I Hold Authority Over My Own Work

I do not hold a management position.
I do not carry an official “Lead” title.
I do not have a team reporting directly to me.

Yet in my work,
I always see myself as an independent company.

That company offers only one thing:
a service of accountable technical decision-making.

I don’t work to be “assigned tasks”

I work as a service.

To me,

engineers,
lead modellers,
coordinators

are not “colleagues to please”,
but demanding clients.

Clients don’t care how you do the work.
They care about one question only:

“Is what you deliver actually usable for what I need to decide?”

If the answer is unclear,
then no matter how polished the model, drawings, or information look,
the service has not met its standard.

Real authority does not come from a title

In technical environments, I hold one principle as my compass:
take responsibility for clarity — before anyone needs to ask.

I don’t wait for authority to act.
I grant authority to myself by:

• setting clear standards for deliverables,

• defining firm boundaries of scope,

• and accepting the consequences of the technical decisions I make.

That is a form of authority
no one can take away.

Being a “company” means having standards

When I treat myself as a service,
I am forced to answer difficult questions:

• What problem does this actually solve?

• Who will use this information after me?

• What level of reliability does it truly have?

No one forces me to ask these questions.
But if I don’t,
I’m merely working — not creating value.

I don’t try to please everyone

Demanding clients don’t need you to be pleasant.
They need you to be reliable.

There are times when:

• I say the work should not be detailed yet,

• I refuse to add another rule,

• I choose not to automate something I technically could.

Not because I’m unwilling,
but because every decision carries long-term cost —
and I treat that cost as belonging to my own “company”.

No title, yet position

I don’t need a title to:

• protect technical boundaries,

• question the purpose of information,

• or say, “there isn’t enough data to decide yet.”

My position does not come from an org chart.
It comes from something very simple:

When the information I produce is used,
others don’t have to guess.

Summary

I hold authority over myself
because I refuse to work like an anonymous cog.

I am a company.
My work is a service.

And every day I show up,
I silently renew an invisible contract with the demanding “clients” around me:

• deliver clarity,

• take responsibility for decisions,

• and never push the burden of thinking onto others.

I am not in a hurry to name my role.
I let the role define itself
through the value it consistently creates.