Field Note: On Ramps

On Ramps — the ability to join; an entranceway.

I’ve worked at a number of companies with a policy that goes something like this: “Our recruitment targets engineers with 2–3 years’ experience.”

Huh? Who gives them the 2–3 years then?

This isn’t just a passing thought. It’s a genuine question: who, exactly, is responsible for creating those first years of experience for promising people?

My perspective is simple. Creating on-ramps isn’t a feel-good side benefit of leadership. It’s a responsibility.

When we work hard to become leaders, we earn more than authority or influence—we inherit an obligation to use that position to make things better for those coming next. Our success cannot be only about ourselves. The influence we gain should be used to give back: to open doors, to create pathways, to build opportunity.

As technology leaders, I believe we must actively create these on-ramps—not as charity, but as stewardship of our industry and our communities.

Interns. Graduates. Return-to-work programmes.

Whatever. Wherever. However we can.

I’ve personally seen extraordinary people come through these programmes. This isn’t rhetoric or nostalgia—it’s real, repeatable impact.

Yes, I still want people with 2–3 years’ experience. Of course. But I’m equally enthusiastic about backing capable people early and being able to say, sincerely: we believe in you.

Build the on-ramps, and they will come.