Goal templates — Growth Marketing — M5

Demand Generation & Growth Marketing · Growth Marketing · M5 — Senior Director

These are canon-derived frames, not advice: every line is either verbatim JobFrame canon text or a fixed template wrapping it. ⟨target⟩ / ⟨baseline⟩ / ⟨date⟩ are placeholders for the manager to fill in. Nothing here is generated by AI — rows are omitted, never invented, when the canon lacks the underlying field.

SMART goals

One row per canon core output / responsibility this level owns.

JFM responsibility (M5)

Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations

Specific: Deliver: "Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
Relevant: Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale

Specific: Deliver: "Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
Relevant: Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue

Specific: Deliver: "Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
Relevant: Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business

Specific: Deliver: "Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
Relevant: Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

JFM responsibility (M5)

Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function

Specific: Deliver: "Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
Relevant: Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
Time-bound: ⟨date⟩

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1. Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
   Relevant:    Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

2. Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
   Relevant:    Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

3. Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
   Relevant:    Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

4. Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
   Relevant:    Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

5. Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function  [source: JFM responsibility (M5)]
   Specific:    Deliver: "Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Resolves complex, org-wide growth issues — defining the growth model and budget strategy that impact division and company operations."
   Relevant:    Advances the Demand Generation & Growth Marketing · Growth Marketing mandate for a M5 — Senior Director.
   Time-bound:  ⟨date⟩

OKRs

Objectives from this level's core outputs; key results only where a real dimension or capability backs them.

JFM responsibility (M5)

Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations"
Evidence at this level's scope bar: "Multiple functions or a large department" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale"
Evidence at this level's autonomy bar: "Owns multi-year strategy for the area" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue"
Evidence at this level's complexity bar: "Org-level trade-offs and investment" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business"
Evidence at this level's impact bar: "Multi-function results" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M5)

Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function"
Evidence at this level's decision rights bar: "Owns investment and org design across functions" — ⟨target⟩ by ⟨date⟩

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Objective 1: Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations"
  KR2. Evidence at this level's scope bar: "Multiple functions or a large department" — ⟨target⟩ by ⟨date⟩

Objective 2: Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale"
  KR2. Evidence at this level's autonomy bar: "Owns multi-year strategy for the area" — ⟨target⟩ by ⟨date⟩

Objective 3: Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue"
  KR2. Evidence at this level's complexity bar: "Org-level trade-offs and investment" — ⟨target⟩ by ⟨date⟩

Objective 4: Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business"
  KR2. Evidence at this level's impact bar: "Multi-function results" — ⟨target⟩ by ⟨date⟩

Objective 5: Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function  [source: JFM responsibility (M5)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function"
  KR2. Evidence at this level's decision rights bar: "Owns investment and org design across functions" — ⟨target⟩ by ⟨date⟩

MBO areas

Key result areas from this level's responsibilities, each with a standard grounded in the canon leveling rubric where one exists.

Area	Standard	Target	Due
Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations	Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."	⟨target⟩	⟨date⟩
Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale	Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."	⟨target⟩	⟨date⟩
Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue	Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."	⟨target⟩	⟨date⟩
Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business	Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."	⟨target⟩	⟨date⟩
Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function	Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."	⟨target⟩	⟨date⟩

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1. Area: Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."
   Target:   ⟨target⟩   Due: ⟨date⟩

2. Area: Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."
   Target:   ⟨target⟩   Due: ⟨date⟩

3. Area: Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."
   Target:   ⟨target⟩   Due: ⟨date⟩

4. Area: Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."
   Target:   ⟨target⟩   Due: ⟨date⟩

5. Area: Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function  [source: JFM responsibility (M5) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines org-wide growth methods, models, and operating frameworks with business-wide implications, leading through department managers."
   Target:   ⟨target⟩   Due: ⟨date⟩

Scorecard

Only perspectives with real canon backing are shown — no Financial or Customer perspective, since nothing in the canon grounds business-financial or customer measures for a role alone.

Internal process

"Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations"→ ⟨target⟩ by ⟨date⟩
"Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale"→ ⟨target⟩ by ⟨date⟩
"Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue"→ ⟨target⟩ by ⟨date⟩
"Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business"→ ⟨target⟩ by ⟨date⟩
"Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function"→ ⟨target⟩ by ⟨date⟩

Role calibration

Meets the scope bar: "Multiple functions or a large department"→ ⟨target⟩ by ⟨date⟩
Meets the autonomy bar: "Owns multi-year strategy for the area"→ ⟨target⟩ by ⟨date⟩
Meets the complexity bar: "Org-level trade-offs and investment"→ ⟨target⟩ by ⟨date⟩
Meets the impact bar: "Multi-function results"→ ⟨target⟩ by ⟨date⟩
Meets the decision rights bar: "Owns investment and org design across functions"→ ⟨target⟩ by ⟨date⟩
Meets the leadership bar: "Leads directors and managers"→ ⟨target⟩ by ⟨date⟩

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Internal process
  - "Directs the company-wide growth organization through department managers, with decisions impacting division and overall company operations"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Defines the methods, growth model, and operating frameworks (AARRR funnel, experimentation governance) that drive sustainable acquisition and retention at scale"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Owns and allocates the total growth budget across all channels, accountable to the C-suite for CAC/LTV economics and growth contribution to revenue"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Influences executives and key partners on growth vision, channel strategy, and major investment trade-offs across the business"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]
  - "Builds and leads the growth leadership bench, defining the talent strategy, experimentation culture, and analytics maturity for the function"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M5)]

Role calibration
  - Meets the scope bar: "Multiple functions or a large department"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Scope)]
  - Meets the autonomy bar: "Owns multi-year strategy for the area"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Autonomy)]
  - Meets the complexity bar: "Org-level trade-offs and investment"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Complexity)]
  - Meets the impact bar: "Multi-function results"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Impact)]
  - Meets the decision rights bar: "Owns investment and org design across functions"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Decision rights)]
  - Meets the leadership bar: "Leads directors and managers"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Leadership)]