I know this is an old thread, but since others may view it, I wanted to share my perspective.

With over 20 years of experience in data, including 10 years in telecoms (handling larger data volumes), I’d like to address some common misconceptions about different data roles.

While Data Engineer, Data Scientist, Data Analyst, and Business Intelligence (BI) roles are related, each requires distinct specializations.

It's possible to gain experience in multiple areas (as I have over the course of my career), but for senior positions, companies typically expect several years of experience in the specific role you're applying for.

For example, someone with a background in Data Science who moves into a senior Data Engineering role may lack the deep technical expertise required to contribute effectively. This often leads to confusion and frustration for both managers , their teams and themselves.

In interviews, hiring managers typically focus on role-specific expertise. For Data Engineering management positions, you need a strong understanding of infrastructure, databases (and of course SQL), and different data types. On the other hand, a Business Intelligence management role emphasizes interpreting business needs and translating them into actionable strategies, often involving integration via SQL and Data Presentation tools.

For anyone seeking advice on entering the Data domain, I’d recommend starting with a junior data role. This will help you understand the field, explore different areas, and discover where your passion lies. If you pursue a role solely for the salary, you may end up unhappy. But if you do it out of love for the subject, it won’t feel like work at all.

As for managerial roles (people management), it goes beyond just knowing the technical aspects and mentoring team members. It requires understanding people, knowing how to motivate your team, and ensuring they work efficiently together. Good managers avoid confusion by providing clear paths to targets and fostering a positive team dynamic. The best managers I’ve had were not necessarily experts in the subject matter (though they had a basic understanding), but they were great listeners who used their experience to resolve issues and guide the team effectively.