The Y career path has been consolidating as an alternative for technical professionals who wish to advance in the organizational hierarchy without necessarily taking on management roles. The model was developed in the late 1970s by American technology and engineering companies that sought to avoid the loss of specialists promoted to positions for which they were not suited or interested.
“The concept emerged to solve a classic dilemma: companies were losing their best technicians by promoting them to leaders, resulting in unhappy professionals and demotivated teams,” explains Virgilio Marques dos Santos, co-founder of FM2S Education and Consultancy, career manager, and PhD from Unicamp. “In practice, it forced a migration of competence: from technical knowledge to political-organizational knowledge. And not everyone wants, or needs, to make that move to have a successful career.”
The metaphor of the Y career path indicates a fork: one path leads to people management and the other to technical specialization. “The model recognizes that there are multiple ways to lead. Deep technical knowledge is one of them,” says Santos. But it is important to remember: this requires a significant cultural change in organizations, which often still associate leadership exclusively with hierarchical command, and not with influence through knowledge.
While the management track requires competencies such as leadership, negotiation, and team management, the technical path values specialization, innovation, and the role of reference within the organization. For the proposal to be effective, it is necessary that both paths are equally recognized. “When the technical specialist is paid and valued less than the manager, the company only reinforces the traditional hierarchy with a new name. Implementing the Y career path authentically requires a review of compensation policies, the creation of clear progression criteria, and consistent technical development programs — not just rhetoric,” highlights Santos.
Challenges and advancements in Brazil
In sectors such as the automotive industry and technology, the Y career path is already established, with specialists who have compensation and status comparable to directors and vice presidents. In Brazil, however, the adoption of the model is still unevenly advancing. “In many Brazilian organizations, ascension is still linked to the number of people under command, a vestige of the Fordist and militarized model of the XX century,” observes Santos.
Despite this scenario, he points out signs of transformation. Startups and multinational companies have implemented more structured professional paths, connected to technical certifications, participation in international forums, and recognition through patents and publications. “The shortage of qualified labor in areas such as data science, automation, and health has driven the appreciation of specialists,” analyzes Santos. “Furthermore, with the advancement of artificial intelligence and automation, the demand for specialists capable of solving complex problems and proposing technical innovations is only set to increase.“
For him, the future of work depends on diversifying growth paths. “We can’t force every good technician to become a mediocre manager, nor devalue 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 ability are as crucial to success as the ability to lead teams,” Santos concludes.
