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While job hopping is often seen as a fast track to higher pay and promotions early in a career, it may hinder growth at senior levels. At Staff+ positions, influence and credibility built within a company are key to advancement. Switching companies frequently resets these, slowing progress. Calculated career moves are essential later in your career to maintain momentum and minimize risk.

When Job Hopping Doesn't Make Sense

You still make more money leaving on average every 3 years. Your title and position does not matter. Your compensation matters.

im going to keep it real, i only want the money

Actually the data shows that it just depends what your goals are. When I analyzed every engineering career move over the last 20 years I found that staying past 3 years was a detriment to upward mobility across the board. While Staff and Principal positions did stay longer at jobs, the biggest determining factor of Staff promotions was actually specialty. On the other hand engineers who aim for CTO roles almost never benefit from sticking around. <a href="https://www.signalfire.com/blog/engineering-career-trends-pt1" target="_blank" rel="noopener nofollow">https://www.signalfire.com/blog/engineering-career-trends-pt1</a>

I would say both strategies are valid, but it strongly depends on the medium/long-term objectives.
If the objective is to land a Management position, is immensely valuable to have a complete understanding of the company. If someone is in a company for 5-10 years, the level of trust in that professional (I would expect) is immense.
For example, I have been managing IT Software Development teams for more than a decade now. Every time I change companies my level of authority has always decreased a bit compared with my previous job. And it’s normal. As a new-joiner, I would need to show and build trust with my managers and co-workers. Slowly, the authority will keep increasing as time passes and as projects keep being delivered. Sponsors start delegating decision power once they see achievements.
However, I have seen numerous IT Engineers who never landed a technical leadership in their lives despite decades-long experience. Mainly because they never stuck to one role long enough to be able to build trust, and show they can handle the spotlight and be promoted.
Leadership is a trust game. Going both ways, for the team and higher management.