One of the biggest lessons I learned early in my career was from Drew DeVault at Linode, 10 years ago. He was one of the youngest developers in the company (only I was younger, at 20, at the time) but he cared really strongly about thinking through architecture and code decisions when the culture at the time was, and I love those guys, a little haphazard.

Drew had no special position. We all had the same title, "Developer". But he argued so persuasively and so doggedly even when the entire organization seemed against him and somehow he eventually transformed the entire engineering organization.

That's supposed to be impossible! It was entirely new to me. That you don't need to wait behind people with more experience to make the right decision. That you can be part of making the right decision if you can find the logic and the will to do it.

It isn't that simple of course. Politics is politics. But there are plenty of companies with people who will make a good faith effort to do what makes sense but might, without someone's unasked-for effort, do not what makes sense but what is popular because what's popular just kinda seems easiest. And I always like working for these companies, and for the most part have been able to identify them during the interview process.

I learned from Drew to put limited value in seniority. I learned that it's ok to debate. I learned to be prepared and to try to present the facts. I learned to be persistent when I wanted change. I learned that with these skills, it's possible for an individual to redirect the path of an organization.

It took a while longer (and me driving one or two people on my team to quit, to my great regret) to learn when to do these things and when to let things go. Still, this lesson from Drew on what's possible always stands out in my memory. Thank you, Drew.