Just so you know, a non-zero portion of F500 doesn't really believe in or have a "Team Lead" role. Its Managers and Individual Contributors, no overlap. I would

Just so you know, a non-zero portion of F500 doesn't really believe in or have a "Team Lead" role. Its Managers and Individual Contributors, no overlap. I would argue that (in general) a first line manager should be a Team Lead. Otherwise you now have 2 managers (a work product manager and a HR / performance manager). My (F500 size, but private, Fintech / banking / insurance company) company has 2 "tracks". Individual Contributor (labeled P1-5) and Manager (labeled M1-5). HR does not have any room or space for a "Senior Engineer who is also a Manager." I am currently a P5, If I wanted to move over to management, I would have to take a large pay cut (down to a M2, maybe M3). To keep an equivalent pay and move into a M4 role, I would have to be a manager of managers (aka director or 2nd VP I suppose). This company desperately needs a Tech Lead type role, but there is no space within their HR playbook. I suspect at a lot of older companies (outside of FAANG), you will find a similar breakdown or "wall" between ICs and Managers.