Redefining the Path to Engineering Management

Leadership Reimagined

In this episode of FinTech’s DEI Discussions, hosted by Nadia Edwards-Dashti, Chief Customer Officer at Harrington Starr, we are introduced to a remarkable voice within financial services and technology: Sophia Nadri, Financial Services Engineering Manager and Leadership Coach. Her insights go beyond the bounds of traditional management conversations, offering a roadmap for building authentic, inclusive, and performance-enhancing workplaces. For a FinTech recruitment business like Harrington Starr, which works at the intersection of leadership development and talent acquisition, Sophia’s perspective represents the future of hiring, management, and employee retention.

Sophia Nadri’s Career Path: From Quant to Product Engineer

Sophia’s professional journey exemplifies what it means to explore, discover, and evolve. Initially trained in computer science and applied mathematics, her early ambition was to become a quant trader. After six months in that space, however, she realised her true passion lay in the technology behind the finance—specifically, in the process of building and innovating, not just applying mathematical models to financial instruments.

This pivot led her into various technical domains including site reliability engineering (SRE), DevOps, infrastructure, and architecture. But it was product engineering that ultimately captured her interest. Her first product engineering team was not only technically impressive—it was incredibly diverse. Different languages, cultures, and backgrounds came together to create something extraordinary. That synergy was both exciting and formative, prompting her to move towards engineering management, where she could cultivate similar environments.

As a manager, Sophia found herself drawn to the human side of the business. Building teams, helping them grow, and fostering environments where everyone felt they belonged became central to her role. She successfully scaled teams, doubled headcounts, and led complex technical efforts. But it wasn’t long before she began eyeing a parallel mission: coaching others to become better managers and leaders themselves.

Identifying the Leadership Gap in FinTech

What motivated Sophia to become a leadership coach wasn’t simply a career change—it was a call to address a glaring gap in the industry. Her own experience working with a coach had a profound impact on her, offering both clarity and challenge. Inspired, she decided to offer that same support to others—especially new managers navigating the difficult transition from individual contributor to team leader.

In FinTech companies, especially scale-ups and startups, this transition is frequently unsupported. While executive leadership might receive budget allocations for coaching and development, first-time managers often go it alone. They’re thrust into positions of responsibility with minimal guidance, frequently left to navigate complex people issues, delivery targets, and shifting team dynamics through trial and error.

Sophia recognised that many engineers don’t even see management as an accessible career path. Misconceptions about leadership—that it requires a commanding presence, unwavering confidence, or a specific personality—prevent talented people from stepping up. Through her coaching, Sophia is working to dismantle those myths, helping people redefine leadership on their own terms.

Coaching for Engineers: Developing a Managerial Mindset

Sophia’s approach to coaching is not about templated leadership philosophies—it’s about creating bespoke journeys for engineers stepping into management roles. Her programme, specifically designed for FinTech professionals, focuses on the unique needs of those in engineering and product teams. As a FinTech staffing agency, Harrington Starr recognises how vital such training is for both individuals and organisations, especially as the demand for competent and inclusive leaders continues to rise.

Her programme centres around four key pillars. The first is identity: helping individuals understand what leadership means to them. Rather than mimicking archetypes, Sophia encourages her clients to ask, “What does leadership mean to me, and how can I embody that authentically?” This initial step reframes success and lays the foundation for building confidence.

The second pillar is delivery. Unlike traditional frameworks or 10-step guides, Sophia teaches engineers to think critically. She encourages managers to assess their environments, identify constraints, and work creatively within those limits. This allows for more resilient and context-aware delivery strategies.

The third pillar revolves around people management. Inclusion here is non-negotiable. Sophia helps new managers build the skills required to recognise diverse needs and offer flexible support. This part of the programme focuses heavily on listening, adaptability, and environment-building—skills that are often overlooked in tech-centric leadership tracks.

The final pillar looks outward: influence and impact. Leaders must communicate with various stakeholders, tailor messages depending on the audience, and build trust through authenticity and consistency. Sophia trains her clients not only to lead their teams but to shape organisational culture.

From Inclusion to Belonging: What FinTech Leaders Need to Understand

Sophia’s views on diversity and inclusion reflect a deep understanding of organisational behaviour. She believes inclusion is about more than hiring people from diverse backgrounds—it’s about enabling them to show up fully, without having to suppress or alter parts of themselves to fit in. True inclusion means creating work environments where individuals don’t have to “shrink” to gain respect or credibility.

This insight is particularly powerful in the FinTech space, where innovation relies heavily on collaboration and communication. Diverse teams often yield better results, but only when everyone feels psychologically safe enough to contribute.

Sophia notes that many firms have made some progress in hiring for diversity, but inclusion often gets left behind. The problem is that while companies may want a mix of backgrounds, once those individuals are in the door, they’re expected to behave and communicate in the same way. This, she argues, is not inclusion—it’s assimilation.

For organisations that want to build genuine inclusion, Sophia advocates for small but meaningful environmental changes. For example, allowing more time for people to process information in meetings or offering agendas in advance can help non-native speakers or neurodivergent individuals participate more fully. Such changes make a big difference in team dynamics and overall productivity.

A Real-World Case Study: The Power of Changing the Environment

One of the most compelling moments in the podcast is when Sophia recounts a story from her own managerial career. In a previous team, a technically brilliant woman, fluent in English but working in her second language, consistently held back in meetings. Many assumed she was disengaged, lacked confidence, or needed communication coaching.

Instead of trying to “fix” her, Sophia changed the environment. The team began sending notes and design documents before meetings. Agendas were shared in advance, allowing team members more time to process and reflect. With this simple adjustment, the engineer who had once remained quiet became a leading contributor, sought after for her insight and expertise.

This story encapsulates the heart of Sophia’s coaching philosophy: change the environment, not the person. In doing so, she challenges leaders to re-evaluate how they define performance and potential. At Harrington Starr, where we support FinTech firms in identifying and nurturing talent, this mindset is key to long-term success.

FinTech Leadership: Shifting the Mindset, Not Just the Skillset

Sophia and Nadia’s discussion repeatedly returns to the importance of mindset. Leadership, as Sophia sees it, isn’t about being the loudest in the room or the most technically accomplished—it’s about authenticity, empathy, and the willingness to grow. She calls on leaders to examine their environments, identify who is energised and who is drained, and question what unwritten rules are shaping team behaviour.

Sophia encourages everyone—whether managers, direct reports, or peers—to bring more of their true selves to work. Authenticity isn’t just good for the individual; it strengthens the team. When people feel seen and valued, they contribute more meaningfully. And when leaders are willing to be changed by what they hear and observe, real inclusion becomes possible.

This mindset shift is not merely academic—it has direct implications for hiring, team performance, and employee retention. At Harrington Starr, we often work with FinTech clients who are scaling rapidly. In such fast-paced environments, the instinct may be to hire fast and manage later. But as Sophia’s work proves, investing in leadership development—especially at the mid-management level—is one of the most powerful ways to build sustainable success.

Redefining FinTech Recruitment Through Better Leadership Coaching

Sophia’s insights are particularly relevant to those involved in FinTech recruitment, like our team at Harrington Starr. We know that placing the right technical talent is just the beginning. What makes a hire successful in the long term is the quality of leadership, the inclusivity of the team environment, and the growth opportunities offered to the individual.

Sophia’s leadership accelerator offers a tailored solution for one of the most common pain points in the industry: transitioning high-potential engineers into confident, impactful leaders. By coaching these individuals through identity formation, critical thinking, people management, and outward influence, she’s equipping them not just to manage tasks—but to shape culture.

This aligns perfectly with our approach to FinTech staffing. We don’t just match CVs to job descriptions—we partner with clients to ensure the right cultural fit, leadership trajectory, and team dynamics. Through Sophia’s story, it becomes clear that inclusion, authenticity, and development are not just ‘nice-to-haves’. They are business-critical components of any FinTech organisation aiming to thrive.

How the FinTech Sector Can Build More Inclusive Workplaces

Sophia ends the conversation with a powerful call to action for leaders and team members alike. For leaders, she recommends evaluating their environments carefully: who thrives in your workplace, and who feels they must perform or suppress parts of themselves? These patterns reveal the culture’s unwritten rules, often at odds with what the company claims to value.

She urges managers to create cultures where everyone feels energised, respected, and heard—not just tolerated. And for employees, she advocates showing up as fully themselves, cultivating curiosity about others, and practising deep listening. Exclusion often stems from comfort zones; real inclusion requires openness to change.

This advice is gold for FinTech companies serious about long-term success. By investing in inclusive environments and manager development, they not only reduce attrition and improve morale—they also foster innovation, collaboration, and strategic resilience.

Conclusion: Shaping the Future of FinTech, One Manager at a Time

Sophia Nadri’s appearance on FinTech’s DEI Discussions is more than just a thoughtful conversation—it’s a masterclass in reimagining leadership for the financial technology sector. Her work as a leadership coach and engineering manager offers a proven model for helping engineers become impactful leaders, and for helping teams become truly inclusive.

At Harrington Starr, our mission as a FinTech recruitment business is to place the right people in the right environments—and that includes leaders equipped to drive inclusion and performance in equal measure. Sophia’s programme and perspective are vital contributions to this mission, and we are proud to amplify voices like hers through platforms such as this podcast.

For FinTech companies looking to scale sustainably, retain top-tier engineering talent, and build workplaces that people want to be part of, Sophia’s message is clear: leadership isn’t about perfection—it’s about authenticity, adaptability, and the willingness to listen, learn, and evolve.