Can't comment on 1) as it's not really a question, but: 2) Yes, it will be relatively easy, but I suggest doing a bit of soul searching to figure out if it's r

Can't comment on 1) as it's not really a question, but: 2) Yes, it will be relatively easy, but I suggest doing a bit of soul searching to figure out if it's really the role or rather the environment. I wouldn't pin it on ADHD, lots of people have it (and it's a spectrum not a yes/no thing anyway), but rather on: do you prefer working with people or with code? Working with people means nerding out on organization structures and people management, which is different from mentoring. 3.) In Europe, 200-250k USD is hard to come by, and almost impossible for engineering roles. Exceptions apply, of course, but normal engineering roles at medium and large companies are still <€100k. Salary structures are very different here as social security in most countries is stronger. > This conflicts with my core value of learning in depth about technical disciplines and delivering value in medium to high complexity projects rather than delivering low value in a high number of projects. To be happy in engineering management, you need to look at managing a high number of projects as a technical discipline. This IS your discipline. You're doing chaos management. It's a bit like a big data approach for people. You just need to understand that your engineers are not your peers. There is much to learn in building organisations, and you can nerd out BIG TIME with it. For reference: was a startup CTO of a tiny team, got acquired by a big corp, became engineering manager, grew the team to several teams across continents, switched back to engineer as I got frustrated with my work, became less frustrated but also bored and then founded a new startup as CEO (i.e., in your world, switched to product role). So I've done a few of those things, although not from a third world country but rather a privileged first world country position. Still, few people in my journey were able to help me understand the engineering manager position, and our org also wasn't designed to really help me execute it as too many decisions were based in the product org. So I hope my advice helps you a bit. The key to being a happy engineering manager is to understand that you're not doing a bit of this and that, but that you're nerding out BIG TIME in this rabbit hole of building organisations that can house many, many people and make them work together.