Vivint rapidly went from being a startup to being a billion-dollar household name. It needed a consistent career framework to catch up with its size.
Job Design
Organizational Design
Total Rewards and Job Architecture
2014 to 2024
Fast growth is a good problem, and Vivint experienced plenty of it. New jobs were created, teams grew, and the structure underneath could not keep up. Similar jobs drifted apart, pay and talent decisions became hard to follow, and career paths were unclear. None of it was anyone's fault. It is just what happens when a company grows faster than the systems around it.
Vivint needed a job architecture framework fast to prepare for its acquisition by NRG. It also needed a framework to anchor talent and pay decisions. The career framework also clarified career paths for all 12,000 employees.
The work ran end to end. It started by listening: market research and listening sessions with leaders. Then came clear guides that define job levels and career tracks. New systems were implemented to modernize benchmarking methods. Last came the part that makes or breaks any organization-wide shift: change management and training.
Jobs got clearer. Pay decisions became easier to explain. People could finally see a way forward. Together, it reshaped work and defined how thousands of employees are paid. Vivint was proof that these organizational design methods translate across industries and organization types. Vivint was one piece of a broader career arc designing work that works for people and the places they work.
