yeah, idk. like i like being the hero technical guy. thats a role i trained all my life for, and i like it, and when it happens its great.
but in the grand scheme of things, the hero technical guy is actually a band-aid for a set of fundamental problems. you dont need to be the hero if your organization actually dedicated the time and resources you need to fix the problem when you actually needed to fix the problem. and he/she doesn't need to be a technical hero if the team is cross functional and working together properly.
ultimately, these are management problems, not technical problems. they manifest as "it doesn't work" but really, its "we don't work"
idk, i liken it to taking over bedlam at the old CPX. everyone, including the woodsballers, LOVEs to mix it up in bedlam, but the tournament guys are much much much better at it, because it functionally plays far closer to a tournament field, than the woods do. but the dirty secret to actually taking over bedlam, isn't to fight through the city itself, its to take the woods on the one side and shoot everyone in the back. and yet, the second bedlam is in play, everyone run there, including the woodsball guys who are just gonna die in a gun fight with someone who is smaller, lighter, faster and and better at it than them. meanwhile, they'd have a way better chance at taking bedlam, if they stayed in the woods, and steamrolled them there. and like managers, woodsballers are even bad at playing woodsball, where they are supposed to be better than the tournament guys. thus forcing the guys who understand this, to play crawl on there belly woodsball, and try and push through the woods because thats the actually effective way to win the game.
if feel like this in my career right now. like, i want to play bedlam and be a technical guy. but its also largely useless in comparison to actually fixing the systemic problems in the organization that some level of management could actually do. and, that woodsballers (managers) are actually super shitty at woodsball (managing).