"I think experience is experience" — Lessons over a

"I think experience is experience" — Lessons over a Career

When I started my career, I had a lot of ideas about what mattered most—how to grow, what to prioritize, and how to measure success. Looking back after 15+ years in the industry, I realize many of those beliefs didn’t hold up. Here are a few of the things I used to think were true, and what I’ve learned instead.

1. Free Lunch Is a Good Thing

Early in my career, I thought free lunches and perks were the ultimate signs of a great company. Who doesn’t love free food, after all? But over time, I realized these perks often come with a hidden cost. They can blur the boundaries between work and personal life, encouraging you to spend more time at the office without questioning whether that time is productive—or even healthy.

I also learned the hard way that companies that act like “family” often don’t behave like one when times get tough. I was laid off during the 2008 financial crisis—not because I didn’t work hard, but because the business had to make tough decisions. That was a wake-up call: No matter how warm and fuzzy a workplace feels, it’s still a business at the end of the day.

What I’ve learned: A good company doesn’t need to lure you with perks or a “family” narrative. They value your time, respect boundaries, and offer fair compensation for your work. Work-life balance and security matter more than free snacks.

2. Unlimited Vacation Is a Great Thing

“Unlimited vacation” sounds like a dream: no hard caps on vacation time as long as you get your work done. But in practice, it often leads to people taking less time off. Without clear guidelines, employees may hesitate to take vacations, unsure of what’s “acceptable.” In some companies, it can even feel like a cost-saving measure, avoiding payouts for unused days when you leave.

That said, unlimited vacation can work when backed by a supportive culture. Leadership must model taking breaks, expectations should be clear (e.g., “We encourage at least 3-4 weeks off annually”), and time off needs to be actively encouraged.

What I’ve learned: A vacation policy is only as good as the culture behind it. If you’re evaluating such a policy, ask questions like, “What’s the average vacation taken?” or “How does leadership model taking breaks?” Unlimited time off works best when employees feel empowered to use it without guilt.

3. It’s All About Technical Skills

Early on, I believed that technical expertise was everything. If you wrote great code, solved tough problems, and knew all the frameworks, you were set. While technical skills are undeniably important, I quickly learned they’re only part of the equation.

As you grow in your career, so-called “soft skills” often become the differentiator. Working effectively with other teams, collaborating with non-technical stakeholders, and understanding the needs of the customer can make or break a project.

What I’ve learned: The higher you climb, the more your success depends on your ability to communicate, collaborate, and see the bigger picture. Technical skills get you in the door; people skills and business sense keep you growing.

4. Working Harder Is the Same as Working Smarter

Early in my career, I believed putting in extra hours—working late nights, weekends, and pushing harder than everyone else—was the ultimate path to success. For a while, it seemed to pay off. But the truth is, this kind of hustle culture isn’t sustainable, and it often does more harm than good.

Here’s the problem: beyond a certain point, the returns on working more hours start to diminish. Fatigue creeps in, mistakes happen, and creativity suffers. Worse, if you’re in a leadership position, modeling this behavior can set unrealistic expectations for your team. When leaders work insane hours, it creates subtle (or not-so-subtle) pressure for everyone else to do the same. What starts as one person’s extra effort can snowball into a toxic culture of burnout.

Yes, working harder may deliver short-term results. But over time, it drains morale, erodes trust, and increases turnover. A team that’s burned out doesn’t deliver its best work—they simply try to survive.

What I’ve learned: Productivity isn’t about how many hours you work—it’s about the impact of the work you do. Long-term success comes from focus, prioritization, and knowing when to step away. As a leader, it’s your responsibility to model healthy boundaries and set a culture where sustainable productivity is the goal. Don’t let short-term gains come at the expense of long-term well-being.

5. Promotions Are the Goal

For a long time, I thought promotions were the ultimate measure of success. Climbing the ladder seemed like the natural progression of a career. But not all promotions are created equal, and not everyone finds fulfillment in management or senior roles.

What I’ve learned: Success is deeply personal. For some, it’s about leading teams. For others, it’s about deep technical expertise or meaningful contributions. Don’t pursue promotions for their own sake—pursue what aligns with your values and goals.

6. You Have to Stay on the Cutting Edge

When I started, I believed staying on the cutting edge—learning every new technology, framework, and tool—was essential to remaining relevant. The fear of falling behind was constant. And while there’s value in staying curious and adaptive, I’ve learned that chasing trends indiscriminately can lead to shallow knowledge, constant stress, and a lack of focus on what truly matters.

Why the Cutting Edge Can Be Good

Adaptability: Keeping an eye on emerging trends helps you recognize opportunities and adapt to changes in the industry. Some tools or frameworks can dramatically improve productivity or solve problems in ways older technologies can’t.
Innovation: Staying current allows you to bring fresh ideas to your team and avoid falling into the trap of “we’ve always done it this way.”
Career Growth: For certain roles, like startups or cutting-edge industries, knowledge of the latest tools can set you apart and keep your skills in demand.

Why It Can Be Harmful

Shallow Knowledge: Constantly hopping between new frameworks or tools can leave you with a surface-level understanding of many things, but mastery of none. Deep knowledge often comes from long-term experience with a technology.
Burnout: The pressure to “keep up” with everything can be overwhelming. No one can learn everything, and trying to can leave you exhausted and stressed.
Distracted Focus: Chasing trends can lead to solving problems that don’t exist or over-complicating solutions. Sometimes the tried-and-true methods are the better choice.

Striking the Right Balance

Instead of chasing every shiny new thing, focus on the fundamentals. Mastering core skills—clean code, algorithms, architecture, and problem-solving—gives you a foundation to pick up new tools as needed. At the same time, stay curious and keep an eye on trends relevant to your domain. It’s not about knowing everything—it’s about knowing enough to identify when a new tool is worth investing in.

What I’ve learned: The cutting edge is a double-edged sword. While staying current is valuable, depth and focus will always provide more lasting value than chasing trends. Keep learning, but don’t let the fear of missing out drive your career. Balance curiosity with intentionality, and you’ll always be able to adapt when it matters.

7. The Work Speaks for Itself

I used to believe that if I just did great work, people would notice. But the truth is, in most organizations, visibility matters just as much as the quality of your work. Without visibility, even the best contributions can go unnoticed, and opportunities may pass you by.

It’s a classic case of "the squeaky wheel gets the grease." In business, the people who speak up, share their achievements, and advocate for their work are the ones who often get the resources, recognition, and support. This doesn’t mean you need to brag or take undue credit—it’s about making sure your work has the impact it deserves.

Why Highlighting Wins Matters

Advocacy for Yourself: Sharing your achievements helps others understand the value you bring to the table. It’s not about self-promotion—it’s about ensuring your efforts are recognized so you can continue to grow and contribute.
Advocacy for Your Team: As a leader, highlighting your wins also shines a spotlight on your team. Sharing successes can boost morale, build trust, and help your team gain visibility across the organization.
Resource Allocation: When leaders understand the impact of your work, they’re more likely to invest in your team. Whether it’s additional budget, headcount, or support, visibility drives resources.

How to Highlight Your Wins Effectively

Focus on Impact: When sharing achievements, emphasize the results. For example, instead of saying, “I launched a feature,” say, “The feature I launched increased user retention by 15%.”
Make It About the Team: If you’re in a leadership position, frame your successes as team wins. For example, “Our team’s hard work delivered X results.”
Communicate Consistently: Don’t wait for annual reviews to share your progress. Regular updates—whether in meetings, emails, or one-on-ones—help keep your contributions top of mind.

What I’ve Learned

Great work doesn’t always speak for itself. It’s up to you to make sure it gets heard. Advocate for your contributions, and if you’re a leader, amplify the achievements of your team. This isn’t about bragging—it’s about ensuring the right people see the value of your work and providing credit where it’s due.

In the end, highlighting wins isn’t just a career move—it’s a way to build stronger teams, secure resources, and make a greater impact in your organization.

8. Your Manager Will Guide Your Growth

When I started out, I believed my manager’s job was to define my career path, advocate for my development, and help me grow. While good managers play a critical role in supporting and enabling your progress, I’ve learned that the people who take ownership of their career journey are the ones who truly get ahead.

A manager can’t read your mind or know your ambitions unless you make them clear. What motivates you? What do you want to achieve? The job of a manager is to take your professional goals and help you chart that path within the organization—but only if you come prepared with a vision for yourself.

Why Ownership Matters

When you take responsibility for your growth, you’re no longer waiting for opportunities to come to you. You’re actively seeking them out and demonstrating initiative. This shift in mindset can transform your career trajectory. Instead of being someone who “gets promoted,” you become someone who earns it by showing that you’re ready for the next step.

How to Take Ownership of Your Career

Define Your Goals: Be clear about what you want. Do you want to grow into a leadership role? Develop deep technical expertise? Switch into a new domain? Write it down and share it with your manager.
Ask for Opportunities: If you want to move beyond an IC role, for example, take ownership of a larger feature or an epic that involves cross-functional collaboration. Use this as an opportunity to demonstrate leadership qualities.
Seek Feedback: Regularly ask your manager, peers, or mentors for feedback. What are your strengths? Where can you improve? Use their insights to refine your path and address gaps.
Find Mentors: A manager is just one person. Seek out others who inspire you or have the kind of career you want. Their perspective can help you see opportunities you may not have considered.

What I’ve Learned

Your growth is ultimately your responsibility. A great manager can be an incredible ally, but they’re not there to chart your path for you. Be proactive: set your goals, communicate them, and take on challenges that showcase your readiness for more responsibility. Whether it’s leading a complex project, mentoring a junior developer, or solving a high-visibility problem, take steps that align with your ambitions.

Career growth isn’t passive—it’s an active process of reflection, communication, and action. The sooner you embrace that, the faster you’ll move toward the career you want.

9. Understanding the "Why" Isn’t My Responsibility

Early in my career, I thought understanding the bigger picture—why we were building something, who it was for, and what problem it solved—was someone else’s job. Product managers, sales teams, and marketing were the ones worrying about the "why," while I focused on the "how." My job was just to write the code and ship the features.

But I’ve learned that understanding the "why" is critical to building meaningful software. It doesn’t matter if you’re working on customer-facing features, internal tools, or infrastructure. Knowing the purpose behind your work helps you make better decisions, anticipate potential challenges, and contribute more effectively to the overall success of the team.

Why the "Why" Matters

Better Decision-Making: When you understand the goals behind a project, you can prioritize tasks, suggest improvements, and spot potential issues before they arise.
Ownership: Understanding the "why" gives your work meaning. You’re not just completing tasks—you’re solving problems and creating impact.
Alignment with the Team: Knowing the purpose behind the work ensures you’re pulling in the same direction as the rest of the organization. It helps avoid miscommunication and wasted effort.

How to Embrace the "Why"

Ask Questions: Don’t be afraid to ask, “Why are we doing this?” or “What problem are we solving?” Understanding the context is a strength, not a weakness.
Think Like the End User: Whether it’s a customer, a colleague, or a system, consider how your work will be used and what challenges it’s solving.
Collaborate with Stakeholders: Take the time to listen to product managers, designers, or team leads. Their insights can deepen your understanding of the broader goals.

What I’ve Learned

Great engineers don’t just write code—they solve problems. And you can’t solve problems effectively without understanding the purpose behind your work. Whether you’re building customer-facing features or optimizing internal systems, knowing the "why" ensures your contributions are thoughtful, impactful, and aligned with the bigger picture. Don’t leave the "why" to someone else—make it part of your process.

Final Thoughts

If I could go back and give my younger self advice, it would be this: focus on what truly matters. Invest in relationships, understand the bigger picture, and don’t let shiny perks or short-term goals distract you. Your career is a marathon, not a sprint—and the most fulfilling path is one aligned with your values.

What’s something you’ve learned in your career that you wish you knew earlier? Let’s keep the conversation going on Twitter or Bluesky.