https://www.youngju.dev/blog 천천히 올바르게. AI Researcher & DevOps Engineer Youngju's blog. GPU/CUDA, LLM, MLOps, Kubernetes AI workloads, and data engineering — plus mindset essays on confidence, routines, health, and sport psychology. ko fjvbn2003@gmail.com (Youngju Kim) fjvbn2003@gmail.com (Youngju Kim) Sat, 15 Aug 2026 00:00:00 GMT https://www.youngju.dev/blog/career/2026-08-15-career-moves-choosing-what-to-be-known-for.en https://www.youngju.dev/blog/career/2026-08-15-career-moves-choosing-what-to-be-known-for.en Skill grows a little every day; positioning updates only when someone has a reason to re-file you, and that reason arrives a few times a year at most. That lag produces much of the resentment in an engineering career. This post separates positioning from skill, explains why narrowing increases rather than reduces opportunity, argues that the raw material of positioning is a class of problems rather than a stack, and names the four costs that leak quietly when you cannot describe yourself in one sentence. It also gives a way to measure the gap by asking three colleagues, and says plainly where the advice does harm. Part 1 of the Career Moves series. Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careerpositioningcareer-strategygrowthpersonal-brand https://www.youngju.dev/blog/career/2026-08-15-career-moves-choosing-what-to-be-known-for.ja https://www.youngju.dev/blog/career/2026-08-15-career-moves-choosing-what-to-be-known-for.ja 実力は毎日少しずつ伸びますが、ポジショニングは誰かがあなたを覚え直すきっかけがあったときにしか更新されず、そのきっかけは年に数回しか来ません。この時差がエンジニアのキャリアにおける悔しさの多くを作ります。ポジショニングが実力とどう違うのか、範囲を狭めることがなぜ機会を減らさずに増やすのか、材料が技術スタックではなく問題の種類であるべき理由、そして自分を一文で説明できないときに静かに漏れていく四つのコストを整理しました。同僚三人に尋ねて差を測る方法と、この助言がかえって害になる場合も扱います。キャリアを動かす選択シリーズの第1回です。 Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careerpositioningcareer-strategygrowthpersonal-brand https://www.youngju.dev/blog/career/2026-08-15-career-moves-choosing-what-to-be-known-for https://www.youngju.dev/blog/career/2026-08-15-career-moves-choosing-what-to-be-known-for 실력은 매일 조금씩 늘지만 포지셔닝은 남이 나를 다시 떠올릴 계기가 있을 때만 갱신됩니다. 이 시차가 엔지니어 커리어의 억울함 대부분을 만듭니다. 포지셔닝이 실력과 어떻게 다른지, 범위를 좁히는 일이 왜 기회를 줄이는 대신 늘리는지, 포지셔닝의 재료가 기술 스택이 아니라 문제 유형이어야 하는 이유, 그리고 자기를 한 문장으로 설명하지 못할 때 조용히 새어 나가는 네 가지 비용을 정리했습니다. 동료 세 명에게 물어 격차를 재는 방법과, 이 조언이 오히려 해로운 경우도 함께 다룹니다. 커리어를 움직이는 선택 시리즈의 1편입니다. Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careerpositioningcareer-strategygrowthpersonal-brand https://www.youngju.dev/blog/career/2026-08-15-career-moves-five-year-plan-that-survives.en https://www.youngju.dev/blog/career/2026-08-15-career-moves-five-year-plan-that-survives.en A five-year plan does not fail because it was made carelessly. It fails because there are two things to predict and both of them move: the market changes, and inside it you change too. This post explains why trying to improve the accuracy spins in place, and why the value of a plan lies in the speed of a choice rather than in the correctness of a forecast. It covers writing a direction instead of a destination, splitting choices into reversible and hard-to-reverse and handling each differently, and six questions to ask every quarter. It also covers the three ways plans actually fail, the kill criteria you write in advance, and how to build a one-page plan that is only three lines long. And it says where the advice does not apply: when external constraints govern the plan, and when a clear goal is already working. The final part of the Career Moves series. Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careerplanningdecision-makingcareer-strategyreflection https://www.youngju.dev/blog/career/2026-08-15-career-moves-five-year-plan-that-survives.ja https://www.youngju.dev/blog/career/2026-08-15-career-moves-five-year-plan-that-survives.ja 5年計画が外れるのは、計画を雑に立てたからではありません。予測すべき対象が二つあり、市場も自分も一緒に動くからです。精度を上げようとする試みがなぜ空回りするのか、計画の値打ちが予測ではなく選択の速さにある理由を整理しました。到達点を指定する目標ではなく方向で書く方法、引き返せる選択と引き返しにくい選択を分けて別々に扱う方法、四半期ごとに投げる六つの質問を扱います。計画が実際に失敗する三つの形と、あらかじめ書いておく撤回条件、三行だけの一ページを作る方法も書きました。外部の制約が計画を支配する状況と、すでに目標が機能している人にはこの助言が合わないことも記しています。キャリアを動かす選択シリーズの最終回です。 Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careerplanningdecision-makingcareer-strategyreflection https://www.youngju.dev/blog/career/2026-08-15-career-moves-five-year-plan-that-survives https://www.youngju.dev/blog/career/2026-08-15-career-moves-five-year-plan-that-survives 5년 계획이 틀리는 것은 계획을 대충 세워서가 아닙니다. 예측 대상이 둘인데 시장도 나도 함께 움직이기 때문입니다. 정확도를 높이려는 시도가 왜 헛도는지, 계획의 값어치가 예측이 아니라 선택의 속도에 있는 이유를 정리했습니다. 도달점을 지정하는 목표 대신 방향으로 적는 방법, 되돌릴 수 있는 선택과 되돌리기 어려운 선택을 나누어 다르게 다루는 방법, 분기마다 던질 질문 여섯 개를 담았습니다. 계획이 실제로 실패하는 세 가지 방식과 미리 적어 두는 철회 조건, 세 줄짜리 한 페이지를 만드는 방법도 다룹니다. 외부 제약이 계획을 지배하는 상황과 이미 목표가 작동하고 있는 사람에게는 이 조언이 맞지 않는다는 점도 적었습니다. 커리어를 움직이는 선택 시리즈의 마지막 10편입니다. Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careerplanningdecision-makingcareer-strategyreflection https://www.youngju.dev/blog/career/2026-08-15-career-moves-manager-or-ic.en https://www.youngju.dev/blog/career/2026-08-15-career-moves-manager-or-ic.en Because becoming a manager is habitually called a promotion, the two paths look like the top and bottom of one ladder. What actually differs is the kind of job, and whether an organization treats the two as equals varies from place to place. This post lays out what each track really grows, why the reversibility of the switch depends on organizational structure more than on your own ability, and four questions that separate promotion pressure from aptitude. It covers how to test the manager role at a reversible scale before changing your title, the trap of the player-coach arrangement, and how to build a sample by coloring last quarter calendar in two colors. It also says plainly where the advice collapses — in organizations whose IC ladder does not actually work. Part 7 of the Career Moves series. Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careermanagementindividual-contributorcareer-strategydecision-making https://www.youngju.dev/blog/career/2026-08-15-career-moves-manager-or-ic.ja https://www.youngju.dev/blog/career/2026-08-15-career-moves-manager-or-ic.ja マネージャーになることを昇進と呼ぶ慣習のせいで、二つの経路が一つのはしごの上下に並んでいるように見えます。実際に違うのは高さではなく職種の種類であり、二つを対等に扱うかどうかは組織によって違います。それぞれのトラックで実際に伸びる能力、転換が引き返せる選択かどうかが個人の能力より組織構造に左右される理由、昇進圧力と適性を切り分ける四つの質問を整理しました。肩書きを変える前に引き返せる規模で試す方法、兼任リードの罠、先の四半期の予定表を二色で塗って標本を作る方法も扱います。ICのはしごが実際には機能していない組織で、この助言がどう無意味になるかまで書きました。キャリアを動かす選択シリーズの第7回です。 Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careermanagementindividual-contributorcareer-strategydecision-making https://www.youngju.dev/blog/career/2026-08-15-career-moves-manager-or-ic https://www.youngju.dev/blog/career/2026-08-15-career-moves-manager-or-ic 매니저가 되는 일을 승진이라고 부르는 관행 때문에 두 경로가 위아래로 배열된 것처럼 보입니다. 실제로는 하는 일의 종류가 다르고, 두 경로를 대등하게 다루는지는 조직마다 다릅니다. 각 트랙에서 실제로 커지는 능력이 무엇인지, 전환이 되돌릴 수 있는 선택인지 아닌지가 개인의 능력보다 조직 구조에 달려 있는 이유, 승진 압박과 적성을 구분하는 질문 네 가지를 정리했습니다. 직함을 바꾸기 전에 되돌릴 수 있는 규모로 시험하는 방법과 겸임 리드의 함정, 지난 분기 일정표를 두 색으로 칠해 표본을 만드는 방법도 담았습니다. IC 사다리가 실제로 없는 조직에서 이 조언이 어떻게 무의미해지는지까지 적었습니다. 커리어를 움직이는 선택 시리즈의 7편입니다. Sat, 15 Aug 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) careermanagementindividual-contributorcareer-strategydecision-making https://www.youngju.dev/blog/culture/2026-03-18-ai-startup-vs-bigtech-ai-team.en https://www.youngju.dev/blog/culture/2026-03-18-ai-startup-vs-bigtech-ai-team.en AI startup vs big tech AI team — which leads to faster growth? An honest comparison covering compensation, experience, growth pace, and the unique dynamics of the Korean AI ecosystem. Wed, 18 Mar 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) ai-careerai-startupbig-techcareer-strategyai-developmentworkplacestartup https://www.youngju.dev/blog/culture/2026-03-18-developer-career-strategy-ai-era.en https://www.youngju.dev/blog/culture/2026-03-18-developer-career-strategy-ai-era.en Moving past the fear of AI replacing developers, this post offers an honest look at the real situation and concrete career strategies to prepare for the next five years. Wed, 18 Mar 2026 00:00:00 GMT fjvbn2003@gmail.com (Youngju Kim) developer-careerai-eracareer-strategydeveloper-growthai-developmentfuture-of-work