Ryan McCorvie on Why Career Growth Depends More on Skills Than Job Titles

When Ryan McCorvie moved from working at a large corporation to consulting, he didn’t rely on a flashy title to carry him. Instead, he leaned into building real skills, such as generating analysis for driving data-informed decisions, and managing projects to achieve strategic objectives. McCorvie’s shift illustrates a larger truth: what you can do matters more than what your current label says.

Titles still matter in professions that are heavily regulated or credentialed. In medicine, for example, the distinction between resident, attending, and specialist is tied directly to training and scope of practice. In law, the leap from associate to partner is defined by standards that leave little ambiguity. These titles remain shorthand for real expertise and responsibility.

But in much of the corporate world, titles don’t carry that same clarity. A “senior manager” might oversee an entire regional division at one firm and only a small team at another. The title looks the same on paper, but the reality behind it can vary enormously. Without the context of what someone actually does day-to-day, titles are often misleading.

For many, another challenge can be inflation. Companies sometimes create titles to boost morale or retain employees without expanding their actual scope of responsibility. An “executive” in one place may be performing the same tasks as an associate somewhere else. This mismatch makes it harder for hiring managers to assess ability and can set up candidates for disappointment when they change jobs and find their title no longer translates.

“Titles will always serve as a rough marker, but they are no longer the reliable guide they once were,” says McCorvie. “That shift places the focus squarely on skills—the measurable, portable capabilities that employers increasingly prize.

Why Skills Matter More Than Titles

When managers make hiring or promotion decisions, they are usually looking for evidence of what someone can accomplish. A “senior analyst” who can’t explain findings clearly may lose out to a candidate with a less impressive title but sharper communication skills. A designer with a modest role title who demonstrates expertise in both research and visual design may have more influence on outcomes than a design lead who stays in a narrow lane.

Skills also travel more easily between industries than titles do. A project manager with experience in budgeting, risk management, and stakeholder communication may be able to transition into healthcare, technology, or manufacturing. The title “project coordinator” might not mean much outside its original context, but the skills behind it remain valuable and recognizable.

Employers are taking notice. More than two-thirds of companies now use skills-based hiring to help identify candidates with potential, according to NACE’s Job Outlook 2025 Spring Update. This reflects a broader shift toward evaluating people on the abilities they bring to the table rather than the labels attached to their résumés.

The skills that tip the balance are not always technical. While coding, data analysis, and design expertise matter, so do adaptability, collaboration, and leadership. Someone who can bridge technical expertise with strong interpersonal skills is often the one who earns opportunities for growth, regardless of what their title says.

Continuous Growth, Not One-and-Done

A degree was once thought to be the entry ticket to a lifelong career. That idea has eroded as industries shift faster than ever. Technology, consumer behavior, and business models evolve, making it impossible to rely on what was learned years earlier. Workers who don’t keep learning can quickly find themselves out of step with what employers need.

Many people are responding by adding new skills incrementally. They sign up for targeted courses, pick up certifications, or volunteer for assignments that stretch them. A marketer may learn basic video editing to expand their reach. An engineer might take on product management responsibilities to understand the bigger picture. These steps can significantly increase a person’s value without requiring another full degree.

This isn’t just a trend among ambitious workers—it’s becoming a necessity. More than half of employees—52%—say they expect to learn new skills within the next year to keep up with career demands. That pressure reflects how quickly industries are changing and how short the shelf life of some skills has become.

The key is application. Employers want to see evidence that newly learned abilities are used in real work. Completing an online course is useful, but it becomes powerful when paired with a concrete example, like leading a project that applied those lessons. Workers who can show practical results are often the ones tapped for new opportunities, even before their title changes.

Ryan McCorvie: Building a Skills-First Career

For professionals who want their growth to depend on skills rather than titles, a few practices stand out.

First, take stock of what you already know. Listing out current skills helps reveal strengths and gaps. This awareness makes it easier to choose what to learn next. 

Second, look for opportunities to stretch beyond your defined role. An engineer can sit in on product meetings, while a salesperson might spend time understanding support issues. These crossovers broaden perspective and build transferable expertise.

Third, make your skills visible. Keep a portfolio, whether that’s a formal online site or a simple collection of project summaries. Hiring managers respond to proof of impact. One study found that 85 percent of recruiters said they would review a candidate’s ePortfolio link if it was included in an application. That suggests visible evidence of skills can outweigh title-driven assumptions.

Fourth, target organizations that value results. Some companies promote based on contribution and performance, not seniority. In these workplaces, skills rise to the surface quickly. Finally, stay connected to professional communities. Whether in person or online, these networks provide learning opportunities and chances to share your own expertise.

What It Means Going Forward

Titles aren’t disappearing. They still serve a purpose, especially in structured or regulated fields. But in much of the professional world, they no longer provide a full picture of someone’s value. Skills have become the true currency of growth, allowing people to move across industries, earn opportunities, and adapt to change.

For individuals, this reality can be empowering. You don’t need to wait for a new title to prove you’ve grown. By adding skills steadily and showing how they’ve been used, you create momentum that’s harder to ignore. Promotions and title changes may follow, but they become recognition of what you already bring rather than the goal itself.

A practical way to start is small: pick one skill outside your comfort zone each year and commit to applying it in real work. It might be giving better presentations, learning a software tool, or improving leadership habits. Over time, that steady accumulation of skills becomes the foundation of a career that moves forward, regardless of the label attached to your role.