Well, the whole managers who take client input is a bit of an iffy situation: you see, the whole think suffers from the “chinese wispers” problem (the longer the chain between those who require something and those who implement it, the more the message gets distorted and the implementation is off from the actual requirements).
So not only do companies whose core business is not Tech value more technical people who can talk directly to the business (it keeps the rate of misunderstandings smaller and improves need-to-solution turnaround), but even companies that sell IT services (i.e. consultancies) value more people who understand both the technical side and the client (which are the businesses the work for) side - for example an IT “consultant” from the likes of Accenture needs basically that kind of skillset, as well as some salesmanship.
The ones were that is really not valued at all are the B2C Tech companies (i.e. companies that make products for consumers).
My own experience doing software engineering for Investment Banks is that, at least in the IT area I worked in (mainly the “frontoffice”, which deals with things like providing trading solutions directly to business users such as traders), having both sides was very valuable and in fact frontoffice hiring managers prefer techies who “know the business” (it’s usually an absolute requirement for the more senior techie positions) and was the one that paid the most out of all IT areas in there.
Also don’t forget that the being self-directed is also very important: you might not see that because you’re in smallish companies were people have to wear many hats (i.e. do a bit of everything) and the only the ones who can “sort things out” survive, but in really large companies people are a lot more narrowly focused and when everybody does just a narrow set of things you’ll find a lot more the low initiative kind of programmer who won’t really do even the most basic of self-management and needs to be fed very precise tasks to execute rather than be given a problem and figuring out the rest. Many managers in there do value people who can basically be instructed to “solve this problem” rather than need to be constantly fed instructions.
I can understand the whole burning out if on a large project on your own - personally for me it’s a time thing: by the 2 years mark I start getting bored and looking for new challenges. Fortunatelly projects in bigger companies, because of having a lot more people, even though they’re huge compared to solo developer projects, tend to last around 2-3 years or less and actually most projects are of the “add/adjust functionality on an existing system” kind rather than the so-called “greenfield projects” (i.e. done from scratch) and those are more measured in weeks of a few months.
Well, the whole managers who take client input is a bit of an iffy situation: you see, the whole think suffers from the “chinese wispers” problem (the longer the chain between those who require something and those who implement it, the more the message gets distorted and the implementation is off from the actual requirements).
So not only do companies whose core business is not Tech value more technical people who can talk directly to the business (it keeps the rate of misunderstandings smaller and improves need-to-solution turnaround), but even companies that sell IT services (i.e. consultancies) value more people who understand both the technical side and the client (which are the businesses the work for) side - for example an IT “consultant” from the likes of Accenture needs basically that kind of skillset, as well as some salesmanship.
The ones were that is really not valued at all are the B2C Tech companies (i.e. companies that make products for consumers).
My own experience doing software engineering for Investment Banks is that, at least in the IT area I worked in (mainly the “frontoffice”, which deals with things like providing trading solutions directly to business users such as traders), having both sides was very valuable and in fact frontoffice hiring managers prefer techies who “know the business” (it’s usually an absolute requirement for the more senior techie positions) and was the one that paid the most out of all IT areas in there.
Also don’t forget that the being self-directed is also very important: you might not see that because you’re in smallish companies were people have to wear many hats (i.e. do a bit of everything) and the only the ones who can “sort things out” survive, but in really large companies people are a lot more narrowly focused and when everybody does just a narrow set of things you’ll find a lot more the low initiative kind of programmer who won’t really do even the most basic of self-management and needs to be fed very precise tasks to execute rather than be given a problem and figuring out the rest. Many managers in there do value people who can basically be instructed to “solve this problem” rather than need to be constantly fed instructions.
I can understand the whole burning out if on a large project on your own - personally for me it’s a time thing: by the 2 years mark I start getting bored and looking for new challenges. Fortunatelly projects in bigger companies, because of having a lot more people, even though they’re huge compared to solo developer projects, tend to last around 2-3 years or less and actually most projects are of the “add/adjust functionality on an existing system” kind rather than the so-called “greenfield projects” (i.e. done from scratch) and those are more measured in weeks of a few months.