> Conversely the skill-ceiling on managing technical projects is incredibly high. You don't always have to go into management to follow this path though. At co

> Conversely the skill-ceiling on managing technical projects is incredibly high. You don't always have to go into management to follow this path though. At companies I've worked at, as you become more senior as an IC, your role expands from contributing locally on your team to contributing to the entire org. There is also often a split between the technical leadership and the people leadership on teams, which allows lead engineers and managers respectively to focus on each area. IMO an underrated and difficult aspect of modern tech is figuring out technical practices that scale with team size, so that you can add more people without sacrificing quality, focus, speed, etc. I'd say microservices and continuous deployment are two examples of technical practices that address this, but there are more.