Below is Natalie Brooks’ team: a team profile radar, strengths and gaps, a heatmap of every person against every dimension, a read-only roster, and progress tracking across the whole team, the same views a manager sees after their team completes the assessment. One member, Elena Petrov, is shown in full further down, including her complete report and her next 1-on-1 agenda.
Team profile
Average score across each competency group.
- Ethics & Responsibility and Customer Centricity are the team's clearest strengths, both scoring well above the rest of the group.
- Day-to-day execution discipline is solid and consistent across members.
- AI-Era Product Leadership is the team's biggest gap, the lowest score on the team, with people leadership and commercial acumen not far behind.
- Strategic thinking as a whole trails execution and commercial judgment: building a shared point of view on AI-driven product opportunities would be the highest-leverage next step.
Strengths and gaps
Team strengths
- Ethics & Responsibility
- Customer Centricity
- Execution & Delivery Discipline
- Learning Velocity & Adaptability
- Prioritization & Judgment
- Communication & Executive Presence
- Product Strategy
- Analytics & Data Judgment
Where the team is weakest
- AI-Era Product Leadership
- People Leadership & Talent Development
- Commercial & Business Acumen
- Market & Competitive Judgment
- Technical Competency
- Innovation Behavior
- Product Operating Model Maturity
- Stakeholder Management & Influence
Every member, every dimension
| Strategy | Execution | Leadership | Commercial | |||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Team member | Strategy | Market | Innov. | AI Lead. | Priority | Exec. | Data | Tech | Comms | Stake | People Lead. | Op. Model | Comm. | Cust. | Ethics | Learn. Veloc. |
| Elena Petrov | 6 | 5 | 5 | 5 | 5 | 4 | 5 | 5 | 7 | 6 | 9 | 7 | 6 | 6 | 6 | 5 |
| Frank Rogers | 9 | 8 | 7 | 5 | 8 | 8 | 7 | 7 | 9 | 9 | 8 | 8 | 8 | 8 | 9 | 6 |
| Jane Walsh | 6 | 5 | 5 | 5 | 7 | 7 | 6 | 5 | 6 | 6 | 4 | 5 | 6 | 8 | 8 | 7 |
| John Smith | 6 | 6 | 5 | 5 | 6 | 6 | 4 | 5 | 9 | 8 | 6 | 6 | 6 | 6 | 7 | 6 |
| Jordan Alvarez | 5 | 4 | 7 | 8 | 5 | 6 | 7 | 8 | 4 | 4 | 3 | 5 | 3 | 5 | 7 | 7 |
| Marcus Bennett | 9 | 9 | 7 | 6 | 7 | 7 | 7 | 6 | 7 | 7 | 6 | 7 | 8 | 7 | 8 | 7 |
| Maya Chen | 3 | 4 | 6 | 5 | 5 | 6 | 8 | 6 | 4 | 4 | 4 | 4 | 7 | 7 | 8 | |
| Priya Nair | 7 | 6 | 6 | 6 | 9 | 9 | 7 | 6 | 6 | 7 | 5 | 7 | 6 | 7 | 8 | 7 |
Elena Petrov
Strategic Thinking
- Product Strategy
- 6
- Market & Competitive Judgment
- 5
- Innovation Behavior
- 5
- AI-Era Product Leadership
- 5
Execution & Judgment
- Prioritization & Judgment
- 5
- Execution & Delivery Discipline
- 4
- Analytics & Data Judgment
- 5
- Technical Competency
- 5
Leadership & Influence
- Communication & Executive Presence
- 7
- Stakeholder Management & Influence
- 6
- People Leadership & Talent Development
- 9
- Product Operating Model Maturity
- 7
Commercial & Customer Judgment
- Commercial & Business Acumen
- 6
- Customer Centricity
- 6
- Ethics & Responsibility
- 6
- Learning Velocity & Adaptability
- 5
Frank Rogers
Strategic Thinking
- Product Strategy
- 9
- Market & Competitive Judgment
- 8
- Innovation Behavior
- 7
- AI-Era Product Leadership
- 5
Execution & Judgment
- Prioritization & Judgment
- 8
- Execution & Delivery Discipline
- 8
- Analytics & Data Judgment
- 7
- Technical Competency
- 7
Leadership & Influence
- Communication & Executive Presence
- 9
- Stakeholder Management & Influence
- 9
- People Leadership & Talent Development
- 8
- Product Operating Model Maturity
- 8
Commercial & Customer Judgment
- Commercial & Business Acumen
- 8
- Customer Centricity
- 8
- Ethics & Responsibility
- 9
- Learning Velocity & Adaptability
- 6
Jane Walsh
Strategic Thinking
- Product Strategy
- 6
- Market & Competitive Judgment
- 5
- Innovation Behavior
- 5
- AI-Era Product Leadership
- 5
Execution & Judgment
- Prioritization & Judgment
- 7
- Execution & Delivery Discipline
- 7
- Analytics & Data Judgment
- 6
- Technical Competency
- 5
Leadership & Influence
- Communication & Executive Presence
- 6
- Stakeholder Management & Influence
- 6
- People Leadership & Talent Development
- 4
- Product Operating Model Maturity
- 5
Commercial & Customer Judgment
- Commercial & Business Acumen
- 6
- Customer Centricity
- 8
- Ethics & Responsibility
- 8
- Learning Velocity & Adaptability
- 7
John Smith
Strategic Thinking
- Product Strategy
- 6
- Market & Competitive Judgment
- 6
- Innovation Behavior
- 5
- AI-Era Product Leadership
- 5
Execution & Judgment
- Prioritization & Judgment
- 6
- Execution & Delivery Discipline
- 6
- Analytics & Data Judgment
- 4
- Technical Competency
- 5
Leadership & Influence
- Communication & Executive Presence
- 9
- Stakeholder Management & Influence
- 8
- People Leadership & Talent Development
- 6
- Product Operating Model Maturity
- 6
Commercial & Customer Judgment
- Commercial & Business Acumen
- 6
- Customer Centricity
- 6
- Ethics & Responsibility
- 7
- Learning Velocity & Adaptability
- 6
Jordan Alvarez
Strategic Thinking
- Product Strategy
- 5
- Market & Competitive Judgment
- 4
- Innovation Behavior
- 7
- AI-Era Product Leadership
- 8
Execution & Judgment
- Prioritization & Judgment
- 5
- Execution & Delivery Discipline
- 6
- Analytics & Data Judgment
- 7
- Technical Competency
- 8
Leadership & Influence
- Communication & Executive Presence
- 4
- Stakeholder Management & Influence
- 4
- People Leadership & Talent Development
- 3
- Product Operating Model Maturity
- 5
Commercial & Customer Judgment
- Commercial & Business Acumen
- 3
- Customer Centricity
- 5
- Ethics & Responsibility
- 7
- Learning Velocity & Adaptability
- 7
Marcus Bennett
Strategic Thinking
- Product Strategy
- 9
- Market & Competitive Judgment
- 9
- Innovation Behavior
- 7
- AI-Era Product Leadership
- 6
Execution & Judgment
- Prioritization & Judgment
- 7
- Execution & Delivery Discipline
- 7
- Analytics & Data Judgment
- 7
- Technical Competency
- 6
Leadership & Influence
- Communication & Executive Presence
- 7
- Stakeholder Management & Influence
- 7
- People Leadership & Talent Development
- 6
- Product Operating Model Maturity
- 7
Commercial & Customer Judgment
- Commercial & Business Acumen
- 8
- Customer Centricity
- 7
- Ethics & Responsibility
- 8
- Learning Velocity & Adaptability
- 7
Maya Chen
Strategic Thinking
- Product Strategy
- 3
- Market & Competitive Judgment
- 4
- Innovation Behavior
- 6
- AI-Era Product Leadership
- 5
Execution & Judgment
- Prioritization & Judgment
- 5
- Execution & Delivery Discipline
- 6
- Analytics & Data Judgment
- 8
- Technical Competency
- 6
Leadership & Influence
- Communication & Executive Presence
- 4
- Stakeholder Management & Influence
- 4
- People Leadership & Talent Development
- Product Operating Model Maturity
- 4
Commercial & Customer Judgment
- Commercial & Business Acumen
- 4
- Customer Centricity
- 7
- Ethics & Responsibility
- 7
- Learning Velocity & Adaptability
- 8
Priya Nair
Strategic Thinking
- Product Strategy
- 7
- Market & Competitive Judgment
- 6
- Innovation Behavior
- 6
- AI-Era Product Leadership
- 6
Execution & Judgment
- Prioritization & Judgment
- 9
- Execution & Delivery Discipline
- 9
- Analytics & Data Judgment
- 7
- Technical Competency
- 6
Leadership & Influence
- Communication & Executive Presence
- 6
- Stakeholder Management & Influence
- 7
- People Leadership & Talent Development
- 5
- Product Operating Model Maturity
- 7
Commercial & Customer Judgment
- Commercial & Business Acumen
- 6
- Customer Centricity
- 7
- Ethics & Responsibility
- 8
- Learning Velocity & Adaptability
- 7
Team roster
- Strategy5.3Execution4.8Leadership7.3Commercial5.8
- Frank RogersDirector of ProductStrategy7.3Execution7.5Leadership8.5Commercial7.8
- Jane WalshProduct ManagerStrategy5.3Execution6.3Leadership5.3Commercial7.3
- John SmithSenior Product ManagerStrategy5.5Execution5.3Leadership7.3Commercial6.3
- Jordan AlvarezProduct ManagerStrategy6.0Execution6.5Leadership4.0Commercial5.5
- Marcus BennettPrincipal Product ManagerStrategy7.8Execution6.8Leadership6.8Commercial7.5
- Maya ChenProduct AnalystStrategy4.5Execution6.3Leadership4.0Commercial6.5
- Priya NairSenior Product ManagerStrategy6.3Execution7.8Leadership6.3Commercial7.0
Movement since last assessment
Illustrative example, not real data. Movement appears here once a team member re-takes the assessment. Here is what that looks like for Elena Petrov on two dimensions.
- Execution & Delivery Discipline+1increase3 months ago3Today4
- Prioritization & Judgment+1increase3 months ago4Today5
How to read readiness and confidence
Readiness
How prepared someone appears to take on the next level's scope, based on the evidence gathered in their assessment.
- Not ReadySignificant gaps against the next level's expectations.
- DevelopingEarly signs of next-level capability, with clear growth areas remaining.
- Near ReadyMost next-level expectations are met; a few gaps remain.
- ReadyMeets the next level's expectations across the dimensions assessed.
- Strongly ReadyExceeds the next level's expectations, with headroom beyond it.
Confidence
How much evidence backs that readiness call, not how good the outcome is.
- Low confidenceLimited evidence: a small sample of decisions, or gaps in what was assessed.
- Medium confidenceA reasonable evidence base, with some areas better covered than others.
- High confidenceStrong, consistent evidence across most or all dimensions assessed.
Elena Petrov
Manager viewA growth-focused view of this assessment. It does not include the hiring-calibration questions evaluators see.
THE TEAM COACH, WITH AN OPERATING MODEL BUILDER EDGE
Still growing into the role. Developing toward the next level.
01 — Scorecard
Scorecard
Strategic Thinking
Average 5.3
Presents a confident strategic narrative, though two of her PMs described the underlying plan as vaguer once questioned for specifics.
Confidence is lowered by a direct contradiction between how the strategy is presented and how it holds up under questioning.
Has a general awareness of the competitive landscape without a distinctive point of view.
Encourages her PMs to experiment, though her own follow-through on bets is inconsistent.
Talks about AI in strategy documents but has not translated it into a concrete initiative.
Execution & Judgment
Average 4.8
Prioritization calls are reasonable in isolation but change direction often enough that her team has started discounting them.
Three of the last five committed cross-team deliverables slipped without early warning to stakeholders, a pattern her own PMs raised independently.
This is a corroborated pattern across multiple reports, not a single incident, and should be weighted accordingly.
Cites metrics in reviews but has been caught citing a stale dashboard on at least one occasion.
Adequate for the role; not a differentiator either way.
Leadership & Influence
Average 7.3
Genuinely strong presenter, confident and articulate with senior stakeholders.
Well liked by peers; some stakeholders privately describe her commitments as unreliable.
Consistently the strongest part of her profile. Multiple PMs describe her as the best coach they have had, and two have been promoted under her.
Built a genuinely well-regarded planning ritual for her group that other groups have adopted.
Commercial & Customer Judgment
Average 5.8
Speaks fluently about business goals in reviews; underlying reasoning is sometimes repeated from her director rather than independently derived.
Delegates most direct customer contact to her PMs; her own read of customer needs is secondhand.
No concerns identified; handled one sensitive personnel issue appropriately.
Slower than peers at this level to change course when a strategy is not working, tends to restate the plan rather than revise it.
02 — Evidence
Evidence-Based Findings
Strongest Evidence
- Two direct reports promoted under her coaching, independently corroborated by peers.
- Built a planning ritual for her group that other groups have since adopted.
Role-Context Implications
- Excellent fit for a people-development-heavy role; current reliability pattern is a real risk for a role with more cross-team delivery accountability.
Meaningful Gaps
- Three of the last five committed cross-team deliverables slipped without early warning.
- Strategic narrative is confident but vaguer than it first appears when pressed for specifics.
Contradictions
- Presents as highly strategic in reviews, but two of her own PMs describe the underlying plan as unclear once questioned directly.
Unsupported Claims
- Cited a metric in a leadership review that was later found to be from a stale dashboard.
03 — Level Fit
Level Fit & Readiness
Current Level: Principal Product Manager
Titled at Group PM, but delivery reliability evidence does not yet support being fully at level; people leadership is well above it.
Target Level: Director of Product
Not ready. The execution reliability pattern needs to be directly addressed and re-evaluated before this promotion is safe to make.
Already Proven
- People leadership and coaching
- Building durable team processes
Not Yet Proven
- Reliable cross-team delivery
- Strategic depth beyond the surface narrative
Evidence Still Needed
- Two consecutive cross-team commitments delivered on time with proactive, early communication of risk.
04 — Strengths, Risks & Development
Strengths, Risks & Development
Top Strengths
- People leadership and talent development
- Operating model design
- Executive presence
Top Risks
- Delivery reliability on cross-team commitments
- Strategic narrative thinner than it first appears under questioning
Derailers
- Pattern of missed cross-team commitments without early escalation, independently corroborated by her own reports.
Development Actions
- Put an explicit early-warning escalation habit in place for any at-risk commitment, and track it for two full quarters.
- Have a skip-level review her next strategy document for concreteness before it is presented.
- Separate her real strengths in people development from the promotion case, which should rest on delivery evidence, not on how she presents.
Suggested Next Experiences
- Own one cross-team delivery commitment for two consecutive quarters with a visible, proactive risk-escalation habit before revisiting promotion.
Genuinely exceptional people leader, but a real, independently corroborated execution reliability gap makes this not yet a safe case for director. Address delivery consistency before revisiting the promotion.
Evaluating yourself instead? See the individual sample report.
Elena’s next 1-on-1 agenda
Talking points
- Recognize a current strength: People Leadership & Talent Development.
- Discuss the development focus area: Execution & Delivery Discipline.
- Discuss the development focus area: Technical Competency.
- Discuss the development focus area: Prioritization & Judgment.
- Surface any blockers on assigned learning activities.
- Agree on one concrete commitment before the next 1-on-1.
Strengths
- People Leadership & Talent Development (9/10)
Development focus
- Execution & Delivery Discipline (4/10)
- Technical Competency (5/10)
- Prioritization & Judgment (5/10)
Current objectives
- Establish an early-warning habit for at-risk cross-team commitmentscomplete
Execution & Delivery Discipline
- ✓ Agile for the Modern Product Manager
- ✓ Shape Up: Stop Running in Circles and Ship Work that Matters
- Formalize a prioritization framework so calls stop changing directioncomplete
Prioritization & Judgment
- ✓ RICE Prioritization Framework for Product Managers
- ✓ RICE Scoring Model