notes #21: on specialisation

Lately I’ve been thinking about what kind of software engineer I want to be.

• What do I want to specialise in?

• What level of proficiency do I want to hit, conventionally in terms of position?

The biggest value of software engineering for me is being able to build anything my mind can envision — mostly in relation to starting cool businesses.

And you don’t really need advanced knowledge for that, given the simpler nature of small scale products and the increasing usefulness of AI.

At the same time, I want to avoid a situation where 10 years later, my proficiency has not improved.

So here’s a couple of ideas:

• Being extremely proficient at software engineering fundamentals e.g. coding principles, tech architecture, networking, file system management, command line, etc.

  • Action: FrontendMasters, books, and other documentation

• Have a general knowledge and keep up with tech changes e.g. AI, new technology, tools, etc.

  • Action: Subscribe to quality newsletters

And then there’s the issue of specialisation: do I want to focus on a particular technique, process or industry?

In terms of interest and experience, I would say Automation and Analytics. And I like the concept behind products like Supermetrics, Baremetrics, and a couple other browser extensions.

The technology is already there is these situations, just ingenious application and market engagement required.

More generally, automation is about saving time and analytics is about making better decisions — both of which I’m rather excited about.

Are you also a software engineer? Share with me what you think.

On Specialisation: A Reflective Note

Specialisation is often framed as going deep—becoming so good at one thing that the world can’t ignore you. But in reality, it works best when balanced with breadth. The T-shaped model captures this well: broad knowledge across domains (the horizontal bar) paired with deep expertise in one area (the vertical stem). The breadth fuels creativity, empathy, and adaptability; the depth brings focus, credibility, and mastery.

Finding your specialisation isn’t always about chasing what you’re best at—it’s about discovering what you’re willing to stick with when things stop being easy. Often, it’s at the intersection of three things: what you’re curious about, what others find valuable, and what you can’t help but keep returning to. Sometimes it starts wide—exploring different fields, roles, or problems—and only over time does a clear vertical path emerge.

The danger is in mistaking early curiosity for commitment, or thinking you need to pick a niche before you’ve explored enough to know what matters to you. The better path is to explore widely, reflect often, and pay attention to the work that energises you—even when it’s hard. That’s where specialisation becomes not a constraint, but a craft.

How did you find out what you want to focus on?

Thanks for reading.

Cheers,
Joesurf

🧠 Weekly Notes

📖 Reread Book [9/10] — Peak: Secrets from the New Science of Expertise by Anders Ericsson

• Deliberate Practice > Repetition: Improvement doesn’t come from doing the same thing over and over. It comes from structured, purposeful practice with clear goals, feedback, and full focus.

• Mental Representations: Experts develop rich mental models that allow them to spot patterns, make faster decisions, and self-correct. Building these takes time and high-quality practice.

• Anyone Can Improve: Talent is overrated. The ability to get better is trainable. Almost anyone can achieve remarkable performance with the right kind of effort over time.

• Stretch Past Your Comfort Zone: Growth comes when you operate just beyond your current ability—not too hard, not too easy. Deliberate practice should feel difficult and mentally draining.

• The Role of a Coach: The best performers have teachers or coaches who help design their practice, give feedback, and push them to stay on the edge of their ability.

Top Quotes:

• “Purposeful practice has well-defined, specific goals.”

• “The reason that most people don’t possess these extraordinary physical and mental abilities isn’t because they don’t have the capacity; it’s because they’re satisfied with mediocrity.”

• “The hallmark of deliberate practice is that you’re always trying to do something you can’t do.”