Write a performance review

1. Lukas Brenner: Performance Review Summary, Proposed Rating, and Evidence

Proposed Rating: Meets Expectations

#### Goal Performance (3/3 Achieved or Exceeded) 1. Cut carrier onboarding time from 21 days to 10: Achieved and exceeded. Reduced to 9 days through iterative UX improvements in the carrier portal. 2. Launch Dispatch v2 by October: Achieved on schedule. Shipped in October, though operational failures necessitated a rollback (detailed below). 3. Grow carriers using live tracking from 40% to 55%: Achieved and exceeded. Reached 57% via targeted nudges and integration updates.

#### Context on Dispatch v2 Dispatch v2 launched in October and was rolled back after six days due to an influx of 340 support tickets driven by a lack of support enablement.

While this was a significant operational failure, the root cause analysis reveals mitigating context: * Lukas was on approved company leave during the critical final week before launch. * His designated deputy ran the final pre-launch checks and missed the cross-functional operational sign-offs. * Accountability rests with Lukas as the DRI, and he owns the failure to ensure his deputy was fully briefed. However, framing this as a total product failure ignores that the core software functioned as engineered and is successfully slated for a polished relaunch next quarter.

#### Peer and Historical Feedback * Peers: 3 out of 4 peer reviews are strongly positive, specifically praising Lukas’s cross-functional collaboration, responsiveness, and his work on the onboarding and tracking initiatives. * Operations: The Head of Operations provided negative feedback regarding the communications breakdown during the Dispatch v2 launch, which is fair and has been addressed directly with Lukas. * Precedent (Fairness/Calibration): Last year, Senior PM Priya experienced an identical launch rollback due to a support enablement failure. Priya was rated "Meets expectations" with no PIP. Calibrating Lukas lower would establish a double standard for identical failure modes within the same peer group.

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2. Recommendation on the PIP

Recommendation: Do not place Lukas on a Performance Improvement Plan.

#### Rationale Placing Lukas on a PIP is unwarranted based on performance, precedent, and HR policy: 1. Performance: He delivered 2 out of 3 major company goals significantly ahead of target, and delivered the third on schedule (with subsequent operational failure). 2. HR Policy Conflict: Railyard HR policy dictates that a PIP requires earlier documented feedback regarding specific performance gaps and an established window to improve. Lukas has received zero written feedback this year regarding strategy or product sense. Issuing a PIP now violates internal policy and exposes the company to unnecessary employment risk. 3. Precedent: Priya received a "Meets Expectations" rating for a similar incident last year. Consistency in calibration is vital for team morale.

Instead of a PIP, Lukas will receive structured coaching, an actionable growth plan focusing on cross-functional operational rigor (specifically launch readiness and stakeholder communication), and clear expectations for his strategic output heading into next year.

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3. Note to Ines On the Evidence

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To: Ines Okoro, VP Product From: [Your Name], Director of Product Subject: Calibration Pre-Read: Lukas Brenner

Ines,

Thanks for drafting the pre-read. I’ve reviewed the data, HR policies, and peer feedback regarding Lukas ahead of calibration in five days, and I recommend we adjust our approach.

I propose we rate Lukas Meets Expectations and drop the recommendation for a PIP. Here is why:

• Goal Delivery: Lukas hit or exceeded 3 out of 3 core goals this year. He cut onboarding time to 9 days (target was 10) and grew live tracking adoption to 57% (target 55%).
• The Dispatch v2 Incident: While Dispatch v2 was undoubtedly painful, we need to look at the full picture. Lukas shipped on time, but the launch failed operationally due to a lack of support enablement. Crucially, Lukas was on approved leave that week, and his deputy ran the final checks. While Lukas owns the outcome as DRI, a single operational stumble on a shipped product does not invalidate a strong year of output, nor does it make him "not strategic enough."
• Precedent & Calibration: Last year, Priya had a nearly identical support-related rollback. We rated her "Meets Expectations" with no PIP. We must maintain consistent standards across the team.
• HR Compliance: HR policy requires prior documented feedback on specific gaps and a chance to remediate before issuing a PIP. Lukas has zero written feedback this year regarding strategy or product sense—our only documented conversation was a single verbal check-in after the Dispatch launch in November. A PIP would not survive HR scrutiny.

Lukas is a strong Senior PM who made a costly execution error on one launch while away. I’ve already addressed launch rigor directly with him, and he’s applying those lessons to the Q1 relaunch. I’ll own his operational coaching moving forward, but a PIP is the wrong tool here.

Let’s chat before the meeting locks in.

Best, [Your Name]