So in small teams where visibility is clear those things are obvious.
It's in larger orgs where you want to climb the ladder that you get bonus points for the problems fixed but not those you prevented.
At a big company you should be able to turn that into a number - 'this kind of issue was costing us $X/quarter, and thanks to my work, it is now costing us $(X-N)/quarter, in line with my estimates.'
It's performance season so I've been giving a lot of thought to how you quantify and attribute impact especially for folks in lower-visibility roles.
Not every company is going to see it this way but that's kind of a truism. Not every company sees any one kind of impact the same way, and you have to think about that relative to your career goals. I think aligning with your manager at the start, quantifying your impact and showing your results is going to get you the recognition you deserve at any company worth working at.
The intelligent, optimistic and genuinely good, helpful people who don't learn this (or refuse to compromise their good nature) end up burning out, getting performance managed or with PTSD
Some people don't want to give up the job at High Status High Pay Corp. That's the trade-off they are choosing. (Not every HSHP Corp. has to be a bad place to work, however.)