I think the only way 25 comes anywhere close to working is by creating an informal team structure under the manager who has 25 “directs”, as you said. But at that point you’re informally creating the team structure that should formally exist, which in and of itself is a management failure. Either the org should hire some managers to manage those people, or some of the ICs in that informal structure are functionally performing management duties, and deserve the recognition, comp, and training opportunities that a formal promotion into management comes with.