Service ≠ Expertise. Why Tools Don’t Define Competence
Sometimes a situation says more than it seems
When a service gets mistaken for expertise — and a tool for competence
On one of my past projects, we had an analytics system that looked and behaved almost exactly like Power BI. Not because we copied it
But because the product was so heavily protected that no external services could be used at all
So the team built their own BI module: separate backend, separate infrastructure — but the same logic, structure, and behaviour you see in Power BI
The principles were identical. And that’s enough to understand how the whole thing works
Later, in an interview, I was asked about Power BI
I answered honestly: yes, I had worked with it — but never natively on macOS. Power BI has never supported Mac properly, so I used RDP to access a Windows environment and built my first models and visualisations there
It was a workaround, but it gave me exactly what matters: understanding the logic, the data structure, and the way the tool thinks
And I immediately saw the reaction in the recruiter’s eyes. It was as if a red mark appeared instantly: “used it, but not the *right* service — therefore minus”
Even after I explained the logic, the principles, the modelling approach, the visualisation types, and my hands-on experience — nothing changed
The service itself weighed more than the understanding. The name of the tool mattered more than the actual expertise
That’s where I see the real problem
Not in the recruiter — in the thinking behind the process
If someone understands the principles of data analysis, knows how models are structured, and sees how systems behave — they can master any specific service in an hour
If someone knows Jira — they can pick up Monday or ClickUp without any drama
Because a tool is just an interface. Knowledge is a way of thinking
A company or process that evaluates people by the name of a tool rather than the depth of their understanding creates a risk for itself
Projects don’t fail because someone can’t click a specific button. They fail when there is no one on the team who sees structure, causality, and essence
