The longevity of his employment is likely a result of the company's willingness to promote him instead of hiring externally, despite his start at the entry level. This is not likely to happen anymore, at least nowadays.

From the article: "After getting his first position as a shipping assistant, Walter showed outstanding skills and willingness to learn, always doing more than expected. [...] Shortly after, he was promoted to a position in sales. Then, he became a successful Sales Manager."

I once spoke with a professional baker who started off as a machine operator for a bakery in his late teens, then earned promotion to become a production supervisor and then distribution manager. He then moved companies to become a plant manager, and later an operations director involved in baking formulation, until becoming an account manager (sales) for large baking firms.

The commonality between these stories is that loyalty and hard work at a job has historically enabled people to earn a good quality of life. Nowadays, it intuitively seems like internal promotions from the very entry level are harder to come by, as many firms prefer to hire people with degrees for management or hire externally.

Instead of promoting internally like in the past, I read and heard from managers they prefer to recruit externally for management positions. They perceive that internal candidates lack "leadership qualities" from past interactions with them, and/or perceive that they produce more value in their current positions. When asked how they account for these people changing jobs for promotions to lead elsewhere, the response was that they would say they understood the former employees' positions and would wish them well (without openly reconsidering whether they were under-weighing the value of internal promotion).