My story has some similarities to Kristina's, but I didn't I get to choose when I switched. Here is the kicker since I work in DevOps, with a super heavy emphasis on the Dev side. But like, being a manager doesn't say much at all about what you do. If you actually want to call yourself a legitimate feminist you should spend more time listening and learning. No, but you should not feel superior, either. I literally worked in a place where a coworker had sex with the interns he "mentored" and he "mentored" them directly for the opportunity of sex. She went from being high on the job ladder ("Director") to low on the job ladder ("Associate"), reflecting the fact that she's still developing the capabilities needed to do her new discipline. Yes, going from Director to general population is technically a step down, but more realistically this is a lateral move. It's literally leveling up. If you excel at management, you will eventually make more than most ICs, especially in a tech company where they have to pay up to get engineers to convert to a meeting oriented job. You even said it yourself - money isn't your driving factor. But that's the point where I thought that I love engineering, stopped caring about what others may think, and put my management ambitions in the freezer. Imagine if you didn't have managers, so you had to spend all day answering the phone and emails, sitting in boring meetings, getting interrupted to deal with people problems, making out TPS reports. To be a VP, you have to be a really great manager. In fact my ten-year-old daughter beat the NTY to print last Friday and she lives four hours north of NYC. At my workplace those who really thrive on technical stuff can follow a path to technical glory and those who love the intricacies of managing people get to do just that. Amazon is great, but it's hardly "one of the most enduring companies of all time" yet. I think that's not the case. So kudos to her for taking a demotion in the minds of career ladderists but in reality this sounds like a great way to managing opportunity costs properly and having fun while getting paid. Importantly, any empirical evidence that less management structure improves outcomes is easy to dismiss because it's really just proof that the particular manager/company that failed wasn't a "good" manager/management structure. The paycut hurt at the beginning and it took a lot of self-learning, but looking back I'm very with the decision I made. 3. The potential impact a manager can have is much higher (good manager multiplying their positive impact across good engineers), but an ineffective manager can be less impactful (or even actively harmful) to their direct reports (bad engineer multiplying their negative impact across bad engineers). Soon his pulse began to slow down and soften to where I could barely detect it. Automation prints money and businesses that can harness automation have huge profit margins. > The hardest part for me has been getting used to working on code that lots of other people had worked on. “Unless you might want me to sneak off for a quick- E little break?” Joan flushed, turning her head away from Pyrrha was a rush. Being a Distinguished Engineer is the highest there is for an engineer. I also agree with other commenters who note that it's most likely meant in a tongue-in-cheek way to drive clicks. I've wracked my brain for a week now--I'm an engineer level do-er, I'm not a manager, but 22K a year is a NICE increase and I want to buy a home. If pay stayed the same, then something went wrong. That and the related bits - hashing out nebulous requirements, agreeing on an approach, pinning down an estimate, coming to a consensus on what color to paint the bikeshed. I mean, you gonna stick up for the guy that just got banned? Your manager, as a representative of the company, is wise to amicably transfer an unsatisfied employee to another part of the organization. A lazy manager can get along by just regularly pruning reports who produce more liability than reward. You want to argue that the guy espousing sexism through his anecdotal experiences has valid anecdotes? I can intensely relate as I too have made the pivot from being a UX professional to software engineering a few years back. This is true within companies but at least in Software is often not true between companies. It's a real advantage. The hard part is how 15 years of prior experience is mostly wiped out. Reminds me of a "self-demotion" that worked out well: That of a certain Allan Vermeulen [0] who, by some accounts, was the chief architect of Amazon S3 [1], and by all accounts, an engineer extraordinaire. 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