A growing number of finance professionals are leaving the Big Four consulting firms for in-house roles at technology companies, driven by demands for deeper work, sustainable pace, and specialist growth over managerial tracks. New hires at software developer JetBrains—including a controller from Deloitte, a senior accountant from EY and Deloitte, and a tax head with over a decade at EY—illustrate a broader trend reshaping the finance labor market.
“In audit, there isn’t time for many things, and it’s not possible to go very deep – deadlines are strict,” said Nadija Katzová, Financial Controller at JetBrains, who joined from Deloitte Audit. “At JetBrains, there is an opportunity to work with complex topics that need to be explored in detail. As a specialist, I have developed a lot.”
Mariia Afonina, Senior GL Accountant, formerly of EY and Deloitte, echoed that sentiment. “In the Big 4, you have to move toward managerial leadership; there is no other option. I wanted to follow a different path than management and grow as a subject matter expert,” she said. Workload was also a factor: “In consulting, there is constant switching between clients. Deadlines are tight, and weekends and holidays often become workdays.”
Jean-Paul Straetmans, Head of Group Tax at JetBrains with more than six years in-house and over a decade at EY, provides a long-term perspective. “Moving in-house means shifting from advisory to ownership,” he said. “You live with the consequences of your advice—and that changes how you approach problems.”
Background: The Big Four Crucible and Exit Pressures
A career at a Big 4 firm has long been the gold standard for finance professionals due to steep learning curves, high standards, and intense exposure. However, after a few years, many encounter similar friction: limited depth, forced managerial progression, and unsustainable hours. Katzová noted she had already gained most available hard skills and sought “deeper business involvement.” Such sentiments drive the exodus.
The three JetBrains hires represent different career stages, yet all cite the same structural issues: inability to specialize without becoming a manager, constant client switching, and lack of ownership. Transitioning from consulting to in-house tech offers a different rhythm—long-term engagement with complex, product-oriented financial problems.
What This Means for the Finance Career Landscape
The shift signals a fundamental rethinking of career progression. For firms like JetBrains, which rely on deep expertise over broad consulting exposure, in-house roles provide stability and specialist growth. For workers, it means trading the Big 4 badge for autonomy and work-life balance—an increasingly attractive trade in a tight labor market.
Industry watchers expect the trend to intensify. “The best finance talent wants impact over travel and billable hours,” said a labor market analyst not affiliated with JetBrains. “Companies that offer meaningful, specialized work will win.”
For professionals considering a move, the advice from those who made it is clear: seek roles where you can own outcomes, not just deliverables. “Changing industries can be intimidating, but for me, it was definitely for the better,” Afonina said. Technology companies, with their fast pace and deep problems, are proving to be the new launchpad—replacing the Big 4 for a generation of finance experts.