Comment by lostcolony

When you have difficulty quantifying, you start qualifying, and that leads to some options for quantification as a second order effect.

"Lead the development and maintenance of custom OS underpinning our entire enterprise's technical stack. Worked with stakeholders across every domain within engineering to improve stability, performance, and feature set that enabled every part of the engineering org to better deliver" - "Examples of revenue visible effect are the debugging and patching of (performance improvement to the underlying OS) that reduced CPU utilization across the org, enabling a 3% reduction in fleet costs, allowing the company to save an estimated (estimate 3% reduction in fleet cost from before it was introduced)"

I can't speak to Google, but a good manager can work with their team to really highlight their achievements in a way the promo committee can understand. Admittedly, it still means learning and playing the system, but that's true regardless of the system you use.

Remember, too, that any impact on engineer time -also- has a direct provable reduction in cost. "Took 10 seconds off (process people wait on, build, test, whatever), saving an estimated (###) of engineering hours per year based on the number of teams using (part of process you affected)" should still be evaluated equivalent to revenue. If it isn't, you call it out, "leading to a reduction of engineering operating costs and saving the company roughly (estimate number of man hours * average cost of man hours)". So something that starts "saves effort" can be translated to "saves time" which can be translated to "saves money".