[skeeter2020]

Interestingly it's sometimes harder for companies that already have the role defined than for growing orgs that usually do this JIT as really strong devs top out of senior and realize/decide they don't want to be become managers. I've defined this type of role twice now by using the skills and behaviours of the specific individuals (i.e. things they're already doing), then expanding the scope and sphere of influence for growth areas. It's worked pretty well because typically you should be promoting someone when they're demonstrating performance at the next level, rather than give them a promotion and then see if they're successful or not. The role needs to be vague enough to allow for individual and strategic changes, but defined enough to provide some type of identity. This is hard.