Development and career at Instfy
How people grow at Instfy: specialist and leadership tracks, learning on real projects, feedback cycles and mobility across areas.
At Instfy, growing means expanding the impact you create: on clients, on products and on the people around you. This page explains how we think about the development of team members, how we track that growth and which paths are available. It applies both to people who already work here and to those who want to understand what they will find when they arrive.
Growth by impact, not by tenure
We judge projects by their business impact, not by the number of deliverables. We apply the same yardstick to people. Tenure brings context, but it is not the criterion for growth. What counts is:
- The scope of the problems you can solve on your own.
- Quality and consistency of your deliverables across cycles.
- Measurable impact of your work on clients, products and Instfy itself.
- Contribution to others: how much you help colleagues, network specialists and clients do better.
- Alignment with the principles described in Culture and principles.
Two tracks
Not everyone wants to lead people, and that should not limit growth. That is why we work with two tracks that are valued equally.
| Aspect | Specialist track | Leadership track |
|---|---|---|
| Main focus | Depth in one skill | Integrating skills and people |
| How impact grows | More complex problems and standards others adopt | Larger projects and teams that deliver better |
| Role on projects | Technical or domain reference | Project lead, responsible for integrating the areas |
| Developing people | Mentoring and technical review | Coaching, feedback and team building |
Neither track is permanent. You can switch tracks when your interests and the company's needs point in that direction. The levels, job titles and criteria for each stage are defined by Instfy and presented in development conversations.
How you learn here
Most learning happens on the job: on real projects, with experienced people and with room to make mistakes early and fix them quickly. We complement this with planned training, recorded in the Training module of ERP Instfy, and with constant exchange between the core and the expert network.
Feedback and reviews
Continuous feedback
Feedback does not need to wait for a formal cycle. At the end of each deliverable and each decision point, there is room to talk about what worked and what can improve. You can and should also ask for feedback at any time.
Performance cycles
In periodic cycles, you and your lead review the period based on evidence, not impressions:
- Self-assessment: you record what you delivered, the impact you created, what you learned and where you want to go.
- Lead assessment: your lead records their assessment based on the agreed metrics and goals.
- Development conversation: you discuss the results, align expectations and set goals for the next cycle.
- Development plan: you agree on training, projects and experiences that help you grow on your chosen track.
Metrics, goals and reviews are recorded in the Performance module of ERP Instfy, with history. The frequency of the cycles and the criteria for each level are defined by Instfy and communicated to the whole team.
Prepare your performance conversation the way we prepare a project: start from the baseline, show what changed and explain why. Concrete examples are worth more than adjectives.
Internal mobility
The way Instfy is organized, around projects rather than isolated departments, encourages mobility:
- Across areas: someone who starts in technology can move closer to AI or data, someone working in brand can move into growth, and so on, depending on interest, readiness and project needs.
- Between products and projects: you can move between work on ecosystem products and client projects.
- Between offices: with a presence in New York, Orlando, Miami, São Paulo, Shanghai and Dubai, opportunities in other cities may come up. They depend on the company's needs, the role and the legal requirements of each country, and are evaluated case by case.
To express interest in a move, talk to your lead. The topic is also part of development conversations.
Recognition
We recognize impact, not just effort. This shows up in the assignment of larger projects and responsibilities, in progression within the tracks and in recording, during review cycles, contributions that made a difference for clients and the team. Compensation and progression policies are defined by Instfy and presented to each person in development conversations.
Frequently asked questions
How does career growth work at Instfy?
There are two tracks that are valued equally: specialist, focused on depth in one skill, and leadership, focused on integrating people and areas. Growth comes from the impact you create, not from tenure.
Do I need to become a leader to grow?
No. The specialist track lets you grow in responsibility and impact without leading people, by becoming a reference in one area. You can switch tracks when it makes sense for you and for the company.
How often do performance reviews happen?
Reviews happen in periodic cycles defined by Instfy and communicated to the team. They combine a self-assessment, a lead assessment and a development conversation, recorded in the Performance module of ERP Instfy.
Can I change areas or offices?
Yes, depending on interest, readiness and project needs. Moves between offices also depend on the role and the legal requirements of each country and are evaluated case by case with your lead.
How do I ask for feedback outside the review cycle?
Ask your lead directly or the people you worked with on a deliverable. The end of each deliverable and each decision point is a good time to do it.
Next steps
Revisit the principles that guide growth or explore open opportunities.