The more time I spent in software the more problems I saw rooted in org decisions, strategic motions, team dynamics, and engineers lacking sufficient context. I have a mentor mindset and I gravitated towards these problems. I took a chance on management to see if I'd enjoy it. The possibility of force multiplication was intriguing. Turns out I enjoy helping people learn to be more effective. There are downsides, but I have since moved into a director role so I can understand that layer of abstraction and learn how to improve people's day to day and impact from a more systems thinking approach.