Any manager needs to consider the balance between the size and seniority of their team, but data science managers are more likely to have to consider a third dimension—how matrixed their team is.
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You can only do so many things at once. Or at least, you can only do so many things WELL at once. Which is to say: I'm not inclined to believe that thinly spread matrixed orgs generate the best outcomes unless all the ICs are pretty senior
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And even then, this is another situation where a lot of pressure is being placed on a single person or too few people. Teams are guardrails that allow folks to take vacation, get sick, or move on to something else without leaving everyone else in a lurch
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Maybe the real takeaway here is that DS teams are usually understaffed. Matrix orgs are an attempt to make the most of a difficult situation, but IMO they require a lot of skill and humility to manage well. The fact that they're so common for DS teams is nuts
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