19-12-2024
12 december 2024
For technical professionals, the career journey can sometimes feel like a maze. You start with a clear path—coding, designing, problem-solving—but as you climb the ladder, the landscape shifts. Suddenly, you're navigating team dynamics, business strategy, and organizational politics. This shift often introduces what’s known as the Peter Principle, where individuals rise to their level of incompetence, struggling to adapt to new responsibilities.
But what if there’s a way to regain clarity? A way to balance technical expertise with leadership? This shift is where Peter—the central figure of the Peter Principle—encounters the pendulum concept. This concept, introduced by Charity Majors, offers an alternative to the traditional corporate ladder. It suggests that, instead of a linear path to management, technical leaders can oscillate between technical work and management. They can find clarity and growth in the process.
In this post, I’ll share how my career journey mirrors Peter’s, from feeling lost in the challenges of leadership to embracing the pendulum and thriving as a Technical Lead. Along the way, I'll share lessons from my career journey. It spans many industries and roles, from Java developer to Solutions Architect.
From Developer to Solutions Architect: A Career Built on Adaptability
I started my career in 2000 at Accenture as a software engineer, diving into the world of Java development. I quickly became an expert in building enterprise-scale systems, optimizing databases, and designing distributed apps. The environment at Accenture was intense and driven by the “up or out” model, where you either rose through the ranks or moved on. It didn’t take long before I was promoted from a junior developer to technical analyst, and eventually team lead.
As I moved up the ladder, I had to balance hands-on technical work with growing management responsibilities. I worked on large-scale systems for clients like Carrefour, Vodafone, and Telefónica. I specialized in Java, J2EE, and database management using Oracle and PostgreSQL. My work focused on improving backend architectures, implementing business logic, and optimizing performance. While I enjoyed the challenges of coding, the increasing leadership responsibilities began to distance me from the technical work I was passionate about.
It wasn’t until I moved to the Netherlands in 2009 and began working at Qualogy that I truly understood the importance of oscillating between technical and leadership roles. This became especially clear when I joined Qualogy Solutions, a specialized department within the company, where I managed multiple teams working on diverse projects while also developing proprietary products. That was when I started embracing the idea of the pendulum, a balance that would define the rest of my career.
The Pendulum: Balancing Technical and Managerial Skills
Charity Majors' The Pendulum or the Ladder is a key idea. It helps us understand a technical lead's role. The pendulum model, unlike a corporate ladder, is not rigid. It says that technical leaders must shift between technical and managerial roles during their careers. They can and should do so.
The aforementioned concept has a deep connection with my journey. At ING, for instance, I was responsible for automating credit card application approvals. I had two roles: I defined technical stacks and mentored developers. At the same time, I improved team processes and managed third-party integrations. This required advanced technical skills, like Kafka, Spring Boot, and Azure DevOps. It also required strong leadership and process management skills.
Lessons from the Pendulum
- Stay Flexible: A Technical Lead’s role evolves with each project. Some demand hands-on coding. Others need to focus on team dynamics and stakeholder alignment.
- Use Both Skills: Combining technical and managerial expertise can create unique value. Neither role can achieve success alone.
- Recognize Growth Opportunities: The role has both technical and managerial aspects. Thus, switching between them offers opportunities for growth.
The Hard Skills That Anchor the Pendulum
While leadership and strategy are important, it’s my technical expertise that has allowed me to succeed at both ends of the pendulum. Here are some of the hard skills that have been essential throughout my career:
- Cloud Architecture: I have expertise in AWS, Azure, and GCP. I design secure, scalable cloud-based systems for industries from retail to government.
- Software Development: Advanced proficiency in Java, Kotlin, Spring Boot, and Quarkus, enabling me to build robust and scalable applications.
- DevOps Practices: Implementing CI/CD pipelines using Jenkins, Docker, and Azure DevOps to speed up release cycles and improve reliability.
- Microservices & APIs: Designing and implementing microservices architectures and RESTful APIs, to help businesses scale.
- Security: Implementing Zero Trust Security principles and ensuring GDPR compliance, particularly in government and financial services projects.
- Test Automation: Proficient in TDD and BDD methodologies using tools like Cucumber, jUnit, and Rest-Assured to ensure high-quality software.
- Database Optimization: Designing and optimizing database systems (PostgreSQL, Oracle, MS SQL) to support high-volume enterprise applications.
These hard skills have been fundamental in allowing me to lead technical teams, design scalable systems, and stay hands-on with next generation technologies.
Avoiding the Peter Principle: Leading Without Losing Relevance
The Peter Principle (by Laurence J. Peter) says workers often rise to their level of incompetence. They receive promotions for success in their current role, not for readiness for the next one. In IT, exceptional engineers are often promoted to leadership roles. However, they lack the necessary preparation. This can cause stagnation or frustration.
In my career, I've managed this risk by learning and growing. For example, I earned certifications like "Coaching Leadership" and "Leading SAFe." They strengthened my leadership skills. I also stayed involved in technical projects. At ParQ, I used these skills to lead the design and implementation of a cloud-based compliance system. This dual approach kept me effective as a leader and a tech contributor.
Strategies to Avoid the Trap
- Invest in Yourself: Take courses, attend workshops, and seek mentors. This will build your leadership skills and keep you up to date with technology.
- Stay Hands-On: Set time for technical tasks. This includes reviewing pull requests, prototyping solutions, and troubleshooting issues.
- Delegate with careful planning: Empower your team to handle operations. This gives you the freedom to focus on high-priority areas.
Lessons from the Field: Bridging Technology and Business
Let me now explain my personal experiences and let me share some of the lessons I learned. In my 24-year career, I've worked on high-stakes projects in retail, finance, government, and aviation. Each project had unique challenges. Navigating them required a mix of skills: technical expertise, leadership, and business insight.
Staying Technical Amid Leadership Demands
One of the most impactful projects in my career was at ParQ, where I worked as Senior Technical Team Lead. ParQ developed SaaS applications to streamline parking policy management for Dutch municipalities.
I led the design and implementation of a secure, scalable, cloud-native system using Azure and microservices, staying deeply involved in architectural decisions to ensure best practices for scalability and security. I created ArchiMate docs for municipal needs. I used my Dutch skills to align technical designs with business requirements.
In addition to high-level design, I conducted regular technical reviews, mentored developers, and tracked the codebase to maintain quality. By automating workflows through Azure DevOps and robust CI/CD pipelines, I streamlined processes and focused on strategic challenges. These efforts contributed to a 100% security score on internet.nl, ensuring compliance and security excellence.
The project succeeded in onboarding seven municipalities. It delivered a system that simplified parking management for both officials and citizens. This experience demonstrated the value of balancing hands-on technical work with leadership, forming the foundation of my approach to technical leadership.
Aligning Technology with Business Goals
At ING, automating the credit card approval process needed more than tech skills. It required a deep understanding of business workflows. I worked closely with stakeholders to define the requirements. This ensured the solution met both technical and business goals. This alignment not only improved efficiency but also enhanced the customer experience.
Delivering Under Pressure
High-pressure environments test a Technical Lead’s ability to prioritize and adapt. At KLM, we had to design a compliance system for cargo flights. It had to meet tight deadlines, complex rules, and stakeholder expectations. I split the project into phases and encouraged open communication. This balanced technical rigor with practical needs.
The Non-Technical Side of Leadership
While technical expertise is crucial, soft skills often determine a leader’s effectiveness. Throughout my career, I have cultivated skills that go beyond coding:
- Communication: Clear communication is vital. It matters when presenting designs to stakeholders or resolving team conflicts.
- Empathy: Understanding the needs and challenges of team members fosters trust and collaboration.
- Problem-Solving: I have a pragmatic, detail-oriented approach. It helps me solve both technical and interpersonal challenges.
- Vision: Aligning teams with a shared goal ensures sustained motivation and focus.
Reflections on a Long Career
My journey from Java developer to Solutions Architect has been one of growth, adaptation, and a commitment to excellence. Highlights include:
- I led the development of multichannel eCommerce solutions for Albert Heijn, driving digital transformation in the retail industry.
- Designing cloud-based systems at KLM and ING, blending technical innovation with business value.
- At ParQ, I led the development of SaaS apps. They transformed parking management for municipalities.
- Mentoring and training teams across industries, fostering the next generation of IT professionals.
As a Technical Lead, I've learned that success isn't about choosing between being technical or managerial. It's about excelling at both, when needed.
Final Thoughts: Embracing the Challenge
The role of a Technical Lead is challenging and ever-changing, which is precisely what makes it profoundly satisfying. Embrace ideas like The Pendulum and the Ladder. Avoid the Peter Principle and continuously improve your technical and leadership skills. These steps will help you thrive in this complex role.
If you’re an aspiring Technical Lead, here are some guiding principles:
- Stay Curious: As technology evolves at a rapid pace, you should also adapt.
- Communicate Effectively: Your ability to articulate ideas will define your impact.
- Balance is Key: Don’t let leadership pull you too far from the technical work that defines your expertise.
A Technical Lead's journey is about creating value. That can be through code, collaboration, or strategy. In doing so, you leave a legacy of innovation and leadership that shapes the teams and systems you touch.
