The so-called Y-career has been consolidating as an alternative for technical professionals who wish to advance in the organizational hierarchy without necessarily taking on managerial roles. The model was developed in the late 1970s by American technology and engineering companies seeking to avoid losing specialists promoted to positions for which they had neither the aptitude nor interest.
“The concept emerged to solve a classic dilemma: companies lost their best technical staff by promoting them to leadership positions, resulting in unhappy professionals and demotivated teams,” explains Virgilio Marques dos Santos, co-founder of FM2S Educação e Consultoria, career manager and PhD from Unicamp. “In practice, it forced a shift in competency: from technical expertise to political-organizational skills. Not everyone wants or needs to make this shift to have a successful career.”
The Y-career metaphor indicates a fork: one path leads to people management and the other to technical specialization. “The model acknowledges there are multiple ways to lead. Deep technical knowledge is one of them,” says Santos. But it’s important to remember: this requires significant cultural change in organizations, which often still associate leadership exclusively with hierarchical command, not influence through expertise.
While the managerial track requires skills like leadership, negotiation, and team management, the technical path values specialization, innovation, and organizational influence. For this model to be effective, both trajectories must be equally recognized. “When technical specialists are paid and valued less than managers, companies merely reinforce traditional hierarchy under a new name. Authentically implementing the Y-career demands revising compensation policies, creating clear progression criteria, and consistent technical development programs—not just rhetoric,” emphasizes Santos.
Challenges and progress in Brazil
In sectors like automotive and technology, the Y-career is already established, with specialists commanding compensation and status comparable to directors and VPs. In Brazil, however, adoption remains uneven. “Many Brazilian organizations still tie advancement to headcount under one’s command—a remnant of 20th-century Fordist and militarized models,” observes Santos.
Despite this, he notes signs of change. Startups and multinationals are implementing more structured career paths tied to technical certifications, participation in international forums, and recognition through patents and publications. “The shortage of skilled labor in fields like data science, automation, and healthcare is driving specialist appreciation,” analyzes Santos. “Moreover: with advances in AI and automation, demand for specialists capable of solving complex problems and proposing technical innovations will only grow.”
For him, the future of work depends on diversifying growth paths. “We can’t force every good technician to become a mediocre manager, nor undervalue those who choose to lead people. Technical talent is strategic, and innovating is as important as commanding. The Y-career is an invitation to organizational maturity: recognizing that knowledge, specialization, and analytical capability are as decisive for success as team leadership skills,” concludes Santos.
