From Junior Coder to Tech Director: Key Lessons in R&D Management

At 22, fresh out of university, I started as a programmer earning a salary well above my peers, feeling confident that I had chosen the right path.

I took pride in my technical skills, despised bugs, and refused criticism of my code while judging others by my own standards, which annoyed many colleagues.

By 27, after years of diligent coding, I was promoted to team lead, overseeing five recent graduates. My first management experience left me feeling helpless.

When a new product launched with numerous bugs, I reacted angrily, blaming others before solving problems, which demoralized the team.

Learning from that, I stopped issuing vague tasks, clarified responsibilities, and began rewarding publicly while handling punishments privately.

At 30, I became a technical director and was assigned a three‑month project to develop a new‑architecture version. The pressure was intense; I worked overtime, even sleeping on a cot in the office, and fell ill for a week after the project succeeded.

At 32, I led a testing department of over 70 people, gaining confidence that I could handle any change, just as I had before.

However, managing multiple product lines with differing goals created chaos; I realized I had no external standards and tried to replicate myself in every team member, an impossible task that led to failure.

At 35, I formally transitioned to project management, becoming a project director. Balancing technical expertise with leadership, I now avoid impulsive decisions, establish clear project milestones, implement merit‑based rewards, and focus on team development.

Reflecting on the journey, I identified what I did right and wrong:

What I did right (22‑35):

As a newcomer, I worked diligently and performed my core duties well.

Maintained a visionary outlook while staying grounded.

Provided guidance rather than mere criticism when team members erred.

Avoided common novice management mistakes by defining clear task boundaries.

Led by example, never imposing double standards on overtime.

When becoming a project manager, I built effective performance and reward systems.

Ensured strategies were realistic and executable.

What I did wrong (22‑35):

Handled everything personally, exhausting myself and lacking professional depth.

Relied on my technical ego, neglecting team motivation and atmosphere.

Adopted a command‑style leadership early on, shifting focus away from technical work.

Failed to trust team members, treating myself as the sole benchmark.

This is a candid self‑portrait of a project manager’s career, emphasizing steady effort, learning from mistakes, and continuous improvement.