# The "Dream Job" Myth: Why You Shouldn't Find Work You Love (But Should Create It)

Based on the insights of Sergiy Nozdrachov, inspired by the research of Gallup, Dr. Barbara Fredrickson, and Marcus Buckingham.

We’ve all heard the cliché: "Find a job you love, and you’ll never work a day in your life." Let’s be honest –  it sounds like something dreamed up by a jobless poet. For most of us, work often feels like something we just have to "survive" to get to our real life. But what if the problem isn’t the work itself, but the way we try to find "love" in it?

According to Sergiy Nozdrachov, a Gallup-certified strengths expert and business professor, the secret to professional happiness isn't about hunting for a perfect role. It’s about a process called Job Crafting.

### 1. Love is a Biological "Turbo Mode"

We often think of love at work as a romantic abstraction. However, research by Dr. Barbara Fredrickson, a professor at the University of North Carolina, shows that "positivity resonance" (love) is a measurable biological state.

When you experience micro-moments of connection and joy at work:

* Your cognitive functions expand.
* Your resilience hits a "turbo mode" (a study after 9/11 showed that people who felt moments of love and gratitude recovered from trauma significantly faster).
* You become more creative and less prone to burnout.

In short, love isn't a "nice-to-have" – it’s high-performance fuel.

### 2. The 1,500 "Luckies" and the Big Secret

Gallup once conducted a massive search for people who could genuinely say: "I have the opportunity to do what I love every day." They found about 1,500 such people.

The shock? Not a single one of them "found" that job. They didn't stumble upon a magical vacancy on LinkedIn. Instead, they found an acceptable job in a good organization and gradually built their role into something they loved. They turned a standard position into a customized fit for their talents.

### 3. The Three Languages of Love at Work

To stop "surviving" and start "loving" your 9-to-5, you need to look at three specific vectors (inspired by Marcus Buckingham’s Love + Work):

* WHY (Meaning): Do your personal values align with what you do? You might be a coder in a telecom company, but your "Why" isn't the code – it’s helping people stay connected to their families.
* WHO (People): Are you in "sync" with your team? Love thrives in environments where you feel mutual care and shared energy.
* WHAT (Tasks): This is the most important and most neglected part. What exactly are you doing from 9 AM to 6 PM? If you are an adventurer forced into a spreadsheet-heavy operational role (as Sergiy experienced during his time in Shanghai), you will burn out, no matter how much you believe in the "Mission."

### 4. How to Become a "Job Crafter"

If your current job feels like carrying heavy stones, don't quit just yet. Try Job Crafting (a methodology by Prof. Amy Wrzesniewski):

1. Task Crafting: Can you shift your schedule to spend at least 20% of your time on tasks that use your natural talents? Even small tweaks can recharge your battery.
2. Relational Crafting: Change how you interact. Spend more time with people who "light you up" and set boundaries with those who drain your energy.
3. Cognitive Crafting: Change your perspective. Remember the parable of the three stonemasons: one is "hauling rocks," the second is "earning for his family," and the third is "building a cathedral." Same task, different reality.

### 5. What if Love is Nowhere to be Found?

Sometimes, circumstances force us into jobs where love is impossible. If you’re in that spot, Sergiy suggests a "Backup Generator" strategy: Find love on the side. Realizing your talents (whether it's writing, analyzing, or creating) is a physiological need, like sleeping or drinking water. If your job won't let you do it, do it through volunteering, hobbies, or side projects. It will give you the energy to survive the transition until you can build a better professional reality.

You don't need to love 100% of your job. But if you can reach a point where you love at least 25% of your daily activities, you are already ahead of most of the planet.

Don't wait for a "dream job" to fall from the sky. Take the job you have and start crafting. Because in the end, love at work isn't something you find – it’s something you grow.

Research shows that 1,500 people who love their work didn't "find" it—they built it. Discover the Three Languages of Love at Work and how to recalibrate your tasks to trigger your biological "turbo mode."

Stop Searching for a Dream Job: Master the Art of Job Crafting

Beyond the LinkedIn Cliché: How to Use Job Crafting and the "20% Rule" to Turn Your Current Role Into a High-Performance Fuel Source.

The "Dream Job" Myth: Why You Shouldn't Find Work You Love, But Create It

When change stops feeling like progress, it starts feeling like noise. Learn to identify the signs of change fatigue, why it's a matter of trust rather than energy, and how to create the stable rhythms your team actually craves.

Change Fatigue: The Hidden Crisis in Modern Teams

It’s Not Burnout, It’s Exhaustion: Why Unlimited Flexibility Without Structure is Draining Enthusiasm and How to Restore Trust and Clarity in 2026.

Change Fatigue: Why Constant Innovation Quietly Exhausts Your Team

# Silver is the New Gold: Why 55+ is the Ultimate Asset for Modern Business

If you still think innovation is the exclusive playground of teenagers in hoodies, fueling themselves with matcha while coding on the blockchain, we have some news for you. And it’s very "mature" news. While the world was chasing the cult of youth, the real powerhouses were quietly accumulating experience, grey hair, and strategic calm.

Welcome to the era of the Silver Economy, where 55 isn't the finish line; it’s the peak of performance.

### The Myth of the "Young Drive" vs. Reality

We’ve been sold the image of the 20-year-old startup founder who changes the world. But Harvard Business Review says: "Wait a second." The average age of founders behind the fastest-growing companies in the U.S. is actually 45. Furthermore, a 50-year-old entrepreneur is 1.8 times more likely to build a "unicorn" than their 30-year-old counterpart. Experience isn't just a number on a passport; it’s an immunity to the mistakes that the youth often make just for the sake of "content."

### Why They Are Your Greatest Asset

According to the World Economic Forum (WEF), multi-generational teams are the secret sauce of productivity. Here is why the "silver" players are winning the race:

* Mental Zen: Where a 25-year-old marketer might hit burnout over a failed post, a 55-year-old pro simply adjusts the strategy. They have seen market bubbles, financial crises, and global pandemics. They aren't easily rattled by a deadline.
* Loyalty as a Superpower: AARP confirms that older workers are significantly more stable. While 38% of Gen Z workers plan to change jobs within a year, silver talent stays with a company 2.2 times longer on average. They come to work to deliver results, not to "find themselves" at your expense.

### The Elephant in the Room: The Reskilling Challenge

Let’s be honest: experience alone isn't a magic wand if it’s decoupled from modern tools. The real challenge for the 50+ generation isn't their age, but the digital skills gap.

According to PwC’s Global Upskilling report, 74% of workers are ready to learn new skills or completely retrain to remain employable. However, for those over 50, the transition into the tech-heavy landscape can feel daunting. The goal isn't to turn a 55-year-old CFO into a junior Python developer – it’s about translation.

Coursera research highlights that older learners often outperform younger ones in "power skills" like critical thinking and self-management, but they need targeted upskilling in AI and data analysis to apply that wisdom in a tech-driven environment. This is why high-growth companies are now investing in "Returnships", internships for experienced professionals who need a 3-month "bridge" to update their tech stack.

### Global Shortages and "Active Ageing"

The OECD warns that by 2030, the world will face a shortage of 85 million workers. Ignoring experienced specialists today isn't just ageism; it’s economic suicide.

The world is shifting toward the "Active Ageing" model. This is an environment where a 60-year-old isn't a "pensioner on a bench," but a vital mentor passing on soft skills to the youth while holding the company’s structure together. Tim Cook (65), Satya Nadella (58), and Jeff Bezos (61) aren't just running the world; they are setting a pace that would make any Zoomer sweat.

### Summary

The world is getting older, but it’s also getting smarter. If your HR department is still filtering resumes based on birth year, you are losing the very people who possess the largest networks, the strongest nerves, and the deepest expertise.

* Advice for Business: Stop looking for "young and ambitious" in roles that require "experienced and effective." Invest in reskilling your veterans; the ROI is higher than you think.
* Advice for Candidates: Your grey hair isn't a sign of fatigue; it’s your seal of quality. But don't let your tech stack rust. In a world where AI is doing the "busy work," your ability to provide human judgment and strategic oversight is your greatest currency. Just learn how to talk to the machine.

Innovation isn't just for hoodies. With an 85-million-worker shortage looming, discover why silver talent stays 2.2x longer and how high-growth firms are using "Returnships" to bridge the digital skills gap.

The Silver Economy: Why Experience is the Best Tech ROI in 2026

Beyond the Cult of Youth: Why 50-Year-Old Founders are 1.8x More Likely to Build Unicorns and How "Mental Zen" is Saving Companies from Burnout.

Silver is the New Gold: Why 55+ is the Ultimate Asset for Modern Business

Both small businesses and large enterprises can reap the benefits of launching research and development centers (also known as R&D centers) located in offshore or nearshore zones. Thanks to these centers, companies have a chance to tap into a treasure trove of skilled tech talent to work on their software products and bring in innovations. To delve into the intricacies of launching an R&D center, we spoke with Dmytro Malashevskyi, Head of Business Development at nCube. In his role, Dmytro helps clients start R&D centers across such skilled tech hubs as Eastern Europe and LATAM. In the following interview, we address some important questions on this subject. *Let's begin!* 

## What makes R&D centers stand out among other outsourcing models? 

The main difference between outsourcing and a stand-alone R&D center lies in their respective models of cooperation. Unlike outsourcing, a**n R&D center serves as an extension of the client's parent company**. It operates as an autonomous branch under the client's brand with an independent infrastructure and dedicated employees who handle the tasks of the client's parent company. This assumes having a separate organizational structure, Chief Operating Officer (COO), management, HR and office managers, and other supporting teams. It comes with its own cookies and tea as well :)

<iframe src="https://giphy.com/embed/5r5J4JD9miis" width="480" height="270" frameBorder="0" class="giphy-embed" allowFullScreen></iframe><p><a href="https://giphy.com/gifs/cat-day-office-5r5J4JD9miis">via GIPHY</a></p>

## When does it make sense to launch an R&D center and why do companies do it? 

That's a great question, which has a fairly simple and understandable answer. The best time to create a research and development center is **when the need for further evaluation of the company arises**. At this point, companies get a chance to report and present their R&D centers as part of their assets, which elevates their overall value. That's the main reason why a company would prefer to launch a research and development center instead of going for outstaffing or outsourcing services. 

A good reason for a company to start an R&D center is **to benefit from instilling its own culture within its remote branch**. The matter is that R&D centers suit **long-term projects** as opposed to short-term ones of startups. With an R&D center, you will get an opportunity to **work with a stable team for as long as you need it**. Such an approach reduces the risks for the parent company. If anything goes awry at some point, for instance, a change of plans occurs, it'll be easier (and cheaper) for the client company to scale down an R&D center than disband their local team.

## Is it legal to run an R&D center in an offshore region? 

This one is tricky and falls under the "Everything which is not forbidden is allowed" category. As a matter of fact, it all depends on the goals and preferences of the parent company. My recommendation is **to choose countries that offer incentives for establishing IT companies**. 

For example, some countries boast reduced tax rates or even zero taxes policies up to 2 million Euros per year, for instance, Estonia. It's also crucial to define whether your R&D center will be a profit-generating entity. With that in mind, you should answer the following question: **Will your research and development center generate revenue for the parent company, or will it be a subsidiary that only handles software development tasks?** In the latter case, it is not as important where you establish the legal entity.

## What are the primary components and factors that influence the cost structure of an R&D center? 

Since an engineering research and development center is an intellectual and talent-dependent business, **the majority of expenses are related to Human Resources costs.** In fact, employees' salaries account for a lion's share of the expenses within an R&D center model.

Besides that, there are also additional costs in this model that are typically covered by the provider. Those include the costs of office space rent, one-time investments like office equipment, furniture, and appliances as well as expenses for establishing a legal entity, managing taxes, office maintenance and management, and HR support aimed at employee retention. It's also common to put down a deposit equivalent to two months' rent, along with an upfront payment for the office lease.

<iframe src="https://giphy.com/embed/2vq9I9HGKrpjaHNLVb" width="480" height="270" frameBorder="0" class="giphy-embed" allowFullScreen></iframe><p><a href="https://giphy.com/gifs/RJFilmSchool-crunchyroll-acd-anime-crimes-division-2vq9I9HGKrpjaHNLVb">via GIPHY</a></p>

## What is the average price of an R&D center and how is the price defined?

There's no universal answer as to how much it costs to open an R&D center. Above all, **it depends on the number of people and the size of the office**. For instance, in Ukraine, it’s now possible to rent an office space of 250 square meters for $3,500, which would be sufficient to comfortably accommodate 20-25 people, according to standard requirements. There's also the cost of establishing a legal entity, which is usually covered by the provider. On average, launching an R&D center of this scale requires an investment of approximately $50,000. This one-time investment should suffice to cover various expenses such as office rent and equipment, legal entity registration, and legal support, including the necessary deposits.  

## Which countries are most favorable for R&D centers?  

An ideal choice is a region with **the most reasonable cost-quality ratio when it comes to the talent** you will engage in your research and development center. Despite the risks involved, Eastern Europe remains one of the best options. Portugal is another noteworthy location for an R&D center. One of the reasons why clients consider launching R&D centers in Portugal is the abundance of engineers from Eastern Europe who have relocated there. Thanks to the policy of attracting IT talent through its digital nomad program, Portugal has now accumulated a lot of developers. 

Furthermore, despite the risks, we receive requests from companies willing to launch R&D centers in Ukraine, particularly in Kyiv. That's due to the large pool of candidates and the excellent infrastructure. Another popular location for an engineering research and development center in Ukraine is Lviv. This tech hub is close to the European Union, easily accessible, and boasts a large pool of IT talent as well. 

![](img/alex-kotliarskyi-qbpzgqemskg-unsplash.jpg)

## What steps should be taken to organize an R&D center for EU & USA companies?   

The easiest way to set up an R&D center is by hiring a provider to arrange the entire process for you. Regardless of the country where you plan to launch your R&D center, it's vital that you **hire a local director or manager** who is familiar with the local business landscape, understands local business practices and laws, and knows the ins and outs of local tax regulations. The provider will also assist you in finding the right kind of manager who will be in charge of your R&D center. 

The challenge with establishing an office in another country is that service providers like to overcharge, especially when it comes to rent. A local manager is a guarantee you'll receive the best services at a reasonable price. That I believe is the first step and an essential condition for a successful kickoff of your R&D center. 

The next step is to **build the core team** of your engineering research and development center. As your office expands to around 20 people, as your next step, it’s reasonable to **hire a dedicated HR professional**. Until this stage, the provider takes care of HR functions using their own resources.

## Is it possible to launch an R&D center without a provider?

It's possible, but company leaders should consider the risks I mentioned earlier. Chances are it'll be more expensive, and time-consuming, not to mention that you risk facing local legal issues, unfamiliar business environments, and other speed bumps. Thus, it may turn out to be a rather challenging journey for you.

## How to establish proper management and Agile development processes and culture in an R&D center? 

Above all, it's important to find the right managing director who will embody the values of the parent company and instill those values within the research and development center. 

When it comes to culture, it doesn't appear out of thin air. As a visionary, **the client defines the culture of communication and business processes.** Then, the managing director will communicate that vision to the newly formed R&D center. Additionally, the provider (given that they have a lot of experience in building research and development centers) will focus on hiring people who meet the demands of the client in terms of culture. For instance, the client may require individuals with advanced soft skills, open-mindedness, and agility. These requirements are documented in the hiring specifications, and the provider will hire people who best fit the client's vision of an ideal employee. That’s the best way to crystallize and spread the culture of the client company within an R&D center. 

Furthermore, **the HR team of the provider will shape the distinctive culture** of the client through team building, working with people, and establishing processes that reflect the culture of the parent company.

![](img/airfocus-d4d1wzavpk8-unsplash.jpg)

## What services regarding the R&D center are covered by the provider?  

Firstly, it's **sourcing the right kind of talent.** That's the primary function that companies entrust to providers of research and development centers. With that in mind, the provider should aim to hire employees who meet clients’ expectations in the best way possible. **The right people bring the right results.** 

Secondly, the provider takes care of **hiring contractors who will provide services to the R&D center**. This includes contracting workers who handle office maintenance, catering, water delivery, office repairs, equipment procurement, and more. 

The next responsibility that rests on the provider's shoulders is **people management**. The provider takes on all HR-related functions, such as employee retention services, legal and taxation support, payroll, accounting, sick leave and vacation management, organizing team building activities, facilitating employees' professional development, conducting one-to-one meetings with Human Resources managers, and so on. 

## How to evaluate a company considering that the R&D center is a separate entity and asset?

A legal entity such as an R&D center is typically a component of the provider's company. When the client company plans to enter the stock market and attract more investment, **it can buy out the entire R&D center, including the office, legal entity, and personnel after 1-2 years of collaboration**. It would then become a part of the parent company and a subject for evaluation. Alternatively, companies can mention an R&D center as their asset during negotiations with investors to secure better terms during investment rounds.



## To wrap up, what advice would you give to leaders who want to launch an R&D center?

I'd strongly recommend considering this decision carefully. It's important to clearly define reasons why you want to go with an R&D center. Frankly, hiring a team through an outstaffing model will be a more cost-effective option, as it eliminates the need for additional expenses such as office space rental, reduces administrative issues, and provides greater flexibility in terms of staff. Therefore, take into account the additional costs and organizational efforts associated with a research and development center. If your goal is to create a competitive organization in an offshore zone with more cost advantages than your local market can offer, then an R&D center is a reasonable choice.

Creating an R&D center also makes sense if you're a large startup aiming to attract funding and are looking for better evaluation. That way, you can showcase your R&D center as an additional asset to potential investors. 

Besides that, if you're focused on building a global employer brand, a separate office under your brand can become one of the "puzzle pieces" within your brand ecosystem or company/group of companies. On the other hand, if you have a short-term project or lack a clear purpose for establishing an R&D center, it's best to go with an outstaffing or outsourcing model, which can fully cover your software development needs.

<iframe src="https://giphy.com/embed/xrjvidNlVleA8" width="480" height="314" frameBorder="0" class="giphy-embed" allowFullScreen></iframe><p><a href="https://giphy.com/gifs/up-first-xrjvidNlVleA8">via GIPHY</a></p>



## Key Outcomes 

1. R&D centers serve as an extension of the client's parent company, with independent infrastructure, dedicated employees, and a separate organizational structure.
2. Launching an R&D center boosts a company's value, making it a sensible move when the need for further evaluation of the company arises. It's suitable for long-term projects and instilling company culture within a remote branch.
3. Running an R&D center in an offshore region is legal, provided it aligns with the goals and preferences of the parent company. Countries that offer incentives for establishing IT companies are preferred locations.
4. The cost of an R&D center majorly depends on HR costs. Other significant expenses include office rent, equipment, legal entity establishment, tax management, office maintenance, and HR support.
5. Regions like Eastern Europe and Portugal offer a cost-quality balance in terms of talent for R&D centers. Ukraine, particularly Kyiv and Lviv, also has a large pool of IT talent.
6. Setting up an R&D center is simplified with the help of a provider. Hiring a local director or manager familiar with local business practices, laws, and tax regulations is key.
7. Although launching an R&D center without a provider is possible, it may be more expensive, time-consuming, and fraught with local legal issues and unfamiliar business environments.
8. To establish a proper management and Agile development culture, it's important to have a managing director who embodies the parent company's values. The provider helps in hiring people who best fit the client's vision of an ideal employee.
9. Providers of R&D centers handle talent sourcing, contractor hiring, people management, employee retention services, legal and taxation support, payroll, accounting, and HR-related functions.
10. An R&D center can be considered an asset of the parent company during investment rounds and can be bought out by the client company when it plans to go public.
11. Leaders contemplating launching an R&D center should consider the additional costs, organizational efforts, and their company's long-term goals. If the aim is to build a global employer brand, attract funding, or create a competitive organization in an offshore zone, then establishing an R&D center is a beneficial move.



![](img/dima-malashevskyi-photo.jpeg)



## **About the Contributor**

[Dima Malashevskyi](https://www.linkedin.com/in/malashevskyi/) is the Head of Development and Marketing at [NCube Ltd](https://ncube.com/). Over the course of his 10-year career, Dima has been instrumental in helping businesses that require qualified engineers to join their in-house teams and startups seeking a dependable technology partner to assume full responsibility for their product development.

His expertise encompasses various industries including IT business development, FMCG, and Pharmaceutical. He excels in project management and fostering customer business development.

Dima has also shared his insights in another insightful piece titled [The Role of Emotions in the Selling Process](https://thecymes.com/article/the-role-of-emotions-in-the-selling-process), which further highlights his depth of knowledge and understanding of business development.


Explore the journey of launching an R&D center, with insights from Dmytro Malashevskyi, Head of Business Development at nCube. Understand the unique benefits, costs, and legal considerations of establishing an R&D center in offshore or nearshore regions.

Launching an R&D Center: An Expert Addresses Key Questions

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