‍

Across the fintech landscape, a quiet revolution is underway. Middle management-the layer once tasked with translating strategy into execution-is being rapidly thinned or eliminated altogether. In its place, companies are seeking player/coach leaders and T-shaped hires who can both strategize and execute, often across multiple domains.

‍

Why Is Middle Management Disappearing?

The trend isn’t unique to fintech, but it’s especially pronounced in high-growth, innovation-driven sectors. Major corporations and tech giants are slashing middle management roles, citing the need for speed, agility, and leaner operations. Companies like Google, Amazon, and Citi have all made headlines for flattening hierarchies and removing layers that slow down decision-making and productivity.

As one industry observer notes, it’s not just about cost-cutting. The real driver is the desire to eliminate bottlenecks and empower teams to move faster. Middle managers, once seen as essential for coordination, are increasingly viewed as obstacles to rapid execution.

The Rise of the Player/Coach

In this new paradigm, the “player/coach” model is gaining traction-especially in fintech startups and scale-ups. A player/coach is a leader who not only sets direction and manages a team but also rolls up their sleeves to contribute directly to the work. This hybrid approach is particularly valuable in early-stage businesses, where resources are limited and everyone needs to be hands-on.

Benefits of the player/coach model include:

• Filling critical skills gaps without extra hires
• Leading by example, fostering a culture of accountability and learning
• Making informed strategic choices based on real-time involvement in execution
• Smoother communication and faster feedback loops

T-Shaped Talent: The New Gold Standard

Alongside player/coaches, fintechs are seeking T-shaped professionals-individuals with deep expertise in one area and broad capabilities across others. This versatility allows teams to stay lean while still covering a wide range of needs, from product development to customer success.

What This Means for Fintech Teams

• Fewer layers, more impact: Teams are flatter, with leaders expected to both guide and execute.
• Broader skill sets: Employees are valued for their ability to contribute across functions, not just manage.
• Faster decision-making: With fewer handoffs and approvals, companies can adapt quickly to market changes.
• Higher expectations: The bar is raised for both leaders and individual contributors, who must be comfortable juggling multiple roles.

The Challenges Ahead

While the player/coach and T-shaped models offer clear advantages, they aren’t without pitfalls. Balancing strategic leadership with hands-on execution can be demanding, and not every high performer thrives in both roles. Clear structures, expectations, and support systems are essential to prevent burnout and ensure sustainable performance.

The Bottom Line

Fintech companies, driven by the need for speed and efficiency, are rewriting the rules of organizational design. Middle management is giving way to agile, multi-skilled leaders and doers. For talent in the sector, the message is clear: versatility, adaptability, and a willingness to get your hands dirty are now the keys to success

‍