[proc0]

> A senior engineer can tell if they did well with an A-B test in the market. A staff engineer can tell if they did well by seeing market share grow.

I don't get this, these are marketing and business skills. I don't understand why tech roles don't leverage the full power of engineering and instead engineers are steered towards tangential specializations. This isn't true across the board of course, but how can companies not see the value of letting some engineers become the technical experts without needing all these related skills? Knowing advanced CS and information theory can help, if anything to keep the other engineers up to date (and I think it would involve technical leadership, just not in terms of managing others), but it's not valued at all and without those other skills it seems engineers just stay as "contributors" (i call this bottom feeders).