[proc0]

In my experience the software industry does not optimize engineering roles based on technical metrics. Getting promoted rarely involves demonstrating how you have grown technically. Instead it's about how well you communicate to the team and leadership, how well you organize the team around a problem, how well you put together a planned schedule. Getting estimates right and coming up with simple, effective solutions (for example), is rarely looked at for promotion. In other words, as engineers get promoted they do less engineering... and amazingly this has been literally admitted to me as if there's nothing wrong with it. It's no surprise that codebases get constantly re-written, simple features take exceedingly long to ship, and there is always a long list of bugs to fix, that often have recurring root causes that are never fixed. I think there's a need for engineers to optimize and maximize their specialty within an organization (because a lot of it is domain specific), and it would prevent a lot of the problems that plague software development, specially at enterprise levels.