industrial_energy_operations

General

General is a job family — a stable cluster of work with shared purpose, outputs, responsibilities, and labor-market identity. On the frame it spans 23 canonical roles across 4 tracks (E, M, P, S), 23 levels in all.

The job family matrix

Every level of the family, side by side — what genuinely changes as the work scales, and what it pays. Open any level for its full profile.

	E1 Vice President of Engineering Architecture 12–18 yrs · $169k open profile ›	M1 Engineering Supervisor 3–6 yrs · $86k open profile ›	P1 Associate Engineer 0–2 yrs · $62k open profile ›	S1 Support Engineer 0–1 yrs · $37k open profile ›	E2 Senior Vice President, Engineering 14–20 yrs · $323k open profile ›	M2 Senior Engineering Supervisor 5–8 yrs · $110k open profile ›	P2 Engineer 1–3 yrs · $72k open profile ›	S2 Engineer 1–3 yrs · $43k open profile ›	E3 Chief Architect 15–22 yrs · $352k open profile ›	M3 Engineering Manager 8–12 yrs · $120k open profile ›	P3 Engineer 3–5 yrs · $82k open profile ›	S3 Senior Engineer 3–5 yrs · $50k open profile ›	E4 Senior Chief Technology Officer 18–25 yrs · $389k open profile ›	M4 Senior Engineering Manager 10–15 yrs · $168k open profile ›	P4 Senior Engineer 5–8 yrs · $109k open profile ›	S4 Advanced Engineer 5–8 yrs · $56k open profile ›	E5 Chief Scientist 20–30 yrs · $341k open profile ›	M5 Director of Engineering 12–18 yrs · $188k open profile ›	P5 Staff Engineer 8–12 yrs · $138k open profile ›	S5 Lead Engineer 8–12 yrs · $61k open profile ›	M6 Senior Director of Engineering 15–25 yrs · $242k open profile ›	P6 Principal Engineer 12–18 yrs · $188k open profile ›	P7 Distinguished Engineer 15–22 yrs · $231k open profile ›
Median pay	$169k	$86k	$62k	$37k	$323k	$110k	$72k	$43k	$352k	$120k	$82k	$50k	$389k	$168k	$109k	$56k	$341k	$188k	$138k	$61k	$242k	$188k	$231k
Scope	A significant function with strategic authority	A single team	Own tasks within a defined component	A single task type or queue	Multiple functions or a major area	An established team or sub-function	Defined deliverables / small features	A defined queue or customer set	A division	Multiple teams or a sub-function	Features or a sub-system end-to-end	Escalated / complex cases	Multiple divisions	A function or department	A system or set of related features	Team process and quality	A major organization line	Multiple functions or a large department	Multiple systems or a technical domain	Function-wide support practice	A major function or division	Organization-wide architecture and the hardest problems	Cross-organization / enterprise technical strategy
Autonomy	Sets functional strategy	Manages within established goals	Close supervision; work reviewed frequently	Close supervision; follows defined procedures	Owns area-level strategy	Owns planning for the group	General supervision; reviewed at milestones	General supervision; handles standard cases independently	Accountable for division strategy and P&L	Sets goals within functional strategy	Works independently on standard work; reviewed on the non-standard	Limited supervision	Owns cross-division strategy	Owns area strategy and budget	Self-directed; reviewed at critical decision points	Works independently; owns improvements	Owns org-line strategy and outcomes	Owns multi-year strategy for the area	Sets direction within the domain	Sets direction for the support discipline	Accountable for division strategy and outcomes	Defines direction; minimal oversight	Operates autonomously at the enterprise level
Complexity	Strategic and cross-functional	Day-to-day delivery and people issues	Routine problems with known solutions	Routine, well-defined requests	Multi-function strategy and risk	Cross-project coordination and priorities	Some non-routine problems; applies established patterns	Standard issues within known procedures	Market and competitive strategy	Multi-team execution and resourcing trade-offs	Diverse problems; adapts existing approaches	Complex or non-standard cases	Enterprise strategy and external stakeholders	Strategic priorities and cross-functional alignment	Complex, ambiguous problems; devises new approaches	Cross-case patterns and process gaps	Enterprise- and market-shaping	Org-level trade-offs and investment	Novel, high-ambiguity problems; establishes the approach	Program-level and systemic support problems	Enterprise priorities and external factors	Strategic, open-ended problems shaping the technical future	Industry-level, highly ambiguous problems
Impact	Function-wide enterprise impact	Team output and health	Own deliverables	Individual transactions	Major-area outcomes	Group delivery and development	Own and immediate-team deliverables	Customer satisfaction for own queue	Division-wide	Sub-function outcomes	Project / team outcomes	Resolution quality on the team's hardest cases	Cross-division / enterprise	Function-level results	Multi-team / function outcomes	Team-level quality and efficiency	Organization-line / enterprise	Multi-function results	Org / multi-team outcomes	Support strategy across the function	Division-wide / organization-wide	Organization-wide	Enterprise-wide
Decision rights	Owns strategy and investment for the function	Owns team execution, hiring input, performance	Few independent decisions; escalates the rest	Acts within scripts; escalates exceptions	Owns strategy and resourcing across functions	Owns staffing, priorities, performance for the group	Routine technical choices within guidance	Resolves standard cases; escalates complex	Owns division strategy, budget, and org	Owns goals, budget input, and people decisions across teams	Owns implementation decisions for own scope	Owns escalation resolution within policy	Owns strategy and investment across divisions	Owns strategy, budget, and org design for the area	Owns technical decisions for a system; influences adjacent design	Owns process and quality decisions for the team	Owns a major P&L and org line	Owns investment and org design across functions	Authority over a technical domain	Authority over support practice and standards	Owns strategy, budget, and org for a division	Sets technical strategy for a major area	Final technical authority across multiple domains
Leadership	Executive leadership of a function	Direct people management of one team	None — building the craft	None	Leads function leaders	Manages a team; sometimes manages leads	May guide interns	None	Leads a division's leadership team	Manages managers and/or several teams	Mentors juniors informally	Guides junior support informally	Leads division leaders	Leads managers; sets direction for the function	Technical lead for focused efforts; mentors several	Mentors and coordinates the support team	Senior-most leadership of an org line	Leads directors and managers	Leads cross-team technical initiatives	Subject-matter authority; shapes the practice	Leads the leadership of a division	Recognized authority; multiplies many teams	Sets technical direction org-wide; develops principals

Adjacent families

The work that sits closest to General on the frame — by coordinate distance, not by hand.

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