Tech-Forward Employers: Why Hiring Pivoters is Smart Business

Why Hiring Pivots is Smart Business

This episode of FinTech’s DEI Discussions, hosted by Nadia, forms part of the 12-part #TurnToTechseries. The series, powered by FinTech’s DEI Discussions in collaboration with the City of London’s Women Pivoting to Digital Taskforce, explores the journeys of women who have successfully transitioned into digital roles, and the organisations and allies helping them make that change.

In this instalment, Nadia speaks with Adam Baldwin, Head of Legal at Modulr, about how businesses can better support women pivoting into technology careers, the importance of structured mentoring and organisational backing, and why he believes hiring pivots is not only a moral imperative but a smart business strategy. Drawing from his personal experiences in the legal and technology sectors, Adam provides a detailed view of what true allyship looks like, how inclusive hiring delivers tangible results, and what steps companies can take to make the journey into digital smoother for women at every stage of their careers.

Demystifying Digital Careers: The Mission Behind #TurnToTech

The Turn to Tech series was created to demystify digital careers, share practical advice, and inspire more women to consider transitioning into the technology sector. Nadia introduces the series as an accessible platform for anyone curious about entering tech, particularly those from non-technical backgrounds who might otherwise feel excluded from the opportunities created by digital transformation.

Each episode focuses on real-world experiences from individuals who have successfully made the transition, exploring how they overcame challenges and applied existing skills in new contexts. The campaign is also a call to action, encouraging employers, educators, and allies to remove barriers and create pathways for women to build sustainable digital careers.

This initiative forms part of the City of London’s broader effort to address the underrepresentation of women in digital roles and to help future-proof the UK’s digital workforce. It offers downloadable resources and guidance to help women navigate their own transitions, while also amplifying stories of success to challenge outdated assumptions about who belongs in tech.

In this context, Adam Baldwin’s appearance provides a valuable perspective. As a senior male ally and legal professional who has spent much of his career in technology-focused environments, his insights reveal both the cultural and structural changes needed to make digital careers more inclusive.

A Pathway to Advocacy: Adam Baldwin’s Journey into Diversity and Inclusion

Adam Baldwin’s involvement in the diversity and inclusion space was not part of a carefully planned strategy, it developed naturally from his experiences in private legal practice. Before joining Modulr, he spent several years supporting technology clients on major projects ranging from IT outsourcing to mergers and acquisitions.

It was during this time that Adam noticed a recurring pattern: projects that had women in key technology roles tended to perform better. The quality of communication, collaboration, and creativity improved, and the overall delivery of projects was stronger. This observation was more than anecdotal; it became the foundation for his belief that diversity in technology leads directly to better business outcomes.

When some of his clients invited him to contribute to diversity and inclusion initiatives, Adam immediately agreed. Having seen first-hand how teams with greater gender balance achieved superior results, he recognised that inclusive hiring wasn’t just about representation, it was about improving performance and innovation.

This experience later led Adam to help establish the London Chapter of Girls in Tech, a US-based charity with a mission to support women and girls entering technology careers. The organisation works with employers, universities, and community groups to build initiatives that promote access to technical education, mentorship, and career opportunities.

Through his work with Girls in Tech, Adam became more deeply involved in efforts to widen participation in digital careers, eventually joining the City of London’s Women Pivoting to Digital programme as a steering board member. His work now focuses on creating frameworks that enable women to transition into digital roles through structured support, education, and collaboration between the public and private sectors.

Why Mentorship and Adaptability Matter in FinTech Careers

One of the strongest themes in this discussion is the importance of adaptability when supporting women moving into digital careers. Adam notes that no single strategy works for every business, what succeeds in one organisation may not fit another. The key is for companies to remain flexible, listening to their employees and designing support systems that suit their specific needs.

He explains that successful initiatives often begin with mentorship. Pairing women who are interested in technology roles with experienced professionals helps create a “safe space” for exploration. This approach allows individuals to learn, ask questions, and build confidence before committing to a full career shift. For many mid-career professionals, this safety net is crucial.

Adam points out that taking the leap into a new field, especially one as fast-moving as technology, can feel risky for those who have already built successful careers elsewhere. There is often a “fear of loss,” both in financial terms and professional identity. Organisations that provide clear, supported pathways make it easier for employees to overcome that fear.

From a wider industry perspective, this message aligns closely with the challenges seen in FinTech recruitment. At Harrington Starr, we see increasing demand for digital talent across every function, from data and infrastructure to product management and compliance. Yet many of the skills required for these roles already exist within organisations; they simply need to be redirected and supported through structured development programmes.

Adam’s point underscores this opportunity: mentorship and tailored internal mobility strategies can not only help individuals but also address long-term skills shortages within the FinTech sector.

The Tangible Business Benefits of Diversity and Inclusion

Beyond its moral and social value, Adam emphasises that supporting women’s transitions into technology roles delivers measurable business results. The City of London is currently compiling research into the financial impact of helping women pivot into digital positions, and the early data paints a promising picture.

The findings indicate that companies which invest in retraining and upskilling their existing female workforce see substantial cost savings compared to external hiring. Retaining and redeploying internal talent not only reduces recruitment expenses but also strengthens company culture and knowledge continuity.

This insight is particularly relevant for the FinTech industry, where the competition for technical talent is intense. Businesses that focus solely on external recruitment face escalating costs and longer hiring cycles. In contrast, those that develop in-house talent pipelines can move faster, retain institutional expertise, and improve employee satisfaction.

Adam describes this approach as a win-win: organisations help women grow into digital roles while simultaneously reducing long-term costs and strengthening performance. The message is clear, inclusion is not just an ethical responsibility but a strategic investment.

Building a Future-Ready Workforce in FinTech

The conversation turns to the broader technology landscape, where investment in artificial intelligence and automation continues to accelerate. Adam highlights that the UK is seeing significant funding flowing into AI and digital innovation, creating new opportunities but also new challenges for employers.

Companies that act early to prepare their workforces will be best positioned to benefit. Those that treat diversity as part of their long-term business strategy, not as a short-term initiative, will have a competitive advantage when it comes to attracting and retaining the next generation of digital talent.

Adam explains that developing in-house capability is not just efficient, but strategically wise. As technology evolves, certain traditional roles may be replaced or transformed by automation, but this shift also creates new positions that require human judgement, creativity, and ethical reasoning. The businesses that identify and support internal talent to move into these new areas will not only survive but thrive.

In the context of FinTech, this means recognising that digital transformation is ultimately a talent challenge. The organisations leading innovation in payments, banking, and capital markets are those that align technology investment with workforce development.

Breaking the Myth: You Don’t Have to Be a Coder to Work in Tech

A recurring misconception about digital careers is that only those with deep technical expertise or computer science backgrounds can succeed in them. Adam is keen to dispel this myth. He argues that technology is a “very broad church,” encompassing far more than coding and software engineering.

Drawing from his own experience, he explains that his career as a lawyer has always been adjacent to technology. He has supported major digital transformation projects without ever identifying as a technologist. Understanding technology at a conceptual level, rather than mastering programming languages, is often enough to contribute meaningfully to tech-focused initiatives.

There are countless roles across technology businesses that require analytical, creative, or commercial expertise rather than technical coding skills. These include positions in legal, marketing, data analysis, product design, and compliance, all of which are critical to the success of FinTech companies.

Adam also notes that as artificial intelligence continues to advance, many traditionally technical tasks can now be supported or automated. This development means the skills in highest demand will increasingly be those that technology cannot easily replicate, such as ethics, communication, leadership, and decision-making.

He believes that women, in particular, may be well positioned to lead in areas such as AI governance and compliance, where empathy, fairness, and ethical reasoning are paramount. Nadia agrees, observing that from a recruitment perspective, these human-centric roles are becoming some of the most sought after in FinTech.

Addressing the Financial Barrier to Career Transition

When asked about the biggest challenges facing women who want to pivot into technology, Adam identifies financial security as the central issue. Making a career change often requires time and training, luxuries not everyone can afford. He describes this as “the elephant in the room,” highlighting that expecting individuals to take this leap without financial support is unrealistic.

Businesses that are serious about building diverse digital teams must therefore be prepared to invest. This might include funding training programmes, offering paid learning opportunities, or guaranteeing roles at the end of development schemes. By removing financial uncertainty, organisations can make the transition process more inclusive and accessible.

Adam argues that this investment pays off significantly in the long term. He recalls discussions with executives who were unaware of the true cost of recruitment, as hiring expenses often sit in separate budgets from talent development. Redirecting even a portion of those funds toward upskilling internal talent can deliver substantial returns within a few years.

Nadia agrees that from a recruitment perspective, this approach prevents unnecessary turnover and strengthens employee engagement. The overall message is that inclusion and profitability are not competing priorities, they reinforce each other.

Creating Meaningful Change Through Leadership and Action

As the conversation draws to a close, Adam reflects on the practical steps that individuals and businesses can take to make meaningful progress. While large-scale investment and structural change are vital, smaller actions also have a significant impact.

He encourages leaders, particularly men in senior positions, to act as mentors, advocates, and sponsors for women considering digital roles. Even simple acts, such as promoting inclusion initiatives within leadership meetings or advocating for internal funding, can spark lasting change.

However, Adam also warns against initiatives that rely too heavily on women to fix systemic problems themselves. Internal networks and women-in-tech groups are valuable, but without proper funding or direct access to decision-makers, they risk becoming symbolic rather than transformative. For real progress, these programmes need executive backing and clear connections to recruitment, development, and promotion pathways.

This point resonates deeply within the FinTech recruitment community. At Harrington Starr, we regularly see the difference between organisations that view diversity as an ongoing strategic investment and those that treat it as a temporary campaign. The former attract stronger talent, retain employees longer, and innovate faster.

Moving Beyond Lip Service: Building a Culture of Substance

Adam’s closing message is one of pragmatism and hope. To create truly inclusive workplaces, businesses must move beyond symbolic gestures and commit to substantive action. That means offering mentorship, funding training, supporting career pivots, and ensuring real opportunities exist for women stepping into digital roles.

Nadia summarises the discussion by reinforcing that businesses must not only talk about inclusion but also back it up with meaningful infrastructure, from mentorship to open vacancies for those making the transition. The conversation ends with a reminder that this work is not just about fairness but about the future success of the entire industry.

As FinTech continues to evolve, success will depend on the diversity of perspectives driving innovation. Supporting women who turn to tech strengthens not only individual careers but also the resilience and creativity of the sector as a whole.

Listening, Learning, and Leading Change in FinTech

The #TurnToTech series, and this conversation in particular, capture the spirit of progress that underpins modern FinTech recruitment and leadership. By highlighting practical steps and real examples, it reminds listeners that creating inclusive digital workplaces is not an abstract goal — it is an achievable, measurable, and profitable one.

For companies across the FinTech ecosystem, from established institutions to start-ups, the message is clear: the future belongs to businesses that invest in people, value diversity, and see talent as the foundation of transformation.

Through initiatives like FinTech’s DEI Discussions and the Turn to Tech campaign, the industry is building a roadmap for sustainable change, one conversation, one opportunity, and one career pivot at a time.