Do you think this was good advice? You took their advice, even if it seemed a bitter pill at the time. They were most certainly part of the process for your promotion.
It feels like this senior director is in your corner. I'd schedule a 1:1 with a simple agenda of "looking for advice".
Definitely start with a compliment. "I remember that you advised me to move to X, Y time ago, and you were right that it was great for my career and promotion."
Be clear and specific about your desires - "I miss working on X technology. I was wondering if you have any visibility into any 2025 Q2, Q3, H2 projects or opportunities related to X technology that I might be able to [contribute to or transition to]." Sometimes you can be 50/50 to try something out or dip your toe in the water if you are attached to the success of something else. It's important that you be clear and specific. Maybe you could do this via email - it depends on if you are introverted or extroverted.
I once had an EM go back to Principal IC in an area that he loved. He's still working on it.
Good luck!
(Note: I don't know genders of anybody here. I'm going to call OP "he" and the SD "she," because lots of they's and titles get confusing.)
The SD probably thinks this conversation is over. From her perspective: I told OP what to do (what was in his "best interest") and he did it. End of talk. I'm in an ultra-fast growing pressure cooker with 30 things on my plate to get right, and I work for people who don't hesitate to fire leaders. Now he wants to put time on my calendar to talk about it. This can go one of two ways.
Option A: OP doesn't like the way things went because he wants to spend time in the other domain. (which is what this is about.) On net, to the SD, this is just causing friction. Maybe she helps you out and puts you back in the old domain, at least after a while, and you owe her a favor. Maybe your performance is good, but not irreplaceable-good, and she gracefully handles the conversation, but she is annoyed. When your new director gets on, she tells them to look out for that one, he's high-maintenance. New director, you can decide whether or not he's worth the effort to keep happy, but please don't let him jump onto my calendar again without vetting what he's talking about. K thanks. (And yes, this is a real conversation that happens.)
i.e., it might get you what you want, but it also might backfire.
Option B: As a mid-to-senior manager in an org like that, your SD is always on the lookout for engineers who get "the way the world works."[1] You can go in framing the ask for advice differently: "I was on team A, I had to leave because of what happened on team A, now I'm on team B. Team B is fine but I don't see the headroom given the other players there. I'm happy to keep performing here, but what advice do you have for making a real difference in this circumstance, and are there upcoming challenges I should volunteer for?"
This may seem like a subtle distinction, but the framing is really important. In one of them, you come and say, "what's important to me is working on this domain, and that was taken away from me. Solve my problem for me." (To which the SD says, _damn, this guy can't wait 2 weeks for the new director to start_ ?) In the other, you send a different series of signals:
"I had a sweet gig where I loved the domain and was making progress as an expert/leader..." Ok, he's passionate. He cares.
"Nobody loves team disruption, but what happened happened and made sense. I'm not saying I necessarily want to go back." Grudges are for amateurs, this guy is future-focused. I can work with that.
"I took your advice, and thanks for taking the time to give it." He will engage hierarchy respectfully even if he doesn't love where it has landed him at the moment.
"But in the domain where I'm working now, you already have two leaders well-developed who are definitely the right people to lead it forward." He's a team player, not trying to knife anyone in the back. But he's also hungry and ambitious. Plus he's giving me a private and unsolicited (therefore probably honest) endorsement of other in-place players, which is a gift of high-value information.
"So with a lot of changes going on, new director onboarding, etc., I wanted to set a goal to make the biggest difference I can for our shared success. But you have better visibility than I do about how to actually stack tactics against that goal. What would you advise I volunteer for / do over the next 6 months? What should I tell this new director that I want?" He gets it. His goals are my goals. There's a clear reason he came to me rather than the new director, this is not a waste of my time. He's pragmatic and ambitious and technically excellent. I might not have anything shovel-ready for him this second, but I'll keep him in mind next time I need something knocked out of the park. And I think my 3 pm meeting tomorrow is about something like that.
[1] "The way the world works" in circumstances like this is more precisely, "the way to operate in this particular organization and leadership climate that will ruffle the fewest feathers while pleasing the right people."
The law firm says the surgeon made false claims. (Which claims? Were they false?)
The surgeon reacted with some twitter grandstanding saying she was on the side of the women she cares for who are battling cancer. (Noble, but irrelevant. She can tell the truth for a good cause or lie for a good cause. Which did she do?)
UHC's spokesperson makes a big show of saying there are "no insurance-related circumstances that would ever require a physician to step out of surgery" and they would "never ask or expect that." Happens all the time actually, in part because if you don't work on the insurance company's schedule and answer their calls, you may not be able to talk to them for weeks, and your patient is denied in the meantime. But is that what was happening here? Apparently nobody thought to ask or include that information.
The implication of this news item is that UHC has hired a shakedown operation to chill criticism on social media. Big if true. But it seems to really matter whether the people on either side are telling the truth. Somebody should report that out. Alas, I guess "big company vs plucky surgeon in social media spat" is a simple script that requires no work, we don't need to be curious about who the hero(ine) and the villain are.