“Position in band” is often a factor in performance reviews. Consider a common process - say you’re “senior level” and in your review you’ll be rated on six categories, then given a raise based on where you are overall relative to “meets expectations.”
If you’re senior but at the bottom of the senior band, and you’re mostly “at expectations” for your level but maybe “slightly below” in 1-2 categories, you’ll probably still net out at “meets” with a normal raise. If you’re senior but the highest paid senior - that’s probably going to net out at “below” overall, or zero-to-small raise.
The OWASP nonprofit isn’t like the well-funded Linux Foundation; it runs on a shoestring budget made worse by the loss of conference revenue during the pandemic. OWASP charters events, local meetups, training content and OSS projects - the authors of this memo focus only on the OSS project needs. The OWASP board sees itself as community first and foremost; projects should seek their own sponsorships.
Lots of stuff in the comments already about dual-track and external career options.
I'd add: can you hire a deputy who enjoys doing this?
* Ask for the next project management hire to be a true TPM, and try to pull someone who's working on something boring but is really interested in getting into your area of technology. Have them run all the Jira, summarization, execution of planning processes, comms & coordination. You'll still need to own hiring, still need to do a lot of people development work and still have to get involved in marketing & product strategy - but might get some leverage in internal pieces you don't like.
* Promote or hire another person who shows interest and aptitude in management, with the explicit plan for them to be your deputy and to take on some of the "tasks you don't really enjoy," especially if scoped to a specific area. Can you structure your work so someone else is responsible for 50% (or even more) of it? Can they do the RFP first-pass reviews, and even be responsible for pushing back on things in their area of responsibility? Can they manage some of your directs, and co-lead some of the above processes within their scope? There might be someone on the team who feels underutilized, wants more visibility, has strong relationships and is willing to learn. And if there's not - that's signal for you and your hiring process that maybe you've only hired folks like you; it may be time to have a broader set of folks on the team.
Several of the concerns revolve around the complexity of managing multiple IDs (product SKUs, prices, etc) for a single subscription - and the author reaches the conclusion that this is because it's optimized for "e-commerce and not B2B SaaS".
While from the buyer's perspective, "single negotiated cost with overages" may appear simple - it's a single bill after all - on the accounting side for the company selling the product, I'd expect it's much more complicated; with potentially different tax rates for different products and complexity around producing an auditor-defensible determination for "cost of goods sold" and "marketing expense."
So for at least some of these requests, I see Stripe's posture here as helpful - it's not "requesting a dollar figure", it's "creating a detailed enough accounting trail behind that bill to operate your business." Looking across the breadth of Stripe's products, I'd give them the benefit of the doubt here.
Her speech early in the Covid-19 era was one for the ages[1]: Short, personal, reflective of history yet with a clear call-to-action for her country. I'm not British and also found it exceptional.
I'm long past my academia phase, but recently led the PC for an industry conference (accept rate: ~15%).
1. Curation is important both for the physical limits (venues only fit a certain number of people), attention limits (attendees will usually retain only a handful of "nuggets" no matter how packed the agenda is) and interaction limits (you can't meet everyone at a large conference).
2. If the goal of a conference is not just to "stamp" research as somehow "approved", but to encourage discovery and knowledge exchange that deepens a specific area, it's important to apply that curation filter with an eye toward best advancing the goals of the conference. That means not just going for things that are okay, but those that best resonate with other presentations / attendees / research topics.
3. While the size of any one conference has to be fixed, tech has made it infinitely easier to create new conferences and journals with other focus areas. They may not start with the prestige of a larger journal, but if the papers published start to have an impact, it can catalyze an entire subfield of work.
Some conferences can be tied exclusively to "novelty" - ACM academic conferences - but others to "incremental advancements" - the bigger industry conferences in security, like Usenix Security and some to "best explaining ideas" - like Enigma.
There are new ways to find an audience for your work and create impact - that's part of the job now.