FinTech Leadership Is a Behaviour, Not a Title

Walking the Talk for Inclusion in FinTech

In this powerful episode of FinTech’s DEI Discussions, hosted by Nadia, Thara Brooks, Market Strategy Specialist for Fraud, Financial Crime, and Compliance at FIS, takes us on a journey through her career progression, the changing narrative of inclusion, and the vital role every individual plays in building inclusive workplaces. From her unique perspective as a generalist in a specialist-driven industry to her current role as a change agent at FIS, Thara offers valuable insight into how incremental actions can have industry-wide impact.

This episode brings to light the importance of creating authentic DEI initiatives in financial technology, especially for companies aiming to attract, develop, and retain the best FinTech talent in an increasingly competitive landscape.

FinTech Career Growth: How Generalists Build Impactful Careers

Thara’s career path is anything but linear. As part of the inaugural UK graduate programme at FIS, she began her journey in professional services before moving into pre-sales, product management, business strategy, and now market strategy. Her current role sees her focused on the fraud, financial crime and compliance landscape, identifying market trends, representing the voice of the client, and supporting go-to-market activities that influence strategic direction.

Instead of viewing career advancement as a vertical climb, Thara has embraced horizontal movement, deliberately seeking new experiences every few years to broaden her skill set. This approach reflects a mindset that many FinTech recruitment professionals value highly today: adaptability, cross-functional knowledge, and the ability to connect dots across different business areas.

Thara champions the value of being a generalist, referencing Range by David Epstein, a book that argues the most successful individuals are those who explore widely before specialising. In a sector like FinTech, which thrives on innovation and agility, this broader approach to career development allows professionals to grow with the industry.

For hiring managers and talent acquisition teams, this insight is crucial. Recognising the value of generalists, especially those with experience in fraud and compliance, is essential when building high-performing teams in today’s ever-evolving financial services landscape.

Building Inclusion in FinTech: A Personal Evolution

Thara’s perspective on inclusion has shifted significantly over time. Early in her career, she admits, inclusion wasn’t something she thought deeply about, largely because it wasn’t being discussed openly in workplaces or academic settings. As she progressed through various roles, her understanding deepened, particularly around the distinctions between diversity, equity, and inclusion.

She eloquently explains the difference between equality and equity, and how diversity and inclusion are often mistakenly used interchangeably. “Diversity is being invited to the party,” she says. “Inclusion is being asked to dance.” That simple but powerful analogy underscores the importance of meaningful participation, not just representation.

In her view, inclusion can be broken down into three layers: inclusion inside (how individuals feel within themselves, being seen, respected, and safe), inclusion in between (the relationships built with colleagues and managers), and inclusion outside (organisational culture, policies, and broader workplace structures). Thara stresses that everyone has a role to play in all three areas.

For companies in the FinTech sector, these distinctions matter. As FinTech recruitment professionals, we know how vital it is that candidates feel they can bring their full selves to work. When businesses understand and actively address all layers of inclusion, they create more supportive environments, leading to higher employee satisfaction and reduced turnover.

Leadership Without a Title: The Power of Impact Through Influence

One of the most inspiring parts of Thara’s story is her role as a change agent at FIS. Rather than waiting for a formal leadership title to make a difference, she became part of a group of employees tasked with championing positive behaviours and cultural transformation across the company.

Thara speaks about the misconception that leadership must be tied to hierarchy. Instead, she believes leadership is a behaviour, not a job title. As a change agent, she has used her voice, ideas, and actions to influence others and build momentum. Whether it’s volunteering to lead a team discussion, sharing DEI insights, or organising inclusive events, these “small gestures” help spark a ripple effect throughout the business, what she describes as a “Mexican wave.”

This message is particularly resonant in recruitment and talent development. Many FinTech professionals are looking not just for a job, but for a place where their voices matter. By enabling impact through influence, businesses can create more engaged, loyal teams and empower employees at every level to contribute to change.

Connecting with Future FinTech Talent: Inclusion Across Five Generations

Today’s workforce is more generationally diverse than ever before. For the first time in history, five generations are working side by side, each shaped by different social, economic, and technological contexts. Thara highlights the importance of recognising these differences and creating inclusive cultures that cater to a range of motivations and communication styles.

In particular, she focuses on Gen Z, a generation entering the workforce with a strong commitment to DEI. For these young professionals, diversity and inclusion are not just optional extras; they’re foundational values that influence where they work and who they work for.

To attract and retain Gen Z talent in FinTech, Thara suggests using tools like reverse mentoring, where younger professionals can share their perspectives with more senior colleagues. These build understanding, encourage empathy, and foster two-way learning.

She also champions the importance of inclusive language. For instance, the term “work-life balance” might feel outdated to younger professionals who are used to more fluid schedules and side projects. Thara prefers “work-life harmony,” which better reflects the dynamic and flexible ways people now live and work.

Additionally, she challenges the narrow focus on parental responsibilities in workplace policies. Inclusion, she says, must acknowledge all forms of caregiving, whether for children, parents, pets, or partners. By using more inclusive language, FinTech companies can create policies that speak to the needs of a wider and more diverse workforce.

Embedding Inclusive Policies and Products in Financial Technology

As someone who works in fraud and compliance within a FinTech organisation, Thara brings a unique lens to the role of inclusive policies in business success. She shares her personal experience of negotiating flexible work arrangements post-maternity leave, including moving to a four-day week and later adopting flexitime, stressing that these models work best when tied to clear business outcomes.

Her experience shows how forward-thinking employers can support inclusion without compromising productivity. For FinTech firms striving to attract top-tier candidates, offering customisable work models isn’t just a nice-to-have, it’s a critical tool for building trust and demonstrating genuine support.

Thara also urges companies to consider inclusion in product design. Drawing on her time in product management, she reflects on how accessibility was often overlooked. She cites initiatives like Project Nemo, which champion disability inclusion and challenge industry norms around product usability.

In today’s technology-driven financial services sector, failing to consider accessibility in product design risks excluding entire segments of the population. As FinTech evolves, inclusive design must be embedded from the outset. Recruitment firms working in the sector must therefore partner with companies that prioritise this thinking, not just in HR policies, but in how they serve their customers and communities.

Sustaining Inclusion in FinTech: It’s Not Just a Panel Once a Year

Towards the end of the episode, Thara makes a critical point: inclusion should never be a one-time initiative or an annual campaign. Too often, organisations pour effort into high-profile DEI events without any follow-up. Panels and celebratory days are important, but they must be part of a continuous, measurable journey.

She argues that inclusion must be embedded into the everyday rhythms of work. This includes regular self-assessment, active learning, and consistent behaviours from every team member, not just those in HR or leadership roles.

Crucially, she highlights the need for KPIs and tracking mechanisms. Without data and accountability, DEI progress stalls. By measuring engagement, progression, and representation across departments and levels, organisations can identify gaps and make meaningful change.

For Harrington Starr and our work in FinTech recruitment, these insights reaffirm what we hear from candidates and clients alike: that inclusion must be visible, ongoing, and backed by action. It’s not enough to talk about equity; companies must show how they are walking the talk, every day.

Inclusion and FinTech Recruitment: A Competitive Advantage

At Harrington Starr, we understand how critical DEI is to both candidate experience and business growth. In a market where the best FinTech professionals are in high demand, companies that prioritise inclusion stand out. We know from our conversations with job seekers that flexibility, purpose, and cultural alignment are among the top factors influencing their decisions.

Thara Brooks’s journey, shared so generously on FinTech’s DEI Discussions, exemplifies the power of inclusive leadership and strategic flexibility. Her story is a reminder that inclusion does not require perfection; it requires intention, consistency, and humility.

Whether you’re hiring in fraud prevention, compliance, product strategy, or data, the principles Thara outlines apply. By embedding inclusive practices into your culture, leadership, and product development, you not only attract the best talent but also keep it.

Final Thoughts: Let’s Walk the Talk

As Nadia concludes in the podcast, inclusion only becomes real when we choose to walk the talk. From engaging young professionals to supporting multi-generational teams, from challenging outdated language to championing flexible working and inclusive tech design, every action counts.

If your organisation is looking to grow with inclusion at its core, or if you're a candidate seeking a workplace where you feel valued and seen, Harrington Starr is here to support you. We work with companies that care about building better workplaces and help professionals connect with cultures that match their values.