I feel John's pain, after a decade of consulting and working for big tech companies.
I think though the major skill at a large organization is not speed of delivery, or even amazing software, but getting everyone bought in, and rowing in the same direction. That's really hard, and 90% of it is emotional labor. That's actually what a Principal Eng or Director does at a big company. Then if you can actually turn the 'Death Star cannon' of a large org at something, it's really powerful. But it can certainly be an exhausting skill.
I think folks who are great software builders, that thrive at small companies can sometimes fail to appreciate those skills. Conversely, 'big company' people look at the crazy, yet productive, ways of small companies and roll their eyes at their lack of "maturity". Both sides require very unique skillsets, and I'm appreciating, often disjoint sets of people that thrive in both settings.
I think though the major skill at a large organization is not speed of delivery, or even amazing software, but getting everyone bought in, and rowing in the same direction. That's really hard, and 90% of it is emotional labor. That's actually what a Principal Eng or Director does at a big company. Then if you can actually turn the 'Death Star cannon' of a large org at something, it's really powerful. But it can certainly be an exhausting skill.
I think folks who are great software builders, that thrive at small companies can sometimes fail to appreciate those skills. Conversely, 'big company' people look at the crazy, yet productive, ways of small companies and roll their eyes at their lack of "maturity". Both sides require very unique skillsets, and I'm appreciating, often disjoint sets of people that thrive in both settings.