Or how I explained the difference between what I do and IT (Information Technology) to my wife. And what I mean by IT is a supporting role in an organization.1
When my wife and I initially started dating she would explain what I did to her friends and family as "Computer Guy" or "IT". This would immediately lead to questions about fixing email, how do I upload pictures to Facebook, and the worst of all... anything to do with a PRINTER. None of this is what I do. I have never and hopefully will never be in a role that requires anything remotely related to fixing or solving said problems.
I build, develop, write, code software. I don't perform a support role at a Fortune 500 company answering the phone when you can't login to Outlook. If you forget your password, don't call me (unless it's for one of my apps). In fact, if you aren't married to me - my answer to any support question is "Go to the nearest Apple store". I respect the Geniuses at the Apple store for being able to deal with endless problems, questions and general nonsense.
I was a good high school and decent college basketball player. I put in a lot of hours practicing (building), scrimmaging (testing) and finally playing the actual game (shipping the product). Consider the team as a software company, people are coming to the games to watch the athletes, not the trainer, athletic director, or assistant coaches. All of these ancillary roles are important and without them a team could not thrive but the athletes are the product - they are putting on the show and that is an entirely different experience than supporting the product. I realize this is a bit of a prima donna attitude. I'm not trying to sound all high and mighty but I do want to make it clear the difference.
A software company - Fog Creek - they make software products. People pay money to use the products the engineers working at Fog Creek create. Joel Spolsky, co-founder has written Field Guide to Developers explaining how they take care of the engineers at Fog Creek. The developers are treated this way because they are directly responsible for the quality of the product and ultimately how many customers are paying for the product. Sure, a good marketing team and slick sales staff can sustain a sub-par product but for only so long. Quality wins out over the long run.
A product company - Coca Cola - they sell soft drinks. People pay money for the brand they've created. It's a marketing and product company. Any developers working at Coca-Cola are not involved directly in selling a product to consumers. It's a support role.
My first job out of college was at a product company. The company made bearings and steel. I was on the IT staff, so far removed from making a difference to the companies bottom line I might have well as banged my head into a wall - it would have had the same impact on selling steel. I left there after 9 months and took a job at a startup software company - the difference was astounding and I've never looked back.
I build stuff. I want the products I build to make an direct impact upon customers and the bottom line of the company I am working for, without that constant feedback loop I get bored. Going out on that basketball court I knew I could have a immediate impact on whether we won or lost. I want the responsibility of mattering, of measuring how well I'm doing with the success of my company or team. It's the only way I know how to be.
- Microsoft outsourcing IT services for 3 years.