[surajrmal]

It's often important to help management define what impact is rather than to let them define it for you. If you want quality and stability to be included in impact, define a way to measure it and then get management to sign off on it being impact worthy. Our infra team has dash boards for keeping CI times low, false positive and false negative rates low, etc. Simply not regressing on those metrics is a daunting task and they have managed to convince management of that fact. As a result, their impact is measured by those dashboards which they defined. You can do this on any team by defining quality KPI such as the rate of customer reported bugs, customer sentiment, number and length of outages over some time period, etc.

[jeremyjh]

All those metrics can be gamed to death and none of them sound impressive to the C-suite. Even if they accept that those are your KPIs, they will not think of you as an "A" player if all you want to do is maintain a number.