[ore0s]

This speaks a lot to me. If an integration was new, or I'd never managed resources before, or worked cross-org in any way, I'd just pick it up. I'd even do the PM's job of interviewing the customers, validating if we were targeting real painpoints, and attempting to drive product direction.

Over a few years I worked on several projects, which all became the company's product suite. They all gained adoption, became very valuable and were sold to several customers, but they were not reliable. Even less so after they moved me off. But they were solving real problems, and customers were still happy, and so the company still kept them alive with bigger teams.

The company attained unicorn status, but I never really got ownership of any 1 project or product. I'd get increasing requests for help across the growing product suite, was able to help effectively, and simultaneously took on new feature development work.

In the latter part of my time there, I found out I may have been in the bottom quartile of pay for the team I was in, while being perceived as the top performer by coworkers.

I was in a slow 'burn out' but never fully checked out. Maybe because I think I rarely put in over 50 hours a week. Never touched comms during weekends.