2n/a | No people management roles exist at Igniter level. PM track begins at Shaper 1. | ||||
| Shaper 1New People Manager | Guides direct team members, ensures task completion, manages team performance and wellbeing at a foundational level. | Provides clarity, supports team execution, escalates issues. | Limited — follows departmental direction and manages routine escalations with oversight. | Accountable for team output, alignment, and wellbeing. | Team-level tasks and people management processes. |
| Shaper 2Experienced People Manager | Leads a team with greater independence, manages performance and growth, influences departmental coordination. | Develops talent, leads by example, drives performance. | Growing — independently prioritises team work and resolves common escalations. | Accountable for team performance, development, and project prioritisation. | Advanced team and project coordination. |
| Pioneer 1Senior Manager / Director | Oversees multiple teams or a function, aligning people and projects to broader company strategy. | Aligns teams to strategy, mentors people leaders. | High — shapes departmental priorities and makes high-stakes decisions. | Accountable for departmental performance and strategic initiatives. | Strategic programmes, team scale-ups, cross-org initiatives. |
| Pioneer 2Director+ / VP | Provides vision and culture at the highest leadership level, empowers leaders, drives the organisation. | Sets vision, builds culture, enables strategic execution. | Full independence — sets org-wide direction and is the final escalation point. | Accountable for outcomes across multiple departments and company-wide strategy. | Org-wide initiatives, future-state planning. |