Expert Generalists

Curiosity

Expert Generalists display a lot of curiosity. When confronted with a new
technology or domain, their default reaction is to want to discover more about it, to see
how it can be used effectively. They are quite happy to spend time just exploring the new
topic area, building up some familiarity before using it in action. For most, learning new
topics is a pleasure in itself, whether or not it’s immediately
applicable to their work.

This characteristic is noticeable when Expert Generalists get an answer
to a question. Rather than just typing in some code from Stack Overflow,
an Expert Generalist’s curiosity usually motivates them to ensure they
understand the answer, taking the opportunity to expand their knowledge,
and check that the answer they got is appropriate. It’s also present when
asking a question. There is an art to asking questions that elicit deeper
answers without leading the witness.

Collaborativeness

Learning about a new topic area may require reading, watching videos, and prototyping. But
we see the greatest aid here is another vital characteristic: collaborativeness.
A wise Expert Generalist knows that they can never really learn about most of the things
they run into. Their T-shape will grow several legs, but never enough to span all the
things they need to know, let alone want to know. Working with people who do have those
deeper skills is essential to being effective in new domains.

Working with an otherly-skilled worker allows the generalist to
contribute while the skilled collaborator spots more effective paths that
only a specialist would know. The generalist appreciates these
corrections, learning from them. Learning involves both knowing more about
the new domain, but also learning to differentiate between areas where the
generalist can do primary contributions and areas where the generalist
needs help from the specialist. We notice Expert Generalists are never
afraid to ask for help, they know there is much they are ignorant of, and
are eager to involve those who can navigate through those areas.

An effective combination of collaborative curiosity requires
humility. Often when encountering new domains we see things that don’t
seem to make sense. Effective generalists react to that by first
understanding why this odd behavior is the way it is, because there’s
usually a reason, indeed a good reason considering its context. Sometimes,
that reason is no longer valid, or was missing an important consideration
in the first place. In that situation a newcomer can add considerable
value by questioning the orthodoxy. But at other times the reason was, and
is still valid – at least to some extent. Humility encourages the Expert
Generalist to not leap into challenging things until they are sure they
understand the full context.

This humility extends to recognizing the different trade-offs we see
across architectures. An architecture designed to support large volumes
of simple transactions will differ from one designed to handle a few
complex interactions. Expert Generalists are comfortable in a world where different
trade-offs make sense in different circumstances, usually because their
travels have exposed them to these differences.

Customer Focus

This curiosity and eagerness to collaborate with people with different skills does raise a
danger. Someone driven by curiosity can chase every shiny object. This is where the
characteristic of customer-focus comes into play. We are often impressed with
how an Expert Generalist takes each unfamiliar technology and questions how it helps the
customer. We are fans of Kathy Sierra’s notion that our purpose as software developers is to help our
customers become “badass” at what they do.

Customer-focus is the necessary lens to focus curiosity. Expert
generalists prioritize their attention on the things that will help them
help their users to excel. This encourages learning about what their
customers do, and how they can improve their work. It focuses attention on
technologies that contribute to building those things. Customer-focus
energizes collaboration, encouraging the exchange of information between
customer and technologist, and allowing the Expert Generalist to
coordinate other technologists towards enabling the customers’
excellence.

Favor Fundamental Knowledge

Software development is a vast field, where nobody can know everything, or even a
reasonable fraction of everything, so we all need to prioritize what topics we learn. Expert
Generalists favor fundamental
knowledge, that doesn’t become outdated with changes when platforms update. These are
often expressed as patterns or principles. Such knowledge tends to age slowly, and is
applicable when folks move into new environments. For example the basic moves of refactoring
are the same whatever language you are programming, the core patterns of distributed systems
reappear regularly (and it’s no coincidence that’s why we wrote books on those topics – we
like book sales that last for many years).

Blend of Generalist and Specialist Skills

Thus generalists often have deep knowledge of fundamentals, and we usually see them have
deep knowledge of a few other topics too. They combine a broad general skill with several
areas of deeper knowledge, usually acquired as it’s necessary for products they’ve worked
on, coupled with the curiosity to dig into things that puzzle most people. These deeper
areas may not be relevant to every engagement they work on, but is a signal for their acumen
and curiosity. We’ve learned to be suspicious of people who present as a generalist yet
don’t have a few deep specialties.

We mentioned before that a common name for this skills profile is that
of the “T-shaped” person, implying a blend of specialist and generalist
skills. While the T-shape moniker did catch on, it comes with a
major problem in the metaphor, we don’t find such folks have only a
single deeper skill. They usually have a few, of varying depth. We’re not
the only people to identify this problem, and there have been several
other names proposed to describe this skill-set, although the alternatives
all have their own problems.

The vertical stroke of a skill set represents broader, long-lasting
domains, not specific tools or frameworks. An expert generalist therefore pursues depth
in distributed-data systems—partitioning and replication strategies, fault-tolerance
mechanisms, consistency models, and consensus algorithms—instead of mastering only
Databricks notebooks. In the cloud, they focus on cloud-native architecture: auto-scaling
heuristics, multi-region fail-over etc rather than
focusing on AWS-specific configuration syntax. On the front end, they study browser-based
UI architecture—rendering pipelines, state-reconciliation patterns, and accessibility
primitives—instead of the latest React APIs.

Sympathy for Related Domains

Expert generalists often find themselves in unfamiliar territory—be
it a new software stack, a new domain, or a new role. Rather than chasing
exhaustive detail from day one, they cultivate a rough, perceptive sense of
what works in the new environment. That helps them make choices that
go with the grain—even when it differs from their previous experience.

Jackie Stewart, a triple Formula 1 world champion (1969-93),
described how, while he wasn’t an engineer of the cars he drove, he
still needed a sense of how they
worked, how they responded to what the driver was trying to do, a
sense he called mechanical sympathy.
Martin Thompson brought this
concept into software, by talking about how a similar knowledge
of how computer hardware works is vital to writing high-performance
software.

We think that the notion of mechanical sympathy has a broader
sense in software, in that we do need to cultivate such a
sympathy for any adjacent domain to the ones we are working on. When
working on a database design, we need such a sympathy for the
user-interface so we can construct a design that will work smoothly with
the user-experience. A user-experience designer needs such a sympathy
with software constraints so when choosing between similarly valuable
user flows, they take into account how hard it is to build them.

This also shows itself with new teams. When joining a new team, expert
generalists tend to listen to the established ways that a team works,
introducing different approaches thoughtfully. Even when coming in as
leaders, they don’t default to tearing up existing workflows in favor of
those more familiar to them. Their curiosity extends to understanding why
different people work in different ways, trying out unfamiliar working
styles, then incorporating their experience to develop practices to
improve from the current state.

Hiring

Traditional interview loops still revolve around product
trivia—“Explain Spark’s shuffle stages,” “How does Databricks Delta
time-travel work?” A candidate who has never touched those tools can
still be exactly the kind of person we need: someone who quickly
grasps unfamiliar concepts, breaks complex systems into manageable
parts, and collaborates across functions. Focusing on a single stack
or cloud provider risks filtering out such talent.

To surface that potential, widen the conversation beyond tool
recall. Ask candidates to talk through past experiences:

• How did they approach a particularly challenging situation?
• When have they ventured into an unfamiliar domain, and how did
  they get up to speed?
• How do they collaborate with people inside and outside their own organisation or
  discipline?

These stories reveal learning velocity, systems thinking,
and people skills—the raw material of an expert generalist.

Example · Process-control engineer We once met an engineer
whose entire résumé was industrial PLC work—no general-purpose
language, no web, no cloud. Yet his record of diagnosing
control-system failures and the questions he asked during the
interview showed exceptional learning agility. Hired for those
qualities, he grew into a respected technical leader and later a
product owner. Rejecting him for not knowing “our” tools would have
been a costly miss.

Career progression

Inside the organisation, narrow verticals can freeze growth: UI
developers, QAs, data engineers, or cloud experts seldom step
outside their lanes. The growth paths map one-to-one with vertical
silos: UI Engineer → Senior UI Engineer → UI Architect, or Data
Engineer → Senior Data Engineer → Principal Databricks Guru. The
unintended message is, “wander outside your lane and your progress
stalls.

We have found that encouraging people to experiment—letting them
make mistakes and learn in adjacent disciplines—yields remarkable
benefits. A business analyst writing code out of curiosity, a
front-end engineer dabbling in DevOps, a data engineer trying
product analysis: each cross-pollination broadens both the
individual and the team.

Example · Medical-domain analyst A non-technical professional
from healthcare joined us as a business analyst. His passion for
tech pulled him into code reviews and pairing sessions. Over time he
became an outstanding tech lead and a broader strategic thinker than
many traditional “pure” engineers.

From Tools to Fundamentals

IT trends get triggered by pivotal inventions that enable new business
opportunities. Product providers and tool vendors quickly build products,
and the industry focus often shifts to expertise in tools and frameworks
rather than the underlying technical trends. For example, in the 1990s,
when graphical-user-interface two-tier architectures were popular, the
essential skill was mastering Object-Oriented Programming — its iterative,
collaborative design — yet most attention centred on tools like Rational
Rose, the C++ programming language, and frameworks such as Microsoft
Foundation Classes. When the Web arrived, understanding Web architecture
and global-scale caching was crucial, but early hype gravitated toward
technologies like J2EE. In today’s cloud era, with complex microservice
based architectures, big-data technologies, and expansive DevOps
toolchains, the foundational discipline of distributed systems is often
overlooked while certifications in specific tools dominate.

One of the biggest problems with excessive focus on tools and framework
expertise is when it is cemented into organizational structures. Teams and
organisations get structured around tool expertise, with hardened
boundaries making it difficult for people from one team to acquire skills
from others. Beyond language preferences like Python or Java, you can see
this crystallise in the three most
common software verticals—Application Development, Data Engineering,
and DevOps. Are labels like “Application Development,” “DevOps,” and “Data Engineer” just harmless
shorthand for the work we do? Not really. Once these words harden into career lanes, they
solidify the very silos that the Agile and DevOps culture was meant to dismantle. The
labels become an organisational anti-pattern—turning flow into a series of hand-offs when
it should be a cross-functional sprint. All three share the same
distributed-systems foundations, and anyone who masters those fundamentals
can navigate all three without getting lost in each vertical’s
ever-growing toolset. An expert generalist recognizes this and makes the
deliberate effort to master those fundamentals.

Why does our attention keep drifting toward tool expertise? It isn’t
because people are shortsighted or lazy; it’s because the fundamentals are
hard to see amid the noise. Key ideas hide under stacks of product docs,
YouTube tutorials, vendor blogs, and conference talks. At one end of the
spectrum lie dense academic papers and university courses; at the other, vendor certifications tied to a single product. Connecting
these dots — cutting through the surface to reach the essentials — takes
deliberate effort. One proven aid is the language of patterns: reusable
problem-solution pairs that capture the core principle without the brand
labels. That’s why we belive in investing in exploring, distilling, and
sharing such patterns — so the industry conversation can shift from “Which
tool should I learn next?” to “Which underlying principles and patterns
must I master?”

In our experience, the good grasp of this common language of patterns
and principles also strengthens the product-service partnership. Today
the relationship is often one-way: product teams ship features, service
teams consume APIs. Product teams decide how to certify an engineer as an
expert in a product and service teams aim to do those certifications.
Cloud providers and tool vendors often demand a certain number of
“certified professionals” before they will recognise a service provider as
a competent partner. Yet our experience shows little correlation between
certifications and
competence. The focus on fundamentals pays off when competence is
most needed: an engineer versed in Raft can untangle a Kubernetes
control-plane stall that might puzzle several certified admins, and a
Delta Lake write anomaly can be resolved from first-principles reasoning
about optimistic-concurrency control instead of searching vendor docs.
Once developers across roles share the lingua franca of a system’s
internals, the partnership becomes bidirectional — both sides can
diagnose, propose, and refine solutions together. Better yet, the
engineers who have a good grasp of the fundamentals are able to partner
well with multiple product and platform teams, without needing to have
product specific training for each product

An Example Workshop: Breaking silos and building partnerships

We’ve seen that we can grow the Expert Generalist skill through mentoring
and exposure to varied ecosystems, but one of the consequences of
recognizing Expert Generalist as a first-class skill is that we should
provide training in a similar way that we do with specialist skills. Such
training currently barely exists in our profession. We’ve begun to fill that
gap with workshops that are deliberately focused on developing the Expert
Generalist competence, and we think there should be more training along
these lines.

To help stimulate thinking about this, here’s the details of such a workshop,
aimed at developers to connect Application Development, Data Engineering,
and DevOps. The workshop views this work through a distributed systems
lens, shifting attention to shared building blocks and establishing a
common language across teams. Although this example is developer-centric,
we think the same principle can be adapted just as effectively to any role that
benefits from cross-disciplinary insight.

As we saw earlier, each discipline—Application Development, Data Engineering, and DevOps—faces the same
distributed-systems realities, yet we still lack a shared language. The key challenges of
these systems are the same. They must replicate state,
tolerate partial failures, and still offer consistency guarantees to end users.
A catalogue of patterns around the implementation of
partitioning, replication, consistency, and consensus—that lets every
team talk about the fundamentals without tool-specific jargon is a good start.
One workshop will not turn people into expert generalists, but it does give them a head-start and a clear
window into the challenges their peers tackle every day. That visibility lowers the barrier
to cross-discipline tasks and deepens everyone’s understanding of the products and platforms
they use.

The workshop structure – Building the miniature

One of the challenges in teaching the abstract patterns is that the developers need to do some mental mapping
to connect the pattern to the product in use. This is why we chose an approach to structure
the workshops around specific products, but then focus on the patterns that are most relevant
and using the product as a window into the broader concepts.

The way we structured the workshops to teach distributed-system patterns, is by coding
pocket versions of Kafka, Kubernetes, and Delta Lake. The idea is to pick a flagship product
from each broad area of specialty, and build it step by step. Implementing a flagship system
in just a few hundred lines flips your perspective from ‘a user’ of a product
to ‘a builder’. An important mindset shift. To keep the
exercise grounded in reality, write it in the product’s own language, mirror its file and
method names, and rely on real infrastructure — ZooKeeper or etcd, an on-disk log, live
sockets. The result stays close enough to the original to highlight the pivotal design
choices while still giving you a safe canvas for experimentation. This approach is powerful,
because each target is often open source, the moment the miniature works, you can open the
full codebase on GitHub, recognise the directory structure, and feel confident submitting a
patch. The miniature is not a toy; it is a gateway.

We have three workshops, one for each of the three systems.

Each miniature leaves you with a concrete pattern — append-only log, reconcile loop,
optimistic commit—that travels well beyond the original context. When the next new tool
arrives, you’ll recognise the pattern first and the product name second, which is precisely
the habit that turns professionals into Expert Generalists.