# Example: Build an Individual Development Plan

Fictional company, role and people.

## What the user pasted

> 1:1 notes, 3 July, S.A. (Marketing Coordinator, Brightfield Software) with manager Karim.
>
> S. wants to move towards product marketing, maybe a PMM role in a year or so. Good at writing, the webinar landing pages she did got great feedback from sales. Less confident presenting, freezes a bit with execs. Doesn't know much about pricing/positioning. Q4 is crazy (events season) so realistically 2–3 hrs a week max, less in Oct–Nov. We have a €600 learning budget each. Jonas (PMM) said he'd be happy to help. Maybe she could do the competitor one-pager for the new release?
>
> Karim: "I'd also like her to be faster with the campaign reports."

## What the skill produced

# Development plan: S.A., Marketing Coordinator

**Plan period:** Jul–Dec · **Manager:** Karim · **Time available:** 2–3 hours per week (less in Oct–Nov) · **Drafted from:** 1:1 notes, 3 July · **Status:** Draft for S.A. to review

## Your aim

Move towards product marketing, possibly a product marketing manager role "in a year or so".

## Strengths to build on

- Clear, persuasive writing: the webinar landing pages got strong feedback from sales.

## Goals at a glance

| Goal | Done looks like | Est. hours (total) | Target date |
|---|---|---|---|
| 1. Positioning basics | You draft positioning and a competitor one-pager that Jonas signs off with light edits | 20 | Sep |
| 2. Presenting to senior people | You give a 10-minute update to the leadership team and answer their questions yourself, without Karim stepping in | 20 | Dec |

**Time check:** About 40 hours over six months. Jul–Aug: about 10 hours a month (Goal 1). Sep: about 10 hours (sales talk and workshop). Oct–Nov: about 2 hours a month. Dec: about 6 hours for the leadership update. Each month fits within 2–3 hours a week. This fits the time you have. Faster campaign reports was left out as a development goal; see Notes.

## Goal 1: Positioning basics

**Why it matters:** Positioning and competitor analysis are core product marketing skills, and the new release needs a one-pager.

| Type | Activity | Who helps | When | Est. hours |
|---|---|---|---|---|
| Experience (~70%) | Write the competitor one-pager for the new release | Jonas reviews | Jul–Aug | 14 |
| People (~20%) | Sit in on two of Jonas's positioning sessions; ask him for written feedback on the draft | Jonas | Jul–Aug | 4 |
| Courses (~10%) | A short online positioning course, within the €600 budget | [Provider TBC] | Jul | 2 |
| **Total** | | | | 20 |

**Support needed:** Your manager will protect 2 hours a week in July–August and introduce you to the release team.

## Goal 2: Presenting to senior people

**Why it matters:** Product marketing work is often presented to leadership and sales.

| Type | Activity | Who helps | When | Est. hours |
|---|---|---|---|---|
| Experience (~70%) | Prepare and give the one-pager talk at the sales team meeting, then a leadership update | Karim arranges slots | Sep, Dec | 14 |
| People (~20%) | Rehearse with your manager; ask one attendee for feedback each time | Karim, [attendee TBC] | Before each talk | 4 |
| Courses (~10%) | A short presentation skills workshop | [TBC, remaining budget] | Sep | 2 |
| **Total** | | | | 20 |

**Support needed:** Your manager will book the speaking slots and give you feedback within a day.

## Milestones and check-ins

| When | Milestone | How we will see progress |
|---|---|---|
| Early Aug | First draft of the one-pager | Jonas's written feedback |
| Mid Sep | One-pager signed off; sales meeting talk done | Sign-off; attendee feedback |
| Mid Dec | Leadership update given; questions answered without Karim stepping in | Your view, then Karim's |

Check-in dates: 31 July, 18 September, 16 December. You share your view first; your manager adds theirs.

## First steps (next two weeks)

1. Tell Jonas you'd like to do the one-pager and agree a draft date (you)
2. Your manager will confirm the release timeline and share the brief with you (Karim)
3. Pick a positioning course and send it for budget approval (you)

## Notes

- This is a voluntary development plan. It is not a performance improvement plan and does not promise a promotion or pay change.
- Your manager's point on faster campaign reports is about current performance expectations. It is better discussed in your regular 1:1s than included here, unless you want to add it as a goal.

## Open questions

- Which positioning course and presentation workshop? [TBC]
- Do you agree with these two goals and dates? [TBC]