What if some of the most talented people in Financial Technology are being overlooked, not because they lack ability, but because they lack visibility, confidence or access to opportunities?
As FinTech businesses invest in artificial intelligence, data engineering and digital transformation, attracting specialist talent remains a priority. Yet building successful technology teams requires more than technical expertise. Employers must create inclusive workplaces where professionals from different backgrounds can contribute, develop and progress.
For Paige Phúc, Director of Data Engineering & BI at PingPong Payment, inclusive leadership is closely connected to her experiences of international career mobility, changing industries and recognising potential in others.
Speaking with Nadia Edwards-Dashti on FinTech's DEI Discussions, Paige shares her journey from Vietnam into global technology leadership, the challenges of being the only woman in a technical team, and why mentorship, sponsorship and access to opportunity matter.
Why Inclusive Leadership Matters in Financial Technology
Inclusive leadership means creating an environment where employees can contribute ideas, develop skills and access career opportunities regardless of their background, communication style or professional networks.
Paige became particularly aware of representation while working with technology start-ups across Asia. In one small team, she was the only woman working in a technical function.
That experience influenced her commitment to mentoring young people and encouraging more women to consider careers in technology.
However, improving diversity in technology requires more than recruiting people from different backgrounds. Organisations must also consider whether employees feel heard, supported and able to progress.
This is particularly relevant to employers developing their FinTech recruitment strategies, where attracting specialist talent is only one part of building effective teams.
Are FinTech Leaders Overlooking Their Best Talent?
One of Paige's strongest insights challenges the assumption that the most confident employees are necessarily the most capable.
"Sometime the most talented person in the room is also the quietest"
Her observation raises an important question for FinTech leadership: are organisations recognising genuine ability, or rewarding those most comfortable demonstrating it?
Professionals from different cultural backgrounds may communicate differently, while others may lack the confidence or established networks to make their contributions visible.
For businesses employing data engineers, software developers and AI specialists, recognising different working styles can help leaders access a wider range of perspectives.
Paige emphasises creating environments where people feel comfortable asking questions, challenging ideas and making mistakes.
The same principle applies to inclusive hiring. Employers should ensure recruitment processes assess relevant technical skills, problem-solving abilities and potential rather than placing excessive weight on presentation style.
Inclusive leadership means recognising talent beyond confidence and visibility, then creating opportunities for that talent to develop.
From Finance to Data Engineering: The Value of Transferable Skills
Paige's career demonstrates why professional development does not always follow a conventional route.
Originally studying finance and accounting in Vietnam, she pursued opportunities with Microsoft and Uber before developing expertise in analytics, fraud and risk management, machine learning and data engineering.
Her career eventually expanded into building technical teams, developing data infrastructure and leading international data and AI strategy.
Although she developed skills including SQL, Python and machine learning, Paige now places particular importance on learning how to learn, building something from scratch and working effectively with people.
Her experience highlights the value of transferable skills in Financial Technology recruitment.
For employers investing in Data & AI recruitment, technical expertise remains essential, but adaptability, commercial understanding and continuous learning can also influence long-term success.
As AI transforms Financial Services, professionals who can connect technical capabilities with business challenges may become increasingly valuable.
Building an International Career in Financial Technology
Paige's career has taken her from Vietnam to Singapore, Malaysia, the Netherlands and the UK, giving her experience of different working cultures, industries and approaches to problem-solving.
Her journey highlights the opportunities that international career mobility can create for Financial Technology professionals, particularly those looking to develop new skills, expand their networks and explore different markets.
For professionals considering a similar move, whether pursuing FinTech jobs in Singapore, data engineering opportunities in Amsterdam or a career in London's Financial Technology sector, Harrington Starr's Salary & Hiring Report provides insights into global recruitment hotspots, salary benchmarks and hiring trends to help inform their next career move.
Why Continuous Learning Is Essential for FinTech Careers
Throughout her career, Paige has repeatedly moved into unfamiliar industries, functions and countries.
Each transition required her to accept uncertainty, ask questions and learn from people with different expertise.
Rather than waiting until she felt completely prepared, she embraced opportunities to develop new skills through experience.
This approach is particularly relevant as artificial intelligence and digital transformation reshape Financial Technology careers.
Businesses need professionals who can adapt to new tools, understand emerging technologies and collaborate across technical and commercial functions.
For employers managing change and transformation recruitment, developing adaptable teams is an important consideration alongside hiring specialist expertise.
Paige's transition into leadership also changed how she defined success. Instead of focusing solely on technical knowledge, she began prioritising collaboration, recognising individual strengths and creating environments where others could perform effectively.
How the UK Global Talent Visa Changed Paige's Career Opportunities
One of the most personal parts of Paige's journey concerns securing a UK Global Talent visa.
After initially moving to London on a sponsored work visa, she experienced how immigration status could influence decisions about changing jobs, entrepreneurship and career progression.
Her first Global Talent visa application was rejected, but she challenged the decision and was ultimately successful.
The outcome gave her greater independence from employer sponsorship and the flexibility to pursue new opportunities, including developing a Vietnamese speciality coffee business alongside her technology career.
As Paige explains:
"The global talent visa didn't give me the talent, particularly. It gave me the freedom to use my talent in a way that I wanted."
Her experience demonstrates how access to opportunities can shape professional development.
For employers operating across international Financial Services recruitment markets, understanding the challenges faced by internationally mobile professionals can support more inclusive approaches to attracting and retaining specialist talent.
Why Mentorship and Sponsorship Matter for Women in FinTech
Paige's experiences as the only woman in a technical team encouraged her to mentor others and support young people exploring technology careers.
However, she distinguishes between mentorship and sponsorship.
Mentorship involves sharing knowledge, advice and experience. Sponsorship goes further by actively creating opportunities, such as recommending someone for promotion, involving them in important meetings or giving them responsibility for a project.
For women in technology and professionals from underrepresented backgrounds, both can contribute to career progression.
Employers should consider whether leadership development opportunities are accessible to everyone or concentrated among employees who already have strong professional networks.
Paige also argues that treating people identically does not necessarily provide equal opportunities. Different backgrounds and circumstances can influence access to education, mentorship and professional connections.
Creating an inclusive workplace therefore requires leaders to recognise those differences and support employees in developing their potential.
Building a More Inclusive Financial Technology Industry
Paige's journey from finance and accounting into data engineering, AI leadership and entrepreneurship demonstrates the importance of curiosity, transferable skills and continuous learning.
Her experiences also highlight how representation, immigration circumstances, mentorship and workplace culture influence career opportunities.
For Harrington Starr, these themes connect directly to the challenges facing Financial Technology employers: attracting specialist talent, developing future leaders and retaining professionals in competitive international markets.
Recruitment can bring new capabilities into an organisation, but inclusive leadership helps create the conditions in which those capabilities can thrive.
The central lesson from Paige's conversation is that recognising talent requires looking beyond confidence, conventional career paths and existing networks.
By creating meaningful opportunities for people to contribute and progress, FinTech businesses can build stronger, more inclusive teams.
