Early in his career, Neil Lustig faced a choice: continue his fast ascent as one of IBM’s most promising engineers in a satellite office or take an entry-level sales position in its larger New York City location. His boss told him the move would end his career, within the company and industry. But his mentor argued the opposite. He said he’d hit a ceiling without exposure to both the technical and commercial sides of the business — and that he’d never lead without experiencing all the moving parts. The mentor, once a former engineer, oversaw a team of 7,000 people at the time.
