## Introduction

I’ll be honest. I never really had big ambitions in my Software Engineer career. My goal was simple: make money, eat well, and enjoy my hobbies. Before I joined Likha, I was completely detached from work.

I remember working on features without even knowing why they mattered. I didn’t ask because I assumed no one cared about the answer anyway. At some point, I just got used to doing whatever was assigned and moving to the next thing.

When I applied to Likha, I expected the same story. But while browsing their site, I ended up reading several of their blog posts. People shared how they shifted from testing to engineering, how career shifters found a place in tech, how someone got sent to Japan through an internal transfer, how teams attended dev events abroad, how they ran dev camps, and even their fun company outings! It wasn’t the topics themselves, it was the way they talked about the work. These weren’t just employees checking boxes. They cared. They were growing. They were being trusted with opportunities, regardless of where they started.

I think I’d been looking for that without realizing it. For the first time in a long time, I was motivated and wanted to succeed. I actually put in the effort during the interview process, and fortunately, I got in.

A new environment

During onboarding, I learned about Likha and freee’s vision: to empower small businesses to take center stage. It immediately clicked for me. I’ve always rooted for the underdog and wanted to help make a positive impact in the world in my own small way. The unique presentation of the culture and values felt like they genuinely encourage people to think, share ideas, and contribute.

Everyone around me had this “it factor”. They were smart, thoughtful, and genuinely cared about the impact of what they were creating. I felt small at first, like I had snuck into a room I wasn’t qualified to be in. However, everyone supported me. They believed I could grow before I believed it myself.

I have been part of the Healthcare Team. A sub-feature in freee’s payroll product that helps labor managers handle employee health checkup and stress check data. Looking back, these few things made the biggest impact on me:

• You were allowed to think out loud.
  People shared openly in the team Slack channel — investigations, questions, half-formed thoughts, and random findings. You could start a thread just to figure something out, and it was encouraged because future-you (or someone else) might need it. I can’t count the number of times I solved a problem by searching a random old Slack thread.
• One-on-ones that actually helped
  My mentor did regular check-ins to discuss what I did well and where I could improve. I was offered advice on what I struggle with the most, and through that, I was given opportunities to improve upon them. It was true guidance that pushed me to grow.
• Code reviews that made sense
  I was surprised that people actually read my code. They asked why I chose one approach over another. They offered better solutions. It never felt like “nitpicking”, but about building things with quality and intention.
• We knew the “why,” not just the “what”
  Product owners and managers were transparent about the product’s vision and goals through kickoffs and constant updates. They presented the users’ pain points and how we planned to solve them. This completely humanized the work we are doing.
• Collaboration
  Planning upcoming projects became one of my favorite parts of the job. Everyone contributed ideas. I think this is where our jobs as engineers truly shine. Sometimes we’d scrap an entire direction because someone found a simpler, smarter way to do it — something better for both us and users.

## The greatest lesson

My mentor once told me, “At the core of it, we’re problem solvers.” This phrase completely changed my perspective. I used to think the highest-paying tech stack dictated the best career path. Now I understand that competence and a fulfilling career come from focusing on your fundamentals and solving real-world problems.

I am now the interim team lead for the Healthcare Team — my first time in any kind of leadership role. To be honest, I was (and still am) afraid. I got used to being in “zombie mode” for so long that stepping into something with responsibility required me to unlearn a lot of bad habits. I have to understand the product deeply, make decisions that bring real value, and guide others. The only reason I can even attempt that is that I’ve been surrounded by people who made growth feel possible. 

Soon, I’ll be deployed to Japan for a year as an intra-company transferee. A new environment, a new set of unknowns. I’m going after it—my own version of a ‘great perhaps,’ the kind of challenge that makes me excited to see what I become next. The opportunities to grow feel endless.