Two clocks on one person: the quarter's goal turned into Monday's work, and the gap funded the week it appears. Same plan, same budget, and a manager confirms it landed.
Kubernetes for platform teamsOn your plan against the Q3 goal.MigrationKubernetesDiscovery
Proof of conceptTrusted by teams at
A quarter's goal, a skill gap the week it appears, a course to fund, and a plan that was written in January.
How it works
1Trigger & Signal
2Knowledge Design
Your LLM + Juno MCP
3Delivery & Adoption
4Measure
Level before and after, distance to the next roleOne person, one journey
Growth is the only process in the company with no start date, so it waits for someone to have a free afternoon. Here it is one solutions engineer over one quarter, started twice: once by the business, once by the work. Her manager decides both times. The four phases are the same on every journey.
Noa needs Kubernetes for the Q3 platform goal. Find the best course, inside or outside, and get it funded.
Talent development
The objective is agreed at the top and then has to be translated, one person at a time, by whoever has the time and the goodwill. In Juno the plan is derived instead of written: the position a person holds, what that position requires, and the objective their team was given. It updates itself when any of the three changes.
My Goals
Two enterprise migrations live
Completed 2 / 4 Steps
A development plan derived from a position and a quarter's objective.
The plan starts from the position she holds, or the one she is aiming at.
Company and team goals held in Juno, or your performance tool where one is connected.
Nobody opens an empty document and invents the development half of a goal.
Change the position or the objective and the plan moves with it.
What to learn, what to do in the work, and when it is checked.
He can start a plan for someone on his team, and she is notified.
Scheduled sessions and events sit in the plan as steps, not as invitations.
Reviews attached to the plan, so the cycle has more than one end date.
Fund the gap
The work throws up something the year did not anticipate, and the honest answer used to be the next cycle. Juno searches dozens of external providers for the one thing that closes it, the right approver sees the request against the gap it names, and the money clears as a voucher, a scoped virtual card, or a reimbursement. Days, not a procurement round.
Kubernetes for platform teamsExternal provider · 4 weeksCourseHow to redeemWallet
An external course request with its approval and the funded access that followed.
The outside world is searched when the internal library has nothing on it.
The approver reads what it is for, not just what it costs.
Direct manager, skip level, department head, finance, or a chain for high-cost requests.
Under a threshold you set, nothing waits for anyone.
The three answers a manager actually needs, with his team's balances beside them.
A code, a scoped virtual card with its own limit and merchant list, or a reimbursement.
AWS, Microsoft, NVIDIA, OpenAI, Claude and Datadog exams, mapped as they change.
The access opens and the step lands in the plan already assigned.
The budget, its policies and what it bought sit on the L&D Wallet page. See the L&D Wallet
Report change
Every system in this category can tell you how many hours were spent and how many people finished. None of that answers the question your CPO actually asked. What Juno records is the level a person held before and after, validated rather than declared, and one line from their manager saying it showed up in the work.
The difference is measured on the framework you already use.
Nobody moves a level by ticking a box that says they have got better.
He confirms the thing he funded turned up in the work: a task owned, a project shipped.
Progress is read against the business goal the plan came from.
Spend is read against the certification and the level it produced.
Earned, dated, held, and visible without asking the person for a PDF.
Each audience sees the two or three numbers they answer for, not all of them.
Take the view into the deck it has to live in.
Internal mobility
A job board shows openings. This shows what it would take.
Most companies publish the paths as a diagram and stop there, which is why the question comes back in every one-to-one. In Juno the company builds and maintains every path it has, and each one carries what the role requires: competencies, know-how and behaviors, each at a required level, with the training that reaches them. A person picks a target, sees the distance, and turns it into a plan linked to that path.
All DepartmentsSolutions Engineering
Solutions Engineering Career Growth
The paths the company actually has, built and maintained where the plans live.
Competencies, know-how and behaviors, each carrying the level the role expects.
What reaches each level sits on the path, not in a separate recommendation.
The person chooses where she is looking. Nothing here decides her next role for her.
Her current levels beside the required ones, on the same framework.
One step from looking at a path to having something to work on.
Three ways to create it, and the plan stays linked to the path either way.
Progress toward the target is visible to the person and to her manager.
Positions and competencies stay yours. We do not bring a taxonomy of our own.
Invite one person, a mentor or a peer, to follow the plan and leave notes; they accept or decline.
We publish no openings, sync no ATS, and nobody applies from Juno.
Every number here is a menu item. A customer picks the two their board asks about and leaves the rest.
What changed
Composed from the numbers you chose
A composed growth view: plans tied to goals, budget against readiness, days from gap to validated level, and distance to a target position.
Three moments in the same twelve months, each judged on a different number.
A shortlist of current courses and videos, one-line reason each. You pick what goes in.
Your AI asks you
The topic and audience, their level, languages, free or paid, any libraries you pay for
I want a topic channel in Juno Journey filled with the best external content, so we don’t rebuild what already exists. Use the Juno Journey connector for anything in Juno. If it isn’t connected, stop and tell me how to add it (https://docs.junojourney.com/mcp/overview). Before you build anything, ask me: 1. The topic and who it’s for 2. Their level (beginner, practitioner, expert) 3. Which languages we need 4. Free only or paid too, and any content libraries we already pay for Ask these in one message, then wait for my answers. Search Juno first for internal courses on this topic; ours come first. Then find external courses, videos and articles and check each is current. Give me a shortlist in 3-5 topics, with a one-line reason and publish date per pick. Only suggest links you actually found. If a library we pay for isn’t connected in this chat, say so; I’ll connect it or paste links from it. After I approve items, create a new private channel with those topics, add only those, and preview it. Adding content to a channel with members notifies them, so ask before touching an existing one. Don’t notify anyone until I say so.
An enterprise bank, a scale-up, and a knowledge manager on personalized development paths.
“Since partnering with Juno, we've expanded employee access to high-quality learning resources like Udemy, LinkedIn Learning, Coursera, Diia.Osvita, and more - all in one place. The simplified access to international content has been especially valuable, letting employees learn quickly without bureaucracy. This helps us respond to business needs, strengthen professional skills, and sustain a culture of continuous learning.”
“We streamlined what used to be a disorganized budget request process, and were able to efficiently manage over 90 requests for conferences and external courses totaling more than $60,000. It's been a game-changer.”
over 90 requests · more than $60,000
Conferences and external courses, managed in Juno
“By creating personalized development paths with Juno Journey, we have been able to create an employee-centric learning approach at our organization, which has significantly boosted our employee engagement and satisfaction”
