Quantifying individual engineer output - lines of code, etc - has many well-known problems.
Quantifying impact of mentorship, technical leadership, management inherits all those problems and then adds new confounding factors in on top of it!
Quantifying business metrics changing is usually going to be misleading at best short of for, say, a CTO, and even then it's gonna also depend on product, sales, marketing, etc.
1. The corporation itself is built on business metrics though. Everyone quantifies this way, it’s table stakes to portray oneself as responsible for a positive change in business metrics. You still must pretend they matter even if you know better.
2. What do you think about quantifying by the free market? Eg. the annual revenue contribution of a new SaaS SKU that you spearheaded.
Quantifying impact of mentorship, technical leadership, management inherits all those problems and then adds new confounding factors in on top of it!
Quantifying business metrics changing is usually going to be misleading at best short of for, say, a CTO, and even then it's gonna also depend on product, sales, marketing, etc.