The method is built to scale
Mercury wears Capricorn here and keeps its office in the 6th house: your working systems are designed for the version of the job that exists in three years rather than the one in front of you. The structure holds under a load nobody has yet applied.
That foresight makes you the person operations get handed to. It also means you have built something that can absorb far more than you can, and nothing in the design accounts for that.
Competence attracts more of the work
Everything you do well arrives again, in greater volume, because the reliable person is the obvious place to send anything. Nobody involved intends the accumulation and nobody is monitoring it. You will have to do that yourself, in writing, at intervals. What you cannot do is assume that somebody senior is tracking your total load, because in every organisation you have worked in, nobody was.
You will not say that it is too much
Admitting an unmanageable workload registers to you as a failure of capacity rather than as information about the workload, so you absorb it and the absorption becomes the new baseline. The next increase then starts from there. Say the number rather than the feeling: this many hours, this many items, here is what would have to move. Framed as arithmetic it gets addressed; framed as difficulty it gets sympathy.
The day has a start and no finish
You know exactly when work begins and the end is defined by the work running out, which it does not. Over years that produces a life with a shape on one side only. Set a stopping time and treat it as an external obligation rather than a preference, since you will keep any commitment made to somebody else and none made to yourself.
You are documenting something nobody asked for
The process written down, the record kept, the handover that would work if you disappeared: you produce these because leaving something undocumented offends you. Organisations run on this and never budget for it. Make it visible when your role is being discussed, because it is the most durable thing you make and the easiest to leave out of any description of your job.
You are underpaid for the reliability
Dependability is the hardest thing for an employer to replace and the least likely to be paid for, because it produces no visible events. You have probably been carrying an operation while being graded on your job title. Make the case with the cost of your absence rather than the quality of your work — what would have to be bought if you stopped — since that is the only version any budget understands.
The job is where the wear actually happens
Your working posture, hours and load leave a specific and cumulative mark: the same shoulder, the same lower back, the eyes by Thursday afternoon. None of it is dramatic and all of it is progressive, which is exactly why it never reaches the top of any list. Handle it as maintenance on equipment you intend to use for another thirty years — the chair, the break, the annual check — rather than as something to address once it has become a problem.
The operational job is a ceiling as well as a floor
Being the person who makes everything run is enormously valuable and it can hold you exactly where you are, because nobody wants to move you. That is a specific trap rather than bad luck. Train a successor before you need one, visibly, and say that you are doing it. The organisation cannot promote somebody it has no plan to replace.
Correct with everyone, close to nobody
Your working relationships are professional, dependable and largely impersonal, and after a decade in a place you may know very little about the people you see daily. That is a defensible choice and it makes difficult periods lonelier than they need to be. Have lunch with one colleague a month with no agenda. It is the cheapest insurance available.