LinkedIn Posts Search Scraper

[
  {
    "url": "https://www.linkedin.com/posts/lara-hadry_being-a-project-manager-is-boring-you-spend-activity-7458154534578782210-PnQf",
    "id": "7458154534578782210",
    "user_id": "lara-hadry",
    "use_url": "https://de.linkedin.com/in/lara-hadry?trk=public_post_feed-actor-image",
    "title": "Being a Project Manager is boring. You spend your days talking to people across every single department. Finance. Legal. Tech. Operations. Marketing. The C-suite. Boring. You sit at the… | Lara Isabella Hadry | 180 comments",
    "headline": "Being a Project Manager is boring.",
    "post_text": "Being a Project Manager is boring. You spend your days talking to people across every single department. Finance. Legal. Tech. Operations. Marketing. The C-suite. Boring. You sit at the intersection of strategy and execution. You are one of the few people who sees the full picture. Boring. You have to resolve conflicts between senior stakeholders. Navigate politics nobody put on the org chart. Keep people aligned when priorities are pulling in five directions. Incredibly boring. You present to directors, boards and clients. You translate complex delivery into something a room full of executives can act on. Snooze. You think analytically, manage risk, make judgment calls daily. Often with incomplete information and no time to wait. Yawn. You build relationships across every level of the business. People call you when things go wrong. And when things go right, they call you for the next one. Truly, deeply boring. Here is the thing nobody tells you before you transition into Project Management. There is almost no other role that gives you this much exposure. To people. To decisions. To the inner workings of how a business actually runs. The World Economic Forum lists Project Management as one of the fastest growing roles through 2030. Every industry needs PMs. Banking. Healthcare. Tech. Construction. Energy. You name it. It is not a role you grow out of. It is a role you grow into. And if you are sitting in a different career right now wondering whether the transition makes sense? It is probably the most boring great decision you will ever make.",
    "date_posted": "2026-05-07T14:03:26.831Z",
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      {
        "post_url": "https://www.linkedin.com/posts/eric-poersel_a-project-manager-should-be-renamed-to-people-activity-7459561696697856000-Mnak",
        "post_id": "7459561696697856000",
        "user_id": "en",
        "use_url": "https://www.linkedin.com/posts/eric-poersel_a-project-manager-should-be-renamed-to-people-activity-7459561696697856000-Mnak",
        "headline": null,
        "post_text": "A Project Manager should be renamed to People Manager, because that is more accurate. Mediating between all stakeholders is one of the most important tasks. If all stakeholders were perfectly aligned, the project probably wouldn't need a dedicated manager at all.",
        "date_posted": "2026-05-11T11:15:00.447Z",
        "num_likes": 2,
        "num_comments": 2,
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      {
        "post_url": "https://www.linkedin.com/posts/rasaq-raji_great-project-managers-and-administrators-activity-7451962554421030912-kfO3",
        "post_id": "7451962554421030912",
        "user_id": "rasaq-raji",
        "use_url": "https://www.linkedin.com/posts/rasaq-raji_great-project-managers-and-administrators-activity-7451962554421030912-kfO3",
        "headline": null,
        "post_text": "Great project managers and administrators see the projects in black and white. The most efficient ones see every shade in between. In 2026, that difference is the professional edge. A few years ago I read a book called Range. David Epstein, the author, makes a case that challenges everything we’ve been told about expertise. The professionals who thrive in complex, unpredictable environments aren’t the ones who went narrower and deeper. Whereas, they’re the ones who have accumulated a wide range of field knowledge and experiences, connected seemingly unrelated ideas, and applied thinking from one domain to solve problems in another. In short: generalists don’t fall behind. In the right conditions, they pull ahead. “The challenge we all face is how to maintain the benefits of breadth, diverse experience, interdisciplinary thinking, and delayed concentration in a world that increasingly incentivises, even demands, hyper-specialisation.” — David Epstein, Range This is exactly why hybrid thinking matters, especially in roles like project management, document control, business analysis, and administration, where you sit at the intersection of people, process, and information every single day. Hybrid thinking isn’t about being a jack of all trades. It’s about deliberately building the range to: See patterns others miss because they’re too deep in one lane. Adapt when the environment shifts, and especially in this AI age, where work can be done by collaborating with several AI tools coming to our disposal by the minute, it always shifts. Bridge conversations between specialists who can’t talk to each other Ask better questions for clarity, not just execute within a narrow frame The world keeps rewarding specialisation on paper. Promotions, certifications, job titles, all vertical. But the real leverage often comes from the horizontal: the PM who understands compliance, the controller who thinks like a strategist, the admin who reads the room before anyone else does. Embrace your range. It’s not a gap in your CV, it’s the edge you haven’t named yet.",
        "date_posted": "2026-04-20T11:58:43.743Z",
        "num_likes": 9,
        "num_comments": 0,
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      },
      {
        "post_url": "https://www.linkedin.com/posts/the-independent-pm_one-of-the-most-common-questions-project-activity-7453230737048109056-HNDa",
        "post_id": "7453230737048109056",
        "user_id": "the-independent-pm",
        "use_url": "https://www.linkedin.com/posts/the-independent-pm_one-of-the-most-common-questions-project-activity-7453230737048109056-HNDa",
        "headline": null,
        "post_text": "One of the most common questions project managers ask is: How do I get my first client? Most people assume it’s difficult. It’s not easy. But there are things you can do to make it easier for yourself. The first thing is this: Figure out what you’re actually offering. Project management is a job title. But companies don’t hire consultants because they need a “project manager.” They hire because they have a problem. Maybe their projects keep getting delayed. Maybe their PMO is a mess. Maybe they need someone experienced who can step in and get things moving immediately. Maybe their team isn’t delivering the way it should. That’s what they’re paying for. Not the title. The outcome. So when you position yourself as just “a project manager,” you’ve already limited yourself. Instead, identify the part of project management you’re actually good at. Execution? Fixing delays? Setting up structure? Managing teams to deliver results? That’s what you should be selling. Position first. Then clients come. If you get that part right, you might not even need to go looking. They’ll start coming to you. In the next post, I’ll break down where and how to actually find your first client. Follow and subscribe to The Independent PM newsletter for a smooth transition to an independent career.",
        "date_posted": "2026-04-23T23:58:02.043Z",
        "num_likes": 16,
        "num_comments": 1,
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      {
        "post_url": "https://www.linkedin.com/posts/consuelo-lessa_this-post-was-really-important-for-me-as-activity-7453490321612726273-fJ9k",
        "post_id": "7453490321612726273",
        "user_id": "en",
        "use_url": "https://www.linkedin.com/posts/consuelo-lessa_this-post-was-really-important-for-me-as-activity-7453490321612726273-fJ9k",
        "headline": null,
        "post_text": "This post was really important for me, as I’m considering transitioning into independent consulting. Before looking for clients, I need to be clear on where I truly create value. In the end, it’s not about the title. It’s about the impact.",
        "date_posted": "2026-04-24T17:09:31.826Z",
        "num_likes": 2,
        "num_comments": 3,
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      {
        "post_url": "https://www.linkedin.com/posts/markuskleinpmp_ipm-strategic-project-programme-management-diploma-brochur-activity-7454898287989633025-Sedq",
        "post_id": "7454898287989633025",
        "user_id": "markuskleinpmp",
        "use_url": "https://www.linkedin.com/posts/markuskleinpmp_ipm-strategic-project-programme-management-diploma-brochur-activity-7454898287989633025-Sedq",
        "headline": null,
        "post_text": "𝟱 𝘆𝗲𝗮𝗿𝘀 𝗮𝗴𝗼, 𝗶 𝘄𝗮𝘀 𝗮 \"𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹\" 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿. 𝗧𝗼𝗱𝗮𝘆, 𝗶 𝗵𝗲𝗹𝗽 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗯𝘂𝗶𝗹𝗱 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗽𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼𝘀. The difference? i stopped being a \"Project\" Manager and became a \"Value\" Manager. Here's what \"successful\" used to mean (Before): → Delivering \"on time, on budget.\" → Being a professional meeting facilitator. → Spending 80% of my time updating reports. → i was 100% tactical. Here's what success means today (After): → Deciding which projects get funded (Portfolio Management). → Building the PMO that governs all projects. → Proving long-term business value (Benefits Realization). → i am 100% strategic. 𝗧𝗵𝗲 𝗵𝗮𝗿𝗱 𝘁𝗿𝘂𝘁𝗵: Most companies don't need more tactical Project Managers. They are drowning in \"busy\" projects while starving for strategic results. They need strategic thinkers who can manage portfolios, realize benefits, and govern complexity. This is the exact skill gap i see in 90% of PMOs. If you feel stuck in this \"nuts and bolts\" trap, what's the #1 barrier holding you back from moving into a strategic role? --- P.S. For everyone asking how to learn these strategic skills (Portfolio, PMO, Benefits), the best framework i've found is the \"Strategic Project & Programme Management Diploma\". i'll drop the details in the comments. ♻️ 𝗥𝗲𝗽𝗼𝘀𝘁 𝘁𝗼 𝗵𝗲𝗹𝗽 𝗼𝘁𝗵𝗲𝗿 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝘀𝗲𝗲 𝘁𝗵𝗲 𝗽𝗮𝘁𝗵 𝗳𝗿𝗼𝗺 𝗧𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰. 💾 𝗦𝗮𝘃𝗲 𝘁𝗵𝗶𝘀 𝗽𝗼𝘀𝘁 𝗳𝗼𝗿 𝗹𝗮𝘁𝗲𝗿, 𝗯𝗲𝗰𝗮𝘂𝘀𝗲 𝘁𝗵𝗶𝘀 𝗶𝘀 𝘁𝗵𝗲 𝗰𝗮𝗿𝗲𝗲𝗿 𝗿𝗼𝗮𝗱𝗺𝗮𝗽 𝘆𝗼𝘂'𝗹𝗹 𝗻𝗲𝗲𝗱.",
        "date_posted": "2026-04-28T14:24:17.169Z",
        "num_likes": 7,
        "num_comments": 4,
        "images": null,
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      },
      {
        "post_url": "https://www.linkedin.com/posts/kelvinmaduka_projectmanagement-solutionengineering-activity-7457347308171681792-Vh6Z",
        "post_id": "7457347308171681792",
        "user_id": "kelvinmaduka",
        "use_url": "https://www.linkedin.com/posts/kelvinmaduka_projectmanagement-solutionengineering-activity-7457347308171681792-Vh6Z",
        "headline": null,
        "post_text": "🚀 Project Management Isn’t About Timelines, It’s About Ownership. I’ve seen projects that were perfectly planned… still fail. And I’ve seen projects with imperfect plans… succeed. The difference is rarely the tools. It’s the ownership behind the execution. As a Solution Engineer working closely with delivery teams, I’ve learned that project management isn’t just about tracking tasks, it’s about connecting three things effectively: • The business goal • The technical solution • The people delivering it. When one of these is misaligned, delays happen. When all three are aligned, execution becomes predictable. Here’s how I approach project delivery: ✔ I focus on clarity before speed unclear requirements are the fastest way to fail ✔ I identify risks early, not when they become blockers ✔ I keep communication simple and consistent ,confusion kills momentum ✔ I stay close to both business and technical teams, alignment is everything Because at the end of the day, clients don’t remember your Gantt charts they remember whether you delivered value. If you’re building solutions where execution matters just as much as design, we should connect. #ProjectManagement #SolutionEngineering #DeliveryExcellence #Agile #TechCareers #OpenToWork",
        "date_posted": "2026-05-05T08:35:49.081Z",
        "num_likes": 4,
        "num_comments": 2,
        "images": [
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        ],
        "videos": null
      },
      {
        "post_url": "https://www.linkedin.com/posts/jonathan-cruz-pmp-psm-0b9707122_love-this-take-transparency-is-sessential-activity-7450610511429369856-5ZDd",
        "post_id": "7450610511429369856",
        "user_id": "jonathan-cruz-pmp-psm-0b9707122",
        "use_url": "https://www.linkedin.com/posts/jonathan-cruz-pmp-psm-0b9707122_love-this-take-transparency-is-sessential-activity-7450610511429369856-5ZDd",
        "headline": null,
        "post_text": "Love this take. Transparency is sessential for great project Managenebt. According to Scrum: “The emergent process and work must be visible to those performing the work as well as those receiving the work. With Scrum, important decisions are based on the perceived state of its three formal artifacts. Artifacts that have low transparency can lead to decisions that diminish value and increase risk. Transparency enables inspection. Inspection without transparency is misleading and wasteful.” So transparency is not an option. It’s essential.",
        "date_posted": "2026-04-16T18:26:11.574Z",
        "num_likes": 3,
        "num_comments": 0,
        "images": [
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        ],
        "videos": null,
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      },
      {
        "post_url": "https://www.linkedin.com/posts/praveen-jahagirdar_completely-agree-with-gabor-stramb-intrepretation-activity-7450834653218766848-z-bM",
        "post_id": "7450834653218766848",
        "user_id": "praveen-jahagirdar",
        "use_url": "https://www.linkedin.com/posts/praveen-jahagirdar_completely-agree-with-gabor-stramb-intrepretation-activity-7450834653218766848-z-bM",
        "headline": null,
        "post_text": "Completely agree with Gabor Stramb . Intrepretation of same clause within the contract by two different personalities differ, mainly because of the perception and what suits their requirement. The role of PM is to bring all stake holders on same platform to achieve progress",
        "date_posted": "2026-04-17T09:16:51.141Z",
        "num_likes": 2,
        "num_comments": 0,
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      {
        "post_url": "https://www.linkedin.com/posts/liornghan_its-a-soft-skillknowing-how-to-explain-activity-7450869185116643328-OSdB",
        "post_id": "7450869185116643328",
        "user_id": "liornghan",
        "use_url": "https://www.linkedin.com/posts/liornghan_its-a-soft-skillknowing-how-to-explain-activity-7450869185116643328-OSdB",
        "headline": null,
        "post_text": "It’s a soft skill—knowing how to explain things to stakeholders. The result may be the same, but the meaning can feel different. Whether people smile or feel disappointed depends on how you explain it.",
        "date_posted": "2026-04-17T11:34:04.187Z",
        "num_likes": 1,
        "num_comments": 0,
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      },
      {
        "post_url": "https://www.linkedin.com/posts/betty-bassey-78a14190_projectmanagement-careergrowth-productivity-activity-7453139680746885120-ixGb",
        "post_id": "7453139680746885120",
        "user_id": "betty-bassey-78a14190",
        "use_url": "https://www.linkedin.com/posts/betty-bassey-78a14190_projectmanagement-careergrowth-productivity-activity-7453139680746885120-ixGb",
        "headline": null,
        "post_text": "Project management isn’t just for “professionals\", It’s for anyone who wants to get things done properly. Let's delve in a bit deeper. Every field runs on projects. In business, for launching a new product. In healthcare, for implementing a new system. In education, for organizing programs or curriculars. In tech, for building apps and platforms. Even in small businesses, for sourcing, pricing, and delivering products. Now the big question. What do all these have in common? Well for starters, they require: • Planning • Coordination • Time management • Clear communication That’s project management!!! The difference between chaos and structure in any field is often not talent but rather on how well the work is managed. You don’t need the title “Project Manager” to apply these principles. If you’ve ever planned an event, managed a team, handled multiple responsibilities, or delivered something within a deadline, you’ve already used project management. The real advantage? Learning how to do it intentionally and effectively. Because no matter the industry, work is done through projects. #ProjectManagement #CareerGrowth #Productivity #WorkSmart",
        "date_posted": "2026-04-23T17:56:12.529Z",
        "num_likes": 1,
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    "top_visible_comments": [
      {
        "use_url": "https://de.linkedin.com/in/lara-hadry?trk=public_post_comment_actor-name",
        "user_id": "lara-hadry",
        "user_name": "Lara Isabella Hadry",
        "comment_date": "2026-05-07T14:04:59.368Z",
        "comment": "😅 One that almost made it: being the only person in the room who actually read the brief.",
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        "num_reactions": 15,
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      },
      {
        "use_url": "https://de.linkedin.com/in/lara-hadry?trk=public_post_comment_actor-name",
        "user_id": "lara-hadry",
        "user_name": "Lara Isabella Hadry",
        "comment_date": "2026-05-07T14:06:46.214Z",
        "comment": "Which bullet would you add to this list? Drop it below 👇",
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        "num_reactions": 2,
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      },
      {
        "use_url": "https://de.linkedin.com/in/lara-hadry?trk=public_post_comment_actor-name",
        "user_id": "lara-hadry",
        "user_name": "Lara Isabella Hadry",
        "comment_date": "2026-05-07T14:04:17.729Z",
        "comment": "🙌 Shoutout to every PM reading this nodding aggressively at their screen right now.",
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        "num_reactions": 18,
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      {
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        "user_id": "bpanholzer-btp",
        "user_name": "Benjamin P.",
        "comment_date": "2026-05-11T09:44:40.282Z",
        "comment": "Lara Isabella Hadry this resonates a lot. From my own experience in project management, the role is often reduced to meetings, timelines and follow-ups. But the real value is much deeper. You sit where strategy meets execution and where structural friction becomes visible: unclear ownership, delayed decisions, competing priorities and stakeholder tension. In that sense, project managers often see how the organization really works long before it shows up in the official reporting. If the system recognizes that perspective and allows them to speak up, project managers can have real impact on structural development as well.",
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        "user_id": "justinjmacbale",
        "user_name": "Justin J. MacBale",
        "comment_date": "2026-05-07T17:15:46.800Z",
        "comment": "Lara Isabella Hadry it is exactly this level of vantage and opportunity within organizations that requires project managers to take a more proactive role in protecting sustainable business value from projects. It requires strategy, tactics, and acumen on multiple fronts. It is one of the most thankless jobs and most rewarding depending on the contexts. Regardless of no direct authority it is a \"game\" with a thrill of bettering everyone and the business.. each and every time",
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        "user_id": "wambofilo",
        "user_name": "Christopher M.",
        "comment_date": "2026-05-07T20:01:50.722Z",
        "comment": "High Five! Your my Hero! This is a mic drop—because it captures something people miss. Yeah, ‘boring’… if sitting in every critical conversation, resolving conflicts no one else wants, and understanding how the business actually runs is boring, then sign me up. The reality is, PM is only boring if you’re just reporting status and updating slides. The moment you start shaping decisions, challenging assumptions, and connecting work to real outcomes, it becomes one of the most powerful roles in the room. Most people don’t see it because they’re looking at the tasks, not the exposure—and that’s the irony, what looks boring from the outside is usually where the real action is happening. And let’s be honest, it’s also one of the most stressful and underappreciated roles out there—but that’s kind of the point. PMs don’t show up for applause; we show up to make things work when nothing else does. Some of us were just built for the chaos, the ambiguity, and the responsibility that comes with it.",
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        "user_name": "Farhad Abdollahyan",
        "comment_date": "2026-05-09T02:53:55.554Z",
        "comment": "I have a job description for a PM: 🛡️ Project Manager — Order of the Knights Who Say “NI!” Position Summary The Project Manager of the Sacred Order of NI is responsible for leading quests of uncertain outcome, navigating forests of ambiguity, confronting dragons of complexity, and preventing entire kingdoms from collapsing due to poorly defined scope. The successful candidate shall demonstrate courage, governance, discipline, and the rare ability to maintain morale even when pursued by harmless-looking rabbits of underestimated risk. 🐇",
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        "user_name": "Deepak Sethi",
        "comment_date": "2026-05-10T05:47:50.647Z",
        "comment": "This perfectly captures why I transitioned into Programme Management over a decade ago. It's boring to be the person who sees why Finance's priorities clash with Tech's roadmap. Until you're the only one who can resolve it. It's boring to translate a complex infrastructure transformation into something a board can act on. Until you realize that clarity *is* the strategic advantage. What this post nails: Project Management isn't a steppingstone 👍 . It's a role you grow *into*. The deeper you go, the more you realize that generalist expertise across an entire organization is rarer—and more valuable—than deep expertise in a single domain. To anyone considering the jump: If you're energized by seeing the full picture, by connecting disparate teams, by the responsibility of being someone people call when things matter—then welcome to the most boring, most rewarding career path you'll ever take. The exposure is real. The growth is unlimited. And the impact? Anything but boring. Lara Isabella Hadry 👍",
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        "user_name": "Ayaz A.",
        "comment_date": "2026-05-07T19:03:19.373Z",
        "comment": "This is such a clever and honestly refreshing way to frame project management. Lara What looks “boring” from the outside is actually one of the few roles that gives exposure to strategy, execution, stakeholder dynamics, risk, leadership, and business operations all at once. I really appreciate how well this captures the hidden depth of the profession.Most people only see the meetings and status updates, but not the constant decision-making, alignment, influence, and pressure management happening beneath the surface. And the line “it is not a role you grow out of, it is a role you grow into” is genuinely excellent. PMs often become some of the strongest business operators precisely because they learn how organizations actually function when priorities collide and conditions change.",
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        "user_name": "Dawn Drummond-Wolfrom",
        "comment_date": "2026-05-08T13:31:10.433Z",
        "comment": "A well seasoned project manager is an orchestra leader. They don't need to know the technical details in-depth; they need to know how to keep everything synchronized and moving together in harmony. Who does what when....and why and how. They need to keep the audience (stakeholders) engaged as well as keeping the orchestra (project team) focused to deliver. A well seasoned project manager is worth their weight in gold IF companies would just allow them to do what they do best: keep engagement and delivery synchronized.",
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    "post_text_html": "Being a Project Manager is boring.<br/><br/>You spend your days talking to people across every single department.<br/>Finance. Legal. Tech. Operations. Marketing. The C-suite. <br/>Boring.<br/><br/>You sit at the intersection of strategy and execution. <br/>You are one of the few people who sees the full picture. <br/>Boring.<br/><br/>You have to resolve conflicts between senior stakeholders. <br/>Navigate politics nobody put on the org chart. <br/>Keep people aligned when priorities are pulling in five directions. <br/>Incredibly boring.<br/><br/>You present to directors, boards and clients. <br/>You translate complex delivery into something a room full of executives can act on. <br/>Snooze.<br/><br/>You think analytically, manage risk, make judgment calls daily. <br/>Often with incomplete information and no time to wait. <br/>Yawn.<br/><br/>You build relationships across every level of the business. <br/>People call you when things go wrong. <br/>And when things go right, they call you for the next one. <br/>Truly, deeply boring.<br/><br/>Here is the thing nobody tells you before you transition into Project Management.<br/><br/>There is almost no other role that gives you this much exposure. <br/>To people. To decisions. To the inner workings of how a business actually runs.<br/><br/>The World Economic Forum lists Project Management as one of the fastest growing roles through 2030. <br/><br/>Every industry needs PMs. <br/>Banking. Healthcare. Tech. Construction. Energy. You name it.<br/><br/>It is not a role you grow out of. <br/>It is a role you grow into.<br/><br/>And if you are sitting in a different career right now wondering whether the transition makes sense?<br/><br/>It is probably the most boring great decision you will ever make.",
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    "original_post_text": "Being a Project Manager is boring.\n\nYou spend your days talking to people across every single department.\nFinance. Legal. Tech. Operations. Marketing. The C-suite. \nBoring.\n\nYou sit at the intersection of strategy and execution. \nYou are one of the few people who sees the full picture. \nBoring.\n\nYou have to resolve conflicts between senior stakeholders. \nNavigate politics nobody put on the org chart. \nKeep people aligned when priorities are pulling in five directions. \nIncredibly boring.\n\nYou present to directors, boards and clients. \nYou translate complex delivery into something a room full of executives can act on. \nSnooze.\n\nYou think analytically, manage risk, make judgment calls daily. \nOften with incomplete information and no time to wait. \nYawn.\n\nYou build relationships across every level of the business. \nPeople call you when things go wrong. \nAnd when things go right, they call you for the next one. \nTruly, deeply boring.\n\nHere is the thing nobody tells you before you transition into Project Management.\n\nThere is almost no other role that gives you this much exposure. \nTo people. To decisions. To the inner workings of how a business actually runs.\n\nThe World Economic Forum lists Project Management as one of the fastest growing roles through 2030. \n\nEvery industry needs PMs. \nBanking. Healthcare. Tech. Construction. Energy. You name it.\n\nIt is not a role you grow out of. \nIt is a role you grow into.\n\nAnd if you are sitting in a different career right now wondering whether the transition makes sense?\n\nIt is probably the most boring great decision you will ever make.",
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