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"I’m excited to welcome new team members with a wide range of skills, experiences and backgrounds who will be able to lead, support and guide the next phase of our transformational development.With such a wide-ranging programme we have lots of opportunities available. We are a collaborative and engaging team, always learning new things that can improve the products and services that we deliver. You’ll bring capability and enthusiasm to support our ambitious vision, with a desire to make a real difference at all levels of skills and experience. We’re really excited to encourage people to join us to develop a sustainable and diverse team while supporting your professional and personal development. I look forward to receiving your application."

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<p>This article was originally published by&nbsp;<a href="https://www.zdnet.com/article/how-to-beat-the-ai-algorithm-and-get-the-job-of-your-dreams/" target="_blank" rel="noopener">ZDNET</a> and features insights from Harvey Nash Director, <a href="https://www.harveynash.co.uk/team/jack-capel" target="_blank" rel="noopener">Jack Capel</a>.</p>
<h2>Here's what that shift to AI means for the recruitment process, and how you can ensure your application gets picked from the pack.</h2>
<p>Long gone are the days when your major recruitment concern was beating another human to the job. Today, in&nbsp;<a href="https://www.zdnet.com/article/reinventing-your-career-in-the-age-of-ai/">the age of AI</a>, candidates must overcome automated hurdles before they even reach the interview process. What's more, many of these&nbsp;<a href="https://www.zdnet.com/article/linkedins-new-ai-tools-guide-you-from-job-searching-to-nailing-interviews-heres-how/">job seekers are using AI-enabled tools</a> to try to game the recruitment process.</p>
<p>Recent research from MyPerfectResume revealed that&nbsp;<a href="https://www.myperfectresume.com/career-center/careers/basics/ai-in-hiring-layoffs" target="_blank" rel="noopener nofollow">73% of employers use AI in hiring decisions</a>, with about two-thirds (65%) saying AI automatically rejects applicants before a person sees them.</p>
<p>On the other side of the recruitment process, almost&nbsp;<a href="https://graduatemarkettrends.cdn.prismic.io/graduatemarkettrends/ah_k0AeQX7-eWpOx_early-careers-survey-2026.pdf" target="_blank" rel="noopener nofollow">three-quarters (73%) of younger people</a> who responded to a survey by education specialist Jisc said they used AI in their job applications, particularly for editing or drafting CVs and writing cover letters.</p>
<p>Jack Capel, director at recruitment specialist Harvey Nash, told ZDNET that AI is now deeply embedded in recruitment, with many organizations using AI tools to screen CVs, identify key skills, and assess how well a candidate's experience aligns with the role.</p>
<p>"The sophistication of these systems can vary significantly," he said. "Some still rely on basic keyword searches while others use more advanced models that read for meaning, context, and the 'how' behind your work. At the same time, many candidates are using AI to refine or rewrite their CVs, which raises the bar for everyone."</p>
<p>What we're left with is a system in which, at least in some cases, AI systems of varying quality assess and reject applications that are often at least partly produced by other AI tools. To an outsider looking in, human resources has never felt less human, and this technological shift has significant implications for professionals seeking work.</p>
<p>As MyPerfectResume career expert Jasmine Escalera concluded, referring to her firm's research: "Job-seekers must now navigate a system where visibility depends on how well they align with algorithmic criteria, not just human judgment."</p>
<p>So, what can you do about the rise of AI in recruitment processes? Three areas are key to securing the job of your dreams: using AI tactically, demonstrating business benefits, and adding a human touch.</p>
<p><img src="https://cdn.sourceflow.co.uk/__gallery/b2277960-88f6-4794-8841-4770be7b46c6" alt="" width="409" height="245"></p>
<h3 id="toc-link-0-dd1d78f1-af84-48d5-8ddf-3857c1eb7522">1. Work with AI, not against it</h3>
<p>While Capel recognized that many candidates are now using AI to refine their CVs, which raises the overall standard of applications, that's not always the case.</p>
<p>Some applicants make basic formatting and language errors that an overreliance on AI can exacerbate. Capel suggested three key tactics.</p>
<p>First, avoid formatting mistakes that AI screening tools struggle with. Many AI tools can't read CVs saved as image files or flattened PDFs.</p>
<p>"This issue often results in a blank reading where the AI cannot extract any text at all. Two-column layouts can also confuse less sophisticated models," he said.</p>
<p>"Use a standard text-based PDF or Word document and keep the layout simple so the content can be read accurately."</p>
<p>Second, balance keywords with context. Capel said keyword stuffing remains one of the biggest mistakes candidates make, particularly among IT professionals.</p>
<p>"Listing every tool, language, or methodology without explanation is a red flag for both AI and human reviewers," he said.</p>
<p>"The strongest CVs combine essential keywords with context that explains how those technologies were used and what impact they had. This approach helps both simple and advanced AI models understand the depth of your experience."</p>
<p>Third, use AI to enhance your CV, not write it for you. Capel said many recruiters can quickly spot a fully AI-generated CV. Common giveaways include inconsistent spelling, switching between first and third person, and using identical structures across every job.</p>
<p>"AI is a powerful tool to improve clarity, but your CV should still sound like you," he said. "Make sure the achievements, tone, and examples reflect your real experience so the person they meet at interview matches the person on the page."</p>
<h3 id="toc-link-1-dd1d78f1-af84-48d5-8ddf-3857c1eb7522">2. Show repeatable business benefits</h3>
<p>Stephen Wood, chief operating officer at Rathbones Asset Management, told ZDNET that the big mistake most people make when writing CVs or letters of interest for roles is that they focus on the tasks they've completed rather than the business outcomes they've delivered.</p>
<p>Wood suggested a different approach: focus on benefits and repeatability.</p>
<p>"What managers want to know is one, did the thing you do have some material benefits, and what were those benefits? And two, do you have a structured process you can bring to another environment that will help you be successful by delivering similar benefits?"</p>
<p>Wood said it's important to add depth to this two-pronged approach and demonstrate your role in delivering business benefits. Don't leave an employer thinking that the great things you achieved are simply the byproduct of a much greater team effort.</p>
<p>"As a manager, you don't know someone's strengths unless a candidate can show demonstrably that they've actually got a process to show how they approach things successfully on a day-to-day basis and a structure that means that they can bring this approach into different workplaces," he said.</p>
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<p>"When you see stuff that has a material business benefit, then that stands out for me way above someone's AI-enabled CV with a load of buzzwords in it."</p>
<p>That approach resonated with Harvey Nash's Capel, who said that, for technical roles, it is no longer enough to describe what you built.</p>
<p>"Hiring managers and AI models are increasingly looking for evidence of commercial awareness," he said.</p>
<p>"Highlight how your work created value for the business, such as cost savings, efficiency improvements, revenue growth, or enhanced user experience. This mix of technical detail and business impact is becoming essential."</p>
<h3 id="toc-link-2-dd1d78f1-af84-48d5-8ddf-3857c1eb7522">3. Add a human touch</h3>
<p>Louise Newbury-Smith, head of UK&amp;I at technology specialist Zoom, recognized the rise of AI in recruitment processes and said her organization, like so many others, uses AI to help analyze applications.</p>
<p>She told ZDNET that professionals who want to beat the AI algorithm and get the job their heart desires with a company like Zoom must ensure they're answering the exam question, tightly connecting their capabilities to requirements: "You need to be truly looking at your skills match to make sure that you get through to the next stage."</p>
<p>Newbury-Smith encouraged people to think outside the box and add a human touch by reaching out to recruiting managers.</p>
<p>"Don't forget the human connection. If somebody is applying for a role, should they apply to that role through the standard recruitment process, or should they look at who that role is important to, and then reach out directly and get themselves noticed?" she asked.</p>
<p>"You've got to show something of your personality in these processes. People want to know who you are and what's important to you. So, yes, follow the recruitment process, but also think about where you can add value as well."</p>
<p>Capel echoed similar sentiments, suggesting that, in a crowded labor market, your individuality is a differentiator.</p>
<p>"A simple personalized message to the recruiter or hiring manager on LinkedIn to say you have applied and why the role interests you can help you stand out from hundreds of applicants," he said.</p>
<p>"This approach signals genuine intent and separates you from generic, AI-assisted applications. The CV is only the starting point. Thoughtful human connection can take you further."</p>
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How to beat the AI algorithm and get the job of your dreams

<p>This article was originally published by <a href="https://www.cio.com/article/4183574/7-ways-to-ensure-effective-digital-leadership-in-the-age-of-agentic-ai.html?utm=hybrid_search" target="_blank" rel="noopener">CIO.com</a>&nbsp;and features insights from Harvey Nash CIO,&nbsp;<a href="https://www.linkedin.com/in/ankuranand/" target="_blank" rel="noopener">Ankur Anand</a>.</p>
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<h2>CIOs are turning agentic explorations into production services. From getting past the fear to embracing rapid change, here&rsquo;s how digital leaders turn agents into powerful work colleagues.</h2>
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<p>Research suggests&nbsp;<a href="https://www.cio.com/article/4172555/how-it-teams-are-putting-ai-agents-to-work.html">pioneering CIOs must blend AI agents with human skills</a>. So how can digital leaders establish an effective balance between agentic and professional capabilities, and successfully lead their people into the agentic-enabled future? Here are seven best-practice tips from the experts.</p>
<h3>1. Get past the fear</h3>
<p>Huy Dao, director of data and ML platform at Booking.com, says the travel specialist&rsquo;s data stack makes it easier to develop new AI-enabled services, including a partner-to-guest agentic system for automated communication between customers and hotels.</p>
<p>The firm&rsquo;s stack includes AWS cloud technology, the Snowflake data platform, ThoughtSpot analytics, and Astronomer orchestration. Dao&rsquo;s data team also uses the MCP pioneered by Anthropic, the open-source agentic framework LangGraph, and a flexible approach to LLMs.</p>
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<div id="google_ads_iframe_/8456/IDG.G_B2B_CIO.com/artificial-intelligence_section_1__container__">Dao now has a strong data platform for AI exploration, and he encourages other digital leaders to get involved. &ldquo;As a business, we must think about how to prepare and ensure our data is ready for agents,&rdquo; he says. &ldquo;If your organization is still skeptical about AI, I&rsquo;d say they should get past that fear because the potential is real.&rdquo;</div>
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<h3>2. Focus on amplification</h3>
<p>Ankur Anand, CIO at recruitment specialist Harvey Nash, says effective digital leaders will treat AI agents as a new layer of cognitive infrastructure that amplifies human expertise. He says&nbsp;<a href="https://www.noemamag.com/the-mythology-of-conscious-ai/" rel="nofollow">research&nbsp;from thinkers like Anil Seth</a>&nbsp;shows intelligence relies on prediction, interpretation, and context. AI agents excel at the first two, but still depend on human judgment to create meaning. Digital leaders should design operating models in which humans set direction, and agents execute at scale, speed, and precision.</p>
<p>&ldquo;CIOs can lead their people into an agentic‑enabled future by setting a clear purpose, building trust through governance, and redesigning work around hybrid human‑agent workflows,&rdquo; Anand says. &ldquo;They should define decision rights, approved data sources, and guardrails so agents operate transparently and safely, while people retain accountability and oversight.&rdquo;</p>
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<h3>3. Make people feel empowered</h3>
<p>Ewa Zborowska, research director at tech analyst IDC, says agents are great at automating a discrete task, such as tidying up email replies and allowing professionals to focus on more creative tasks. But things get more challenging when firms join agents together to complete complex, multi-step tasks.</p>
<p>&ldquo;A lot of organizations see an opportunity to introduce agents, but they also realize it&rsquo;s not going to be something they can do overnight,&rdquo; she says. &ldquo;CIOs will often need agents to work across the full business process, which means understanding how everything works. They&rsquo;ll need to map the process and ensure they introduce agents in all the right places.&rdquo;</p>
<p>Zborowska says effective mapping requires careful thought about the people who run those processes, so professionals today aren&rsquo;t left feeling irrelevant tomorrow. &ldquo;There&rsquo;s a huge question about how you manage agents successfully,&rdquo; she says. &ldquo;You need to make staff feel empowered with this new technology you&rsquo;re introducing.&rdquo;</p>
<h3>4. Guide staff maturely</h3>
<p>Richard Corbridge, CIO at property specialist Segro, says his organization builds <a href="https://www.cio.com/article/4164331/how-cios-use-ai-agents-to-accelerate-revenue-growth.html?utm=hybrid_search">agent capability</a> on a maturity scale. First, they consider AI-enabled processes where the human stays in the loop, and then consider the risks of removing them.</p>
<p>Corbridge says this nuanced approach is crucial because agentic features are included in almost every tech product. He refers to Microsoft Copilot, saying most of Segro&rsquo;s staff use the tool at least 10 times a day to help them operate more productively.</p>
<p>The general direction of travel, he says, should be to guide people and show how agents can help professionals create additional value. &ldquo;One of our directors said writing with Copilot is like having a super-intelligent colleague next to you the entire time you&rsquo;re working,&rdquo; he says.</p>
<h3>5. Work with external experts</h3>
<p>Joel Hron, CTO at global content and technology specialist Thomson Reuters, has helped his organization launch Trust in AI Alliance, a forum of senior AI researchers from Anthropic, AWS, Google Cloud, OpenAI, and Thomson Reuters, to discuss building confidence in agentic AI.</p>
<p>Having already led Thomson Reuters&rsquo; development of the AI-powered legal research tool Westlaw Advantage, and the firm&rsquo;s Deep Research agent that reviews insights and strategizes like a researcher, Hron is eager to do more, and that&rsquo;s where the Alliance comes in.</p>
<p>&ldquo;Their goal is to exceed human-level performance in all areas of their models,&rdquo; he says. &ldquo;Given that we have some of the hardest human judgment-oriented challenges to solve, our work is a good litmus test for how good the models are, and we&rsquo;ve actually supported many of these companies in terms of evaluating their models over the last three years.&rdquo;</p>
<h3>6. Have tough conversations</h3>
<p>Nick Pearson, European CIO at technology specialist Ricoh Europe, says digital leaders must watch how technology companies push agentic solutions.</p>
<p>&ldquo;Any CIO will tell you they&rsquo;ve got vendors that are desperate to partner with them, which is great, but they&rsquo;re also&nbsp;<a href="https://www.cio.com/article/4101736/meet-the-maestro-ai-agents-are-ending-multi-cloud-vendor-lock-in.html?utm=hybrid_search">desperate to tie clients in</a>,&rdquo; he says. &ldquo;As digital leaders, we&rsquo;ve got to be careful about how we manage these relationships, and we&rsquo;re all reflecting on long-term agreements that tie us into a current way of working.&rdquo;</p>
<p>Pearson&rsquo;s explorations show that agentic AI can create value. Great digital leaders will steer the business toward these positive results, without being waylaid by FOMO. &ldquo;We need to look at those tools and see if it&rsquo;s just a nice thing to have, a hygiene factor, or really adding value &mdash; and we&rsquo;re still having those debates,&rdquo; he says.</p>
<h3>7. Don&rsquo;t get left behind</h3>
<p>Thierry Martin, head of enterprise data and analytics at Toyota Motor Europe, says CIOs must take an engaged approach to agents. While generative technologies like ChatGPT and Copilot can help shortcut laborious tasks, he believes agents offer a bigger boon.</p>
<p>Toyota Europe employees use the Snowflake Intelligence agent to find and exploit enterprise knowledge using natural language. LOB employees can use the technology to generate insights, such as finding regional demands for vehicle specifications, much more rapidly.</p>
<p>Martin is impressed with the results and says other digital leaders should start testing agents as soon as possible. &ldquo;The priority is to understand AI, and try to get ahead,&rdquo; he says. &ldquo;I think that&rsquo;s the key to success because the pace of change just gets faster.&rdquo;</p>
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7 ways to ensure effective digital leadership in the age of agentic AI

<p>Across organisations, AI agents are beginning to take on tasks that once required significant human effort, from analysing data and preparing reports to managing workflows and supporting decision-making.</p>
<p>Major companies are already investing heavily in AI-powered platforms and software that use agentic capabilities to automate tasks, support decision-making and orchestrate workflows with increasing autonomy, signalling a future where human and agentic colleagues working together will become the norm.</p>
<p>As the technology continues to advance, the real challenge for business and leaders is not simply implementing agentic AI, but ensuring people are equipped to work effectively alongside it and with it. This means building both the skills and confidence needed to understand how these systems operate, while also establishing the governance, transparency and oversight required to trust their outputs and decisions. In many organisations, the biggest barriers to adoption are likely to be human and organisational rather than technological.</p>
<p>As Ankur Anand, CIO at Harvey Nash, explains:</p>
<p><em>"The CIOs who lead in 2026 will be the ones who treat AI agents as a new layer of cognitive infrastructure, where human intent guides the work and agents deliver the scale, speed, and precision to execute it."</em></p>
<p>The most successful organisations will not focus on replacing people with agents. They will focus on helping people and agents work together effectively.</p>
<p>This piece explores five practical ways leaders can build confidence in agentic colleagues.</p>
<h1>1. Create a clear vision for human-agent collaboration</h1>
<p>Many employees are unsure what agentic AI means for their role.</p>
<p>This uncertainty is often driven by a lack of direction from leadership. Our Tech Talent &amp; Salary Report found that 20% of organisations do not have a clear AI strategy, while 51% of technologists say an unclear strategy is preventing them from achieving their technology goals.</p>
<p>Employees need clarity on how work will actually change in practice, not just in principle.</p>
<p>That means being explicit about:</p>
<ul type="disc">
<li>Which workflows will involve agents</li>
<li>How humans and agents will interact day-to-day</li>
<li>What &ldquo;good&rdquo; looks like in a hybrid model</li>
<li>How roles will evolve over time, not disappear overnight</li>
</ul>
<p>Clarity reduces speculation, and as we know, speculation drives fear, and leaders who define the operating model early create stability in how people interpret change.</p>
<h1>2. Put governance before scale</h1>
<p>Trust grows when people know there are safeguards in place.</p>
<p>Employees are far more likely to embrace AI agents when they understand how decisions are made, what data is being used, and who remains accountable for outcomes.</p>
<p>Strong governance accelerates adoption by giving people the confidence that agents are operating within clear boundaries, with appropriate oversight and accountability.</p>
<p>Governance should clearly define:</p>
<ul type="disc">
<li>What agents are allowed to do independently</li>
<li>Where human approval is mandatory</li>
<li>How decisions are logged and audited</li>
<li>What data sources are approved and why</li>
<li>How bias, drift, and errors are monitored over time</li>
</ul>
<p>Without these boundaries, confidence erodes quickly. With them, organisations create the conditions for safe, scalable adoption.</p>
<h1>3. Invest in upskilling, not just access</h1>
<p>Providing access to AI tools is not enough.</p>
<p>While our Tech Talent &amp; Salary Report found that 75% of technologists now have access to AI tools, only 37% work in organisations actively investing in AI upskilling through training, workshops, and certifications.</p>
<p>And only 43% are given dedicated time to experiment and learn with the tools they already have.</p>
<p>That gap matters because confidence in agentic AI (and new technology in general) comes from familiarity. Without time to experiment, employees cannot develop the understanding needed to use these tools effectively, identify where they can add value, or recognise their limitations.</p>
<p>As agentic AI becomes embedded across business functions, organisations will need to invest in upskilling beyond their technology teams to ensure employees can work confidently and responsibly alongside these systems.</p>
<p>Employees need time and space to:</p>
<ul type="disc">
<li>Experiment with agents in low-risk environments</li>
<li>Understand where they perform well, and where they don&rsquo;t</li>
<li>Build new workflows around them</li>
<li>Learn how to validate and challenge outputs</li>
<li>Develop practical, job-relevant confidence</li>
</ul>
<p>Without upskilling, agents remain separate from day-to-day work. With it, they become embedded in how work gets done.</p>
<h1>4. Make accountability unambiguous</h1>
<p>One of the fastest ways to undermine trust in agentic systems is to blur responsibility.</p>
<p>Even as agents take on more execution, humans must remain accountable for outcomes that matter.</p>
<p>That means being explicit about:</p>
<ul type="disc">
<li>Who owns the final decision</li>
<li>Where human judgement is required</li>
<li>How exceptions are handled</li>
<li>When escalation is triggered</li>
<li>What happens when agent outputs conflict with human insight</li>
</ul>
<p>This clarity is what allows autonomy without uncertainty.</p>
<p>When people understand that accountability is not shifting to agents but staying with people, confidence increases significantly.</p>
<h1>5. Show how agentic AI expands opportunity, not just efficiency</h1>
<p>If AI is only framed as a cost or efficiency lever, people will naturally assume it is something happening to them rather than with them.</p>
<p>The reality is more complex, and from our data, more positive.</p>
<p>The market is already showing new roles emerging. <a href="https://www.linkedin.com/posts/linkedin-economic-graph_ai-labor-market-update-sept-2025-activity-7374472273224962048-S-JY?utm_source=share&amp;utm_medium=member_desktop&amp;rcm=ACoAAC95HhQBDBgmIYHL_3zrw91RlE3mxtAu10c">LinkedIn&rsquo;s AI Market Update found that</a> Generative AI Engineer is one of the fastest-growing technology occupations, while hiring for AI engineering talent increased by more than 25% year-on-year in 2025.</p>
<p>At the same time, the Harvey Nash Tech Talent &amp; Salary Report shows that 48% of technology professionals rank a deep understanding of technology as one of the most important leadership traits.</p>
<p>The organisations building confidence are the ones showing, in practical terms, how agentic AI:</p>
<ul type="disc">
<li>Removes low-value work</li>
<li>Creates space for higher-impact thinking</li>
<li>Enables faster learning and career mobility</li>
<li>Opens up entirely new categories of roles</li>
</ul>
<p>Confidence grows when people can see a future for themselves alongside the systems being built.</p>
<h1>Building trust in the agentic future</h1>
<p>The future of work is unlikely to be fully human or fully autonomous.</p>
<p>Instead, it will be defined by hybrid operating models where people and AI agents collaborate to achieve outcomes neither could deliver alone.</p>
<p>For CIOs and digital leaders, success will depend on more than deploying new technology. It will require creating trust through strategy, governance, communication, and capability building.</p>
<p>The winners will be those who help their people see agents not as competitors, but as colleagues.</p>
<p>Because confidence in agentic AI is not built by the technology itself. It is built by the leadership, clarity, and trust that surround it.</p>

Five ways to make people confident about their agentic work colleagues

<p class="isSelectedEnd">Our Tech Evangelist, <a href="https://www.harveynash.co.uk/team/david-savage" target="_blank" rel="noopener">David Savage</a>, attended the 2026 &lsquo;One&rsquo;, OutSystems&rsquo; annual conference in Amsterdam, bringing together employees, customers and technology leaders from across the globe to explore the future of digital transformation.</p>
<p class="isSelectedEnd">With AI dominating conversations across the technology landscape, the event focused on one critical question: how can organisations move beyond the hype and turn AI innovation into meaningful business impact?</p>
<p class="isSelectedEnd">Throughout the conference, David spoke with industry leaders to uncover the key challenges and opportunities facing organisations as they navigate the next phase of AI adoption.</p>
<p>Below, David shares his reflections from the event and the key themes that emerged from those conversations.</p>
<hr>
<p>In early June, I was invited to attend&nbsp;<a href="https://www.outsystems.com/event/ONE-Conference-2026/home" target="_blank" rel="noopener">&lsquo;One&rsquo;, OutSystems&rsquo;</a> annual conference, bringing their employees, customers and tech leaders together in Amsterdam. Threading all the conversations together was one big idea: moving from AI hype to meaningful impact.</p>
<p>Central to fulfilling that ambition was agentic AI. Woodson Martin (CEO of OutSystems) opened proceedings, promising to showcase real AI results from a range of global brands, whilst his colleagues helped attendees explore the latest innovations the OutSystems platform has to offer.&nbsp;</p>
<p>Whilst there, I had the chance to sit down with Woodson, as well as Luis Blando (Chief Product and Technology Officer), and OutSystems&rsquo; customer Lucy Donaldson (CIO at Globus). Three clear ideas came through the interviews.</p>
<h1>Establish strong governance to prevent "shadow AI" and technical debt</h1>
<p>As AI technology accelerates, Luis Blando told us leaders face the &ldquo;terrible&rdquo; tension present between rapid innovation and the need to maintain control and safety. Experimenting with disparate AI tools, without a cohesive platform approach, is creating a mountain of technical debt and compliance risks for enterprises.&nbsp;</p>
<p>The accessibility of AI empowers employees to solve problems on their own, leading to the growth of shadow AI. To avoid repeating past mistakes, technology leaders have to shift their roles to become more governance-led.</p>
<h1>Optimise AI costs by matching the right model to the specific use case</h1>
<p>It&rsquo;s a message that is not new, but the power of AI highlights why &lsquo;use the right tool&rsquo; needs repeating. The financial impact of widespread AI adoption is becoming a major concern for the C-suite, culminating in what is being described by some as a "token-o-palypse" (or tokenomics). Advanced models that loop through reasoning steps are burning through tokens, leading to massive and unexpected expenses.</p>
<p>Tech and digital leaders must recognise that they do not always need a Ferrari to solve every problem, when a bicycle is often perfectly adequate. For up to 90% of daily enterprise workloads, such as basic sentiment analysis, leaders should build systems with the flexibility to swap in smaller or open-source models at a fraction of the cost.</p>
<h1>Prioritise cultural transformation and foundational data management</h1>
<p>Organisations are rethinking their workflows and roles whilst AI agents begin completing tasks. But integrating AI effectively is fundamentally about people and data, not the tool. Adopting agentic AI systems requires a cultural transformation.&nbsp;</p>
<p>Bringing established teams along on this journey and shifting organisational dialogue requires dedicated leadership and can benefit from a beginner's mindset, where decisions are fully discussed and understood. Underpinning this cultural shift must be a rigorous focus on data. AI implementation will fail without proper context, making a master data management journey the essential first stepping stone for any AI strategy.</p>
<h1>So what happens next?</h1>
<p>Heading for the airport, I couldn&rsquo;t help but reflect on the conversations I&rsquo;d heard. Not just the interviews I conducted but the chats with vendors at their stations. Providers of AI are acutely aware that the products they are selling are leading to complex challenges, both structural and cultural. They themselves are urging organisations to slow down, to scale back on broad experimentation. But after three years of feeling like they&rsquo;re falling behind, most companies aren&rsquo;t ready to heed those warnings.</p>
<p>The irony is that the people selling the Ferrari are the ones telling you to take the bus. Until the bills arrive, nobody's listening.</p>
<hr>
<p><strong>Hear more from the event as David shares his conversations with digital leaders on the ground at OutSystems&rsquo; One conference via the video below</strong></p>
<p><iframe title="YouTube video player" src="https://www.youtube.com/embed/ok6GpKRW92o?si=7ZsMIuhFBX9skvB2" width="560" height="315" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="allowfullscreen"></iframe></p>
<p>&nbsp;</p>

Key takeaways from OutSystems’ One conference

<p>This article was originally published by&nbsp;<a href="https://www.zdnet.com/article/ai-is-causing-cognitive-fatigue-heres-how-to-work-with-more-haste-and-less-speed/" target="_blank" rel="noopener">ZDNET</a> and features insights from Harvey Nash CIO, <a href="https://www.linkedin.com/in/ankuranand/" target="_blank" rel="noopener">Ankur Anand</a>.</p>
<hr>
<h2>Research suggests people are working harder and not smarter with AI, but there are ways to turn emerging tech into a valuable tool.</h2>
<p>The promise of productivity boosts from AI can come with an unwelcome side order of stress. Harvard Business Review found that&nbsp;AI doesn't reduce work; it intensifies it, leading to cognitive fatigue and unsustainable hours.</p>
<p>While&nbsp;the common perception is that AI can help reduce workloads, allowing employees to focus more on higher-value and more engaging tasks, HBR's research found that staff using AI worked more quickly and often ended up with more to do, not less.</p>
<p>While we've written about how some&nbsp;professionals are finding ways to turn AI's time-saving magic into a productivity superpower, we've also recognized that some&nbsp;employees have started to become tired with the low quality of AI outputs.</p>
<p>Ankur Anand, group CIO at tech recruiter Harvey Nash, said professionals who want to avoid cognitive fatigue must understand how to use AI effectively and its potential risks.</p>
<p>"That focus will help to reduce the noise around the workload that AI creates," he told ZDNET, suggesting that many people have unrealistic expectations about the productivity boost that AI will provide.</p>
<p>"Many organizations are telling their people, 'We want to understand how you're making an impact with AI,'" he said. "But these professionals are not empowered, which means that using AI adds a lot of pressure, because they need to prove themselves on their own terms."</p>
<p>If you're going to make the most of AI at work, then you're going to have to find an effective balance between completing tasks quickly and producing high-quality work.&nbsp;</p>
<p>Here's how the experts believe professionals can ensure they reap the benefits, not the problems, of AI -- and they suggest that you'll need to focus on three core areas: tools, guidelines, and outputs.</p>
<h3 id="toc-link-0-ac6f2daa-1f0b-4014-ab59-8077adda8637">Limit your toolset</h3>
<p>Alex Read, senior enterprise product manager for data at energy provider EDF UK, told ZDNET that the best way for professionals to reap the benefits, not the challenges, of AI is to be uber-focused on tools that help you produce value in your roles.</p>
<p>While there are thousands of potential AI-enabled services on the market, Read said sensible professionals limit their horizons.</p>
<p>In his own role, for example, Read focuses on how AI can help him build a data platform and update information accurately, efficiently, and productively: "Anything outside of that scope is noise for me."</p>
<p>That sentiment resonated with Nick Pearson, CIO at technology specialist Ricoh Europe, who told ZDNET it's important to take a step back and think carefully about how an AI tool can help you produce value in your role.</p>
<p>"If you think about the phrase 'gen AI,' the tech is very good, by definition, at generating outputs," he said. "I could go to bed in the evening, set the model to work, and we could have four new IT strategies produced overnight."</p>
<p>However, quantity doesn't necessarily mean quality. Pearson suggested it's important to focus on AI's blind spots, particularly as most models are trained on preexisting content.</p>
<p>"AI can't inspire people, per se; it can't naturally create something new, because it's actually quite recursive," he said.</p>
<p>"And the judgment you have to put in sometimes, on top of everything else, whether it be an ethical or a capability judgment, is not there automatically in the technology."</p>
<p>It's in this gap, said Pearson, that human experts play a critical role: "We're toying with that concern as an organization and saying, 'Where does AI really play an important role, versus where are we upskilling people in areas that AI probably won't play for a long time?'"</p>
<h3 id="toc-link-1-ac6f2daa-1f0b-4014-ab59-8077adda8637">Work to the guidelines</h3>
<p>HBR's research found that an initial productivity surge when AI is adopted&nbsp;can lead to lower-quality work, turnover, and other problems&nbsp;as people work harder rather than smarter.</p>
<p>To correct this issue, HBR said companies need to adopt an "AI practice," or a set of norms and standards around AI use that help professionals ensure they use AI in a constrained but productive manner.</p>
<p>At EDF UK, Read is part of an internal AI Center of Excellence in enterprise IT, which enables policy for the effective use of AI across the wider organization.&nbsp;</p>
<p>In addition to Read, who contributes input from a data-use perspective, the group includes other tech representatives, such as the firm's senior manager of AI, principal software engineer, and principal solution architect.</p>
<p>"The remit of this center is to make sure that, when the federated business units are looking to build, develop, and deploy AI services, they have platforms, guidance, best practices, architectural assets, and materials to guide them on how to safely and efficiently adopt AI and operationalize it at scale," he said.</p>
<p>Some of the key themes the center considers when assessing AI tools are scalability and reusability, ensuring a proposed service doesn't replicate one already in use.</p>
<p>"All new tools and services related to AI will go through that hopper and funnel to understand scope and ensure the security, regulatory, and ethical side of things are understood," he said, suggesting that all professionals should use their organization's pre-existing guidelines to foster an appropriate exploitation of emerging tech.</p>
<p>"The benefit that guided approach brings is that it allows us to be clear in our messaging around what AI services can be used, how they're used from a use-case perspective, and ultimately, what personas are allowed to use them."</p>
<h3 id="toc-link-2-ac6f2daa-1f0b-4014-ab59-8077adda8637">Refine your outputs</h3>
<p>Even when tools are assessed and considered acceptable, there can still be an overreliance on AI outputs. Worse,&nbsp;some professionals can drown in the insights they receive, leading to higher stress and fewer benefits.</p>
<p>Louise Newbury-Smith, head of UK&amp;I at technology specialist Zoom, told ZDNET that one way to ensure your outputs are constrained is to focus on prompting.</p>
<p>"Use simple amendments to be specific, such as 'Give me the top three things with the biggest impact.' That approach should guide your prompt, rather than saying, 'Give me everything you know about this topic.'"</p>
<p>Newbury-Smith said the successful use of AI is all about being smart about how it's exploited, and that effectiveness comes down to enablement and engagement. If a prompt yields too much information, refine it until you get what you need. She said this should still be faster than trying to get answers without AI.</p>
<p>The basic message for professionals is that effective applications of AI are all about you staying in the loop, said Bernhard Seiser, vice president of digital, data, and IT at AOP Health.</p>
<p>Think before you use AI, and think again before you push your outputs around the organization.</p>
<p>"It doesn't help the business if you get AI-generated emails that are many pages long, and then you need ChatGPT to summarize the text," he told ZDNET.</p>
<p>Seiser said that while there are certain tasks generative AI is good at and worth using for, in the end, "you need to use your brain."</p>

Is AI causing cognitive fatigue?

<p data-start="0" data-end="319">At the <a href="https://dublintechsummit.tech/" target="_blank" rel="noopener">Dublin Tech Summit 2026</a>, tech evangelist <a href="https://www.harveynash.co.uk/team/david-savage" target="_blank" rel="noopener">David Savage</a> spent time moderating discussions on talent, skills, and the future of technology across Ireland and beyond. What stood out most was the confidence with which people spoke about Ireland's future, not just as a home for global tech companies, but as a destination for innovation, investment, and talent in its own right.</p>
<p class="zlAe0W_TextBase zlAe0W_Text" data-w-component="text">In this piece, David reflects on a conversation that caught his attention during the summit and explores a bigger question that emerged from his time in Dublin. As Ireland's tech sector continues to grow and AI adoption accelerates, is the country becoming one of Europe's most compelling technology success stories?</p>
<hr>
<h1 dir="ltr">Ireland claims to be Europe&rsquo;s Silicon Valley, but does it have the talent to back that up?</h1>
<p dir="ltr">Last week, I was asked to moderate a talk at Dublin Tech Summit exploring how Ireland builds a competitive talent pool. Whilst on a panellist had a little, playful dig at me. Not personally, but in my status as a British person.</p>
<p dir="ltr">"Let's not forget that we are the only English-speaking EU member."</p>
<p dir="ltr">Personally, I always felt Brexit would diminish Britain&rsquo;s economy and standing internationally. However, London in particular is such a strong hub that the technology sector felt somewhat insulated. But the teasing comment shows the growing confidence across the Irish Sea that they are uniquely placed to compete in the technology space.</p>
<p dir="ltr">Right across the panel, there was a belief that they could offer opportunities to talented tech professionals to help fuel the country&rsquo;s growth. But is there evidence to suggest that confidence isn&rsquo;t misplaced?</p>
<p dir="ltr">Certainly, sitting in the same timezone as London is a business advantage. According to Investor Monitor (between mid 2016 and early 2021), Dublin welcomed 135 new financial companies, a quarter of all Brexit-related corporate relocations. That&rsquo;s more than Paris, Luxembourg, Frankfurt, and Amsterdam, with firms like Bank of America, Citi, and JPMorgan all moving into town. As of April this year, Ireland now hosts 5178 tech companies and 2200 startups, contributing approximately &euro;48 billion to the economy.</p>
<p dir="ltr">Clearly, this is some way short of the UK tech sector&rsquo;s size and contribution, but the number of new UK tech incorporations has tumbled in recent years. I&rsquo;m not suggesting Dublin will supplant London (still Europe&rsquo;s unicorn leader and a genuine global city) any time soon, but it is an increasingly attractive destination for tech talent.</p>
<h1 dir="ltr">Ireland Feels Like a Country-Sized Sandbox</h1>
<p dir="ltr">Ireland is a world-leading hub for AI adoption and the European home for giants like Google and Microsoft. In fact <a href="http://nucamp.co">nucamp.co</a> point to the fact that there are many opportunities for senior specialists in AI and cloud roles, salaries are highly competitive (senior AI professionals earn over &euro;140,000), and regions like Cork offer a wonderful quality of life that&rsquo;s hard to match elsewhere.</p>
<p dir="ltr">The point about Ireland being a world-leader for AI adoption cannot be overlooked either. It&rsquo;s estimated that 70% of Irish workers use AI regularly, higher percentages than we find in either the UK or the US.</p>
<p dir="ltr">Ireland offers businesses the room to grow and provides flexibility within the EU, whilst remaining close to London. The UK often talks about our place as a &ldquo;Goldilocks Zone&rdquo;, taking the best of governance, talent, and investment to help grow our AI capacity. Is that &lsquo;zone&rsquo; really found in our neighbours in the North Atlantic?</p>
<p dir="ltr">Whilst the jibe about language and the EU was playful, there are several indicators to suggest that Ireland has every reason to feel bullish about its ability to compete in technology.</p>

Dublin Tech Summit 2026 Recap

<p><strong>The Recruitment and Employment Confederation (REC) is pleased to announce Bev White has been selected as Chair-Designate, taking over as Chair later in the year after confirmation at the organisation&rsquo;s AGM next month.</strong></p>
<p>Bev White, Executive Chair of Harvey Nash and Crimson, will join the UK&rsquo;s leading trade association for talent, staffing and recruitment businesses at a critical time in its modern history. With so much changing in how firms operate today, talent planning is in flux. Technology, regulation and geopolitics are all reshaping the sector. The REC will be at the heart of ensuring the UK&rsquo;s world-leading talent sector navigates these challenges &ndash; and seizes the opportunities &ndash; successfully.</p>
<p>The announcement was made at today&rsquo;s REC annual conference #RECLive26. Bev White was appointed after an open selection process, open to all REC members.</p>
<p><strong>Michelle Mellor, REC Chair, said:</strong></p>
<p>&ldquo;Serving this incredible trade association for the UK recruitment industry as Chair over the last three years, has been the honour of my career.</p>
<p>&ldquo;The recruitment sector has faced unprecedented change during that time and the pace of transformation shows no sign of slowing. From the emergence of new technologies to the uncertainty created by political and economic developments both at home and abroad, our industry continues to navigate a uniquely challenging environment.</p>
<p>&ldquo;The REC will require strong, thoughtful leadership in the years ahead and I am delighted to be handing over to Bev who brings the experience, judgement and leadership qualities needed to guide the REC and support our members through the opportunities and challenges that lie ahead.</p>
<p>&ldquo;It has been a privilege to serve alongside such dedicated Board and committee colleagues, members and the REC team. I leave the role immensely proud of what we have achieved together and confident that under Bev's leadership, the REC will continue to go from strength to strength.&rdquo;</p>
<p><strong>Bev White, Executive Chair of Harvey Nash and Crimson, said:</strong></p>
<p>&ldquo;I&rsquo;m incredibly honoured to be appointed Chair of the REC at such a pivotal moment for our industry. As the REC approaches its centenary, it has never been more important that we reflect the full breadth of our membership and the role we play in supporting organisations and individuals through constant change. The recruitment industry sits at the heart of how the UK grows and adapts, and I&rsquo;m proud to take on a role that carries both responsibility and real opportunity to shape what comes next.</p>
<p>&ldquo;What matters most to me is that every member feels heard and represented. The REC is a powerful platform to influence how businesses, government and society think about talent, skills and the future of work, and I bring a real curiosity about how forces like AI, while often seen as a threat, can unlock entirely new opportunities. My focus will be on making sure our industry&rsquo;s voice is not only heard but acted on, and that we support our members to navigate and lead through what is a fast-moving and hugely important time.&rdquo;</p>
<p>Current Chair Michelle Mellor, founder and director of businesses Cummins Mellor, CJUK and Personnel Checks will step down in October.</p>
<p><strong>Neil Carberry, REC Chief Executive, said:</strong></p>
<p>&ldquo;Michelle&rsquo;s entrepreneurialism and energy have been a huge asset to our organisation over her three years as Chair. She is leaving REC a more resilient and dynamic organisation.</p>
<p>&ldquo;Bev White is a stellar addition to the REC, with extensive experience and success in our sector. We have a shared understanding that people are not a component but actually really vital to the success of British business. Bev White and REC are aligned on how temporary and contract work is essential to economic growth, at all skill levels, and how permanent hiring needs to change alongside it to take a more long-term view.&rdquo;</p>
<p><strong>Notes to editors</strong></p>
<p>1. About Bev White</p>
<p>Bev White is the Executive Chair of Harvey Nash and Crimson and until recently was the Group CEO of Nash Squared, home of Harvey Nash, a $1bn global specialist technology recruitment business with 27 offices across USA, Europe and Asia.<br><br>Following a degree in Computer Science, Bev began her career in technology, where she held CIO and IT leadership positions at Schlumberger and NTL (which became Virgin Media). Since 2002, she has combined a passion for technology with a career in recruitment and talent, where she has held various leadership roles. Prior to joining Nash Squared, Bev was CEO in the UK and Ireland for GI Group, one of the world&rsquo;s largest staffing companies operating in 57 countries.<br><br>Bev believes deeply in the power of people. Creating a sustainable culture where people can thrive is the cornerstone of everything she does. She is also a qualified coach and has spent most of her career helping people-centric businesses grow.</p>
<p>2. The role of the REC Board is to ensure that the REC is governed effectively, maintaining high standards of compliance and always in the interest of the members of the organisation.&nbsp; They also act as a key forum for challenge and discussion for the REC&rsquo;s executive leadership team. The Chair is responsible for the effective operation of the Board, line management of the Chief Executive and acting as an ambassador for the organisation with members and stakeholders.</p>

Bev White named Chair-Designate of the REC (Recruitment & Employment Confederation)

<p>This article was originally published by <a href="https://www.computerweekly.com/opinion/The-unstoppable-rise-of-the-Chief-AI-Officer" target="_blank" rel="noopener">ComputerWeekly.com</a> and features insights from Harvey Nash Executive Search experts <a href="https://www.harveynash.co.uk/team/kirsteen-bell" target="_blank" rel="noopener">Kirsteen Bell</a> and <a href="https://www.harveynash.co.uk/team/peter-birch" target="_blank" rel="noopener">Peter Birch</a>.</p>
<hr>
<h2>Chief AI Officers are proliferating as organisations look to deploy agentic AI, make a return on investment, and meet their governance obligations.</h2>
<p>Back in 2024, research at Harvey Nash found that just over 10% of businesses already had or were planning to appoint a&nbsp;<a href="https://www.techtarget.com/searchenterpriseai/feature/C-suite-shakeup-Demand-for-chief-AI-officers-accelerates?_gl=1*114guyy*_ga*MTMxMDQ1OTgxMi4xNzc3OTY4NDc4*_ga_TQKE4GS5P9*czE3ODA0ODA2MDYkbzc2JGcxJHQxNzgwNDgwNjcyJGo1OCRsMCRoMA..">Chief AI Officer</a>&nbsp;(CAIO). This was an exciting development &ndash; but would it last, or would AI roles perhaps become subsumed into existing tech leadership briefs such as CIO, CTO, CDO as AI became business as usual?</p>
<div>
<div id="halfpage" data-google-query-id="COCW4OSZ8JQDFVeYUAYdsCMJsg"></div>
</div>
<p>A couple of years later, the answer is clear: it is here to stay &ndash; and it&rsquo;s spreading fast. We see this ourselves in the mandates we work on with clients who are increasingly looking to appoint senior postholders with direct responsibility for AI. Of course, the job title for this may not be CAIO specifically &ndash; there are a host of titles emerging such as Head of AI, Chief AI Scientist, AI Transformation Officer, Responsible AI Director and more.</p>
<section data-menu-title="Sector hotspots">
<h1>Sector hotspots</h1>
<p>These appointments are especially prominent in financial services where organisations are generally advanced in their technology systems and data platforms, and where AI is a natural fit with the tech-enabled operating models of digital banking.&nbsp;<a href="https://www.computerweekly.com/news/366640627/HSBC-gets-its-first-artificial-intelligence-chief">HSBC has recently announced the appointment of a CAIO</a>, for example, while&nbsp;<a href="https://www.computerweekly.com/news/366639140/NatWest-hails-progress-after-12bn-spent-on-tech-last-year-but-true-AI-transformation-to-come">NatWest</a>&nbsp;appointed a Chief AI Research Officer last year.</p>
<p>Senior AI roles are also widespread in highly regulated sectors such as energy, where there is a particular focus on ensuring there is strong governance over the deployment of AI, managing the risks and maintaining compliance with data privacy and security rules. Other sectors where AI is really on the march include legal, accountancy and consultancy. The Big Four firms, for example, have CAIOs or equivalent and are driving significant efforts to integrate AI into both internal ways of working and solutions for clients. Graduate recruitment has reportedly dropped as AI begins to do more and more analytical work.</p>
<p>In general terms, it is the large FTSE and Fortune enterprises where AI roles are proliferating. At the mid-market level, it is more likely that the CIO or equivalent retains the lead on AI, perhaps with the appointment of a role a level below to lead on data, automation and the factors that lay the foundations for AI. The reality, after all, is that many organisations are still a long way from being AI-ready: there is still a considerable amount of modernisation and digitisation that needs to happen first.</p>
<p>Nevertheless, the CAIO role is rapidly reaching into more and more businesses. Indeed, an&nbsp;<a href="https://newsroom.ibm.com/2026-05-04-ibm-study-ceos-are-reshaping-c-suite-roles-for-the-ai-era">eye-catching piece of research from IBM</a>&nbsp;finds that as many as three-quarters of organisations (76%) now have a CAIO or equivalent, a huge jump from 26% in 2025.</p>
</section>
<section data-menu-title="Qualities of a CAIO">
<h1>Qualities of a CAIO</h1>
<p>So what are the skills and attributes of this new generation of CAIOs? Needless to say, a strong track record in and passion for technology comes with the territory. Many postholders have a CTO type background. But they are not merely &lsquo;techies&rsquo; excited by the inner workings of an LLM. We have in fact seen quite a marked evolution of the CAIO role over the last couple of years. In the early days, they were often positioned as &lsquo;evangelists&rsquo; whose function was in essence to raise awareness of AI, spread the word, and prepare the way for adoption. Now, as AI has matured and agentic deployment is the buzzword, the CAIO role has become much more about &lsquo;doing&rsquo;: commercially credible leaders who are driving ROI, engaging with boardrooms, managing enterprise change, reshaping operating models and managing governance and risk controls too.</p>
<p>It is not an overstatement to say that there is now a new, fixed career path for technology professionals to aspire to: the CAIO position is becoming a career goal for many, alongside the traditional targets of CIO, CTO, CDO, CISO etc. The role may sit slightly below the CIO and CTO in terms of seniority and remuneration, but it is becoming an established feature of the tech leadership org chart.</p>
<p>In some ways, this reflects the wider reality that tech roles are always evolving. Another post on the rise, for example, is Chief Product Officer (CPO). We are seeing this especially in fintech organisations where products need a tech solution for their channels to market. We are even seeing the appointment of some Chief Product and Technology Officers (CPTO) as a result.&nbsp;</p>
</section>
<section data-menu-title="CAIO here to stay">
<h1>CAIO here to stay</h1>
<p>Looking ahead, we expect the ubiquity of the CAIO to only increase. AI is the fastest moving market we have ever seen. The pace of development is incredible, so that organisations need to constantly check themselves, via a CAIO or equivalent, against key questions such as: Do we have the best utilisation possible? Are we keeping up with our competitors? Are we governing this appropriately and managing the risks?</p>
<p>This brings us back to the business as usual (BAU) question at the start. With AI moving so fast, it feels like it will never just be BAU. How could it be, when AI never stands still? For that reason, a CAIO or equivalent feels like a necessity for more and more organisations. Say &lsquo;ciao&rsquo; to the CAIO therefore &ndash; they&rsquo;re spreading and are here to stay.</p>
</section>

The unstoppable rise of the Chief AI Officer

<p data-start="0" data-end="217">At <a href="https://vancouver.websummit.com/" target="_blank" rel="noopener">Web Summit Vancouver</a> last month, Tech Evangelist <a href="https://www.harveynash.co.uk/team/david-savage" target="_blank" rel="noopener">David Savage</a> spent time speaking with leaders, practitioners, and students across the tech ecosystem, exploring how AI is reshaping work, leadership, and creativity.</p>
<p data-start="219" data-end="572">Across conversations on the floor and on stage, a set of recurring questions emerged on whether fears around AI-driven job displacement are justified or a failure of imagination, whether leaders are truly keeping pace with the technology they are expected to guide, and what the rise of machine-generated content means for human creativity and connection.</p>
<p data-start="574" data-end="796" data-is-last-node="" data-is-only-node="">In this piece, David explores a series of overlapping tensions that emerged from his time in Vancouver. Rather than presenting a single clear narrative, he reflects on the questions and contradictions that continue to shape the debate around AI&rsquo;s impact on work, leadership, and society</p>
<hr>
<h1 dir="ltr">Is the fear of AI job creep justified, or showing a lack of imagination?</h1>
<p dir="ltr">Are leaders able to keep up with the challenges presented by AI, and if not, what does that mean for people further down the career ladder?</p>
<p dir="ltr">AI is creating hyper-realistic content at a staggering scale, but is the human void at its heart pushing us closer together?</p>
<p dir="ltr">These are just three questions I left Vancouver pondering following my time at Web Summit last month.</p>
<p dir="ltr">I spoke to leaders, guests, and students across the floor, on the stages, and huddled around meeting room tables, and these ideas were simply inescapable. The same concerns surfaced again and again, in different accents, different industries, different contexts, but circling the same anxious orbit.</p>
<h1 dir="ltr">The co-pilot in the room</h1>
<p dir="ltr">Let's start with the fear. Because there is genuine fear out there (and it would be dishonest to dismiss it out of hand). But a striking number of the people I spoke to in Vancouver weren't just pushing back on the panic; they were frustrated by it.</p>
<p dir="ltr"><a href="https://www.linkedin.com/in/nicholasmuy/" target="_blank" rel="noopener">Nick Muy</a> of Scrut Automation was blunt about it. He argued that the idea that AI will simply eliminate jobs represents a fundamental &ldquo;lack of imagination&rdquo;. History is on his side; new technology has consistently led to task expansion. More work, not less. The narrative of mass redundancy ignores the pattern we've seen play out with every major technological shift.</p>
<p dir="ltr"><a href="https://www.linkedin.com/in/ericjwittman/" target="_blank" rel="noopener">Eric Wittman</a> of VSCO made the same point from a creative angle. The fear that AI will replace photographers, he told me, misunderstands what AI actually does in practice. His experience is that it functions as a vital assistant, helping creatives cull hundreds of photos in a fraction of the time. It shoulders the administrative burden of running a creative business. It doesn't replace the eye. It clears the path for it.</p>
<p dir="ltr">It&rsquo;s clear leaders are positive about how AI can increase the capabilities of their people. Realta Fusion&rsquo;s <a href="https://www.linkedin.com/in/cary-forest-969113a/?skipRedirect=true" target="_blank" rel="noopener">Cary Forest</a> described using generative AI as a scientific collaborator, a tool that helped him solve complex calculus and algebra problems in minutes that would previously have taken months. Cary believes AI is accelerating, not replacing humans. <a href="https://www.linkedin.com/in/apenwarr/" target="_blank" rel="noopener">Avery Pennarun</a> from Tailscale framed it as an equaliser. AI helps everyone level up, turning non-coders into coders, junior developers into seniors, and multiplying the output of those already operating at the top of their game.</p>
<p dir="ltr">I got the overwhelming impression that those I spoke to felt that human problem-solving would stay at the core of work. The machine just does the warm-up work.</p>
<h1 dir="ltr">The leaders who can't keep up</h1>
<p dir="ltr">If AI is accelerating everything, what happens when the people leading us through that acceleration struggle to keep up?</p>
<p dir="ltr">This came up repeatedly, and it wasn't comfortable. The consensus was that leaders no longer have the luxury of delegating their understanding of AI to someone else in the organisation.</p>
<p dir="ltr"><a href="https://www.linkedin.com/in/wangnancy/" target="_blank" rel="noopener">Nancy Wang</a>, CTO of 1Password, put it clearly. The role of CTOs and CISOs has fundamentally shifted from compliance-focused or background technical roles to becoming the face of AI transformation. That's a significant change, and not every leader has made the adjustment. At 1Password, the shift is visible even in how they hire. Traditional coding tests have been replaced. Candidates are now evaluated on how well they can instruct and debug alongside an AI coding agent.&nbsp;</p>
<p dir="ltr">Eric Wittman was equally direct: leaders need to lead from the front. Not brief on AI, but actually use it, test it, break it. The skills that got you to your current position are worth scrutinising. The organisations whose leaders are engaged hands-on are the ones building faster. Nick Muy echoed this. AI, he said, gives tech leaders no excuse not to be doing it themselves. The tools are accessible. The opportunity to stay close to the build is there. The question is whether leaders have the appetite to take it.</p>
<p dir="ltr">And for those further down the career ladder? If leaders are struggling to keep up, the implications cascade. <a href="https://www.linkedin.com/in/bttanner/" target="_blank" rel="noopener">Brian Tanner</a> of Artificial Agency offered a more optimistic lens here. He sees AI agents becoming interactive coaches, helping people build skills in everything from public speaking to customer service in real-world settings. The classroom, in other words, may increasingly look less like a classroom. This is timely, especially given the suspicion that the value of a traditional four-year degree has dramatically fallen.</p>
<h1 dir="ltr">The human hunger underneath it all</h1>
<p dir="ltr">The more people talked about AI's capacity to generate content at scale, the more another theme emerged. A hunger for things that feel unmistakably human.</p>
<p dir="ltr"><a href="https://www.linkedin.com/in/myles-palmer-b1b70519/" target="_blank" rel="noopener">Myles Palmer,</a> of Metalab raised what he called the question of trust in the age of AI. Because AI can generate a convincing digital experience in minutes, he argued that consumers are now searching for that extra 10 to 15 per cent of human care and craft, or perhaps the unmistakable signs that something is a little less polished and real. Myles also called out the psychological exhaustion of using AI to process unsustainable volumes of work. We are asking human beings to keep pace with machine-speed throughput, and there are limits. If anything, it&rsquo;s dangerous as we sacrifice critical thinking just to keep up.</p>
<p dir="ltr">Brian Tanner's work at Artificial Agency is a fascinating response to this tension. The future of AI in entertainment (they&rsquo;re in gaming) isn't about making bigger worlds, it's about making deeper ones. He's focused on replicating the social dynamics of playing board games with friends; characters that hold grudges, form political alliances, and create experiences with genuine emotional weight and memory.</p>
<p dir="ltr">Nancy Wang approached the human question from the security side. As we delegate more tasks to AI agents, the challenge of managing the identities and credentials those agents use (the trust access gap) becomes critical. Who is acting on your behalf, and how do you know?</p>
<p dir="ltr">So what did I walk away from Vancouver with? Answers? No, but a much sharper set of questions and a renewed sense that the people worth listening to are the ones who are sitting with the complexity rather than attempting to downplay it.</p>
<p dir="ltr">To hear these perspectives first-hand, <a href="https://youtu.be/QL2gkuUTr58?si=crcN8Sm1TK0wM89d" target="_blank" rel="noopener">watch our on-the-ground video from Web Summit Vancouver</a>, where David Savage explores the realities of AI-driven change, the pressures on leadership to keep pace, and what rising machine capability means for work, creativity, and human value.</p>
<p dir="ltr"><iframe title="YouTube video player" src="https://www.youtube.com/embed/QL2gkuUTr58?si=vJ6hzPLx3QDHY5Mx" width="560" height="315" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="allowfullscreen"></iframe></p>
<p data-start="574" data-end="796" data-is-last-node="" data-is-only-node="">&nbsp;</p>

Reflections from Web Summit Vancouver 2026

<div>
<h1><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Long-term collaboration focused on flexibility, continuity and management of external workforce</span></h1>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">London, 29/05/2026 &ndash; Enexis, the Dutch grid operator, has selected Harvey Nash as its partner for the engagement of temporary external professionals. The agreement, worth 2 billion euros, begins with a three-year term and can be extended by up to five additional one-year periods.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Under this agreement, Harvey Nash will manage the full end-to-end process for external hiring at&nbsp;Enexis. This includes labour market sourcing, candidate selection, contracting, administration and reporting. By working with a single strategic partner,&nbsp;Enexis&nbsp;aims to increase visibility and control over quality, continuity, cost management and compliance with legislation and regulations.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">The partnership supports&nbsp;Enexis&nbsp;in organising its workforce in a flexible and future-ready way, in a labour market where specialist expertise is scarce and where the energy transition demands speed, scalability and adaptability. At the same time, access to a broad and diverse pool of professionals will be maintained.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">In addition, Harvey Nash will provide&nbsp;Enexis&nbsp;with ongoing market insights, management information and reporting on the use of external talent.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Simon Crichton, CEO of Harvey Nash, commented:</span>&nbsp;<br><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&ldquo;This is an important partnership for Harvey Nash, and particularly for our business in the Netherlands. The energy sector is undergoing rapid transformation, and organisations like&nbsp;Enexis&nbsp;are right at the centre of building the infrastructure for a more sustainable energy system.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Our role is clear: to help them access the specialist talent they need to deliver at pace, in a market where those skills are in short supply. We&rsquo;re already supporting this transformation through clients such as Gasunie, and this partnership with&nbsp;Enexis&nbsp;deepens our contribution to the future of energy, in the Netherlands and globally.&rdquo;</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Sarah Goossens, Commercial Director of Harvey Nash Netherlands, commented:</span>&nbsp;<br><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&ldquo;We are proud of the trust that&nbsp;Enexis&nbsp;has placed in Harvey Nash. This partnership reflects our strength in managing complex workforce challenges in a rapidly changing labour market. Through our expertise, scalability and data-driven approach, we will support&nbsp;Enexis&nbsp;in attracting scarce talent that is essential to delivering the energy transition.&rdquo;</span>&nbsp;<br>&nbsp;<br><strong><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">About Harvey Nash</span></strong><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Harvey Nash is a specialist global technology recruitment firm that connects the world's most innovative companies with the technology talent they need to succeed. For over 35 years, Harvey Nash has been a pioneer and leading voice in the global technology space, having long-term strategic partnerships with blue-chip customers. With offices across multiple continents, including North America, the UK, Europe and Asia, Harvey Nash is experienced in partnering with organisations on their specialised technology talent requirements, including Cyber, DevOps, AI &amp; Automation, Data, Cloud and Software Engineering.</span></p>
</div>

Enexis selects Harvey Nash as partner for temporary hiring

What is Developer Experience (DevEx) & how do you hire for it?

<p>This article was originally published by&nbsp;<a href="https://www.computerweekly.com/news/366642351/Tech-industry-slowly-dropping-DEI-efforts-finds-Harvey-Nash-survey" target="_blank" rel="noopener">ComputerWeekly.com</a>&nbsp;and features insights from&nbsp;<a href="https://www.harveynash.co.uk/team/simon-crichton" target="_blank" rel="noopener">Simon Crichton</a>, CEO, Harvey Nash.</p>
<hr>
<h1>The tech diversity push in the UK is dropping, despite workers claiming good workplace efforts</h1>
<p>Tech workers feel the&nbsp;<a href="https://www.computerweekly.com/news/366636968/What-will-the-DEI-landscape-of-the-tech-sector-look-like-in-2026">sector has seen a decrease in diversity, equity and inclusion (DEI)</a> focus over the past two years, according to research from Harvey Nash.</p>
<p>The technology recruitment firm found that a large number of tech workers (84%) believe their workplace is doing enough to support a diverse workforce, but 10% believe investment in Diversity, equity and inclusion (DEI) initiatives has been slipping, with more women than men believing the sector needs to do more.</p>
<p>A quarter of women working in tech in the UK said the technology sector is not working hard enough to encourage and support women to join and stay in tech roles, compared with 14% of their male counterparts.</p>
<p>Simon Crichton, global CEO of Harvey Nash, claimed this is down to a &ldquo;tougher economic environment&rdquo; including &ldquo;geopolitical tensions, tariffs and wars&rdquo;, as well as a shifting attitude towards DEI trickling into the UK.</p>
<p>He said: &ldquo;In those conditions, leadership inevitably narrows what they&rsquo;re thinking and focuses on performance, cost control and delivery, and the worry is that important subjects like DEI can slip down the agenda as a result.</p>
<p>&ldquo;I find it disappointing. It&rsquo;s taken a long time for the industry to reach a point where inclusion and progression are being treated as important leadership issues, not side conversations. To see that momentum stall is frustrating.&rdquo;</p>
<p>When assessing the &ldquo;push and pull&rdquo; factors influencing whether individuals plan to stay in their current tech role, Harvey Nash&rsquo;s&nbsp;Tech talent report&nbsp;found that more woman than men are&nbsp;<a href="https://www.computerweekly.com/news/366642319/Almost-90-of-women-leave-tech-industry-within-10-years">unhappy in their current role</a>. Crichton pointed to the&nbsp;<a href="https://www.computerweekly.com/news/366627877/Thousands-of-women-in-tech-leave-their-roles-each-year">recently published&nbsp;Lovelace report</a>&nbsp;as reflecting similar findings, whereby women are leaving the technology sector entirely due factors such as a lack of career progression and pay inequality.</p>
<p>Harvey Nash&rsquo;s own report found that 22% of women in tech are currently either very unhappy or unhappy in their current role, compared to 19% of men.</p>
<p>It was also clear than men and women have different priorities when it comes to considering leaving their tech roles, with women more concerned with a lack of career opportunities as opposed to men, who are on the lookout for more money. Almost 60% of men said pay was their top reason for considering leaving their current role, while 51% of women said their defining reason was around career opportunities.</p>
<p><a href="https://www.computerweekly.com/news/366553274/Care-responsibilities-excluding-women-from-tech-says-TTC">Personal circumstances</a>&nbsp;appeared as the fifth most likely reason women are considering leaving their tech role, whereas this did not appear in the top five reasons men gave for considering moving on.</p>
<p>Despite women claiming they plan to leave their current technology role due to a lack of career progression, women are more likely than men to have seen an increase in their workload over the past year &ndash; 60% of the women asked said their workload had increased, compared with 56% of men.</p>
<p>When it comes to pay for men and women, there is a pay gap in the technology sector, with women not only&nbsp;<a href="https://www.computerweekly.com/news/365535482/Techs-gender-pay-gap-begins-to-return-to-pre-pandemic-levels">making approximately 8.2% less</a>&nbsp;than their male counterparts, but also more frequently being expected to&nbsp;<a href="https://www.computerweekly.com/news/366546314/Splunk-conf23-The-dangers-of-party-planning-as-a-woman-in-tech">take on side-of-the-desk tasks</a>&nbsp;such as party planning.</p>
<p>When it comes to considering a new tech role, men and woman in the UK have very similar objectives &ndash; 76% of tech workers will choose their next role because of an increase in pay, and 41% want to be able to work from anywhere.</p>
<p>More than half of tech workers won&rsquo;t even consider a role if they were not able to work in a hybrid fashion, and 39% would settle for less money if it meant they could work from home more often.</p>
<p>Hybrid working was considered a way to improve wellbeing for tech workers, with 84% saying it helps to reduce commute and therefore allow more personal time, as well as increased productivity, and 81% said it contributes towards better work-life balance.</p>
<p>But there are some differences between men and women when it comes to hybrid and flexible working &ndash; a higher percentage of women than men were willing to take a lower salary for the ability to work from home more often, and 51% of women want flexible working hours compared with 41% of men.</p>
<p>Crichton said: &ldquo;The desire for hybrid working from our&nbsp;Tech talent and salary report&nbsp;is very similar between the two genders. I thought that was interesting because I recognised that, as a leader and within my own experience, giving that flexibility for hours doesn&rsquo;t harm anyone. I see great value in getting people into the office, but I also would be one of those that might not consider a role that didn&rsquo;t have hybrid working as an option.&rdquo;</p>
<p>Opportunities for career progression and strong organisational culture and leadership are also slightly more important to women, whereas the purpose and values of an organisation, as well as opportunities for training and skills development, are slightly more important to men.</p>
<p>In the age of artificial intelligence (AI), a focus on training is important, and 76% of tech workers said they had been given access to AI tools, though only 36% said they were given dedicated time to experiment with and learn how to use them.</p>
<p>For around 20% of tech workers, their organisations expect them to figure out the best use of these tools by themselves, and a quarter are still waiting for their companies to provide training.</p>
<p>Some 32% of firms are actively investing in providing AI skills to tech workers. A &ldquo;sandbox&rdquo; environment for staff to safely experiment with AI could be beneficial, said Crichton, who said there is benefit to a combination of formal training and allowing workers to figure things out for themselves, though the number of workers claiming to have access to AI versus those given formal training is a &ldquo;huge gap between access and enablement&rdquo;.</p>
<p>He added: &ldquo;The problem here is that AI is very new and organisations are rushing to keep up. People are going and trying and experimenting and are coming up with things that might not have come up in structured training.</p>
<p>&ldquo;What we&rsquo;re trying to promote is developing judgement, creativity and confidence to use AI effectively in the real world and in their workplace. It&rsquo;s about leadership in a new environment, creating an environment where experimentation can turn into capability.&rdquo;</p>
<p>Tech workers want their leaders to have a firm understanding of technology, with 44% saying it&rsquo;s important for their leaders to be &ldquo;techie&rdquo;, with 18% saying a lack of deep understanding around tech from a leader can stand in the way of the team achieving their goals. More than half also said a good leader will cultivate a positive culture within a team and have good communication.</p>

Tech industry slowly dropping DEI efforts

<p data-start="0" data-end="355">As organisations race to turn AI investment into real business value, industry events are becoming a critical space to separate hype from reality. At this year&rsquo;s <a href="https://datadecoded.com/ldn/" target="_blank" rel="noopener"><span class="hover:entity-accent entity-underline inline cursor-pointer align-baseline"><span class="whitespace-normal">Data Decoded London</span></span></a>, leaders, practitioners, and technologists came together to share honest perspectives on what it really takes to make AI work in practice.</p>
<p data-start="357" data-end="615" data-is-last-node="" data-is-only-node="">In this piece, Tech Evangelist <a href="https://www.harveynash.co.uk/team/david-savage" target="_blank" rel="noopener"><span class="hover:entity-accent entity-underline inline cursor-pointer align-baseline"><span class="whitespace-normal">David Savage</span></span></a> reflects on the key conversations from the event, exploring the growing disconnect between leadership ambition and on-the-ground execution, and what organisations must do to close that gap.</p>
<hr>
<p dir="ltr">Despite a tube strike, London&rsquo;s Olympia was packed for the very first Data Decoded conference. It&rsquo;s clear that AI is keeping business leaders awake at night; they&rsquo;ve invested a huge amount of money and are desperate to see a return on that investment. But as the conversations over the two days revealed, you can't run before you can walk.</p>
<p dir="ltr">Going into the event, we carried a tension-filled statistic from our latest <a href="https://www.harveynash.co.uk/research-whitepapers/tech-talent-and-salary-report-2026" target="_blank" rel="noopener">tech talent salary survey</a>: &ldquo;after speaking to over 3,000 tech professionals, we found that 46% (nearly half) don't believe their leadership truly understands AI&rdquo;. Here&rsquo;s how the conversations we had at Data Decoded unfolded.</p>
<h1 dir="ltr">Making sense of tech: The reality gap between the C-Suite and the ground</h1>
<p dir="ltr">We put that 46% stat to the experts on the floor, and the reactions were revealing. Surprisingly, many felt the number was actually too low. Kam Karaji, Director of Cybersecurity at the NFL, told us he expected it to be higher because there is a distinct education gap we haven't bridged. Leaders often assume AI will magically "solve their world" and give them all the information they need, but they fail to translate that into valuable business decisions.&nbsp;</p>
<p dir="ltr">Josie Reinhardt, Enterprise GTM at Hex, felt that the C-suite is pretty far removed from the realities of capturing value from AI. &ldquo;You can't just throw AI on top of data and expect magic to happen; there is vital, foundational "boots on the ground" work required to make it successful&rdquo;.</p>
<h1 dir="ltr">Navigating the maze: The nuts and bolts of governance</h1>
<p dir="ltr">Before AI can revolutionise a business, or as NASA Duty Branch Chief Dr Jeevan Perera brilliantly pointed out, handle the mundane maintenance of a lunar base so humans can focus on the "cool science", the foundations must be solid. The recurring theme at Data Decoded wasn't about the flashiest new algorithm, but rather the unglamorous necessities: &ldquo;data governance, data strategy, security, and sustainability&rdquo;. These are the critical policy and governance conversations that organisations absolutely must get right before deploying the tech at scale.</p>
<h1 dir="ltr">The talent blueprint: Closing the understanding gap</h1>
<p dir="ltr">As organisations scale, the disconnect between practitioners and leaders becomes a critical operational hurdle. It's naturally expected that practitioners on the ground will have a deeper grasp of AI tools than the executives above them. However, as the ECB&rsquo;s Performance Data Analyst Aaron Briggs told us, we need leadership groups to actively engage with these tools and understand how practitioners are using them. Only by understanding this base level of operation can leaders design effective, accountable strategies.&nbsp;</p>
<h1 dir="ltr">The vibe: A thirst for substance</h1>
<p dir="ltr">What stood out most over the two days wasn't just what was said on stage, but how it was received. At many conferences, it's not uncommon to see people &lsquo;phoning it in, scrolling on their phones instead of being present during talks. At Data Decoded, attendees were completely plugged in, present, and actively taking notes.&nbsp;</p>
<p dir="ltr">The technology is evolving so rapidly that there's a palpable realisation of how much there is to learn. The fact that almost half of technologists doubt their leaders' AI comprehension underlines a massive need for education, awareness, and better implementation.</p>
<p dir="ltr">To hear these perspectives firsthand, <a href="https://www.youtube.com/watch?v=SBJyLQfBbxQ" target="_blank" rel="noopener">watch our exclusive on-the-ground video from&nbsp;<span class="hover:entity-accent entity-underline inline cursor-pointer align-baseline"><span class="whitespace-normal">Data Decoded London</span></span></a>, where digital leaders share their candid views on AI adoption, leadership challenges, and what&rsquo;s next.</p>
<p dir="ltr"><iframe src="https://www.youtube.com/embed/SBJyLQfBbxQ?si=RK8UJjaRulPPVnvk" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></p>

The truth about AI leadership: Reflections from London's first Data Decoded

<p>DevOps has changed significantly over the past decade. What began as a cultural movement focused on collaboration and automation has matured into a highly specialised discipline, closely tied to cloud platforms, security, and developer productivity.</p>
<p>For engineers thinking about their next move, the question is no longer whether DevOps skills are in demand, but which capabilities will matter most to organisations in 2026.</p>
<p>We spoke with <a href="https://www.harveynash.co.uk/team/james-constantinou" target="_blank" rel="noopener">James Constantinou</a>, an experienced DevOps and cloud recruitment specialist, to explore the key skills and trends shaping the sector.</p>
<h1>From DevOps culture to cloud capability</h1>
<p>Originally, DevOps was never intended to be a job title. It was a way of working, shared ownership between development and operations, fewer handovers, and more automation. Over time, as cloud platforms became central to how software is built and deployed, DevOps evolved into a defined engineering role.</p>
<p>Today, employers expect DevOps professionals to take ownership of cloud infrastructure, automation, and delivery pipelines. As James Constantinou, DevOps and cloud recruitment specialist, explains: &ldquo;DevOps started as a culture, not a role. Now it&rsquo;s the person who automates, builds cloud infrastructure, and gets platforms into production.&rdquo;</p>
<p>Cloud adoption has accelerated this shift. Organisations increasingly rely on dedicated DevOps engineers to design, manage, and optimise environments across AWS, Azure, or GCP.</p>
<h1>The core technical skills employers expect</h1>
<p>While tools and platforms will continue to evolve, several technical capabilities have become baseline expectations rather than differentiators.</p>
<h2>Cloud platforms and infrastructure ownership</h2>
<p>Experience with at least one major cloud platform is now essential. AWS remains widely used, while Azure and GCP are particularly common in enterprise and regulated environments.</p>
<p>Beyond familiarity, employers want engineers who understand how cloud environments operate at scale, including identity management, networking, cost control, and governance.</p>
<p>As James puts it, &ldquo;In regulated industries especially, cloud isn&rsquo;t just about spinning things up. You have to understand governance, identity, and how everything fits together.&rdquo;</p>
<h2>Containerisation and orchestration</h2>
<p>Containerisation has become standard practice, with orchestration platforms underpinning most modern delivery environments. Engineers are expected to deploy, manage, and troubleshoot containerised workloads confidently.</p>
<p>Kubernetes, in particular, has become a core skill for DevOps roles that sit within cloud-native teams or large-scale platforms.</p>
<h2>Infrastructure as code</h2>
<p>As cloud environments grow in size and complexity, managing infrastructure manually no longer scales. That&rsquo;s why infrastructure as code has become a core part of modern DevOps practice, enabling consistency, repeatability, and faster delivery. Tools like Terraform are widely used to define and manage infrastructure across environments.</p>
<p>James explains: &ldquo;If you&rsquo;re managing cloud platforms properly, infrastructure as code isn&rsquo;t optional; this is how it&rsquo;s done. It ensures things are reliable, repeatable, and easier to maintain at scale.&rdquo;</p>
<p>For candidates, hands-on experience with infrastructure as code in real-world projects is increasingly in demand. It&rsquo;s not just a nice-to-have, but what employers expect from engineers working in cloud environments today.</p>
<h2>Security is no longer optional</h2>
<p>Security has moved from a specialist function to a core DevOps responsibility. Employers increasingly expect engineers to build secure platforms by default, rather than relying on security teams to fix issues later.</p>
<p>This includes understanding access control, network security, compliance requirements, and secure deployment practices. James notes that many organisations are adopting &ldquo;shift-left&rdquo; approaches, embedding security earlier in the development lifecycle.</p>
<p>&ldquo;Every engineer building in the cloud has to think about security first. If you don&rsquo;t, everything else is at risk.&rdquo;</p>
<p>Frameworks that focus on security, reliability, and operational best practices are often used as reference points, reinforcing the expectation that DevOps engineers take responsibility for platform resilience and risk.</p>
<h2>Communication still matters</h2>
<p>Despite the technical nature of DevOps, soft skills remain a key differentiator. DevOps professionals frequently sit between development teams, operations, security, and the wider business.</p>
<p>The ability to explain technical decisions clearly, contribute to design discussions, and collaborate across teams is highly valued, particularly in senior or lead roles.</p>
<p>In some organisations, this extends into client-facing or commercial responsibilities, where DevOps engineers contribute to solution design, architecture discussions, or pre-sales conversations.</p>
<p>James adds, &ldquo;The hardest people to find are those who understand the tech and can also explain it clearly to non-technical stakeholders.&rdquo;</p>
<h1>Emerging skills: architecture, pre-sales, and DevX</h1>
<p>As DevOps roles mature, some of the most in-demand skills sit beyond day-to-day delivery.</p>
<h2>Architecture and design thinking</h2>
<p>Employers increasingly value engineers who can think beyond implementation and contribute to platform design, scalability, and long-term technical strategy.</p>
<h2>Pre-sales and discovery</h2>
<p>In consultancy and services environments, engineers who can support discovery calls and solution design are especially valuable. These hybrid roles blend technical depth with commercial awareness.</p>
<h2>Developer experience (DevX)</h2>
<p>Developer experience is gaining attention as organisations look to improve productivity and reduce friction for engineering teams. DevX focuses on tooling, workflows, and automation that help developers move faster and more reliably.</p>
<p>James explains, &ldquo;DevX is about enabling developers to be as productive as possible. It&rsquo;s very close to DevOps, but with a sharper focus on the developer journey.&rdquo;</p>
<p>For DevOps professionals, experience improving CI/CD pipelines, reducing manual steps, and streamlining onboarding can be a strong differentiator over the next few years.</p>
<h1>What this means for DevOps professionals</h1>
<p>DevOps in 2026 is not about chasing every new tool or trend. Employers are looking for engineers who combine strong foundations with applied, real-world capability.</p>
<p>Those best positioned for the future tend to demonstrate:</p>
<ul type="disc">
<li>Solid cloud and infrastructure knowledge</li>
<li>Practical experience with containers and infrastructure as code</li>
<li>Security-first thinking</li>
<li>Clear communication and collaboration</li>
<li>An interest in improving developer productivity and platform usability</li>
</ul>
<p>As the role continues to evolve, DevOps professionals who broaden their impact, from delivery to architecture, security, or developer experience, will find themselves with more opportunities.</p>
<p>The fundamentals still matter. But how you apply them is increasingly what sets you apart.</p>
<p>Explore our latest <a href="https://www.harveynash.co.uk/jobs/#/devops" target="_blank" rel="noopener">DevOps opportunities</a>, spanning platform, DevSecOps, and cloud-focused roles.</p>

The DevOps skills employers are looking for in 2026

<p style="text-align: left;">Although cyber security is the third most in-demand tech skill in the UK and across the globe, a new report finds that despite high-profile attacks on some of the UK&rsquo;s leading companies, cyber security professionals based in the UK (77%) missed out on pay rises, more than any other technology role last year.&nbsp;</p>
<p style="text-align: left;">This UK trend was also mirrored across the world, but with slightly fewer (71%) global cybersecurity professionals missing out on a pay rise. The report says that these findings perhaps beg the question: how hard are organisations working to keep their cyber talent?</p>
<p style="text-align: left;">The Harvey Nash Tech Talent &amp; Salary Report, that surveyed over 3,600 technology professionals globally (1,394 in the UK), found that almost three times as many UK tech professionals working in Infrastructure/support (60%), DevOps (60%), and AI &amp; Machine Learning (55%) as those in cyber security (23%) received a pay rise last year.</p>
<p style="text-align: left;">Although the global study found that tech professionals in the UK are the most pessimistic about expectations for more pay, almost three quarters (71%) of those working in AI &amp; Machine Learning, over half of those in Infrastructure/Support (55%) and Software Engineering (53%) expect a salary increase in 2026 &ndash; all significantly higher than those in cyber security, where only 45% expect a pay rise.</p>
<p style="text-align: left;">The Harvey Nash report also found that almost half (48%) of cyber security professionals in the UK are looking to move jobs in the next twelve months, above the UK average (45%) and the 7th highest job role to plan a move.</p>
<p style="text-align: left;">However, despite almost half of cybersecurity professionals getting itchy feet, it doesn&rsquo;t seem to be because of the threat of AI taking their job, rising workloads, or how under-resourced they expect their team to be this year. In fact, 61% of cybersecurity professionals don&rsquo;t feel threatened by AI taking their job, the second highest behind Technology Leaders (64%).</p>
<p style="text-align: left;">The top three tech roles feeling under most threat from AI in the UK are:</p>
<ol>
<li style="text-align: left;">QA/Testing</li>
<li style="text-align: left;">Data/BI/Analytics</li>
<li style="text-align: left;">Product Management</li>
</ol>
<p style="text-align: left;"><strong>Ankur Anand, CIO of Harvey Nash, said:</strong></p>
<p style="text-align: left;"><em>&ldquo;The data should be a wake-up call. We&rsquo;re asking cybersecurity teams to stand on the front line of business risk, yet too often we&rsquo;re not matching that responsibility with the reward, progression and operating environment that keeps people in the profession. When pay lags the market, workload keeps rising, and the role is seen as a blocker rather than an enabler, it&rsquo;s no surprise that attrition starts to look like the path of least resistance.</em></p>
<p style="text-align: left;"><em>If organisations want to reduce exposure and respond faster when incidents happen, they need to treat cyber talent as a strategic capability: valued, visible and supported by leadership. The organisations that get this right won&rsquo;t just retain their best people &ndash; they&rsquo;ll build trust with customers, regulators and their own boards.&rdquo;</em></p>
<h3 style="text-align: left;">Across the 1,394 UK technologists surveyed, the Harvey Nash Tech Talent Report also found the following:</h3>
<h4 style="text-align: left;">Push and pull factors for technologists:</h4>
<ul>
<li style="text-align: left;"><strong>Push factors &ndash;</strong>&nbsp;For over half (56%) of UK technologists, pay retains its top position as the primary reason for considering leaving their role, with career progression continuing to come second (38%) and organisational culture not far behind (30%).</li>
<li style="text-align: left;"><strong>Pull factors &ndash;</strong> UK technologists take a wide-ranging approach to what makes their next assignment an attractive one. Three-quarters (75%) follow the money, but the opportunity to work from anywhere is also important (41%). More than half of respondents in the UK (52%) said that they would not be prepared to accept a role that didn&rsquo;t offer hybrid working, and 39% are prepared to take a lower salary to work from home more often.</li>
<li style="text-align: left;"><strong>The most important pull factors for men and women &ndash;</strong> Female technologists in the UK are slightly more concerned with factors such as working on impactful, meaningful and interesting projects&nbsp;and flexible working hours than their male peers. In turn, men are more interested in health care plans and opportunities to travel.</li>
<li style="text-align: left;"><strong>The well-being effect &ndash;</strong> Hybrid working is also viewed as a well-being factor, with the top two benefits identified as reduced commuting times providing better use of personal time and increased productivity (84%), and improved work-life balance (81%).</li>
</ul>
<h4 style="text-align: left;">Reskilling and upskilling in AI:</h4>
<ul>
<li style="text-align: left;"><strong>Experimenting in AI &ndash;</strong> Three-quarters (76%) report being given access to AI tools and platforms, and 36% are given dedicated time to experiment and learn.</li>
<li style="text-align: left;"><strong>Waiting for training or left to self-learn &ndash;</strong> While almost a third (32%) of UK-based organisations are investing in AI upskilling, one in five technologists are expected to self-learn, and over a quarter (26%) are waiting on formal training.</li>
</ul>
<h4 style="text-align: left;">Good tech leadership:</h4>
<ul>
<li style="text-align: left;"><strong>Great leaders &ndash; </strong>When it comes to defining what makes a great tech leader, more than half (57%) of UK respondents say that great communication remains key, and 55% value their leader&rsquo;s ability to create a positive culture within the team.</li>
<li style="text-align: left;"><strong>Deep understanding of tech &ndash;</strong>&nbsp;Almost half (44%) of technologists continue to value their leaders having a deep understanding of technology. Around a fifth (18%) feel that a lack of technology understanding amongst leaders is a huge barrier to delivering their tech goals, with almost a third (30%) rating it as a significant issue.</li>
</ul>
<h4 style="text-align: left;">The Inclusive Workplace:</h4>
<ul>
<li style="text-align: left;"><strong>UK Tech sector not doing enough &ndash; </strong>While just under a half (48%) of global respondents think the tech sector is doing enough to support female participation in technology, this drops to just over a third (39%) in the UK. Furthermore, almost twice as many female respondents in the UK (25%) compared to their male counterparts (14%) believe that the tech sector is not doing enough.</li>
<li style="text-align: left;"><strong>Decrease in focus and investment in DEI &ndash;</strong> Although almost all (84%) think their organisation does enough to support diversity in the workplace, 1 in 10 technologists report a decrease in focus and investment in DEI over the last two years.</li>
<li style="text-align: left;"><strong>Sense of purpose v DEI &ndash; </strong>Almost all (87%) tech professionals in the UK stated that an organisation&rsquo;s sense of purpose is important when selecting a new role, but only 63% think their approach to DEI holds the same weight. This rises to 79% when the respondent is female and 68% when the respondent identifies as any ethnicity other than white; 52% of white males agree.</li>
</ul>
<p><strong>Simon Crichton, CEO of Harvey Nash, concluded:</strong></p>
<p><em>&ldquo;With technology moving so fast, and AI beginning to change the game, technology leaders have many plates to spin. Tech professionals are looking to their leaders with an expectation of clear strategic direction, fair reward, flexible approaches to working, and a supportive environment in which they can build fulfilling careers. A standout feature this year is tech team members&rsquo; concern that IT strategy should be clear. There are undercurrents of worry about the impact of AI &ndash; even if it also presents career opportunities. The best technology leaders are those that integrate the development and deployment of AI into a coherent overall strategy that continues to have the skills and abilities of tech professionals at its heart.&rdquo;</em></p>
<p style="text-align: left;" align="center">-ENDS-</p>
<p style="text-align: left;"><strong>About the report</strong></p>
<p>The <a href="https://www.harveynash.co.uk/research-whitepapers/tech-talent-and-salary-report-2026">Harvey Nash Global Tech Talent &amp; Salary Report</a> is based on a survey of over 3,646 technology professionals globally (including 1,394 in the UK and 629 in the US). The survey took place between 4th November 2025 and 26th January 2026. This report is part of a suite of reports and surveys that Harvey Nash publish annually, including its highly respected Digital Leadership Report, which was launched in 1998 and is the world&rsquo;s largest and longest running survey of senior technology leaders.&nbsp;</p>
<p>To request a full copy of the results, please visit <a href="https://www.harveynash.co.uk/research-whitepapers/tech-talent-and-salary-report-2026">https://www.harveynash.co.uk/research-whitepapers/tech-talent-and-salary-report-2026</a>.</p>
<p><strong>About Harvey Nash</strong></p>
<p>Harvey Nash is a specialist global technology recruitment firm that connects the world's most innovative companies with the technology talent they need to succeed. For over 35 years, Harvey Nash has been a pioneer and leading voice in the global technology space, having long-term strategic partnerships with blue-chip customers. With offices across multiple continents, including North America, the UK. Europe and Asia, Harvey Nash is experienced in partnering with organisations on their specialised technology talent requirements, including Cyber, DevOps, AI &amp; Automation, Data, Cloud and Software Engineering.</p>
<p>For further information, visit: <a href="http://www.harveynash.co.uk">www.harveynash.co.uk</a>&nbsp;</p>
<p>Media Contacts:<br>David Pippett</p>
<p><span lang="EN-US">ProServ PR</span></p>
<p><span lang="EN-US"><a href="mailto:david@proservpr.com">david@proservpr.com</a></span></p>
<p><span lang="EN-US">+44 (0) 7899 798197</span>&nbsp;</p>
<p>Michelle Thomas</p>
<p>Harvey Nash</p>
<p><span lang="EN-US"><a href="mailto:michelle.thomas@harveynash.com"><span lang="EN-GB">michelle.thomas@harveynash.com</span></a></span></p>
<p>+44 (20) 7333 2677</p>

After high profile attacks on some of the UK’s leading companies, 77% of cyber security professionals miss out on pay rises

<p><em>This article was originally published on <a href="https://www.computerweekly.com/opinion/Are-tech-leaders-risking-a-cyber-resourcing-crisis">ComputerWeekly.com</a> and includes insights from Ankur Anand, Chief Information Officer at Harvey Nash.</em></p>
<hr>
<p>If you ask any technology leader, they will tell you that cybersecurity has become a higher priority than ever, with sophisticated cyberattacks causing numerous high-profile incidents around the world. According to data from the World Economic Forum, the global cost of cybercrime is forecast to reach USD $12.2 trillion by 2031, placing the scale of cybercriminal operations on a par with some of the world's largest economies.</p>
<p>But are tech leaders risking a cyber resourcing crisis by not sufficiently rewarding their security teams?</p>
<h1>Cyber professionals showing signs of discontent</h1>
<p>New research in Harvey Nash&rsquo;s <a href="https://www.harveynash.co.uk/tech-talent-and-salary-report-2026">Tech Talent &amp; Salary Report 2026</a>, taking in the views of over 3,600 tech professionals from around the world, should be a wake-up call. A run-down of the findings in relation to cybersecurity makes sobering reading:</p>
<ul>
<li>Cybersecurity professionals are the least likely in the whole tech workforce to have received a pay rise in the last year &ndash; only 29% have done so, only around half the proportion of those working in DevOps (56%) and Product Management (51%)</li>
<li>Cybersecurity professionals are amongst the unhappiest in the tech workforce &ndash; just behind those working in QA/Testing and Infrastructure/Support</li>
<li>Those working in cyber are less confident than the average that they will get a pay rise in the coming year &ndash; only 40% expecting this, compared to 44%</li>
<li>Almost half (49%) of cybersecurity professionals are looking to move jobs in the next twelve months, well above the global average across roles (39%) and the fourth highest amongst all job roles</li>
</ul>
<p>All of this is despite the fact that cyber skills are the third most in-demand tech skillset across the world. Leaders know that cybersecurity is crucial but appear to be running a gauntlet of losing disillusioned team members looking to transition into other roles.</p>
<h1>The risks of under-reward</h1>
<p>What seems clear from these findings is that businesses are frequently asking cybersecurity teams to stand on the front line of business risk, yet too often they are not matching that responsibility with the reward, progression and operating environment that keeps people in the profession. When pay lags the market, workload keeps rising, and the role is seen as a blocker rather than an enabler, it&rsquo;s no surprise that attrition starts to look like the path of least resistance.</p>
<p>A useful way to frame this challenge is through the lens of &ldquo;risk debt&rdquo;. Like technical debt, it accumulates quietly over time when organisations underinvest in people, capability and tooling, even as the threat surface expands. Under‑rewarded teams, persistent vacancies, rising alert volumes and outdated operating models all defer risk rather than remove it. The balance sheet looks fine in the short term, but the liabilities compound beneath the surface. When an incident eventually occurs, the cost is rarely limited to remediation alone; it shows up in slower response times, greater operational disruption, regulatory scrutiny and reputational damage. Cyber risk debt is therefore not an abstract concept &ndash; it is the delayed cost of treating security as an overhead rather than a strategic investment.</p>
<h1>Investing in cyber teams</h1>
<p>What solutions are there to this problem? Compensation matters, of course &ndash; particularly for scarce skills &ndash; so evidently tech leaders need to ensure that cyber teams are being appropriately rewarded as far as it&rsquo;s in their remit (and budget) to do so.</p>
<p>But pay is rarely the only lever. CIOs, CISOs and other leaders need to ensure they are investing in sustainable cyber operating models: clear career pathways from analyst to engineer to architect, funded time for training and certification, and modern tooling and automation that reduce burnout and let teams focus on high-value work. Just as importantly, security has to be embedded into product and engineering ways of working, so teams spend less time firefighting late-stage issues and more time shaping secure-by-design outcomes.</p>
<h1>Opportunities created by AI</h1>
<p>At the same time, the situation is not all negative: in fact, I believe that the greenfield of AI is opening up significant opportunities for cyber professionals. AI and the agentic approach are strategically key to businesses across sectors now &ndash; and who better than cyber professionals to take a lead role in responsible AI and governance? Ensuring that there are robust controls and guardrails in place so that agents don&rsquo;t &lsquo;go rogue&rsquo; is both operationally and reputationally critical.</p>
<p>Traditionally, technology teams are split into two halves: operational technology (including cyber) on one side and IT (doing the more &lsquo;creative&rsquo; and value adding work like engineering and development) on the other. But in my view, AI is beginning to narrow the gap between OT and IT. Certainly, I believe that it should do: OT needs to be right at the table when assessing the potential threats (and solutions) created by AI. In this way, AI can open up new career paths. Cyber professionals can take advantage of this and, in doing so, increase their job satisfaction and reward.</p>
<h1>Keeping cyber in the boardroom</h1>
<p>Ultimately, cyber resourcing is a resilience question. If organisations want to reduce exposure and respond faster when incidents happen, they need to treat cyber talent as a strategic capability: valued, visible and supported by leadership. There is also an onus on CISOs (and CIOs) to make sure that they are fully communicating the value of the work being done by the cyber team to the Board &ndash; expressing this in business language the Board understands rather than just technical terms. It is one of the challenges of working in a domain like cyber that much of the value delivered goes unseen: all of the threats blocked and the risks mitigated may not be fully appreciated in the boardroom for the very reason that they have been successfully headed off. Communicating this value will build the business case for appropriate reward and recognition.</p>
<p>The organisations that get this right won&rsquo;t just retain their best people &ndash; they&rsquo;ll build trust with customers, regulators and their own boards. Cybersecurity is too important to be taken for granted, especially when the threats are rapidly escalating due to new AI-based attack tools. Let&rsquo;s not leave it to chance: the industry needs to properly value its cyber professionals and ensure that security remains a rewarding and fulfilling technology career path.</p>

Are tech leaders risking a cyber resourcing crisis?

<p>Access global insights into pay, hiring trends, AI and the future of tech careers.</p>

Tech Talent & Salary Report 2026

<h1 class="MsoNormal">The state of UK cloud hiring in 2026</h1>
<p class="MsoNormal">Cloud hiring remains strong in 2026, but it&rsquo;s no longer the fast-moving, reactive market many professionals experienced a few years ago. Instead, employers are taking a more measured and deliberate approach.</p>
<p class="MsoNormal">To understand what&rsquo;s really shaping cloud careers right now, we spoke with our cloud recruitment specialist, <a href="https://www.harveynash.co.uk/team/jenny-collin" target="_blank" rel="noopener">Jenny Collin</a>, who works closely with employers across the UK market.</p>
<p class="MsoNormal"><em>&ldquo;Demand is still strong across the UK, but it&rsquo;s definitely more measured than a couple of years ago. Companies are hiring with a lot more intent now,&rdquo;</em> Jenny explains.</p>
<p class="MsoNormal">That shift towards intentional hiring is influencing everything from role design to interview processes. Employers are looking for professionals who can deliver meaningful impact, such as optimising costs, modernising environments and contributing to long-term business goals, rather than simply supporting migrations.</p>
<p class="MsoNormal">Demand remains broad across industries. Financial services, FinTech and SaaS continue to drive consistent hiring, while retail and e-commerce are investing again, particularly where cloud supports data and AI initiatives. The public sector and healthcare are also active, with large-scale transformation programmes underway.</p>
<p class="MsoNormal">Alongside this, Managed Service Providers (MSPs) remain a steady source of opportunity, hiring to support multiple client environments and ongoing cloud projects.</p>
<h1 class="MsoNormal">The roles employers are prioritising</h1>
<p class="MsoNormal">The core roles haven&rsquo;t changed dramatically, with cloud engineers, DevOps engineers, platform engineers and cloud architects remaining in demand, with DevOps now forming a core part of how modern cloud environments are built and operated. But what has changed is the expectation.</p>
<p class="MsoNormal">These roles are no longer just about building and maintaining infrastructure. Employers are looking for professionals who can take ownership, improve systems and think beyond day-to-day delivery.</p>
<p class="MsoNormal">There&rsquo;s also a noticeable shift towards more specialised areas. Platform engineering is continuing to grow, while cost-focused roles like FinOps are gaining traction. Even where these titles aren&rsquo;t formally defined, the underlying skills are becoming more important.</p>
<p class="MsoNormal">At the senior end, the gap is even clearer.</p>
<p class="MsoNormal"><em>&ldquo;Senior cloud architects who can actually engage with stakeholders and translate technical design into business value are hard to find,&rdquo;</em> says Jenny.</p>
<p class="MsoNormal">That ability to connect technical decisions to real outcomes is now one of the most in-demand skills in the market.</p>
<h1 class="MsoNormal">What actually defines top cloud talent in 2026</h1>
<p class="MsoNormal">If you&rsquo;re trying to benchmark yourself in 2026, the biggest misconception is that more tools equal more value. In reality, employers are prioritising depth.</p>
<p class="MsoNormal"><em>Jenny explained, &ldquo;I&rsquo;ve never really worked a role where a client would want both Azure and AWS&rdquo;</em>. Despite the rise of multi-cloud strategies, most companies still hire for expertise in one platform. Azure is particularly prominent in regulated environments, while AWS remains strong across SaaS and FinTech.</p>
<p class="MsoNormal">But technical depth alone won&rsquo;t set you apart. The candidates who stand out are the ones who can clearly explain their impact, as Jenny cited, <em>&ldquo;the strongest candidates can explain what they built, why they built it, the challenges they faced, and the outcome&rdquo;</em>&nbsp;</p>
<p class="MsoNormal">That shift is subtle but important. It&rsquo;s no longer about listing technologies, but instead it&rsquo;s about showing how you&rsquo;ve used them to solve real problems. And then there&rsquo;s communication. <em>&ldquo;You can get a cloud engineer that&rsquo;s really technical&hellip; but has trouble communicating effectively&rdquo;</em>, Jenny says.</p>
<p class="MsoNormal">In today&rsquo;s market, communication is a dealbreaker. Employers want people who can explain decisions, work with stakeholders and understand how cloud fits into the wider business. The purely technical specialist is becoming less common and less in demand.</p>
<h1 class="MsoNormal">How AI is influencing cloud careers</h1>
<p class="MsoNormal">AI is shaping the direction of cloud, but not always in obvious ways. For many organisations, deep AI expertise isn&rsquo;t yet a hiring requirement.</p>
<p class="MsoNormal"><em>&ldquo;It&rsquo;s not particularly high in demand, but they want candidates to understand AI more so,&rdquo;</em> Jenny explains.</p>
<p class="MsoNormal">That means you don&rsquo;t need to be building models to stay relevant. But you do need to understand how cloud infrastructure supports AI, from data pipelines to scalability.</p>
<p class="MsoNormal">Behind the scenes, AI is already influencing hiring priorities. It&rsquo;s driving demand for more scalable environments, better performance and more efficient infrastructure. It&rsquo;s also contributing to the rise of hybrid roles that blend cloud, data and AI capabilities.</p>
<p class="MsoNormal">The takeaway here is that you don&rsquo;t need to pivot your career overnight, but you do need to stay curious.</p>
<h1 class="MsoNormal">How to stand out in a more competitive market</h1>
<p class="MsoNormal">As hiring becomes more selective, the way you present yourself matters just as much as your experience. One of the most common mistakes candidates make is focusing too heavily on technology without explaining context.</p>
<p class="MsoNormal">&ldquo;They focus on listing tech rather than explaining how they&rsquo;ve made an impact,&rdquo; Jenny says. What employers want instead is clarity. They want to understand how you&rsquo;ve improved systems, reduced costs or solved problems, not just what tools you&rsquo;ve used.</p>
<p class="MsoNormal">Jenny&rsquo;s advice is simple, but telling:&nbsp;<em>&ldquo;If I had one piece of advice for 2026, it&rsquo;s to think beyond infrastructure.&rdquo;</em></p>
<p class="MsoNormal">That means stepping back and understanding the bigger picture. How does your work affect the business? Where are you adding value? What&rsquo;s the outcome?</p>
<p class="MsoNormal">Those are the questions employers are really asking.</p>
<h1 class="MsoNormal">Stand out, step forward and shape what&rsquo;s next in cloud</h1>
<p class="MsoNormal">Cloud hiring in 2026 is about standing out.</p>
<p class="MsoNormal">The professionals in highest demand aren&rsquo;t the ones with the longest list of tools, but those who can apply their expertise in ways that deliver measurable business value.</p>
<p class="MsoNormal">And increasingly, that comes down to one thing: &ldquo;The most successful cloud professionals understand how their work impacts the wider business,&rdquo; Jenny says.</p>
<p class="MsoNormal">Get that right, and you won&rsquo;t just keep pace with the market, you&rsquo;ll position yourself at the forefront of it.</p>
<p class="MsoNormal"><strong>If you&rsquo;re ready to take that next step, <a href="https://www.harveynash.co.uk/jobs/#/cloud-services" target="_blank" rel="noopener">explore our latest cloud roles</a> and see where your skills can make the biggest impact.</strong></p>

What UK employers really want from cloud professionals in 2026

<p>This article was originally published on <a href="https://www.cio.com/article/4139885/how-cios-can-use-ai-to-overcome-ma-integration-headaches.html" target="_blank" rel="noopener">CIO.com</a> and includes insights from Ankur Anand, Chief Information Officer at Nash Squared.</p>
<hr>
<p class="content-subheadline">Many digital leaders believe gen AI can transform M&amp;A processes. Some pioneers already use emerging technology to integrate systems and data, but wider adoption means overcoming significant obstacles.</p>
<p class="content-subheadline">One of the hardest parts of M&amp;A activity is integrating systems and data, and inheriting a company&rsquo;s IT architecture means absorbing a complex array of platforms and processes. However, research suggests growth-focused companies can use targeted AI to overcome M&amp;A challenges.</p>
<p class="content-subheadline"><a href="https://www.mckinsey.com/capabilities/m-and-a/our-insights/gen-ai-in-m-and-a-from-theory-to-practice-to-high-performance" rel="nofollow">McKinsey reported last year</a> that 42% of business leaders believe gen AI has the potential to transform the deal-making process. Survey respondents using gen AI in their M&amp;A activities reported average cost reductions of roughly 20%, and 40% said gen AI enabled up to 50% faster deal cycles.</p>
<p class="content-subheadline">McKinsey further suggests the next era of M&amp;A will be defined by teams that ride gen AI rather than wait on the sidelines. Brett Wilson, partner at the firm, says two paths are emerging. First, some firms use AI as an alternative to traditional system integration.</p>
<p class="content-subheadline">&ldquo;They bridge the gaps so they can answer key business questions without forcing everything onto a single platform,&rdquo; he says. &ldquo;This approach takes the place of expensive multi-year system consolidation programs, and brings value-driving insights to the forefront much earlier at typically a much lower cost.&rdquo;</p>
<p data-start="1611" data-end="1932">The second path, where full-scale integration is the goal, uses AI to accelerate work by mapping data across systems, building interfaces, generating system tests, and reducing manual effort. AI is also used to create an initial integration plan or project roadmap much faster than teams could do previously on their own.</p>
<p data-start="1934" data-end="2198">&ldquo;When paired together, these incremental improvements are starting to add up to real-time savings in the process,&rdquo; he says. &ldquo;In practice, the potential impact across both paths isn&rsquo;t just defining the integrated systems landscape, but also a faster path to value.&rdquo;</p>
<p data-start="2200" data-end="2459">CIOs are also considering how AI can help overcome M&amp;A challenges, with pioneering digital leaders using emerging technology to integrate systems and data. However, there are obstacles along the way, and CIOs should take heed of crucial best-practice lessons.</p>
<h1 data-start="2200" data-end="2459">Finding a better way to integrate data</h1>
<p data-start="2504" data-end="2841">Mark Davis, VP at business transformation consultancy Egremont Group, recognises the scale of the M&amp;A situation. Post-acquisition, CIOs are expected to integrate systems and data at pace, often while the organisation forms a view on strategy, governance, and operations. AI can add value by supporting decision-making during integration.</p>
<p data-start="2843" data-end="3233">&ldquo;Rather than simply mapping systems, organisations are using AI to synthesise large volumes of fragmented information from operating models, and process documentation into performance data,&rdquo; he says. &ldquo;This approach is helping leadership teams, including CIOs, build clearer pictures of how work gets done across both organisations, and where the real points of friction and dependency sit.&rdquo;</p>
<p data-start="3235" data-end="3641">Richard Corbridge, CIO at property specialist Segro, recognises the potential for AI to assist with the M&amp;A process. The direction of travel for transformation at his firm is threefold: joining up point solutions, making the most of enterprise data assets, and implementing new technology alongside trusted partners. While Corbridge hasn&rsquo;t explored AI for managing M&amp;A activities, he can see the potential.</p>
<p data-start="3643" data-end="4005">&ldquo;I think this idea that you have to go away and fix all your data before you can plug AI in isn&rsquo;t true,&rdquo; he says. &ldquo;I think you can work out which bits you need. AI is a good tool for bringing organisations together, and we look at how we can use it to bring our disparate geographical data sets together, so it feels logical that the same could be said for M&amp;A.&rdquo;</p>
<p data-start="4007" data-end="4362">Nick Pearson, CIO at Ricoh Europe, has gained M&amp;A experience in his current role and earlier positions at major blue-chip companies such as PepsiCo and Vodafone. He says a lift-and-shift approach is the traditional model for post-merger system integration. Now, instead of standardising ERP data across a six-month schedule, companies have an alternative.</p>
<p data-start="4364" data-end="4687">&ldquo;AI is the magic dust on top,&rdquo; he says. &ldquo;I think we&rsquo;re starting to see a change, and it&rsquo;s not an IT change but a change in the mindset. Instead of waiting six or 12 months, people are recognising they can potentially use AI to access data more quickly. So it&rsquo;s a shift in the integration team logic as well as an AI shift.&rdquo;</p>
<p data-start="4689" data-end="5041">Barry Panayi, group chief data officer at insurance firm Howden, is another digital leader who believes AI can be a crucial ally in the M&amp;A process. The firm employs about 23,000 people, up from about 10,000 five years ago, and data and technology sit at the heart of the company&rsquo;s growth agenda, including integrating systems with emerging technology.</p>
<p data-start="5043" data-end="5450">&ldquo;Buying companies and growing should be a competitive advantage, not a liability, because we&rsquo;ve now got all this data to ingest, and it&rsquo;s all very hard,&rdquo; he says. &ldquo;AI should be seen as a brilliant opportunity, because every new bit of data we get can be triangulated, and that means using knowledge graphs and thinking about generating insight, as opposed to how to smash data together in a data warehouse.&rdquo;</p>
<h1 data-start="5043" data-end="5450">Using AI in the M&amp;A process</h1>
<p data-start="5594" data-end="5923">Ankur Anand, CIO at technology and talent solutions provider Nash Squared, has helped his company integrate data and systems post-integration. In 2022, the company acquired Het Flexhuis, a managed service provider of talent and recruitment services. A year later, Nash Squared purchased cloud and data solutions provider Knoldus.</p>
<p data-start="5925" data-end="6279">One of the major issues was bringing together disparate finance and CRM systems. Each firm had its own operating model, with associated platforms, taxonomies, and security policies. These models fostered an internal culture that wasn&rsquo;t necessarily commensurate with the host business. Anand had to integrate systems and processes to benefit Nash Squared.</p>
<p data-start="6281" data-end="6511">Using BlueGecko, an AI-enabled data management platform from technology specialist Nextgenlytics, Anand&rsquo;s team automated time-consuming data-mapping processes. The system helped reduce the effort and created more accurate results.</p>
<p data-start="6513" data-end="6799">&ldquo;The technology understands the systems with some AI inputs,&rdquo; he says. &ldquo;And through that approach, BlueGecko completes about 80% of our data mapping. My team then reviews the output, agrees with it, and that process reduces the traditional effort on the data-mapping side by about 30%.&rdquo;</p>
<p data-start="6801" data-end="7228">Joel Hron, CTO at business information services specialist Thomson Reuters, is another digital leader who helps his growth-focused firm integrate systems and data. He says it&rsquo;s important to be aggressive about security and compliance gaps, and addressing those concerns in the early days of the acquisition is crucial because it&rsquo;s harder to tackle gaps later, especially when joined-up firms start to roll out new capabilities.</p>
<p data-start="7230" data-end="7545">To help smooth post-merger processes, Hron says Thomson Reuters&rsquo; corporate development teams are developing an AI system to assist with due diligence. The tool, which will work with the firm&rsquo;s HighQ productivity platform, will drive consistency in how employees evaluate deals, uncover risks, and mitigate concerns.</p>
<p data-start="7547" data-end="7843">&ldquo;As you might expect, in various parts of the business, there can be different ways of evaluating M&amp;A across the teams managing the process,&rdquo; he says. &ldquo;If you can drive more consistency and better assessment and mitigation of risk, you do better deals, so we&rsquo;re excited about what they&rsquo;re doing.&rdquo;</p>
<h1 data-section-id="q2v8bz" data-start="7845" data-end="7885">Best-practice lessons for applying AI</h1>
<p data-start="7887" data-end="8253">As McKinsey&rsquo;s Wilson suggests, there isn&rsquo;t yet a single AI-enabled solution for end-to-end integration. Instead, companies report gradual improvements using existing tools, often in specific parts of the process. While the improvements are real, they don&rsquo;t translate into clear headline outcomes, such as closing a deal faster or being ready to operate from day one.</p>
<p data-start="8255" data-end="8674">&ldquo;As a result, many organisations aren&rsquo;t yet making wholesale improvements to how they integrate, or how work gets done,&rdquo; he says. &ldquo;Instead, they&rsquo;re capturing incremental efficiency gains within existing processes, rather than redesigning those processes around AI&rsquo;s full potential. This limits impact to small gains from existing technology, rather than enabling a true step change in integration planning performance.&rdquo;</p>
<p data-start="8676" data-end="8958">McKinsey&rsquo;s research suggests just 30% of respondents engage with gen AI at moderate to high levels. Wilson says successful adoption of AI for M&amp;A activities requires pausing to rethink workflows, align teams on new ways of working, and build confidence before running at full speed.</p>
<p data-start="8960" data-end="9607">As an executive who&rsquo;s delivered results in these high-pressure situations, Nash Squared&rsquo;s Anand offers crucial advice to other digital leaders aiming to apply AI to M&amp;A processes. First, define the operating model. Technology consolidation will only succeed when governance, security policies, and KPI definitions are fully aligned. Second, invest in data standardisation and harmonisation. Taxonomies must be clear and consistent across organisations. Third, focus on data cleansing. Important stumbling blocks, such as duplicate client details, can be missed if you don&rsquo;t use a team of cross-business experts to ensure AI tools remove anomalies.</p>
<p data-start="9609" data-end="9958">He also says employees of an acquired company can struggle to understand weighty documentation detailing internal policies and processes, but AI can be an assistant here. Nash Squared uses Microsoft Copilot to summarise rules and regulations. In short, suggests Anand, inserting AI into an M&amp;A requires a focus on progression, processes, and people.</p>
<p data-start="9960" data-end="10260">&ldquo;Try to avoid a Big Bang integration,&rdquo; he says. &ldquo;Define a sequence based on standards, where you appreciate the complexity and the security, and through that, you migrate the technology. That approach is important because you need to carry the people along with you, not just integrate the business.&rdquo;</p>

How is AI helping CIOs tackle M&A challenges?

<p class="MsoNormal"><strong>London, UK &ndash; 15th April, 2026</strong>&nbsp;&ndash; Harvey Nash, a global leader in specialist technology recruitment and talent solutions, is delighted to announce the appointment of <a href="https://www.harveynash.co.uk/team/matt-holmes">Matt Holmes</a> as Managing Director of Harvey Nash UK and Ireland, <span lang="EN-US" style="mso-ansi-language: EN-US;">and member of the Global Executive Committee. The appointment marks a significant step in Harvey Nash&rsquo;s renewed focus on growth, innovation, and deeper specialisation across the technology talent landscape.</span></p>
<p class="MsoNormal"><span lang="EN-US" style="mso-ansi-language: EN-US;">Holmes joins with a distinguished track record spanning more than 20 years in specialist technology recruitment. He has held senior leadership roles across both major PLCs and high growth private organisations, including Experis (ManpowerGroup), Impellam, and&nbsp;Oscar. Throughout his career, he has&nbsp;transformed and&nbsp;scaled technology&nbsp;businesses&nbsp;across Contract, Permanent, Managed Services, and Statement of Work &ndash; consistently building high performing teams and delivering strong commercial results.</span>&nbsp;</p>
<p class="MsoNormal">This breadth of experience positions him perfectly to help lead and accelerate the delivery of the company&rsquo;s strategy.</p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify; line-height: 107%;"><strong><span style="mso-fareast-font-family: 'Yu Gothic'; mso-fareast-theme-font: minor-fareast;">Simon Crichton, CEO of Harvey Nash, said:</span></strong></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify; line-height: 107%;"><em><span lang="EN-US" style="mso-fareast-font-family: 'Yu Gothic'; mso-fareast-theme-font: minor-fareast; mso-ansi-language: EN-US;">&ldquo;Matt brings exceptional experience across every part of the specialist technology recruitment market that matters to Harvey Nash. Just as importantly, he&rsquo;s known for building high trust, high performance cultures where people thrive. His appointment comes at a pivotal moment for our UK business, and I&rsquo;m excited about the momentum we can create together as we continue to strengthen and grow.&rdquo;</span><span style="mso-fareast-font-family: 'Yu Gothic'; mso-fareast-theme-font: minor-fareast;">&nbsp;</span></em></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify; line-height: 107%;">&nbsp;</p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify; line-height: 107%;"><strong><span style="mso-fareast-font-family: 'Yu Gothic'; mso-fareast-theme-font: minor-fareast;">Matt Holmes, Managing Director of Harvey Nash UK added:</span></strong></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify; line-height: 107%;"><em><span style="mso-fareast-font-family: 'Yu Gothic'; mso-fareast-theme-font: minor-fareast;">&ldquo;</span></em><span lang="EN-US" style="mso-fareast-font-family: 'Yu Gothic'; mso-fareast-theme-font: minor-fareast; mso-ansi-language: EN-US;"><em>I&rsquo;ve long admired Harvey Nash&rsquo;s heritage, influence, and credibility in the technology community &ndash; from its 35‑year legacy and impressive client portfolio to the Digital Leadership Report, Tech Talks and Tech Flix, and its deep network of technology leaders. To join at a moment of transformation and renewed ambition is incredibly exciting. I&rsquo;m looking forward to building on the strong foundations already in place, scaling our capabilities, and creating an environment where our people, our clients, and our contractors can truly thrive.</em>&rdquo;</span></p>
<p class="MsoNormal" style="margin-bottom: 0cm; text-align: justify; line-height: 107%;">&nbsp;</p>
<p class="MsoNormal"><strong>About Harvey Nash</strong></p>
<p class="MsoNormal">Harvey Nash is a specialist global technology recruitment firm that connects the world's most innovative companies with the technology talent they need to succeed. Over the past 35 years, Harvey Nash has been a pioneer and leading voice in the global technology space, having long term strategic partnerships with blue chip customers. With offices across multiple continents, including North America, the UK and Germany, Harvey Nash specialises in contract recruitment for specialised technology talent requirements including Cyber, AI and Data.</p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk">www.harveynash.co.uk</a></p>
<p class="MsoNormal"><strong>Media &amp; Investor Contact:</strong>&nbsp;Rachel Watts, Global Marketing Director, Email:&nbsp;&nbsp;<a href="mailto:rachel.watts@harveynash.com">rachel.watts@harveynash.com</a></p>

Harvey Nash appoints Matt Holmes as Managing Director, UK

<p>In today&rsquo;s AI-driven business environment, data is more than just a by-product of operations; it&rsquo;s the fuel that makes decision-making easier and drives competitive advantage.</p>
<p>But as organisations look to harness AI, simply collecting data isn&rsquo;t enough. To turn raw information into actionable insights, digital leaders must build a data team with the right mix of technical expertise and soft skills.</p>
<p><a href="https://www.harveynash.co.uk/team/jack-capel">Jack Capel, UK South Director</a> at Harvey Nash, was quoted in a recent <a href="https://www.computerweekly.com/opinion/How-to-build-a-data-dream-team" target="_blank" rel="noopener">Computer Weekly article</a>, emphasising that getting this mix right is critical. From engineers who structure and manage data flows, to analysts who uncover insights, to translators who bridge the gap between tech and business, the capabilities of your team determine whether AI initiatives succeed or fall short.</p>
<p>This article outlines the top technical and soft skills in demand that every digital leader should prioritise when assembling a modern, AI-ready data team.</p>
<h1>Making data AI-ready</h1>
<p>Before organisations can realise the full potential of AI, they must ensure their data is structured, accurate, and accessible. This begins with assembling a team with the right technical capabilities:</p>
<p><strong>SQL and data engineering:</strong> Data engineers are the architects of the organisation&rsquo;s information infrastructure. By establishing processes to collect, store, and manage data, they lay the foundations for reliable, AI-ready datasets. Proficiency in SQL and strong data governance practices are essential to ensure that data is accurate, secure, and fit for advanced analytics.</p>
<p><strong>Python and advanced analytics:</strong> Data scientists and analysts transform raw data into actionable insights. Expertise in Python enables teams to build predictive models, apply machine learning techniques, and automate analysis, helping the business make smarter, data-driven decisions.</p>
<p><strong>Cloud infrastructure:</strong> Modern data teams must be fluent in cloud platforms such as AWS, Azure, or GCP. Cloud expertise ensures data flows are scalable, resilient, and aligned with evolving business needs, providing a flexible foundation for AI initiatives.</p>
<p><strong>Data architecture and scalability:</strong> Data architects ensure that connections between systems align with business objectives and can be scaled as the organisation grows. This role ensures that the technical framework can support both current analytics requirements and future AI ambitions.</p>
<h1>Translating insights into action</h1>
<p>While technical expertise is essential, Jack Capel, UK South Director, emphasises that data alone does not generate value. Organisations increasingly recognise the importance of roles that bridge the gap between technical teams and the business:</p>
<p><strong>Storytelling and communication:</strong> The ability to translate complex datasets into clear, actionable insights is vital. Data translators, sometimes referred to as data solutions engineers, combine technical knowledge with communication skills to ensure insights are understood and applied effectively across the organisation.</p>
<p><strong>Business acumen and collaboration:</strong> Successful data teams understand the organisation&rsquo;s strategic goals and work closely with stakeholders to deliver real-world value. Cultural fit, collaborative working, and the ability to connect analytics to business outcomes are just as critical as technical prowess.</p>
<p>Capel also highlights that building a high-performing data team is not a one-off exercise. Recruitment challenges, particularly in areas such as data analytics and engineering, mean that team development is an organic process, often taking 12 - 18 months to mature.</p>
<h1>Leadership and universal data literacy</h1>
<p>Leadership support is key to embedding a data-driven culture. Capel suggests that organisations should consider placing their Head of Data or Chief Data Officer on a par with heads of technology and product, ideally with a seat in the boardroom. This ensures data priorities are recognised strategically and resourced appropriately.</p>
<p>Equally important is fostering data literacy across the business. Everyone in the organisation is a data user, and providing training and resources empowers employees to make informed decisions, increasing the return on investment in data infrastructure and AI initiatives.</p>
<h1>Prioritising skills for sustainable success</h1>
<p>Building a modern data team is a strategic investment, not just a hiring exercise. Organisations that prioritise both technical skills and soft skills are best placed to unlock the full potential of their data.</p>
<p>Given the competitive market for data professionals, securing the right talent can be challenging, but it is essential for AI readiness and long-term business success. Capel&rsquo;s insights make it clear that a successful data team is about more than just technology; it&rsquo;s about people, process, and culture working together to transform data into actionable intelligence.</p>
<p>If your looking to strengthen your data capabilities, Harvey Nash can support in sourcing and recruiting the professionals needed to build high-performing, AI-ready teams.</p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/submit-vacancy/" target="_new">Submit a vacancy today</a> or contact us directly and take the first step toward assembling the data team that will drive your business forward.</p>

What skills do modern data teams need to be AI-ready?

<p>David Savage explores how AI is transforming work, education and regional economies, and asks a critical question: are we preparing people for the future, or leaving them behind?&nbsp;Filmed across Leeds and London,&nbsp;<em>The AI Skills Paradox</em> delves into conversations with industry leaders, educators, policymakers and young people, to uncover a striking contradiction, demand for AI skills has surged by more than eighty per cent, yet over half of organisations invest little or nothing in training their people.&nbsp;</p>
<p>Please discover the full Tech Flix landing page <a href="https://www.harveynash.co.uk/tech-flix-the-ai-paradox">here.</a></p>

Tech Flix: The AI Skills Paradox 

<p>After soaring levels of investment, there is real pressure mounting on technology leaders to make AI work. However, as the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">Harvey Nash Digital Leadership Report</a> and our latest Tech Flix documentary <a href="https://www.harveynash.co.uk/tech-flix-the-ai-paradox?utm_source=Article&amp;utm_medium=5+AI+conversations+every+digital+leader+needs+to+have&amp;utm_campaign=TechFlix" target="_blank" rel="noopener">&lsquo;The AI Paradox: AI is Scaling, Skills are Not&rsquo;</a> explore, the vast majority of organisations are overlooking a vital success factor in not upskilling people in AI skills. So, as a digital leader, what are the conversations you should be having with your peers to better harness the huge potential in these tools?</p>
<p>2025 was meant to be the year organisations unlocked real return on investment, but data from our Digital Leadership Report pointed to just 33% of organisations reporting &ldquo;demonstrable ROI beyond initial piloting&rdquo;.</p>
<p>That lack of ROI isn&rsquo;t dampening enthusiasm. In fact, quite the reverse, as the demand for AI skills jumped by 82% year-on-year, the biggest jump in any skills scarcity we&rsquo;ve ever seen.</p>
<p>But what do we mean by AI skills?&nbsp;</p>
<p>We know vibe coding is a growing phenomenon that is widening technology&rsquo;s already broad church, blurring the lines of what skills we&rsquo;d consider part of the DNA of an engineer. Frankly, who doesn&rsquo;t use AI in their day-to-day work in some capacity?</p>
<p>Pressure to deliver and soaring expectations have led to technology and digital leaders finding themselves crippled by indecision. The landscape is more complex, more nuanced, and changing quicker than ever.</p>
<p>So in this climate, what do digital leaders need to talk about?&nbsp;</p>
<h1>1. The conversation when managing-up</h1>
<h2>"Slow down and get specific.&rdquo;</h2>
<p>Fear of Missing Out (FOMO) is placing immense pressure on digital leaders, and simply telling them the strategy should be to &ldquo;do AI&rdquo; isn&rsquo;t helping. As basic as that sounds, it&rsquo;s the lived experience of many. The challenge for the leader is to push back against vague adoption and demand that there is a focus on specific business pinch-points.</p>
<p>In our Tech Flix documentary, Phil White, MD of Audacia, argues that organisations should actually slow down rather than speed up. He warns that FOMO will leave too many getting &ldquo;on this AI bandwagon without actually realising what it is, what it can achieve, what it can do&rdquo;.</p>
<p>Josh Nesbitt, CTO at Genio, lends weight to this rationale by adding that AI is too broad a term to actually be useful in conversation. Instead of talking about AI generally, leaders need to start talking about it in relation to specific problem-solving.</p>
<p>Laura Gilbert, the Senior Director of AI at the Tony Blair Institute, expands on the challenge with a vital additional consideration. Because there is so much pressure to move now, and because we are terrible at predicting the future, leaders run the risk of building inflexible systems based on current hype.</p>
<p>Laura argues the conversation should centre on flexible systems rather than betting on a specific outcome, giving you much more room to adapt as an organisation.&nbsp;</p>
<h1>2. The conversation with fellow executives</h1>
<h2>&ldquo;Have you tried AI for yourself?&rdquo;</h2>
<p>When AI succeeds or fails, it&rsquo;s the digital leader who is held accountable. But what&rsquo;s been clear for some time now is that they are far from being the only accountable figure when it comes to the implementation of new tools. That&rsquo;s problematic because non-technical executive colleagues lack the proper understanding of what&rsquo;s technically realistic, leading to poor decision-making.</p>
<p>There is also the practicality of understanding what you&rsquo;re being sold. Every vendor will have baked AI into their pitch, and with FOMO so dominant, it&rsquo;s important to understand if you&rsquo;re being sold something useful, or as Laura Gilbert puts it in our latest Tech Flix documentary, &ldquo;entirely wrong at a terrible price&rdquo;.</p>
<p>Laura argues that things go wrong when leadership doesn&rsquo;t use the tech themselves. Her advice is to ambush colleagues and &ldquo;shove a phone in their hand&rdquo;, telling them that you&rsquo;ve made them an account and to give it a go themselves.</p>
<p>For Josh Nesbitt, it&rsquo;s not just a technical issue, but a cultural one. Similarly to Laura, he feels leadership must be hands-on, and &ldquo;model usage&rdquo;, so that the wider organisation also feel there is permission to experiment and fail.</p>
<h1>3. The conversation with your L&amp;D Manager</h1>
<h2>&ldquo;Most people know how to start the engine, but do you know where to apply the brakes?&rdquo;</h2>
<p>As our recent documentary explores, there is real confusion over what we actually mean by AI skills and what upskilling involves. An engineering function might have one perspective on AI and its function, but AI means anybody can now build tools and products regardless of their ability to code. Professionals across an organisation (sitting outside the technology) can learn prompt skills that unlock opportunity, but with little awareness of the potential risks.</p>
<p>Nicky Danino, Leeds Trinity University&rsquo;s Head of School of Computing and Creative Industries, uses a Formula One analogy. Whilst the vast majority of us can be AI &lsquo;drivers&rsquo;, you will still need a small team of engineers who can &ldquo;get under the hood&rdquo;. Our conversation with Philip White, Managing Director at Audacia, helps to further advance what a driver really does. It&rsquo;s about understanding the application of AI. Drivers need to understand what AI is good at (forecasting and analysing data, etc.), and more importantly, what it&rsquo;s bad at. That&rsquo;s far more valuable to an organisation than theoretical knowledge.</p>
<p>I&rsquo;ve also been told that the government hopes to give foundational knowledge to millions across the United Kingdom with courses lasting two and a half hours. Will Abbey, Chief Commercial Officer at Arm, challenges that idea. To unlock true productivity, you can&rsquo;t gloss over basics like data manipulation, even if you&rsquo;re not actually writing code yourself.</p>
<p>What we&rsquo;re saying is that making the car go (like driving) is only half the challenge. A good driver also needs good road awareness, and that experience cannot be faked. Without it, accidents are highly likely.</p>
<h1>4. The Conversation with HR</h1>
<h2>&ldquo;We might be efficient today, but we&rsquo;re building a capability crisis for tomorrow.&rdquo;</h2>
<p>The drive to find efficiency has pushed organisations to automate a range of traditionally entry-level tasks such as coding, copywriting, and admin. It&rsquo;s widely reported that in sectors like professional and financial services and legal, the number of junior roles is reducing. In the short term, organisations only feel economic upside, but the medium to long-term might look very different as they intentionally break their own talent pipeline.</p>
<p>Using technology as an example, Nicky Danino stresses the fact that if AI does take over entry-level programming, &ldquo;there is nobody to then check that AI is doing it properly&rdquo;. A human in the loop is the handbrake we widely talk about as being critical in the implementation and adoption of AI. But as fewer people hold the necessary skills to query AI&rsquo;s work, that will naturally get harder.&nbsp;</p>
<p>Phil White also points to the structure of an organisation shifting, moving from a triangle to a diamond-shaped organisation, where there are increasingly disproportionate numbers of staff in leadership roles, and a lack of mid-to-senior talent being developed.</p>
<p>Over a Genio, Josh Nesbitt is using these trends to their advantage. He&rsquo;s not cutting back on the number of junior hires, but instead focusing on using AI to augment them to do more. In his opinion, the conversation has to be about output, not reducing headcount.</p>
<p>Whilst the temptation might be to scale back, the long-term competitive advantage will probably be gained by leaders brave enough to move in the opposite direction.</p>
<h1>5. The Conversation with your people</h1>
<h2>&ldquo;We want to remove friction, not meaning and purpose.&rdquo;</h2>
<p>Finally, no surprises, we have to address the fear among staff that AI is there to take jobs, which in turn makes them suspicious and hinders adoption. The common refrain is AI won&rsquo;t take your job; the person sitting next to you who uses AI will take your job. But even that isn&rsquo;t helpful if we&rsquo;re looking to build positive sentiment towards these tools. We want to foster collaboration, not competition.</p>
<p>Will Abbey told us that at Arm, AI is being used to review documentation and do debugging tasks, the sort of routine work that can take up to 30 or 40% of an engineer&rsquo;s time. That time can be given back to design and working on new ideas and solutions, essential to an engineer&rsquo;s overall job satisfaction, given it&rsquo;s inherently creative. In their sales teams, AI can be used to generate quotes for customers. That means Arm&rsquo;s staff spend more quality time actually engaging with their customers, and are again more likely to come up with ideas that can benefit Arm and the customer.</p>
<p>One note of caution. It&rsquo;s often assumed that AI simply removes monotony, but that isn&rsquo;t always the case. If part of someone&rsquo;s role is creating a document, and they find that process engaging and creatively satisfying, replacing it with editing AI-generated drafts may not feel like an upgrade.</p>
<p>Technology leaders need to take a more nuanced view of what actually motivates their people. Not every manual task is meaningless, and not every automated task increases job satisfaction. The impact of AI on engagement will depend on how thoughtfully it&rsquo;s implemented, not just how efficiently it performs.</p>
<h1>What does success look like after you&rsquo;ve positioned AI with your colleagues and stakeholders?</h1>
<p>The underlying themes of our Tech Flix documentary point to a few key principles. Rather than being a transactional leader buying tools, you are instrumental in helping shape the culture of your organisation, far beyond the boundaries of a traditional CIO or CTO.&nbsp;</p>
<p>I started this article talking about crippling indecision. What I hope is that through our conversations, we&rsquo;re able to point to examples of clear thinking that can help leaders move debate to action.&nbsp;</p>
<p>If you stop vague discussions about &lsquo;AI skills&rsquo; taking place, start talking about problem solving, if you can get your peers to actually engage with the tools themselves, and protect your talent pipeline, then, rather than being caught in a spin by the complex environment we&rsquo;re all operating in, you can remain a competitive and innovative organisation.</p>
<p class="MsoNormal">If you&rsquo;re serious about moving from AI ambition to AI outcomes, it starts with talent. <a href="https://www.harveynash.co.uk/specialisms/ai-and-machine-learning">Explore how we help find the best AI talent and support your organisation in building high-performing AI and ML teams.</a></p>

5 AI conversations every digital leader needs to have

<h1>How to protect skills pipelines in the age of AI</h1>
<p>In our sixth <a href="https://www.harveynash.co.uk/tech-flix" target="_blank" rel="noopener">Tech Flix</a> documentary <a href="https://www.harveynash.co.uk/tech-flix-the-ai-paradox?utm_source=Article&amp;utm_medium=Building+the+digital+team+of+the+future&amp;utm_campaign=TechFlix">&lsquo;The AI Paradox: AI is Scaling, Skills are Not&rsquo;</a>, we explored the growing tension inside organisations as AI adoption accelerates and raises important questions about what happens to the future of tech teams that digital transformation depends on.</p>
<p>It&rsquo;s a question moving quickly up the agenda for digital leaders. Because while AI is scaling productivity across engineering, data and platform teams, it&rsquo;s also reshaping how technologists learn, develop and progress.</p>
<p>To bring a frontline leadership lens to this shift, we spoke with Nash Squared&rsquo;s CIO, Ankur Anand. His perspective reflects both the opportunity, and the structural workforce questions leaders must now address.</p>
<h1>Are junior roles really at risk?</h1>
<p>Much of the AI debate centres on entry-level disruption. In sectors where repeatable processes are being automated, from customer service to back-office functions, headlines suggest junior roles are first in line for impact.</p>
<p>In our latest Tech Flix film, Josh Nesbitt, CTO at Genio, recognises that concern. As AI becomes embedded into workflows, organisations inevitably question how many early-career roles they need.</p>
<p>But in technology teams, he sees a more nuanced picture. At Genio, junior hiring has not slowed. He argues that reducing entry pathways would weaken the long-term skills pipeline, creating future capability gaps rather than solving short-term efficiency pressures.</p>
<p>The disruption narrative may hold true in some sectors where AI replaces high-volume, repeatable tasks. But in technology teams specifically, the picture is more complex, and Ankur&rsquo;s perspective on this suggests something different is happening.</p>
<h1>The productivity surge reshaping tech delivery</h1>
<p>AI is already reshaping how technology teams operate, from the way products are conceptualised to how they are built and deployed. Development copilots, automation tools and enhanced access to internal data are compressing delivery timelines and enabling smaller teams to achieve faster outcomes.</p>
<p>Ankur points to recent initiatives delivered by technologists with less than a year of experience, including platforms launched in just a few months. These projects were AI-enabled from day one and were never meant to follow a traditional learning curve.</p>
<p>As Ankur explains, AI is dramatically boosting early-career productivity. &ldquo;The impact of AI on fresh talent is very high. Their productivity is now almost as good as people with three to five years of experience.&rdquo;</p>
<p>Access to internal data, coding support and automation tools allows junior engineers to interpret tasks, build solutions and contribute meaningful outputs far earlier than before.</p>
<p>In effect, AI is compressing the gap between entry-level and mid-level capability and redefining what early-career talent can achieve.</p>
<h1>The real pressure point: mid-level roles</h1>
<p>While much of the external narrative focuses on AI threatening junior roles, Ankur sees the structural shift falling heaviest on the mid-experience layer.</p>
<p>As junior engineers accelerate upward and senior leaders augment decision-making with AI insight, work traditionally <a>handled by those in the 2&ndash;5 year experience</a>&nbsp;bracket is being redistributed. Smaller, AI-enabled teams can now deliver the same throughput that once required larger delivery layers.</p>
<p>As Ankur explains, &ldquo;It&rsquo;s creating more risk for the people with mid-level experience as compared to the more experienced people versus the juniors.&rdquo;</p>
<p>This doesn&rsquo;t signal a reduction in technology careers, but it does signal role evolution.</p>
<p>Mid-career technologists must increasingly upskill into higher-value domains such as architecture, security, enterprise platforms and AI governance. In practice, this is creating two distinct skill trajectories across technology teams.</p>
<h1>Two future capability pathways</h1>
<p>AI is not simply accelerating productivity. It is also reshaping the kinds of capability technology teams depend on.</p>
<p>Two distinct skill trajectories are emerging.</p>
<h3>1. AI-enabled engineering environments</h3>
<p>These are high-automation development settings where engineers work alongside AI to accelerate delivery.</p>
<p>Developers increasingly rely on AI for:</p>
<ul>
<li>Code generation</li>
<li>Documentation</li>
<li>Test creation</li>
<li>Rapid prototyping</li>
</ul>
<p>In these environments, output scales quickly and early-career engineers can contribute far sooner than traditional development models allowed.</p>
<h3>2. Experience-led, high-judgement environments</h3>
<p>Other domains continue to depend heavily on deep human expertise and accountability, particularly where risk, architecture and long-term system integrity are involved.</p>
<p>These include:</p>
<ul>
<li>Systems architecture</li>
<li>Platform engineering</li>
<li>Security and threat modelling</li>
<li>Data governance and lineage</li>
<li>Resilience and reliability engineering</li>
</ul>
<p>Here, AI can accelerate analysis and assist decision-making, but it cannot replace professional judgement or operational responsibility.</p>
<h1>AI-native talent vs experience-led delivery</h1>
<p>Another dynamic emerging inside tech teams is generational adoption. Younger technologists, having trained in AI-enabled environments, are often more fluent and experimental in their usage.</p>
<p>More experienced engineers, by contrast, may rely more heavily on established delivery approaches. Ankur sees this gap narrowing quickly, not because experience loses value, but because AI becomes native across the workforce.</p>
<p>As AI adoption deepens, experienced technologists will be required to integrate it into decision-making, design and oversight.</p>
<h1>How technical skills development is evolving</h1>
<p>AI&rsquo;s impact on skills development is not uniform across the technology estate. While some environments are now built with AI deeply embedded in development workflows, many organisations will continue operating complex legacy platforms for years to come.</p>
<p>As Ankur explains, this creates different patterns of AI adoption across teams.</p>
<p>In modern product and platform environments, AI is accelerating coding, testing and documentation, allowing teams to deliver new capabilities faster.</p>
<p>In legacy environments, where systems are tightly integrated and risk-sensitive, AI is more commonly used to support testing, documentation and code analysis rather than core engineering.</p>
<p>For digital leaders, this means capability must develop across two technology realities, one in AI-enabled product delivery and the other in long-term stewardship of legacy platforms.</p>
<h1>Governance: the safeguard against capability risk</h1>
<p>As AI becomes embedded across technology delivery, governance is expanding beyond traditional code oversight into a broader enterprise risk discipline.</p>
<p>AI can accelerate development and unlock significant value, but it also introduces new operational, regulatory and reputational risks if adoption moves faster than oversight.</p>
<p>For technology leaders, governance now spans multiple areas of responsibility, including:</p>
<ul>
<li>Model lifecycle oversight</li>
<li>Data lineage, privacy and consent frameworks</li>
<li>EU AI Act and UK regulatory compliance</li>
<li>Vendor and model provider risk management</li>
<li>Hallucination, Bias and Factual reliability controls</li>
</ul>
<p>In this environment, governance is no longer a supporting function. It is a core capability that ensures AI-enabled delivery remains secure, compliant and resilient.</p>
<p>AI may increase the speed and value of technology delivery, but without strong governance frameworks it can also increase systemic risk.</p>
<h1>Rethinking tech operating models</h1>
<p>As AI embeds further, technology workforce structures are set to evolve. In our recent <a>Tech Flix film</a>&nbsp;, some digital leaders reflected on the possibility of an &ldquo;inverted pyramid&rdquo; workforce shape emerging as AI adoption scales across organisations.</p>
<p>For technology teams specifically, Ankur <a>does not personally see this model </a>fully materialising. While AI is increasing the output and impact of early-career talent, factors such as tooling investment, governance demands and architectural complexity still require experienced oversight.</p>
<p>He expects organisations to move toward more blended operating models that bring together:</p>
<ul>
<li>AI-enabled early talent</li>
<li>Experienced engineers</li>
<li>Governance and risk capability</li>
<li>Data and platform expertise</li>
</ul>
<p>Rather than flattening teams entirely, Ankur predicts AI is more likely to redistribute where value is created, shifting how different layers contribute rather than removing the need for structure and senior accountability.</p>
<h1>Protecting the future skills pipeline</h1>
<p>For digital leaders, the question is not whether AI changes how capability is built. It is how to ensure the skills pipeline keeps pace with the technology reshaping delivery.</p>
<p>Ankur doesn&rsquo;t see AI weakening long-term technology capability. He sees it changing how it develops.</p>
<p>AI is accelerating early-career contribution. Junior engineers can now deliver meaningful outputs far sooner, supported by AI agents, automation tooling and access to organisational knowledge. The distance between entry-level and mid-level productivity is compressing.</p>
<p>But capability is not formed through output alone.</p>
<p>Senior technologists remain essential for architectural design, governance, risk accountability and platform resilience. Their role is also evolving to guide how AI-enabled delivery happens in practice, ensuring speed does not compromise quality or scalability.</p>
<p>The responsibility of leaders is pipeline design. Faster junior productivity must still translate into deep expertise over time. That means creating environments where engineers move beyond AI-assisted execution into ownership, problem-solving and decision-making.</p>
<p>As Ankur emphasises, AI is already embedded in how technology teams operate. The priority now is shaping workforce models that protect long-term capability while unlocking the productivity gains AI enables today.</p>
<p class="MsoNormal">Protecting your skills pipeline in the age of AI starts with the right talent strategy. <a href="https://www.harveynash.co.uk/specialisms/ai-and-machine-learning">Explore how we help organisations build AI and Machine Learning capability that lasts.</a></p>

Building the digital team of the future

Unlocking Better Learning with AI: Insights from Genio’s Josh Nesbitt

How ARM Is Preparing People for the Future of Work: Insights from Will Abbey

AI, Leadership and Ethical Change: Insights from Laura Gilbert at the Tony Blair Institute

Preparing People for an AI Future: Insights from Nicky Danino from Leeds Trinity University

Understanding AI Beyond the Hype: Insights from Audacia’s Philip White

<h1><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Why the human touch matters more than</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"> ever</span></h1>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">I have worked in recruitment for over a decade, from consultant to director level, and in that time, I have seen hiring transform dramatically. But nothing</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"> has shifted the CV screening process quite like AI.</span><span data-ccp-props="{}"><img src="e741ad1b-b500-4051-b1c1-892cced1a2dd" alt=""></span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Today, your CV is likely being reviewed by AI before a human ever sees it. It is embedded across the hiring process, from screening and shortlisting to interview scheduling and skills assessment. That creates both opportunity and risk for candidates.</span><span data-ccp-props="{}">&nbsp;</span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">AI can help level the playing field. But it also introduces a new layer of competition. Employers are using it to filter applications at scale, while candidates are increasingly using AI tools to write and polish their CVs.</span><span data-ccp-props="{}">&nbsp;</span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">So how do you stand out when both sides are AI-enabled?</span></p>
<h1><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">How is AI changing CV screening?</span><span data-ccp-props="{}">&nbsp;</span></h1>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">AI is now playing&nbsp;a central role&nbsp;in how CVs are reviewed and shortlisted. In many cases, it sits between&nbsp;submitting&nbsp;an application and it ever reaching a human recruiter or hiring manager.</span><span data-ccp-props="{}">&nbsp;</span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">However, there is still a wide spectrum in&nbsp;how AI is being used&nbsp;across&nbsp;recruitment. Some organisations continue to rely on simple keyword searches, while others are using more advanced screening models to assess role depth and outcomes.</span><span data-ccp-props="{}">&nbsp;</span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">For candidates, that lack of consistency&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">presents&nbsp;a real challenge</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">. Your CV needs to perform effectively in both environments.</span><span data-ccp-props="{}">&nbsp;</span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Based on what I am seeing firsthand, here are five ways candidates can stand out.</span><span data-ccp-props="{}">&nbsp;</span></p>
<h2><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">1. Focus on the &ldquo;how&rdquo;, not just the &ldquo;what&rdquo;</span><span data-ccp-props="{}">&nbsp;</span></h2>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Listing responsibilities&nbsp;alone&nbsp;is no longer enough.&nbsp;The strongest CVs I</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;see</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;explain how work gets done,&nbsp;go beyond&nbsp;surface-level&nbsp;duties and describe thinking, process</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">,</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">collaboration</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;and the impact.</span><span data-ccp-props="{}">&nbsp;</span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">For example, do not just say you built a product or platform. Explain:</span><span data-ccp-props="{}">&nbsp;</span></p>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="1" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="1" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">How it was built</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="1" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="2" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">What technologies were used</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="1" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="3" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">What challenges were solved</span></p>
</li>
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="1" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="3" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Who you worked with</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Context matters</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">, and balancing technical keywords with delivery detail is what makes a CV effective in an AI screening process.&nbsp;</span><span data-ccp-props="{}">&nbsp;</span></p>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">You still need the&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">core skills and technology terms that show your area of expertis</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">e</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">,&nbsp;but depth is what differentiates you.</span><span data-ccp-props="{}">&nbsp;</span></p>
<div>
<div>
<h2><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">2. Make your CV&nbsp;AI-readable</span><span data-ccp-props="{}">&nbsp;</span></h2>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Formatting&nbsp;is one of the most overlooked issues I&nbsp;encounter, and it&nbsp;can make or break&nbsp;whether your CV is read properly or not.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Many candidates&nbsp;submit&nbsp;CVs as flattened PDFs or image files to prevent editing</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">. However, this creates a potential problem as&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">many screening tools cannot read text embedded in images</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;or&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">flattened&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">PDF files</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">, and&nbsp;I have seen CVs come through screening systems completely blank as a result.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Other risky formats include:</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="2" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="1" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Two-column&nbsp;layouts</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
<div>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="2" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="2" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Overly designed templates</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
<div>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="2" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="3" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Text placed inside graphics</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Some AI tools read&nbsp;the&nbsp;left column top to bottom, then&nbsp;the&nbsp;right column top to bottom, which scrambles context entirely.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">The safest format&nbsp;to use to ensure your CV gets in the hands of a human&nbsp;is to keep the format simple and accessible.&nbsp;Use a standard Word document or&nbsp;PDF, stick to a single-column layout, and opt for clean, minimal formatting.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Clarity always beats creativity when AI is involved.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<h2><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">3. Show business impact, not just technical skill</span><span data-ccp-props="{}">&nbsp;</span></h2>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Technical excellence alone will not make you stand out.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Employers are increasingly looking for commercial awareness and measurable outcomes alongside technical capability.&nbsp;It&rsquo;s&nbsp;one thing to build something impressive;&nbsp;it&rsquo;s&nbsp;another to understand how it scales, saves cost, drives&nbsp;revenue&nbsp;or improves efficiency.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Strong CVs connect delivery to business value, so your CV needs to include key metrics&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">such as&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">revenue generated, costs reduced, time saved, adoption growth, and operational efficiencies</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;to prove this</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Detailing both what&nbsp;you&rsquo;ve&nbsp;built and the value it created makes your experience more compelling to both AI screening tools and hiring managers.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<h2><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">4. Use AI to enhance, not replace, your voice</span></h2>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">AI CV tools can be incredibly useful when used correctly.&nbsp;I see real value in them, particularly for candidates who may struggle with articulation or written communication,&nbsp;as&nbsp;they can help structure experience and clarify language.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">But it is also&nbsp;very obvious&nbsp;when a CV has been entirely&nbsp;AI-generated.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Some common giveaways include:</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="5" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="1" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">American spelling in UK CVs</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
</div>
<div>
<div>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="5" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="2" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Mixed&nbsp;first and third person&nbsp;language</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
<div>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="5" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="3" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Repetitive role summaries</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
<div>
<ul role="list">
<li role="listitem" aria-setsize="-1" data-leveltext="" data-font="Symbol" data-listid="5" data-list-defn-props="{&quot;335552541&quot;:1,&quot;335559685&quot;:720,&quot;335559991&quot;:360,&quot;469769226&quot;:&quot;Symbol&quot;,&quot;469769242&quot;:[8226],&quot;469777803&quot;:&quot;left&quot;,&quot;469777804&quot;:&quot;&quot;,&quot;469777815&quot;:&quot;multilevel&quot;}" data-aria-posinset="4" data-aria-level="1">
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Identical formatting across every job</span><span data-ccp-props="{}">&nbsp;</span></p>
</li>
</ul>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Often, each role reads the same, with no individuality in achievements or challenges solved.</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">My advice is to use AI to support you by proofreading, refining wording and improving structure,&nbsp;not necessarily to write the whole thing for you.</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">You also need to&nbsp;ensure every role reflects your personal accomplishments, and remember, the person on the CV should be the same person who shows up&nbsp;to&nbsp;the interview.</span></p>
</div>
<div>
<h2><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">5. Bring the human connection back in</span></h2>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">With AI standardising so much of the hiring process, individuality matters more than ever.</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Remember that your CV is only the starting point, and one of the simplest but most effective tactics I recommend is proactive outreach.</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">If you apply for a role, connect with the recruiter or hiring manager on LinkedIn with a short, personalised note.&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">It shows&nbsp;you&rsquo;ve&nbsp;taken the time to do your research,&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">that&nbsp;you&rsquo;re&nbsp;motivated, intentional in your applications, and serious about the opportunity</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">,</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;not just applying at volume.</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">When roles attract hundreds of applications,&nbsp;technology can help us manage that volume, but&nbsp;those small human touches&nbsp;show initiative and&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">wi</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">ll</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">increase your&nbsp;visibility.</span></p>
</div>
<div>
<h1><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Standing out in an AI-enabled job market</span></h1>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">AI is transforming recruitment,&nbsp;but&nbsp;human connection will always sit at the heart of recruitment. It&nbsp;hasn&rsquo;t&nbsp;removed the need for authenticity,&nbsp;clarity&nbsp;and individuality, and if anything, it has amplified them.</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Technology may shape the shortlist. But hiring decisions remain human, and the CVs that resonate most are the ones that feel genuine.</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Ready to put these tips into practice? </span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">If you are actively exploring your next move, now is the time to apply these principles in practice.&nbsp;Explore&nbsp;<a href="https://harvey-nash-uk.sites.sourceflow.co.uk/jobs" target="_blank" rel="noopener">our&nbsp;latest&nbsp;tech vacancies</a>&nbsp;and discover roles where your skills and experience can truly stand out.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
</div>

5 ways to make your CV stand out in an age of AI

<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">On the&nbsp;26</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto"><span data-fontsize="12">t</span><span data-fontsize="12">h</span><span data-fontsize="12">&nbsp;</span></span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">February,&nbsp;legal firm&nbsp;<a href="https://www.mills-reeve.com/" target="_blank" rel="noopener">Mills &amp; Reeve</a>&nbsp;welcomed the Harvey Nash Leeds team to their offices as we screened our latest &lsquo;Tech Flix&rsquo; documentary, &lsquo;The AI Skills Paradox: AI is Scaling, Skills are Not&rsquo;&nbsp;for the first time.&nbsp;</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">The sixth&nbsp;edition of&nbsp;our documentary series explores&nbsp;a paradox at the heart of the tech sector,&nbsp;where,&nbsp;despite surging demand,&nbsp;we&rsquo;re&nbsp;seeing&nbsp;relatively little&nbsp;evidence of organisations upskilling their own staff.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">According to the latest edition of the Harvey Nash&nbsp;<a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">Digital Leadership Report</a>,&nbsp;there has been an 83% year-on-year&nbsp;rise&nbsp;in the level of demand&nbsp;for&nbsp;professionals with AI skills. This is the single biggest rise in any skill set&nbsp;we&rsquo;ve&nbsp;ever reported.&nbsp;At its core, the documentary examines what those skills&nbsp;actually are&nbsp;and the impact this pressure is having on the decisions made by organisations and their leaders.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<h2><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">From documentary to debate</span></h2>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">The documentary has a run-time of 30-minutes,&nbsp;and&nbsp;whilst it gathers insights from the likes of Arm,&nbsp;Genio,&nbsp;Audacia, and the Tony Blair Institute, there is still a huge amount of room left for debate.&nbsp;</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">After screening the film,&nbsp;<a href="https://www.harveynash.co.uk/team/david-savage" target="_blank" rel="noopener">David Savage</a> (Harvey Nash Technology Evangelist) was joined by Iain Murdoch (Mills &amp; Reeve), Hannah Bruce (Lloyds Banking Group), and Jennifer Anderson (National Wealth Fund) to explore what strategies and actions are key to ensuring people harness AI and use it to a positive effect.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">The debate was lively with regular questions and perspectives</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">from the audience. Leadership was brought&nbsp;into&nbsp;sharp focus, primarily the role of leaders in being seen to embrace and use new AI tools themselves. Top-down sponsorship is not a new concept, but it does seem to carry significant importance where the successful adoption of AI tooling is concerned.&nbsp;The panel stressed the importance of creating real permission to experiment, making it clear where AI can be used, setting guardrails, and reassuring teams&nbsp;they&rsquo;re&nbsp;supported to test and learn without fear of getting it wrong.</span><span data-ccp-props="{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;335551550&quot;:0,&quot;335551620&quot;:0,&quot;335559738&quot;:240,&quot;335559739&quot;:240}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">In a week where reports have&nbsp;emerged&nbsp;that Accenture is tying promotion to the use of AI, it was put to the panel that they might also consider a move to ensure AI is used across their&nbsp;organisation. Whilst Lloyds do have mandatory AI training for all employees, all three leaders stopped short of making AI&nbsp;part&nbsp;of the promotion process,&nbsp;calling the approach absolutist.&nbsp;Encouraging AI adoption is&nbsp;critical, but&nbsp;mandating it too rigidly was seen as potentially creating the wrong behaviours.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<h2><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Risk, responsibility and cautious optimism</span><span data-ccp-props="{}">&nbsp;</span></h2>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Whilst questions on the failure rates of AI and its inherent sexism also came from the floor, the panel&nbsp;sought&nbsp;to create a positive narrative.&nbsp;Whilst acknowledging the issues, there was recognition of the pace of change and the need to build flexibility into policies and systems. The industry</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&rsquo;s</span><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">&nbsp;response may not have been perfect, but leaders are adapting,&nbsp;and the opportunities are too significant to ignore.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Iain Murdoch cited the creation of new roles and the approach of Mills &amp; Reeve to experiment with AI for good within its own organisation as reasons to remain optimistic.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">With &lsquo;Big Tech&rsquo; and &lsquo;Tech Bros&rsquo; receiving criticism from the floor, Alex Newman (Partner at Mills &amp; Reeve) used his closing remarks to remind the room that &ldquo;the tool isn&rsquo;t the problem&rdquo; and that&nbsp;it&nbsp;was important to keep persevering with the implementation and use of AI.&nbsp;</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">There was also a note of caution for individuals, that&nbsp;if you&nbsp;don&rsquo;t&nbsp;keep learning&nbsp;and adapting,&nbsp;someone else will. Whilst organisations have a responsibility to their employees, self-determined continuous learning was seen as crucial.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Although this is a challenging and frantic period to navigate, the overall feeling in the room was one of cautious optimism, balanced with a healthy dose of accountability.</span><span data-ccp-props="{}">&nbsp;</span></p>
</div>
<div>
<p><span lang="EN-GB" xml:lang="EN-GB" data-contrast="auto">Watch &lsquo;The AI Skills Paradox: AI is Scaling, Skills are not&rsquo; from March 9th <a href="https://www.harveynash.co.uk/tech-flix-the-ai-paradox">here.</a></span><a href="https://www.harveynash.co.uk/tech-flix-the-ai-paradox"><span data-ccp-props="{}">&nbsp;</span></a></p>
</div>

Tech Flix: The AI Skills Paradox - Leeds Premiere

<p class="MsoNormal">Artificial intelligence is reshaping how organisations operate, but the reality behind the AI conversation is more nuanced than the headlines suggest. Many businesses are racing to be seen as &ldquo;AI organisations&rdquo;, often before they have a fully formed AI strategy in place. What they do know, however, is that AI capability has become a differentiator and data professionals sit at the centre of making it work.</p>
<p class="MsoNormal">According to the Nash Squared/Harvey Nash Digital Leadership Report, 65% of digital leaders are increasingly prioritising AI capability over years of expe<a style="mso-comment-reference: RW_1; mso-comment-date: 20260202T1311;">rience when hiring.</a><span style="font-size: 8.0pt; line-height: 115%;"></span> In practice, this doesn&rsquo;t mean every data role is suddenly an AI role, but candidates who can demonstrate real experience working with AI<span style="font-size: 8.0pt; line-height: 115%;"></span>, even alongside core data skills, are moving through hiring processes faster.</p>
<p class="MsoNormal">&ldquo;If you&rsquo;ve got AI skills on top of your data experience, you&rsquo;ll get interviews quicker. Time to hire is definitely shorter.&rdquo;<br><a href="https://www.harveynash.co.uk/team/daniel-neaves" target="_blank" rel="noopener"><em>Daniel Neaves, AI &amp; Data Recruitment Specialist</em></a></p>
<h1 class="MsoNormal">The opportunity for data professionals</h1>
<p class="MsoNormal">The <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">Nash Squared/Harvey Nash Digital Leadership Report</a> found that demand for AI skills has created the sharpest technology skills shortage seen in 16 years, while demand for data skills remains consistently high. Big data, analytics, and data engineering sit just behind AI as the most in-demand capabilities across the technology sector.</p>
<p class="MsoNormal">In fact, the report also suggests that organisations most advanced in large-scale AI adoption are more likely to be increasing technology headcount, particularly across AI and data roles. AI is not replacing data talent. Instead, it&rsquo;s increasing its importance.</p>
<p class="MsoNormal">However, market conditions are creating an unusual dynamic. While demand for data professionals remains strong, fewer people are moving roles. Economic uncertainty, salary stagnation and risk aversion are leading many data professionals to stay put.</p>
<p>This reluctance to move is quietly reducing competition. And with fewer candidates per role, faster recruitment processes and a greater willingness from employers to engage candidates who already show AI experience, there is a real opportunity for those willing to make a move, either into an AI-adjacent role, a hybrid position, or a role that expands their current responsibilities.</p>
<p class="MsoNormal"><span style="font-size: 8.0pt; line-height: 115%;"></span>As Daniel Neaves, AI &amp; Data Recruitment Specialist, explains, &ldquo;I&rsquo;m seeing far fewer applications per role than last year. People are staying put, which actually gives strong candidates a real advantage.&rdquo;</p>
<h1 class="MsoNormal">What employers are really looking for</h1>
<p class="MsoNormal">Employers are no longer impressed by theoretical knowledge of AI alone. What matters is applied capability, the ability to use and work with AI tools within real data environments to deliver outcomes.</p>
<p class="MsoNormal">Crucially, expectations differ by role.</p>
<h3 class="MsoNormal">Data engineers</h3>
<p class="MsoNormal">For data engineers, AI is not about building models. It is about enabling them.</p>
<p class="MsoNormal">Organisations are looking for engineers who can build robust, scalable data foundations, clean pipelines, reliable infrastructure and well-structured data environments. Without this, AI initiatives fail to get off the ground.</p>
<p class="MsoNormal">&ldquo;Every AI role is ultimately bound by the state of the data. If the data isn&rsquo;t mature, the AI won&rsquo;t work, no matter how good the model is.&rdquo;<br><em>Daniel Neaves, AI &amp; Data Recruitment Specialist</em></p>
<p class="MsoNormal">GenAI tools increasingly support engineers through automation, code assistance and documentation, but getting the data right remains the core enabler.</p>
<h3 class="MsoNormal">Data scientists</h3>
<p class="MsoNormal"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">While data scientists have long worked with machine learning and automation, expectations are changing. The focus is shifting from technical model building alone to applying AI responsibly and translating results into measurable business impact.</span></p>
<p class="MsoNormal">This includes deeper profiling, more sophisticated modelling, and greater focus on how outputs influence revenue, efficiency or customer behaviour.</p>
<p class="MsoNormal">&ldquo;Companies aren&rsquo;t interested in data scientists who just enjoy building models anymore. They want outcomes, revenue impact, ROI and business change.&rdquo; <em>Daniel Neaves, AI &amp; Data Recruitment Specialist</em></p>
<p class="MsoNormal">Governance, bias and explainability matter most in regulated or mature environments, but outcome-led thinking now cuts across every sector.</p>
<h3 class="MsoNormal">Data analysts</h3>
<p class="MsoNormal">AI expectations for analysts are more pragmatic. Most employers want strong core skills, SQL, Python, data preparation, combined with the ability to use AI-enabled tools to automate reporting, accelerate insight and prepare data for downstream use.</p>
<p class="MsoNormal">&ldquo;Analysts don&rsquo;t necessarily need deep machine learning skills. They need to organise, structure and prepare data so it&rsquo;s ready for the next step.&rdquo; <em>Daniel Neaves, AI &amp; Data Recruitment Specialist</em></p>
<p class="MsoNormal">For many, analyst roles remain a stepping stone into more advanced data or AI-focused positions.</p>
<h1 class="MsoNormal">Why data quality matters</h1>
<p class="MsoNormal">Across every data role, the success of an AI project ultimately depends on data quality. Whether enabling models, generating insight or driving business decisions, AI can only perform as well as the data it is built on.</p>
<p class="MsoNormal">Organisations that struggle to scale AI are rarely held back by a lack of tools or ambition. More often, the constraint is fragmented data, weak governance or poorly defined data foundations that limit how effectively AI can be applied in real-world environments.</p>
<p class="MsoNormal">Strong architecture and governance provide the framework, but it is the everyday work of data teams, designing pipelines, maintaining standards and ensuring consistency, that determines whether AI delivers meaningful outcomes</p>
<p class="MsoNormal">&ldquo;If the information isn&rsquo;t captured properly, filtered properly or detailed enough, you simply can&rsquo;t generate value from it, AI or not.&rdquo; <em>Daniel Neaves, AI &amp; Data Recruitment Specialist</em></p>
<p class="MsoNormal">This reinforces a clear message for data professionals. As AI becomes embedded across roles, foundational data skills are not being replaced. They are becoming even more important.</p>
<h1 class="MsoNormal">Why AI skills get you hired faster</h1>
<p class="MsoNormal">AI skills do not automatically command a salary premium, but they do significantly improve employability.</p>
<p class="MsoNormal">Candidates with AI exposure:</p>
<ul>
<li>Move through hiring processes faster</li>
<li>Generate more recruiter and client interest</li>
<li>Secure interviews more consistently</li>
</ul>
<p class="MsoNormal"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">If you&rsquo;re eyeing your next data role, AI experience can give you the edge that gets you noticed.</span></p>
<h1 class="MsoNormal">Salary expectations (UK, London-based)</h1>
<p class="MsoNormal">While salaries have stabilised, demand remains strong across core data roles:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Data analysts:</strong> &pound;50k&ndash;&pound;65k</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Data engineers:</strong> &pound;75k&ndash;&pound;90k (lead/principal &pound;100k+)</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Data scientists:</strong> &pound;75k&ndash;&pound;90k (lead/principal &pound;105k&ndash;&pound;120k)</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Data architects:</strong> &pound;80k&ndash;&pound;100k</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Head of Data:</strong> &pound;120k&ndash;&pound;160k</li>
</ul>
<p class="MsoNormal"><em>* Salary ranges are based on London market rates.</em></p>
<p class="MsoNormal">Despite increased skill requirements, many organisations are asking more from candidates without necessarily increasing pay. In fact, anyone looking to change roles should view AI skills and experience as a key to securing their short and long-term employability.</p>
<h1 class="MsoNormal">Where AI meets your next data role</h1>
<p class="MsoNormal">The message from both the Digital Leadership Report and the market is clear. Data jobs remain in high demand, but the fastest-moving candidates are those who combine strong data foundations with applied AI experience.</p>
<p class="MsoNormal">With fewer professionals willing to change roles, those prepared to step up into hybrid roles that combine data and applied AI responsibilities, AI-adjacent projects or broader responsibilities face less competition and more opportunity.</p>
<p class="MsoNormal">AI skills may not rewrite salary bands overnight. But they are already reshaping who gets hired, how quickly, and who gets the chance to progress next.</p>
<p class="MsoNormal">Ready to accelerate your data career? <a href="https://www.harveynash.co.uk/jobs/#/data-analytics">Explore our Data &amp; Analytics jobs</a>.</p>

Why your next data role demands AI skills

<p>This article was originally published on <a href="https://www.computing.co.uk/opinion/2026/ai-s-challenge-for-entry-level-roles">Computing.com</a> and includes insights from Bev White, Executive Chair, and Andrew Neal, Chief People Officer, at Nash Squared.</p>
<div><hr></div>
<h1>&lsquo;AI is killing junior jobs&rsquo; misses important nuance &ndash; but you still need a strategy</h1>
<div>AI is challenging conventional models as organisations strive to integrate it for a range of operational and performance gains.</div>
<div>&nbsp;</div>
<div>The impact of AI on human roles is an area of particularly live debate &ndash; especially at entry level. With AI&rsquo;s ability to handle many repeatable, admin-based tasks, will it lead to the removal of whole swathes of beginner roles that are the traditional entry point for young talent into a wide range of careers?</div>
<div>&nbsp;</div>
<div>There is no doubt that AI is already having some impact. Big Tech firms have pointed to AI when strimming back areas of their workforce; professional services firms are reducing their entry level intakes in some instances; in technology, there have been reports of demand for junior coders softening due to AI as the job transitions more to an oversight role.</div>
<div>&nbsp;</div>
<div>However, the situation is actually nuanced as there are multiple factors at play in these changes, including economic cycles and market conditions: it is by no means only about AI.</div>
<div>&nbsp;</div>
<div>For instance, management consulting revenues (a large part of the professional services sector) contracted in the UK in 2024 and only experienced very modest growth in the past 12 months after a post-pandemic boom. Large professional services firms, such as the Big Four, are naturally going to react to these market conditions by offering fewer graduate/entry level roles.</div>
<div>&nbsp;</div>
<div>Nevertheless, it is clear that as AI continues to rapidly develop and becomes integrated more widely into businesses&rsquo; systems and processes, the impact on human roles will increase &ndash; and this may be most pronounced at entry level, where much of what people do is ripe for automation.</div>
<div>&nbsp;</div>
<div>In this, we can include our own industry of recruitment. Consultants at the start of their career journeys traditionally spend a lot of their time on manual tasks such as sourcing roles that need to be filled, researching market information, compiling lists of potential candidates and sifting through/shortlisting applications. The requirement for people to do this will fall as AI solutions are developed.</div>
<h1>Shifting the focus to skills</h1>
<div>The crucial point is that AI will change what businesses look to people to do &ndash; not remove the need for them. We will still need entry level talent in recruitment, just as they will be needed in technology, professional services and other industries, even if there may be some +/- movement around the edges. But the emphasis will shift &ndash; from a focus on learning tasks and processes to developing the human skills and attributes that make great professionals and leaders: commerciality, critical thinking, ethical and moral considerations, stakeholder engagement, and communication.</div>
<div>&nbsp;</div>
<div>At the same time, individuals&rsquo; ability to understand and interpret what AI is telling them will be key. Businesses will start looking for talent that can accelerate faster into these human skills &ndash; the baseline will move up, given that most Gen Zers are already quite proficient in using AI platforms like ChatGPT and Copilot.</div>
<div>&nbsp;</div>
<div>From this, it follows that AI will open up opportunities for the best talent to move into more senior and remunerative roles faster. With AI tools supporting them, bright and capable professionals may be able to perform a role that currently typically requires three years of experience after only one year, for example.</div>
<h1>Filling the experience gap</h1>
<div>However, there is an &lsquo;elephant in the room&rsquo;. We all know &ndash; thinking back to our own personal experiences &ndash; that learning on the job in the early days, painstakingly building up the know-how, making mistakes and reflecting on them, seeking counsel and guidance from others, is a key part of how anyone becomes proficient in their field. It is the lived and learned experience that makes great professionals and leaders.</div>
<div>&nbsp;</div>
<div>The question arises, therefore, of how young talent will develop that essential on-the-job knowledge if AI is helping them to leapfrog forward. This is something that has also become more complicated due to the rise of hybrid working, which has reduced the facetime with colleagues and line managers that is a critical part of the learning and teaching curve for young joiners.</div>
<div>&nbsp;</div>
<div>This is an issue that businesses need to be really alive to right now, thinking ahead to prevent a capability vacuum, including at a leadership level, in the years to come. One of the key ways to tackle it is sure to lie in training and development. There will need to be a shift in training for young talent, moving the focus from tasks and processes to experiences and skills.</div>
<div>&nbsp;</div>
<div>Technology itself can play a huge role here, with the potential to create situation-based simulated experiences for trainees that take them through a &lsquo;live&rsquo; scenario with AI playing the role of a client or other stakeholder, helping them develop that learned experience.</div>
<div>&nbsp;</div>
<div>A parallel here is rookie Formula One drivers, who spend a lot of time in a simulator &ndash; a safe space to learn, push themselves and crash if necessary.</div>
<div>&nbsp;</div>
<div>The notion of metaverse-style virtual reality training may seem extreme, but it&rsquo;s something that we can expect more and more organisations to start exploring. Companies won&rsquo;t have to go to those lengths, but it&rsquo;s a certainty that any organisation that wants to thrive in the future will need to devise training and development mechanisms that help entry level talent build up their skills-based muscle and baseline expertise - rather than simply teach them how to do process X or Y.</div>
<div>&nbsp;</div>
<h1>Taking ownership in the boardroom</h1>
<div>The implications of this are far-reaching, and it should be a priority issue for boards around the world. There needs to be discussion and clarity in the boardroom over what roles the business needs people to perform including at entry level; what skills and attributes are needed to execute them; how AI supports and facilitates in this; and then how the business is hiring, assessing and developing current and future talent. Once the strategy has been formed, it is critical that each part of the business executes it in relation to its own area.</div>
<div>&nbsp;</div>
<div>Every industrial revolution redesigns the workforce, and the AI revolution is no different. Put these issues on your executive agenda if they&rsquo;re not there already. Doing nothing is not an option. Change is all around us, and the most successful organisations will be those who take early action to anticipate and respond now.</div>

AI’s challenge for entry level roles: all change?

<p>This article was originally published by <a href="https://www.computerweekly.com/opinion/Tech-recruitment-outlook-High-demand-for-specialist-skills-will-drive-the-market-in-2026" target="_blank" rel="noopener">ComputerWeekly.com</a>&nbsp;and features insights from&nbsp;<a href="https://www.harveynash.co.uk/team/simon-crichton" target="_blank" rel="noopener">Simon Crichton</a>, CEO, Harvey Nash.</p>
<hr>
<h2 class="main-article-subtitle">Rising IT spending in 2026 will create openings for data architects, data engineers and data scientists, cybersecurity specialists and platform engineers, while demand for generic IT skills remains flat.</h2>
<p>As we move into 2026, some clear trends will crystallise in the UK tech recruitment and talent market. The seeds of this were sown in 2025 - against a subdued economic backdrop and rising labour and other costs, businesses took a cautious approach to hiring &ndash; but there were demand hotspots for specialist tech skills and roles including AI, data, enterprise applications and cyber security.</p>
<p>Tech is fundamental to modern enterprise, which insulates it more than other sectors from economic highs and lows. Gartner&nbsp;<a href="https://www.gartner.com/en/newsroom/press-releases/2025-10-22-gartner-forecasts-worldwide-it-spending-to-grow-9-point-8-percent-in-2026-exceeding-6-trillion-dollars-for-the-first-time">predicts</a> that global IT spend will increase by nearly 10% in 2026 &ndash; far exceeding GDP growth in most major economies. This increased spend will fuel aspects of tech hiring, too.</p>
<h2 class="section-title">Data is key to the AI &lsquo;iceberg&rsquo;</h2>
<p>AI will be top of the agenda. However, the success of AI relies on a number of other contributing skills and specialisms, which will therefore be critical. A useful analogy here is an iceberg. AI is the visible tip &ndash; but there is essential work going on below the waterline.</p>
<p>Most crucial of all is data. It used to be said that we are all technology companies, but it&rsquo;s truer to say that we are all data companies now. You can&rsquo;t make AI work without good data &ndash; the focus has to be on how businesses acquire, organise, structure and secure data so that AI can turn it into meaningful insights. For that reason, we expect to see strong and growing demand for data roles (architects, engineers, scientists) as well as related areas, including cybersecurity (data security being critical) and platform engineering.</p>
<p>Meanwhile, the market for generalist tech skills and roles will most likely remain flat or see very modest growth, similar to 2025. The traditional staples of the IT workforce &ndash; testers, Java developers, routine coders &ndash; essentially perform repeatable tasks that are increasingly being outsourced or offshored, or indeed replaced by AI itself (checked and supervised by members of the human team).</p>
<p>However, on the positive side, there are some encouraging signs from the US, where there has been a pick-up in tech hiring volumes in the second half of 2025. With the UK and other economies generally following the US trend on around a six-month time lag, this could bode well for the market in 2026.</p>
<p>Against all of this, there remain some significant unknowns. There will come a tipping point around AI, a pivotal moment when, in one or more sectors, an organisation makes a significant breakthrough that enables them to truly supercharge their business. This will spark a domino effect among competitors scrambling to keep up, galvanising the tech recruitment market across the piece &ndash; somewhat akin to the e-commerce boom of the 1990s and 2000s, perhaps.</p>
<p>When this will happen is impossible to know - it could be during 2026, or it could be later. But at some stage, the market will shift and shift quickly.</p>
<h2 class="section-title">Upskilling and reskilling</h2>
<p>A key part of an organisation&rsquo;s AI journey is having the talent needed both to develop/deploy it and to actually use it effectively. The fundamental realisation here is that AI is not a whole skillset in itself &ndash; rather, it is an add-on to other existing skills, such as engineering, data, cloud, and so on.</p>
<p>Therefore, it isn&rsquo;t a question of mass-recruitment of "AI professionals" - who largely don&rsquo;t exist anyway - but rather a case of upskilling and reskilling all the good talent you already have. This can be done through encouraging staff to safely test and experiment themselves, making formal and informal AI-related training and learning resources available, and knowledge augmentation and skills transfer from contractors who come into the business.</p>
<p>This should be a case of pushing at an open door, with tech staff highly motivated to upskill themselves, given AI&rsquo;s key importance. I expect that many hiring processes will include testing for AI proficiency and certifications in the coming years.</p>
<p>However, this is an area where Harvey Nash&nbsp;<a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">research shows businesses need to do more</a>. AI is the biggest area of skills shortage, but over half of the respondents of our 2025 leadership report admitted they have no or only limited AI upskilling programmes in place.</p>
<h2 class="section-title">Talent-sourcing models</h2>
<p>With such rapid shifts in the tech industry, companies&rsquo; talent and resourcing models are changing too. Traditional permanent and contractor hiring of technology talent is still the backbone, but more strategic and flexible solutions are also coming into play &ndash; recruiting firms must rise to this challenge. Instead of reactive hiring programmes, there is significant growth in "statement of work" agreements where recruiting firms take a real stake in processes, and "hire-train-deploy" programmes that deliver workplace-ready talent.</p>
<p>Organisations&rsquo; tech skill needs are evolving faster than we have ever seen before - the speed of change is only going to increase. The challenge for businesses is how they keep pace and ensure they have the right skills in the right place at the right time. It&rsquo;s going to be another fast-moving and exciting year.</p>

Tech recruitment outlook: high demand for specialist skills will drive the market in 2026

<p data-start="127" data-end="438">In a recent article for <a href="https://diginomica.com/" target="_blank" rel="noopener">diginomica</a>, <a href="https://www.harveynash.co.uk/team/peter-birch" target="_blank" rel="noopener">Peter Birch</a>, Director of Technology &amp; Digital Executive Search at Harvey Nash,&nbsp;comments on the findings of diginomica&rsquo;s 2025 Digital Careers Report, focusing on how digital leaders are experiencing the current job market.</p>
<p data-start="544" data-end="849">Birch explains that while much of 2025 was marked by caution and longer hiring cycles, there are growing signs of momentum returning, particularly towards the end of 2025. For senior digital leaders, opportunities are re-emerging as organisations restart strategic hiring that had previously been paused.</p>
<p data-start="851" data-end="1096">He highlights that AI skills are playing a defining role in this shift. Digital leaders with strong AI understanding and the ability to link technology to commercial outcomes are seeing increased demand, even as overall hiring remains selective.</p>
<p data-start="1098" data-end="1377">Birch suggests this should reassure senior technology professionals in 2026 who may have found the market challenging in the earlier stages of 2025. While competition remains high, organisations are increasingly focused on securing leaders who can drive transformation, not just manage technology.</p>
<p data-start="1416" data-end="1499" data-is-last-node="" data-is-only-node="">For the full insight from Peter Birch, <a href="https://diginomica.com/diginomicas-2025-digital-careers-report-cautious-hiring-gives-way-year-end-momentum-ai-skills-drive" target="_blank" rel="noopener">read the article on diginomica</a>.</p>

Digital leaders begin to see renewed job opportunities

<p class="MsoNormal">The UK software engineering and development market can best be described as competitive. Towards the end of 2025, there has been an increase in job opportunities in some areas; however, the type of skills now being sought is not being matched by an increase in skilled candidates, and skills shortages continue to limit hiring.</p>
<p class="MsoNormal">The current market has become increasingly senior-driven, with fewer junior roles available and employers expecting even entry-level candidates to have all the skills to hit the ground running.</p>
<p class="MsoNormal">With more candidates available as a result of well-documented layoffs and reduced investment in early-career hiring, employers now have greater choice, allowing them to be more selective about the skills they require. For developers, this has created additional pressure to demonstrate not only depth in their core expertise, but also a broader, more adaptable skill set.</p>
<p class="MsoNormal">This article looks at how that shift happened, and what it means for the year ahead.</p>
<h1 class="MsoNormal">A market that&rsquo;s flipped</h1>
<p class="MsoNormal">A few years ago, software engineering was very much a candidate-driven market. Skills requirements were lighter, and developers could easily move roles. Now, the balance has shifted. Employers are looking for candidates with stronger, broader technical expertise and are less willing to compromise. While cloud knowledge remains a must-have, businesses are also increasingly seeking full-stack engineers who can handle both back-end and front-end work, reflecting a need for versatility across modern tech stacks.</p>
<h1 class="MsoNormal">The AI effect on hiring</h1>
<p class="MsoNormal">While demand for AI engineering roles is rising, they still make up only a small part of the wider tech market. Most organisations continue to prioritise traditional software engineers who can use AI tools to enhance coding efficiency, rather than hiring dedicated specialists to build AI models.</p>
<p class="MsoNormal">However, AI-assisted development is changing how teams are structured. Senior developers who can work effectively with AI tools can often deliver the same output that previously required additional junior support.</p>
<p class="MsoNormal">This has led to fewer opportunities at the graduate and junior levels, creating concerns about the future talent pipeline. Junior developers are often less confident in core coding fundamentals, relying on AI tools instead of developing critical thinking and foundational skills.</p>
<p class="MsoNormal">Businesses now face a twofold challenge, with fewer juniors entering the market, and those who do require more training to meet core standards.</p>
<h1 class="MsoNormal">What&rsquo;s driving demand</h1>
<p class="MsoNormal">Much of today&rsquo;s demand for software engineering is being driven by AI-focused start-ups, which rely heavily on traditional software engineers to build the platforms, APIs, backend services, user interfaces, and cloud infrastructure that make their products function at scale. These engineers turn AI concepts into real, customer-ready applications and ensure products can be reliably scaled, all of which depend on strong, foundational software engineering skills.</p>
<p class="MsoNormal">As well as AI start-ups, many established industries such as finance, banking, retail, gambling and gaming continue to recruit steadily, driven by ongoing investment in core digital platforms. Their focus is on modernising legacy systems, maintaining secure and compliant technology environments, and supporting high-volume, customer-facing applications that are central to day-to-day operations. The scale and criticality of this work often translate into higher salaries for software engineers.</p>
<h1 class="MsoNormal">What employers value most</h1>
<p class="MsoNormal">Technical ability remains the top priority when it comes to hiring software developers. While soft skills become more important at the leadership level, hiring decisions for most developers are still driven by technical capability. Employers are looking for people who are hands-on and confident with modern tech stacks.</p>
<p class="MsoNormal">The most in-demand languages and frameworks include:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l5 level1 lfo1; tab-stops: list 36.0pt;">.NET (particularly .NET Core)</li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;">Java</li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l4 level1 lfo3; tab-stops: list 36.0pt;">Python (especially within financial services)</li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;">TypeScript and React for front-end development</li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l7 level1 lfo5; tab-stops: list 36.0pt;">Swift and Kotlin for native mobile development</li>
</ul>
<p class="MsoNormal">Cloud expertise is another must-have for software developers. Today, most businesses expect candidates to have hands-on experience with Azure, with AWS also in demand depending on the environment.</p>
<p class="MsoNormal">Hiring a software professional who already knows the ins and outs of cloud platforms means teams don&rsquo;t have to spend time or resources on training, allowing new hires to contribute from day one, a crucial advantage in a market where budgets are tight, and every developer needs to hit the ground running</p>
<h1 class="MsoNormal">Salary ranges and seniority</h1>
<p class="MsoNormal">The biggest concentration of demand is at the senior level. While job titles vary, sometimes wildly, the hierarchy of junior, mid-level, and senior remains consistent across the industry.</p>
<p class="MsoNormal">Typical UK salary ranges are:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo6; tab-stops: list 36.0pt;">Junior: &pound;35,000&ndash;&pound;40,000</li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l3 level1 lfo7; tab-stops: list 36.0pt;">Mid-level: &pound;40,000&ndash;&pound;60,000</li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l6 level1 lfo8; tab-stops: list 36.0pt;">Senior: &pound;60,000&ndash;&pound;80,000+</li>
</ul>
<p class="MsoNormal">Salaries in London tend to be around 20% higher for software developers, and roles in industries such as gambling, gaming, and finance typically pay more than average.</p>
<h1 class="MsoNormal">Setting up for success</h1>
<p class="MsoNormal">For employers looking to scale their software teams in the year ahead, preparation makes all the difference. Make sure your current team is settled, and your hiring process is clear before going to market. Long or unclear interview stages can put off top candidates who will likely be in demand elsewhere.</p>
<p class="MsoNormal">It&rsquo;s also worth speaking to a specialist recruiter who understands the market and can help shape a hiring process and advise on current talent pool availability and candidate expectations. Taking time to get that right upfront saves a lot of time and helps deliver the right talent quickly.</p>
<h1 class="MsoNormal">How can Harvey Nash support?</h1>
<p class="MsoNormal">At Harvey Nash, we focus on delivering quality over quantity. Each of our clients works with a specialist who knows their market inside out, ensuring every shortlisted candidate has been properly vetted and matched. We use advanced tools and shared national networks to connect clients with the best software and engineering talent across the UK.</p>
<p class="MsoNormal">We&rsquo;re also transparent in how we work, both with candidates and clients, helping build lasting trust and long-term partnerships.</p>
<p class="MsoNormal">If you&rsquo;re looking to scale your software engineering or development team in 2026, our specialist consultants can help you shape an effective hiring strategy, attract the right candidates, and build a team that lasts.</p>
<p class="MsoNormal">And if you&rsquo;re a software engineer or developer exploring your next move, we partner with some of the UK&rsquo;s most innovative organisations across multiple industries.</p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/jobs/#/software-engineering" target="_blank" rel="noopener">Browse our latest software engineering and development roles.</a>&nbsp;</p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/team/morgan-fox" target="_blank" rel="noopener"><strong>Morgan Fox - Software Engineering &amp; Development Specialist</strong></a></p>
<p class="MsoNormal">&nbsp;</p>

Software trends in the year ahead: A UK hiring outlook 

<p data-start="235" data-end="531"><strong data-start="235" data-end="264">November 19, 2025</strong>&nbsp;- Harvey Nash is delighted to announce that we have been awarded the <a href="https://www.allegisglobalsolutions.com/en-gb" target="_blank" rel="noopener">Allegis Global Solutions</a> <em>Rising Star Award</em> for the EMEA region, recognising our strong performance, positive trajectory, and growing impact as a strategic talent partner.</p>
<p data-start="533" data-end="843">This year, Harvey Nash was recognised for the strength of our delivery across Allegis programmes and the consistency of our partnership approach.</p>
<p data-start="845" data-end="1153">The achievement follows similar recognition for our US business earlier in the year, highlighting the global scale and alignment of our efforts across regions. Together, these milestones reflect the dedication of our teams, whose commitment to excellence continues to strengthen our partnership with Allegis.</p>
<p data-start="845" data-end="1153"><strong data-start="783" data-end="885"><a href="https://www.harveynash.co.uk/team/rhodri-hughes" target="_blank" rel="noopener">Rhodri Hughes, Director - Enterprise Clients, Workforce Solutions &amp; Financial Services</a>, commented:</strong><br data-start="885" data-end="888"><em data-start="888" data-end="1251">&ldquo;We are delighted to be recognised by Allegis Group with the Rising Star Award for 2025. This reflects the excellent delivery and partnership our teams have demonstrated across multiple enterprise clients over the past year. We&rsquo;re proud to be a strategic partner to Allegis and look forward to strengthening our collaboration even further as we move into 2026.&rdquo;</em></p>
<p data-start="1155" data-end="1423">We are honoured to receive this award and proud of our colleagues whose hard work made it possible. Harvey Nash looks forward to building on this success as we continue to deliver high-quality talent solutions and deepening collaboration with Allegis Global Solutions.</p>

Harvey Nash awarded Allegis Rising Star Award for the EMEA region

<p data-start="209" data-end="519">In a recent opinion piece for <a href="https://www.computerweekly.com/" target="_blank" rel="noopener">Computer Weekly</a>, <a href="https://www.harveynash.co.uk/team/jack-capel" target="_blank" rel="noopener">Jack Capel</a>, UK South Director, expresses that organisations must get their data foundation right before diving into AI.</p>
<p data-start="521" data-end="755">They emphasise that for AI to deliver reliable insights, data needs to be &ldquo;AI‑ready&rdquo;, properly tagged, governed, curated and managed. Without this, even the most advanced AI systems can struggle to interpret information accurately.</p>
<p data-start="757" data-end="1211">Capel explains that assembling the right team is just as critical as managing the data itself. A high-performing data team combines technical experts such as data engineers, architects, scientists and analysts with emerging roles like &ldquo;data translators&rdquo; who bridge the gap between business and technology. Success depends not only on skills but also on cultural fit, collaboration, and the ability to turn data into actionable business value.</p>
<p data-start="1213" data-end="1482">He also notes the importance of leadership and that a Head of Data or Chief Data Officer should have board-level visibility to ensure data strategy aligns with organisational priorities, and data literacy should extend across the company to unlock its full potential.</p>
<p data-start="1484" data-end="1657"><a href="https://www.computerweekly.com/opinion/How-to-build-a-data-dream-team" target="_blank" rel="noopener">Read the full piece on Computer Weekly.</a></p>

Building a data‑dream team

<p class="MsoNormal">On 19 November, our Scotland team, <a href="https://www.harveynash.co.uk/team/graeme-mcnaull" target="_blank" rel="noopener">Graeme McNaull</a>, <a href="https://www.harveynash.co.uk/team/craig-ross" target="_blank" rel="noopener">Craig Ross</a>, <a href="https://www.harveynash.co.uk/team/lewis-wright" target="_blank" rel="noopener">Lewis Wright</a>, <a href="https://www.harveynash.co.uk/team/alan-o-mahony" target="_blank" rel="noopener">Alan <span data-teams="true">O'Mahony</span></a> and <a href="https://www.harveynash.co.uk/team/fiona-macleod" target="_blank" rel="noopener">Fiona Macleod</a>, attended <a href="https://futurescot.com/futurescot-conferences/digitalscotland-2025/" target="_blank" rel="noopener">DigitalScotland 2025</a>, an event that marked a significant milestone for the country&rsquo;s digital future.</p>
<p class="MsoNormal">Held at the Edinburgh International Conference Centre, the conference coincided with the launch of Scotland&rsquo;s refreshed national digital strategy, setting the tone for a year focused on real delivery and meaningful progress.</p>
<p class="MsoNormal">From the opening discussions, it was clear the message across government and public-sector leadership was consistent that the foundations laid in 2021 are strong, now it&rsquo;s about execution, and doing it at pace.</p>
<h1 class="MsoNormal">Turning strategy into action</h1>
<p class="MsoNormal">Senior voices from across Scottish Government and Local Government took to the stage, including Minister Ivan McKee, Permanent Secretary Joe Griffin, Digital Director Geoff Huggins, and CDO for Local Government Martyn Wallace. Together, they set out what the next phase of Scotland&rsquo;s digital journey must look like.</p>
<p class="MsoNormal">Key themes throughout the day included:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Connected public services that are easier for the public to access and navigate</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Clear accountability across departments and delivery teams</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Strong data flows and the use of reusable digital components</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Modular, flexible procurement to accelerate innovation</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Shared talent pools and less internal competition</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Leadership mindset is the true differentiator</li>
</ul>
<p class="MsoNormal">Transparency, speed, and tangible delivery are what the public expects, and what Scotland now aims to deliver.</p>
<h1 class="MsoNormal">A strategy shaped by collaboration</h1>
<p class="MsoNormal">The event also highlighted Scotland&rsquo;s growing international influence in digital public services. Denmark&rsquo;s Ambassador to the UK, Kristina Miskowiak Beckvard, shared examples of ongoing collaboration and the strengthening digital partnership between the two countries.</p>
<p class="MsoNormal">We also heard from Theo Blackwell MBE, Chief Digital Officer for London&rsquo;s public services, who spoke about how Scotland&rsquo;s model, particularly the work led by Martyn Wallace and the Digital Office, has directly inspired approaches in London, Liverpool and even Tokyo.</p>
<p class="MsoNormal">It was a reminder that Scotland is no longer just following global best practice, it&rsquo;s helping to set it.</p>
<h1 class="MsoNormal">How we support Scotland&rsquo;s journey</h1>
<p class="MsoNormal">For our team at Harvey Nash, DigitalScotland 2025 was a powerful reminder of just how critical the right talent is to delivering on the country&rsquo;s refreshed digital strategy.</p>
<p class="MsoNormal">We work closely with public-sector organisations across Scotland to help them build the teams, skills and leadership needed to turn big ambitions into real outcomes.</p>
<p class="MsoNormal">From digital transformation to data modernisation, Scotland&rsquo;s next phase of delivery will depend on attracting, developing and retaining exceptional tech talent. That&rsquo;s where we come in by supporting organisations to scale effectively while helping candidates find meaningful, impactful roles within the sector.</p>
<p class="MsoNormal">If you're interested in shaping Scotland&rsquo;s digital future, <a href="https://www.harveynash.co.uk/jobs/#/scotland" target="_blank" rel="noopener">explore our latest opportunities in Scotland</a>.</p>

Reflections from DigitalScotland 2025

Computer Weekly/Harvey Nash Diversity in Tech Conference 2025: Highlights

<p data-start="109" data-end="1214">In a recent piece for <a href="https://www.computerweekly.com/" target="_blank" rel="noopener">Computer Weekly</a>, <a href="https://www.harveynash.co.uk/team/simon-crichton" target="_blank" rel="noopener">Simon Crichton</a>, Harvey Nash CEO, argues that the U.S. decision to hike visa fees for skilled workers may mark an inflection point in the global competition for AI talent.</p>
<p data-start="109" data-end="1214">He points out that while the U.S. has long drawn top data and AI professionals, this policy shift could create openings for other markets, including the UK and Europe, to strengthen their talent ecosystems. Crichton emphasises that attracting global talent is only one part of the answer; building domestic pipelines through up-skilling and reskilling is equally vital.</p>
<p data-start="109" data-end="1214">He suggests organisations should treat this moment as a wake-up call: if access to skilled professionals is going to separate winners and losers in the AI race, then the ability to source, develop and retain that talent becomes a strategic priority.</p>
<p data-start="109" data-end="1214">Finally, he urges business leaders and policymakers alike to act, not just to monitor talent flows, but to proactively shape them, so their organisations aren&rsquo;t left behind.</p>
<p data-start="109" data-end="1214">For the full insight from Simon Crichton, you can read the article on Computer Weekly <a href="https://www.computerweekly.com/opinion/US-tariff-on-skilled-workers-could-create-an-inflection-point-in-the-war-for-AI-talent" target="_blank" rel="noopener" data-start="1335" data-end="1468">here</a>.</p>

A turning point in the AI talent race

<p>Nash Squared, the global leader in technology and talent solutions, today announced the integration of the Spinks brand into Harvey Nash, its specialist technology recruitment firm. This strategic move is designed to simplify engagement and unlock even greater opportunities for clients and candidates across the UK and globally.</p>
<p>For over 30 years, Harvey Nash and Spinks have supported thousands of organisations and technology professionals, driving innovation and growth at every stage of the business lifecycle. As part of Nash Squared for more than a decade, the two teams have developed a close partnership rooted in shared values of innovation, service excellence, and long-term collaboration. This integration marks the next natural step in their journey together, enabling the combined business to deliver even greater value to clients and candidates.</p>
<p>By bringing together Spinks&rsquo; deep expertise and entrepreneurial spirit with the scale, resources, and legacy of Harvey Nash, the company is able to offer an even stronger proposition to the market. Clients will find it easier to engage and will benefit from access to a broader, more diverse pool of technology talent. Candidates will enjoy greater opportunities, leveraging Harvey Nash&rsquo;s market-leading position and global reach.</p>
<p>Harvey Nash has a strong legacy of supporting start-up and scale-up companies in the UK and internationally. By combining forces with Spinks, the business is strengthening its ability to deliver tailored solutions for organisations at every stage of their growth journey.</p>

Nash Squared Announces Integration of Spinks Brand into Harvey Nash

<p class="MsoNormal">Harvey Nash proudly represented the intersection of talent, technology, and sustainability at <a href="https://websummit.com/" target="_blank" rel="noopener">Web Summit Lisbon 2025</a>. Nash Squared&rsquo;s Group Technology Evangelist, <a href="https://www.harveynash.co.uk/team/david-savage" target="_blank" rel="noopener">David Savage</a>, hosted two pivotal sessions on 11<sup>th</sup> November, bringing critical discussions on the environmental footprint of AI and the essential perspectives of young innovators to the forefront.</p>
<p class="MsoNormal">David Savage, who is also a filmmaker, podcaster, and host of <a href="https://www.harveynash.co.uk/tech-talks" target="_blank" rel="noopener">Tech Talks</a>, delivered a keynote on the crisis of computational power and moderated a vital panel that explored how established organisations can better engage with and support the next generation of tech leaders.</p>
<h1 class="MsoNormal">Hidden data, visible cost</h1>
<p class="MsoNormal">David Savage&rsquo;s keynote, titled &ldquo;Hidden data, visible cost: The alternative approach to tackling technology&rsquo;s green blind spot&rdquo;, was held on Stage 7 as part of the New Energy Summit, where he showcased the latest <a href="https://www.harveynash.co.uk/tech-flix" target="_blank" rel="noopener">Tech Flix</a> film, <a href="https://www.harveynash.co.uk/videos/tech-flix-data-untold-story" target="_blank" rel="noopener">'Data's Untold Story'</a>.</p>
<h2 class="MsoNormal">The crisis of power and scalability</h2>
<p class="MsoNormal">The keynote focused on the urgent challenge that AI&rsquo;s accelerating opportunity is colliding head-on with a physical force: power. David emphasised that every prompt typed, every token generated, and every model trained consumes real, finite power. This is not merely a climate discussion but fundamentally a scalability issue. If the power problem remains unsolved, the significant opportunities AI presents across healthcare, education, and society will not be realised.</p>
<p class="MsoNormal">Key data points highlighted the severity of the infrastructure stress:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">The global data sphere is projected to hit 175 zettabytes by 2025.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">AI data centres demand vastly more power, requiring 150+ kilowatts per rack, compared with traditional cloud data centres, which typically need only 10&ndash;20 kW per rack.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">To meet the peak load of just 90 new AI data centres being built in Ohio, the estimated power requirements equate to that of 21 million households.</li>
</ul>
<h2 class="MsoNormal">The digital landfill and unseen emissions</h2>
<p class="MsoNormal">David argued that the problem is invisible, making it difficult for people to grasp the full scale of the impact. A central focus was the &ldquo;digital landfill&rdquo;: a staggering 68% of the data currently stored is single-use, never utilised again.</p>
<p class="MsoNormal">This unused data poses a major environmental risk, with the emissions it creates typically exceeding those produced by the entire airline industry combined. Despite this reality, research suggests an abdication of responsibility across the industry. Our <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">Nash Squared/Harvey Nash Digital Leadership Report</a> found that only 44% of boards support net zero targets to a great or extreme extent, leaving half of leadership still disengaged. David noted that this overwhelming challenge persists because, unlike a smoking car or plane, the data is invisible, and we &ldquo;forget that it burns&rdquo;.</p>
<h2 class="MsoNormal">The call for engineering and accountability</h2>
<p class="MsoNormal">To move forward sustainably, David urged the audience to pivot the discussion away from just ethics and ideology, stressing the need to focus on engineering and business goals. The industry must shift its focus from maximising performance to prioritising the minimisation of resource consumption through innovation.</p>
<p class="MsoNormal">Examples of meaningful action were presented, such as a project that detected and deleted 600 billion commercial and promotional emails in a year, which in turn reduced carbon emissions by 6,500 tonnes of CO₂. The concluding message stressed that the industry must implement energy efficiency in designs, demand accountability across policies, and embrace collaborative solutions. Only through these actions can the progress of AI be ensured as sustainable, inclusive, and scalable for everyone.</p>
<h1 class="MsoNormal">Young minds, big impact</h1>
<p class="MsoNormal">Later that afternoon, David Savage moderated the &ldquo;Young minds, big impact&rdquo; panel on Stage 8 as part of the People Summit.</p>
<p class="MsoNormal"><strong>Introducing the next generation of innovators</strong></p>
<p class="MsoNormal">The session offered deep insights into how young people are approaching major global problems through technology, featuring three exceptional innovators:</p>
<ul>
<li><a href="https://www.linkedin.com/in/hemanbekele/" target="_blank" rel="noopener">Heman Bekele</a>, Founder &amp; Researcher, Skin Cancer Treating Soap: Developed an affordable bar of soap intended to treat the early stages of skin cancer. He also founded Care for All, a non-profit focused on providing platforms for young people to make an impact.</li>
<li><a href="https://www.linkedin.com/in/raya-mardani-3b988b307/" target="_blank" rel="noopener">Raya Mardani</a>, Founder, Lunniva: Creating a period pain belt using Brain&ndash;Computer Interface (BCI) technologies to send electrical signals to the brain to release endorphins, aiming to alleviate pain.</li>
<li><a href="https://www.linkedin.com/in/aarav-sharma-/" target="_blank" rel="noopener">Aarav Sharma</a>, Founder &amp; Researcher, Smart Bin AI &amp; Brain&ndash;Computer Interfaces: Focused on restoring independence for paralysed individuals by using BCI to control an exoskeleton arm through thought.</li>
</ul>
<h2 class="MsoNormal">Redefining youth engagement and education</h2>
<p class="MsoNormal">A major theme discussed was how established corporations engage with the next generation. The panellists felt that many companies often focus on &ldquo;selling to&rdquo; young people rather than treating them as active participants. Instead, companies should aim to integrate youth, providing them with a seat at the table and enabling the actual implementation of their ideas.</p>
<p class="MsoNormal">Regarding education, Raya highlighted that programmes like TKS (<a href="https://www.tks.world/" target="_blank" rel="noopener">The Knowledge Society</a>) are vital because they offer long-term, committed project work, which is often missing from traditional education. Aarav proposed decreasing traditional school hours and allocating that time for students to build projects and explore their passions, arguing that the future of work requires complex, applied skills that AI cannot yet master.</p>
<h2 class="MsoNormal">Mentorship and the power of indifference</h2>
<p class="MsoNormal">The panel addressed the frustration that arises when their ambitious projects are dismissed as mere &ldquo;school projects&rdquo; by older professionals. The consensus was that maturity is far more dependent on the individual than their age.</p>
<p class="MsoNormal">The panellists stressed that successful engagement requires mentorship. They also emphasised that for allies to be effective, they must be indifferent to age.</p>
<p class="MsoNormal">David noted that this generation should be treated like any other professional pitching an idea, with critical feedback and advice, but without letting age shield the interaction. The message was clear that young people are the future, and investing in them is paramount for any company looking to be innovative and competitive.</p>
<h1 class="MsoNormal">About David Savage, Group Technology Evangelist</h1>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/team/david-savage" target="_blank" rel="noopener">David Savage</a> is <a href="https://www.careers.nashsquared.com/" target="_blank" rel="noopener">Nash Squared</a>&rsquo;s Group Technology Evangelist. He creates podcasts, hosts video debates, and regularly chairs keynote stages at major events. A passionate advocate for technology, he explores both its challenges and opportunities.</p>
<p class="MsoNormal">Since 2015, David has been the editor and host of <a href="https://www.harveynash.co.uk/tech-talks" target="_blank" rel="noopener">Tech Talks</a>, a leading global podcast on technology and leadership.</p>
<p class="MsoNormal">He has spoken at top international events, including Web Summit, Collision, IFA Berlin, Web Summit Rio, Unleash World, Unleash Paris, Unbound, Big Data World, and VivaTech.</p>
<p class="MsoNormal"><strong><em>Watch both sessions below to explore these discussions in full. From tackling AI&rsquo;s hidden environmental cost to empowering the next generation of innovators.</em></strong></p>
<p class="MsoNormal"><iframe src="https://www.youtube.com/embed/i7yBHe9YUuQ?si=cPiH8nwzm81VgcrI" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></p>
<p class="MsoNormal"><strong><iframe src="https://www.youtube.com/embed/-R3zKNQOGUs?si=9ESg2_8IeMHKz7j6" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></strong></p>

Web Summit Lisbon 2025 Recap

<p data-start="59" data-end="451"><a href="https://www.harveynash.co.uk/team/andy-heyes" target="_blank" rel="noopener">Andy Heyes</a>, Managing Director UK&amp;I &amp; Central Europe, was recently featured in the&nbsp;<a href="https://www.silicon.co.uk/amp/" target="_blank" rel="noopener">Silicon</a> article <a href="https://www.silicon.co.uk/e-management/jobs/from-gap-to-growth-how-enterprises-are-rethinking-talent-in-the-age-of-ai-627338/amp" target="_blank" rel="noopener" data-start="121" data-end="325"><em data-start="122" data-end="198">From Gap to Growth: How Enterprises Are Rethinking Talent in the Age of AI</em></a>, where he discussed how organisations can better engage global and virtual teams in today&rsquo;s rapidly changing world of work.</p>
<p data-start="453" data-end="838">In the piece, Andy highlights that while global sourcing helps businesses quickly address skills shortages, true success depends on how leaders engage and motivate their distributed teams. He notes that clear objectives, consistent communication and building trust are vital to fostering inclusion and ensuring that everyone feels part of the mission, no matter where they are based.</p>
<p data-start="840" data-end="1269">The wider article explores how enterprises are rethinking their approach to talent in the age of AI, shifting from traditional, qualification-based recruitment to skills-based hiring. It examines how AI is transforming how companies identify and develop talent, both externally and within their existing workforce, while emphasising the ongoing importance of human leadership, culture and inclusion in driving lasting success.</p>
<p data-start="1271" data-end="1448" data-is-last-node="" data-is-only-node="">Read the full article on <a href="https://www.silicon.co.uk/e-management/jobs/from-gap-to-growth-how-enterprises-are-rethinking-talent-in-the-age-of-ai-627338/amp" target="_blank" rel="noopener">Silicon</a>.</p>

Leading global teams in the age of AI

<p data-start="191" data-end="733"><a href="https://futurescot.com/" target="_blank" rel="noopener">FutureScot&rsquo;s</a> recent article, <em data-start="220" data-end="381"><a href="https://futurescot.com/ai-efficiency-and-the-next-wave-of-digital-leadership-in-scotland/?utm_source=chatgpt.com" target="_blank" rel="noopener" data-start="221" data-end="380">AI, efficiency and the next wave of digital leadership in Scotland</a></em>, explores how Scotland&rsquo;s public sector is responding to the growing opportunities and challenges of digital transformation. Drawing on findings from the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">2025 Nash Squared / Harvey Nash Digital Leadership Report</a>, it highlights how technology leaders across Scotland are shifting their focus towards efficiency, resilience and measurable outcomes.</p>
<p data-start="735" data-end="1269">The piece notes that operational efficiency has become a key boardroom priority, with organisations looking to deliver more impactful, outcome-driven technology investments. However, many leaders continue to face obstacles in the form of persistent skills shortages, particularly across areas such as AI, data, cybersecurity and DevOps. Cyber resilience remains another critical theme, as a significant number of organisations have experienced cyberattacks in the past year, underscoring the urgency of stronger security strategies.</p>
<p data-start="1271" data-end="1659">At the same time, the article points to the growing importance of collaboration and partnerships, with many Scottish digital leaders planning to increase their use of specialist partners and external expertise to scale transformation. Together, these developments suggest a more mature phase of digital leadership in Scotland, one focused on execution, capability and long-term impact.</p>
<p data-start="1661" data-end="1927">As proud sponsors of <a href="https://futurescot.com/futurescot-conferences/digitalscotland-2025/" target="_blank" rel="noopener">Digital Scotland 2025</a>, Harvey Nash will be joining Scotland&rsquo;s digital community to discuss exactly these themes, exploring how technology, talent and leadership can work together to deliver meaningful change across the public sector.</p>
<p data-start="1929" data-end="2130">Read the full article on FutureScot:&nbsp;<a class="decorated-link" href="https://futurescot.com/ai-efficiency-and-the-next-wave-of-digital-leadership-in-scotland/?utm_source=chatgpt.com" target="_new" rel="noopener" data-start="1969" data-end="2128">AI, efficiency and the next wave of digital leadership in Scotland</a></p>

Digital leadership in Scotland

<p data-start="54" data-end="303">Data roles are becoming increasingly critical as organisations look to harness AI effectively. The demand for professionals skilled in managing, structuring and interpreting data is rising, with experience in AI-specific roles particularly valued.</p>
<p data-start="305" data-end="829">In an article for<a href="https://www.computing.co.uk/" target="_blank" rel="noopener"> Computing.com,</a> Senior Recruitment Consultant at Harvey Nash, <a href="https://www.harveynash.co.uk/team/daniel-neaves" target="_blank" rel="noopener"><strong data-start="388" data-end="405">Daniel Neaves</strong></a>, explores how data-focused roles underpin the development and deployment of AI. He highlights the importance of building a career that demonstrates both technical expertise and practical experience, specialising in areas where AI and data intersect. Daniel also stresses the value of maintaining up-to-date profiles, targeting applications thoughtfully, and building strong relationships with recruiters and hiring teams.</p>
<p data-start="831" data-end="998">He underlines that while AI can support recruitment processes, personal effort, preparation, and persistence remain key to career success in this competitive market.</p>
<p data-start="1000" data-end="1111">Read the full article on <a href="https://www.computing.co.uk/opinion/2025/data-roles-underpinning-ai" target="_blank" rel="noopener" data-start="1025" data-end="1109">Computing.com</a></p>

Why data roles are at the heart of the AI boom

<p class="MsoNormal">Artificial Intelligence (AI) and machine learning (ML) have moved rapidly from experimental projects to mainstream business priorities in the UK. Organisations across every sector are exploring how automation, predictive models and generative AI can unlock efficiency, innovation and competitive edge.</p>
<p class="MsoNormal">As adoption accelerates, demand for AI and ML professionals has risen sharply. What was once the domain of research labs and niche tech firms is now a boardroom conversation. Employers aren&rsquo;t just looking for technical experts; they need individuals who can help shape strategy, manage risks, and embed AI capabilities responsibly across the organisation.</p>
<p class="MsoNormal">2025 feels like a pivotal year. The opportunities are vast, but the competition for talent is intensifying. The challenge for businesses is to secure the right people, with the right skills, to deliver on their AI ambitions.</p>
<h1 class="MsoNormal">Why AI and Machine Learning talent are in high demand</h1>
<p class="MsoNormal">Across the UK, companies are seeking to integrate AI into their operations, often starting with chatbots, automation, or customer-facing applications, but increasingly moving towards deeper transformation projects.</p>
<p class="MsoNormal">Three main drivers are shaping demand:</p>
<ul>
<li><strong>Business adoption at scale</strong> &ndash; AI is no longer confined to pilot projects. Retailers are using it for customer personalisation, banks for fraud detection, and healthcare providers for diagnostics.</li>
<li><strong>Generative AI hype and reality</strong> &ndash; the explosion of generative AI tools has prompted many organisations to invest in in-house capability, either to build proprietary models or to adapt existing ones.</li>
<li><strong>Competition and retention</strong> &ndash; talent is scarce and mobile. Many employers are hiring defensively, seeking to retain people before competitors can lure them away.</li>
</ul>
<p class="MsoNormal">This combination is fuelling one of the most competitive hiring markets we&rsquo;ve seen in years.</p>
<h1 class="MsoNormal">Key AI and ML trends shaping the UK in 2025</h1>
<p class="MsoNormal">To understand the AI and ML hiring landscape, it&rsquo;s important to look at what&rsquo;s driving the conversation today:</p>
<ul>
<li class="MsoNormal"><strong>Generative AI takes centre stage<br></strong>The surge in generative AI adoption has created an increased demand for ML engineers, prompt engineers, and AI product specialists who can operationalise these technologies.</li>
<li class="MsoNormal"><strong>Ethics and governance</strong><br>As AI is embedded in business processes, risks around bias, transparency and regulation are rising. Employers are beginning to seek specialists in AI governance and compliance to develop ethical frameworks, ensure accountability in AI decision-making, and align their AI strategies with evolving legal standards.</li>
<li class="MsoNormal"><strong>Data foundations are critical</strong><br>Without high-quality, well-structured data, AI projects fail. Companies are therefore investing heavily in data engineering and analytics talent alongside AI hires.</li>
<li class="MsoNormal"><strong>Integration into digital transformation</strong><br>AI is no longer a separate initiative; it&rsquo;s becoming part of broader transformation strategies, impacting IT, operations, HR and customer experience.</li>
<li class="MsoNormal"><strong>Professional development and<span style="mso-spacerun: yes;">&nbsp;</span>evolving skills</strong><br><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">Continuous learning and upskilling is essential for all employees, especially technologists and AI or machine learning experts who must evolve as fast as the technology does.<span style="mso-spacerun: yes;">&nbsp;</span></span></li>
</ul>
<h1 class="MsoNormal">The most in-demand AI and ML roles for 2025</h1>
<p class="MsoNormal">The hiring market is being shaped by organisations seeking resilience, innovation and agility. Some of the most in-demand roles include:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>Machine Learning Engineer</strong> &ndash; building, training and deploying ML models.<br><em>Typical salary: &pound;70,000 &ndash; &pound;110,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>Data Scientist</strong> &ndash; analysing complex data sets to provide actionable insights.<br><em>Typical salary: &pound;60,000 &ndash; &pound;100,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>MLOps Engineer</strong> &ndash; managing the deployment and lifecycle of AI models in production.<br><em>Typical salary: &pound;75,000 &ndash; &pound;115,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>AI Product Manager</strong> &ndash; bridging the gap between business strategy and AI delivery.<br><em>Typical salary: &pound;65,000 &ndash; &pound;105,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>Prompt Engineer / Generative AI Specialist</strong> &ndash; optimising large language models for business use cases.<br><em>Typical salary: &pound;55,000 &ndash; &pound;90,000*</em></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo3; tab-stops: list 36.0pt;"><strong>AI Governance Specialist</strong> &ndash; ensuring ethical, transparent and compliant use of AI.<br><em>Typical salary: &pound;70,000 &ndash; &pound;95,000*</em></li>
</ul>
<p class="MsoNormal"><em>* Salary ranges are based on London market rates.</em></p>
<p class="MsoNormal">We are also seeing hybrid roles emerge, for example, &ldquo;AI Risk Manager&rdquo; or &ldquo;Applied AI Strategist&rdquo;, reflecting the fact that AI is no longer just a technical discipline, but a strategic business capability.</p>
<h1 class="MsoNormal">The skills employers are prioritising</h1>
<p class="MsoNormal">Employers are searching for candidates who bring both technical depth and the ability to shape strategy.</p>
<p class="MsoNormal"><strong>Core technical skills include:</strong></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Python, TensorFlow, PyTorch</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Natural Language Processing (NLP)</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Generative AI and LLM fine-tuning</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">MLOps and cloud AI platforms (AWS, Azure, GCP)</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo4; tab-stops: list 36.0pt;">Data engineering and governance</li>
</ul>
<p class="MsoNormal"><strong>Certifications occasionally requested:</strong></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l6 level1 lfo5; tab-stops: list 36.0pt;">Cloud AI certifications (AWS, Azure, GCP)</li>
<li class="MsoNormal" style="mso-list: l6 level1 lfo5; tab-stops: list 36.0pt;">AI/ML specialisations from leading universities</li>
<li class="MsoNormal" style="mso-list: l6 level1 lfo5; tab-stops: list 36.0pt;">Data science and advanced analytics credentials</li>
</ul>
<p class="MsoNormal"><strong>Soft skills are equally vital:</strong></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Strategic thinking and business alignment</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Communication with non-technical stakeholders</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Problem-solving in fast-moving environments</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo6; tab-stops: list 36.0pt;">Collaboration across functions</li>
</ul>
<h1 class="MsoNormal">Challenges in hiring AI and ML talent</h1>
<p class="MsoNormal">As demand for AI and ML talent grows, organisations face several key challenges:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Talent shortages &ndash; </strong>Our 2025 Nash Squared / Harvey Nash Digital Leadership Report found that AI has surged to become the most scarce technology skill in the UK.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Competition</strong> &ndash; top candidates often receive multiple offers, driving up salaries and expectations.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Slow processes</strong> &ndash; delays in the hiring process can mean losing talent to faster-moving competitors.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo7; tab-stops: list 36.0pt;"><strong>Capability assessment</strong> &ndash; employers often struggle to test technical and applied skills effectively.</li>
</ul>
<h1 class="MsoNormal">Building the future with AI and ML talent</h1>
<p class="MsoNormal">AI and machine learning are no longer niche specialisms but central to business growth, innovation and competitiveness. For UK organisations, 2025 represents a critical moment to secure the talent that will define their future.</p>
<p class="MsoNormal">The organisations that succeed will be those that:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo8; tab-stops: list 36.0pt;">Invest early in the right people.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo8; tab-stops: list 36.0pt;">Provide clear strategic direction.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo8; tab-stops: list 36.0pt;">Offer development and retention opportunities.</li>
</ul>
<p class="MsoNormal">As <a href="https://www.harveynash.co.uk/team/daniel-neaves" target="_blank" rel="noopener">Dan Neaves</a> highlights, success in AI hiring starts with the right foundations:</p>
<p class="MsoNormal"><em>&ldquo;Businesses need quality data, a clear AI strategy, and a future plan of what the capability looks like now, in three years, and in five years. Combined with a slick hiring process and professional development opportunities, that&rsquo;s how you attract the best talent in AI.&rdquo;</em><strong> </strong></p>
<h1 class="MsoNormal">How Harvey Nash supports AI and ML recruitment</h1>
<p class="MsoNormal">At Harvey Nash, we&rsquo;ve spent more than three decades helping businesses navigate technology change. As AI and ML continue to evolve, we&rsquo;re applying that experience to help organisations build the right teams for the future.</p>
<p class="MsoNormal">This is a dynamic and fast-moving area of recruitment. Roles are constantly changing as new tools, frameworks and use cases emerge. That&rsquo;s why we take a consultative approach, understanding each organisation&rsquo;s goals, maturity and culture before connecting them with exceptional talent.</p>
<p class="MsoNormal">Our consultants are deeply embedded in the UK technology community and speak to AI and ML professionals every day. We provide insight on salary benchmarks, in-demand skills and how to position roles to attract and retain the best people.</p>
<p class="MsoNormal">If your organisation is expanding its AI capability in 2025, Harvey Nash can help you navigate the evolving market, connect with exceptional professionals, and build a team fit for the future.</p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/contact-us">Get in touch with our team to start the conversation.</a></p>
<p class="MsoNormal"><a href="https://www.harveynash.co.uk/team/daniel-neaves" target="_blank" rel="noopener"><strong>Daniel Neaves &ndash; AI &amp; Machine Learning Specialist</strong></a></p>

AI and Machine Learning Trends 2025: A UK Hiring Outlook

<p data-start="101" data-end="331"><a href="https://www.harveynash.co.uk/team/mo-gaibee" target="_blank" rel="noopener">Mo Gaibee, Associate Consultant</a> at Harvey Nash, was recently featured in a <a href="https://www.csoonline.com/uk/" target="_blank" rel="noopener">CSO Online</a>&nbsp;article exploring how AI is reshaping entry-level cyber hiring and shifting the nature of the cybersecurity skills gap.</p>
<p data-start="333" data-end="666">In the piece, Mo highlights how hiring criteria are evolving; it&rsquo;s no longer just about technical certifications. Organisations are increasingly valuing soft skills such as communication, collaboration, adaptability, and strategic thinking, as cybersecurity now touches many areas of a business, including legal, HR, and marketing.</p>
<p data-start="668" data-end="872">He also notes that while AI is automating more of the repetitive monitoring tasks, it hasn&rsquo;t reduced the need for human talent, instead, it&rsquo;s changing the profile of the skills that are most in demand.</p>
<p data-start="874" data-end="1111" data-is-last-node="" data-is-only-node=""><a href="https://www.csoonline.com/article/4058190/ai-is-altering-entry-level-cyber-hiring-and-the-nature-of-the-skills-gap.html?utm=hybrid_search" target="_blank" rel="noopener">Read the full article on CSO Online.</a></p>

How is AI reshaping entry-level cybersecurity hiring?

<p class="MsoNormal">This year marked a special milestone for <a href="https://leedsdigitalfestival.org/" target="_blank" rel="noopener">Leeds Digital Festival</a>, its 10th anniversary. Over two weeks, the city came alive with events celebrating innovation, collaboration, and creativity across the region&rsquo;s thriving digital community.</p>
<p class="MsoNormal">As part of the celebrations, the Harvey Nash Leeds team was proud to host a screening of our latest Tech Flix film, <a href="https://www.harveynash.co.uk/videos/tech-flix-data-untold-story" target="_blank" rel="noopener"><em>Data&rsquo;s Untold Story: The AI Energy Crisis</em></a>. The film explores the growing energy demands of AI and data, and the urgent balance between innovation and sustainability.</p>
<p class="MsoNormal">It set the tone for a festival full of big ideas, important questions, and inspiring conversations about where technology is heading next.</p>
<h1 class="MsoNormal">The human element in an AI-driven world</h1>
<p class="MsoNormal">A recurring theme throughout the festival was clear: while AI is rapidly transforming industries, people remain at the centre of progress.</p>
<p class="MsoNormal">From cybersecurity discussions highlighting how &ldquo;when AI strikes, humans defend,&rdquo; to debates on where humans belong in an AI-driven future, the message was consistent that although technology may redefine roles, it can&rsquo;t replace the creativity, critical thinking, and ethical judgment that humans bring.</p>
<p class="MsoNormal">Many sessions explored how businesses can harness AI to augment human ability rather than replace it. The conversations touched on responsible innovation, the importance of embedding ethics and sustainability from the outset, and the growing need for frameworks to guide AI&rsquo;s impact across sectors.</p>
<h1 class="MsoNormal">Building, innovating, and transforming at speed</h1>
<p class="MsoNormal">Leeds Digital Festival also showcased just how quickly ideas can move from concept to creation. Live demonstrations, including building a functional app in under 90 minutes, captured the energy and collaboration driving the city&rsquo;s tech scene.</p>
<p class="MsoNormal">For our team, it was a reminder that in fast-moving environments, having access to people with the right mix of skills and adaptability is just as critical as the tools they use. This reinforces the importance of understanding emerging roles, new skill sets, and the ways organisations are leveraging talent to bring ideas to life quickly.</p>
<h1 class="MsoNormal">Laying the foundations for responsible AI</h1>
<p class="MsoNormal">Another standout theme was the strategic role of AI across industries, including the public sector. Sessions highlighted the need for ethics, governance, and trust, as well as the infrastructure, skills, and institutions required to scale AI responsibly.</p>
<p class="MsoNormal">Discussions explored how governments, public bodies, and major tech players can work together to ensure AI benefits everyone, from fostering innovation and investment to embedding transparency and accountability in deployment.</p>
<p class="MsoNormal">These insights drove a key message that responsible AI isn&rsquo;t just a technical challenge; it&rsquo;s a collaborative, strategic one.</p>
<h1 class="MsoNormal">Data as a force for change</h1>
<p class="MsoNormal">The festival also showcased the power of data to drive smarter, more human-centred decision-making. From retail to logistics, data leaders shared how they&rsquo;re turning insights into tangible outcomes, improving customer experiences, streamlining operations, and driving value across organisations.</p>
<p class="MsoNormal">Hearing from ASDA&rsquo;s Data Science team offered a glimpse into how large-scale analytics can be both technical and practical, balancing innovation with real-world business impact.</p>
<h1 class="MsoNormal">The evolving landscape of digital innovation in Leeds</h1>
<p class="MsoNormal">Across every discussion, Leeds&rsquo; digital community demonstrated why the city continues to lead in tech. From AI ethics and cybersecurity to logistics automation and app innovation, the festival spotlighted a region that&rsquo;s pushing boundaries while staying grounded in purpose.</p>
<p class="MsoNormal">For the Harvey Nash Leeds team, it was a chance to connect, learn, and reflect on the role people, partnerships, and responsible innovation play in shaping the future.</p>
<h1 class="MsoNormal">Looking ahead</h1>
<p class="MsoNormal">As we wrap up this year&rsquo;s festival, one thing stands out: technology will continue to evolve at pace, but it&rsquo;s collaboration, creativity, and conscience that will define its true impact.</p>
<p class="MsoNormal">A huge thank you to Leeds Digital Festival for an incredible 10th anniversary celebration, and to everyone who made it such an inspiring two weeks for the city&rsquo;s digital community.</p>

Leeds Digital Festival 2025: Round Up

<p data-start="234" data-end="480">On 25th September, we were delighted to host an event as part of <a href="https://leedsdigitalfestival.org/" target="_blank" rel="noopener">Leeds Digital Festival</a>&rsquo;s 10th anniversary celebrations,&nbsp;a two-week programme showcasing innovation, collaboration and creativity across the city&rsquo;s thriving digital community.</p>
<p data-start="482" data-end="624">As part of the festival, we screened the latest instalment in our Tech Flix documentary series: <a href="https://www.harveynash.co.uk/videos/tech-flix-data-untold-story" target="_blank" rel="noopener"><em data-start="578" data-end="621">Data&rsquo;s Untold Story: The AI Energy Crisis</em></a>.</p>
<p data-start="626" data-end="968">The film takes a closer look at one of technology&rsquo;s most urgent challenges, the growing energy demands of artificial intelligence and data. Both inspiring and sobering, it highlights the duality of AI: its enormous potential to transform the way we live and work, and the equally significant risks it poses to our planet if left unchecked.</p>
<h1 data-start="970" data-end="1009">A panel with diverse perspectives</h1>
<p data-start="1011" data-end="1111">Following the screening, we welcomed an expert panel to reflect on the film and debate its themes:</p>
<ul>
<li data-start="1115" data-end="1171">Vinny Leach, Portfolio Delivery Manager at Avanade</li>
<li data-start="1174" data-end="1252">Heather Dawe, Chief Data Scientist, UK and Head of Responsible AI at UST</li>
<li data-start="1255" data-end="1315">Arash Rabbani, Assistant Professor in Computer Science at the University of Leeds</li>
</ul>
<p data-start="1317" data-end="1411">Together, they brought perspectives spanning industry, academia and responsible AI practice.</p>
<h1 data-start="1413" data-end="1447">Sustainability versus profit</h1>
<p data-start="1449" data-end="1513">One of the central questions raised during the discussion was:</p>
<p data-start="1515" data-end="1668"><em data-start="1515" data-end="1666">Are we, as individuals and organisations, truly prioritising the environmental impact of AI, or are we too focused on the profit margins it promises?</em></p>
<p data-start="1670" data-end="1990">This prompted a rich debate. Some argued that the drive for commercial gain too often overshadows the urgent need to address sustainability, while others highlighted the potential for businesses to align profit with positive impact, provided they embed sustainability into their innovation strategies from the outset.</p>
<h1 data-start="1992" data-end="2036">The call for regulation and frameworks</h1>
<p data-start="2038" data-end="2453">Another recurring theme was the pressing need for regulation. As AI adoption accelerates across industries, the panel stressed that without a robust framework to govern its development and deployment, the environmental and ethical risks will only deepen. True progress, they argued, requires collaboration between industry, academia and government to establish clear guardrails and hold organisations accountable.</p>
<h1 data-start="2455" data-end="2483">A moment of reflection</h1>
<p data-start="2485" data-end="2700">As the credits rolled and the conversation continued, it was clear that the event had done more than just spark dialogue &mdash; it had left attendees with important questions to carry back into their own organisations.</p>
<p data-start="2702" data-end="2882">For many of us, one question lingered above all: <em data-start="2751" data-end="2880">are we doing enough, quickly enough, to ensure that AI is not only innovative and profitable, but also ethical and sustainable?</em></p>
<h1 data-start="2884" data-end="2899">Thank you</h1>
<p data-start="2901" data-end="3199">A huge thank you to <a href="https://leedsdigitalfestival.org/" target="_blank" rel="noopener">Leeds Digital Festival</a> for welcoming us as part of their milestone 10th anniversary edition, and to everyone who joined us for the session. Most of all, we&rsquo;d like to thank our brilliant panellists for sharing their insight and sparking such a thought-provoking discussion.</p>
<p data-start="3201" data-end="3426">You can now watch <a href="As%20the%20Tech%20Flix%20series%20continues%20its%20tour%20across%20the%20UK,%20you%20can%20now%20watch%20Data&rsquo;s%20Untold%20Story:%20The%20AI%20Energy%20Crisis%20online%20here%20.%20We%20hope%20it%20sparks%20conversation,%20reflection,%20and%20action%20towards%20a%20more%20responsible%20and%20sustainable%20digital%20future." target="_blank" rel="noopener"><em data-start="163" data-end="206">Data&rsquo;s Untold Story: The AI Energy Crisis</em> online</a>. We hope it sparks conversation, reflection, and action towards a more responsible and sustainable digital future.</p>

Exploring the AI energy crisis: Leeds Digital Festival 2025

<p data-start="154" data-end="579">The tech recruitment market has grown more competitive in recent years, with economic uncertainty, rising costs and offshore hiring affecting opportunities. Many professionals are staying longer in their current roles, which means fewer openings and tougher competition. Yet demand remains strong in areas such as software development, big data, cyber security and, in particular, roles requiring proven experience with AI.</p>
<p data-start="581" data-end="1389">In an article for <a href="https://www.computerweekly.com/" target="_blank" rel="noopener">Computer Weekly</a>, Managing Consultant at Harvey Nash,&nbsp;<a href="https://www.harveynash.co.uk/team/alex-reeder" target="_blank" rel="noopener">Alex Reeder</a>, shares six key tips to help candidates succeed in this environment. He highlights the importance of specialising in both technologies and industry sectors, building a career history that demonstrates longevity, and keeping profiles up to date so employers and recruiters can easily identify relevant skills. He also warns against a scattergun approach to applications, underlining the value of targeting the right roles, and stresses that while AI can be a powerful support tool in the job search, it should never replace personal effort and authenticity. Finally, he emphasises that recruitment is still a people business and that building relationships with recruiters and hiring teams can make a real difference.</p>
<p data-start="1391" data-end="1595">Alex also points to the importance of preparation, realistic expectations and persistence, encouraging professionals to back themselves and approach their job search with confidence and commitment.</p>
<p data-start="1597" data-end="1650"><a href="https://www.computerweekly.com/opinion/How-to-land-your-next-tech-role-six-top-tips" target="_blank" rel="noopener" data-start="1600" data-end="1648">Read the full article on Computer Weekly</a></p>

6 top tips to land your next tech role

<h2 class="MsoNormal"><strong>Technology recruitment specialist strengthens leadership team with proven industry executive as company advances growth strategy</strong></h2>
<p class="MsoNormal">&nbsp;</p>
<p class="MsoNormal"><strong>LONDON, 30<sup>th</sup> September 2025 &ndash;</strong> Harvey Nash, a leading global specialist technology recruitment firm, today announced the appointment of <a href="https://www.harveynash.co.uk/team/simon-crichton">Simon Crichton</a> as Chief Executive Officer. The appointment supports Nash Squared&rsquo;s strategic evolution following the successful divestiture of its NashTech business and positions Harvey Nash for accelerated growth in the technology talent market.</p>
<p class="MsoNormal">Crichton brings extensive experience in the recruitment and technology services sector, most recently serving as Managing Director of Experis UK, the specialist technology recruitment division of Manpower. Prior to that, he led Akkodis UK as CEO, where he successfully managed the complex merger of the Akka and Modis brands on behalf of Adecco Group.</p>
<blockquote>
<p class="MsoNormal">"Simon's appointment represents a natural evolution in our leadership structure as we enter an exciting new phase of growth," said <a href="https://www.harveynash.co.uk/team/bev-white">Bev White</a> who will transition from CEO to Executive Chair of Nash Squared, overseeing both Harvey Nash and Crimson businesses. "His proven track record of driving operational excellence in our sector makes him the ideal leader to execute on our strategic growth ambitions."</p>
</blockquote>
<p class="MsoNormal">As CEO, Crichton will oversee day-to-day operations across Harvey Nash's global markets, leading the continued execution of the company's strategy, which emphasises specialisation, client growth, and operational excellence to address the critical technology talent needs of clients globally.</p>
<p class="MsoNormal">The leadership transition is supported by recent key appointments including Rudolph Botha as Chief Financial Officer and Jason Pyle as Chief Operating Officer.</p>
<blockquote>
<p class="MsoNormal">"I'm excited to join Harvey Nash at this pivotal moment in the company's development," said Crichton. "Our strategy provides a clear roadmap for building a more focused and future-ready organisation, and I look forward to working with the talented team to deliver exceptional value to our clients and create new opportunities for our people."</p>
</blockquote>
<p class="MsoNormal"><strong>About Harvey Nash</strong></p>
<p class="MsoNormal">Harvey Nash is a specialist global technology recruitment firm that connects the world's most innovative companies with the technology talent they need to succeed. Over the past 35 years, Harvey Nash has been a pioneer and leading voice in the global technology space, having long term strategic partnerships with blue chip customers. With offices across multiple continents, including North America, the UK and Germany, Harvey Nash specialises in contract recruitment for specialised technology talent requirements including Cyber, AI and Data.</p>
<p class="MsoNormal"><a href="https://www.harveynash.com/">www.harveynash.com</a></p>
<p class="MsoNormal"><strong>About Nash Squared</strong></p>
<p class="MsoNormal">Nash Squared is the holding company for the Harvey Nash and Crimson brands.</p>
<p class="MsoNormal"><strong>Media &amp; Investor Contact:</strong> Rachel Watts, Global Marketing Director, Email: <span style="mso-spacerun: yes;">&nbsp;</span><a href="mailto:rachel.watts@harveynash.com">rachel.watts@harveynash.com</a></p>

Harvey Nash Appoints Simon Crichton as CEO to Drive Next Phase of Growth

<p class="MsoNormal">In the fast-moving world of technology, experience used to be the gold standard. Job titles, years in post, and familiarity with established systems once served as reliable markers of a candidate&rsquo;s value. But in 2025, that&rsquo;s changing. The rise of artificial intelligence (particularly GenAI) is transforming the skills landscape so rapidly that many of the old hiring playbooks <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">are no longer fully fit for purpose.</span></span></p>
<p class="MsoNormal">New findings from the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">2025 Nash Squared/Harvey Nash Digital Leadership Report</a> highlight just how much <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">priorities are shifting.<span style="mso-spacerun: yes;"> </span>According to our research, 65% of digital leaders indicate they would now prioritise hiring a developer with strong GenAI skills and just three years of experience over someone with five years of experience but no AI fluency. While this doesn&rsquo;t capture the full complexity of hiring decisions, it signals that AI skills are becoming a defining factor in today&rsquo;s hiring decisions, particularly when it comes to technology recruitment. </span></span></p>
<h1 class="MsoNormal">AI skills are now business-critical&hellip;and scarce</h1>
<p class="MsoNormal">This shift isn&rsquo;t happening in a vacuum. AI has rapidly moved to the centre of how organisations operate, from code generation and data analysis to recruitment, customer service, and internal operations. The demand for <span style="background: aqua !msorm; mso-highlight: aqua !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">AI talent</span></span> has surged, with demand outstripping supply. <span style="mso-spacerun: yes;">&nbsp;</span>Our report shows that AI is now the number one skills shortage in tech. Demand for <span style="background: aqua !msorm; mso-highlight: aqua !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">AI talent</span></span> has jumped from 28% in 2023 to 51% in 2025, an 82% increase, the steepest rise recorded since we began tracking skills scarcity.</p>
<p class="MsoNormal">Yet despite this, over half of organisations are not currently upskilling their staff in AI. <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">The gap between AI&rsquo;s growing importance and the internal capability to support it is widening, and this has implications not only for hiring but also for retention, productivity, and long-term business performance. </span></span></p>
<h1 class="MsoNormal">How AI is changing hiring processes</h1>
<p class="MsoNormal" style="margin-bottom: 10.0pt; line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">The shift towards AI skills is not just about what&rsquo;s being hired for, but how organisations are hiring. We&rsquo;re seeing a fundamental rethink of recruitment processes:</span></p>
<ul>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Job descriptions: </strong>Companies are rewriting job specs to specify proficiency in AI tools and platforms - such as Python, TensorFlow, and GenAI frameworks, rather than relying on generic &ldquo;AI skills&rdquo; as a buzzword.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Assessment methods: </strong>There&rsquo;s a growing use of AI-driven assessments and real-world coding challenges to test candidates&rsquo; ability to apply AI in practical contexts</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Skills over tenure: </strong>Where once tenure and job titles carried the most weight, today&rsquo;s tech hiring is increasingly centred on proven skills, adaptability, and the ability to work alongside intelligent systems.</span></li>
</ul>
<p style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">However, many organisations are still catching up. Job specifications often reference &ldquo;AI skills&rdquo; without defining what this means in practice, and interviews may still lean too heavily on past roles or academic credentials. At the same time, candidates need to adjust, clearly showcasing where they&rsquo;ve applied AI tools in real contexts, whether that&rsquo;s automating analysis, streamlining development, or enhancing digital products.</span></p>
<h1 class="MsoNormal" style="margin-bottom: 10.0pt; line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">Practical steps for organisations</span></h1>
<p class="MsoNormal" style="margin-bottom: 10.0pt; line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;">To address the growing need for AI talent, organisations should:</span></p>
<ul>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Develop a clear AI strategy:</strong> Ensure a defined roadmap is in place, or being worked on, to demonstrate commitment to AI adoption. Top AI talent is attracted to organisations with a vision for growth, where they know their skills will contribute to a structured and evolving AI environment.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Define AI skills clearly:</strong> Avoid vague requirements. Specify the tools, platforms, and types of AI experience needed for each role. </span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Update assessment methods:</strong> Use practical tasks, case studies, and AI-driven assessments to evaluate candidates&rsquo; real-world AI capabilities.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Upskill internally:</strong> Invest in learning and development to build AI literacy across the workforce, not just in specialist roles.</span></li>
<li class="MsoNormal" style="line-height: 115%;"><span lang="EN-US" style="mso-fareast-font-family: Cambria; mso-bidi-font-family: Cambria; mso-ansi-language: EN-US;"><strong>Foster a culture of continuous learning:</strong> Encourage ongoing development and provide access to AI training resources for all employees.</span></li>
</ul>
<h1 class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;">Beyond recruitment: building a future-ready workforce</h1>
<p class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">Shifting hiring practices is only part of the answer. For AI adoption to deliver real value, businesses also need to think beyond recruitment and invest in developing the skills of their existing tech workforce. Yet with more than half of organisations not currently providing AI training, a significant opportunity to build capability internally is being missed.</span></p>
<p class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">Collaboration between HR, L&amp;D, and technology leaders is crucial. The organisations most likely to succeed will be those that not only rethink job specs and validate AI capability during hiring but also provide continuous learning opportunities to help their teams adapt. </span></p>
<p class="MsoNormal" style="margin: 12.0pt 0cm 12.0pt 0cm;"><span style="mso-ascii-font-family: Aptos; mso-fareast-font-family: Aptos; mso-hansi-font-family: Aptos; mso-bidi-font-family: Aptos;">A collaborative approach, where recruitment and development reinforce one another, will be key to building resilient, future-ready tech functions.</span></p>
<h1 class="MsoNormal">Shaping tomorrow&rsquo;s workforce today</h1>
<p class="MsoNormal">For organisations undergoing digital transformation, this is a moment to reset. The ability to identify and hire people with the right AI and data skills <span style="background: yellow !msorm; mso-highlight: yellow !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">could increasingly determine how quickly and effectively businesses adapt.</span></span></p>
<p class="MsoNormal">At Harvey Nash, we&rsquo;re helping our clients respond to this shift. As experts in tech and <span style="background: aqua !msorm; mso-highlight: aqua !msorm;"><span style="mso-prop-change: 'Alex White' 20250923T1045;">AI recruitment</span></span>, including AI and data roles, we work with forward-thinking businesses to reshape their hiring strategies, assess practical capability, and build teams ready for the future of work.</p>
<p class="MsoNormal">To explore more insights into how AI is shaping the tech workforce, <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">download the 2025 Nash Squared / Harvey Nash Digital Leadership Report</a>.</p>

How is AI reshaping hiring priorities in tech?

<p data-start="169" data-end="474">AI is transforming the workplace, but its impact on entry-level roles is more nuanced than often portrayed. In a recent article for&nbsp;<a href="https://www.computerweekly.com/feature/Will-AI-wipe-out-entry-level-jobs" target="_blank" rel="noopener">Computer Weekly</a>, <a href="https://www.harveynash.co.uk/team/andy-heyes" target="_blank" rel="noopener">Andy Heyes</a>, Managing Director UK&amp;I &amp; Central Europe at Harvey Nash, explores how AI is influencing hiring, tasks, and workforce structures, particularly for junior positions.</p>
<p data-start="476" data-end="819">Andy highlights that while some entry-level, customer-facing roles such as helpdesk and tech support are seeing reductions, there is little evidence that these roles are being entirely eliminated. Instead, AI is reshaping responsibilities, automating repetitive tasks, and changing expectations rather than replacing human workers wholesale.</p>
<p data-start="821" data-end="1175">He also notes that economic factors, including changes in government policy, have affected the overall jobs market, contributing to what some perceive as a decline in entry-level opportunities. Despite these pressures, Andy emphasises that demand for new talent remains, with organisations needing skilled graduates to adapt to evolving business needs.</p>
<p data-start="1177" data-end="1422">The article explores the broader implications for employers and graduates alike, suggesting that AI should be seen as a tool to enhance roles rather than a replacement, with human expertise continuing to be critical in business operations.</p>
<p data-start="1424" data-end="1580">Read the full article on <a href="https://www.computerweekly.com/feature/Will-AI-wipe-out-entry-level-jobs" target="_blank" rel="noopener">Computer Weekly</a>.</p>

Will AI wipe out entry-level jobs?

<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">On 11th September 2025, we welcomed digital and business leaders to the Dakota Hotel in Newcastle for our <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared / Harvey Nash Digital Leadership Report</a> launch event. The breakfast event brought together a vibrant group of peers to explore the latest findings from our <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">Nash Squared / Harvey Nash Digital Leadership Report</a>, in a session moderated by David Savage, Tech Evangelist at Nash Squared and featuring a fireside chat with John Whitlow, CIO at Nixon Hire.</span></p>
<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">The conversation was lively, candid, and deeply connected to the challenges shaping leadership today. Here are some of the key themes we explored together:</span></p>
<h2 class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">AI: Still in the foothills</span></h2>
<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">AI dominated discussion, with 82% of organisations now actively engaging with it. But while enthusiasm is high, many remain in the discovery stage, working to clarify use cases and overcome fragmented understanding across senior leadership. Unlike previous shifts such as SaaS and Cloud, AI is seen as a more profound, societal transformation that demands cohesion and vision.</span></p>
<h2 class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">The data imperative</span></h2>
<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">A recurring question was whether organisations have the right data foundations in place. Do they have a clear operating model? Are teams truly data literate? Is stewardship strong enough? Without this, AI risks becoming scattered experimentation rather than a strategic asset.</span></p>
<h2 class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">Innovation by stealth</span></h2>
<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">The rise of &ldquo;Shadow AI&rdquo; emerged as a fascinating theme. Across many businesses, individuals are experimenting with tools independently, creating grassroots momentum but also bypassing governance. While this shows appetite for innovation, it also highlights the need for structure to avoid fragmentation and missed opportunities.</span></p>
<h2 class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">Hybrid working: Still in flux</span></h2>
<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">Hybrid work continues to evolve, with no one-size-fits-all answer. The discussion highlighted the importance of workforce welfare and the need to balance flexibility with intentional design. For hybrid to truly succeed, empathy and adaptability remain essential.</span></p>
<h2 class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">The journey ahead</span></h2>
<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">The morning underscored the complexity of leading through this moment of change. At the intersection of AI, data, and workforce transformation, digital leaders are being challenged to act with clarity, cohesion, and care.</span></p>
<p class="MsoNormal"><span style="mso-bidi-font-family: 'Segoe UI Emoji';">A big thank you to all our guests for joining us and contributing to such a thoughtful and engaging morning.</span></p>

Newcastle Digital Leadership Report launch event highlights

<p class="MsoNormal">On Wednesday, 3rd September, Peter Kyle MP, the Technology Secretary, called on industry to match the UK Government&rsquo;s ambition on AI in a speech at Mansion House. His message was clear, Britain is open for investment, and he wants AI companies to call the UK home.</p>
<p class="MsoNormal">Before his speech, Peter Kyle sat down with Nash Squared&rsquo;s Technology Evangelist, <a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, for an interview now featured in our Tech Talks podcast. Their conversation focused on what AI investment really means and who stands to benefit.</p>
<h1 class="MsoNormal">Decentralised growth at the heart of AI investment</h1>
<p class="MsoNormal">Since Labour took office, the UK has attracted a record &pound;44 billion in AI and technology investment. A key focus of this strategy is ensuring growth reaches all parts of the country, not just London. Major projects include multi-billion-pound investments in data centres and national supercomputers in Edinburgh and Exeter, with a goal to increase sovereign compute capacity 20-fold by 2030.</p>
<p class="MsoNormal">However, our own <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">2025 Nash Squared/Harvey Nash Digital Leadership Report (DLR)</a> shows that while AI investment is accelerating, larger organisations are more likely to see returns due to their scale and resources. Peter Kyle&rsquo;s focus on decentralising investment and doubling AI companies outside of London is designed to change that, ensuring talent and opportunity are spread more evenly across the UK, reducing the need for people to leave their regions for London or Silicon Valley.</p>
<h1 class="MsoNormal">Democratising AI skills for a creative workforce</h1>
<p class="MsoNormal">Peter Kyle noted that the skills barrier to using AI is changing. The future isn&rsquo;t about coding expertise, but about creativity and effective prompting. The DLR supports this shift, with 65% of digital leaders saying they&rsquo;d now choose an AI-enabled developer with two years&rsquo; experience over a five-year veteran without AI skills, a huge change in hiring priorities.</p>
<p class="MsoNormal">While technology has often been criticised for deepening social and economic divides, Kyle stressed that proficiency in prompt usage can be gained in as little as 2.5 hours of training, making it accessible to people from all backgrounds, including areas of deprivation. And with the DLR highlighting a lack of action on AI upskilling in many organisations, this ambition is an encouraging sign.</p>
<h1 class="MsoNormal">A &ldquo;Goldilocks moment&rdquo; in AI governance and innovation</h1>
<p class="MsoNormal">The UK is pursuing what Kyle described as a &ldquo;light touch, but assertive&rdquo; approach to AI regulation, encouraging innovation while keeping people safe, without overly prescriptive laws that risk slowing progress. The AI Security Institute, working alongside Frontier Labs, monitors risks before deployment, while sector regulators assess AI&rsquo;s impact in their industries.</p>
<p class="MsoNormal">This balanced approach has even been described by Jensen Huang, Founder and CEO of NVIDIA, as a &ldquo;Goldilocks moment&rdquo; for Britain. The DLR adds context, with 40% of digital leaders worried about the misuse of Generative AI, such as staff transferring sensitive documents into chatbots or acting on biased data. Kyle&rsquo;s strategy aims to build trust while maintaining a pro-innovation environment.</p>
<h1 class="MsoNormal">AI as a personal and societal equaliser</h1>
<p class="MsoNormal">Kyle shared his own experience of learning with Dyslexia, explaining how AI tools have supported his learning style and boosted his potential. He believes AI could &ldquo;level up&rdquo; opportunities, particularly for students in state schools and deprived areas, challenging the idea that privilege must be bought through expensive education.</p>
<p class="MsoNormal">The DLR strengthens AI&rsquo;s wide-reaching impact, describing it as an &ldquo;everywhere&rdquo; technology that&rsquo;s already driving productivity and reshaping how businesses operate.</p>
<p class="MsoNormal">While it doesn&rsquo;t directly address educational equity, our research shows AI&rsquo;s potential to upskill existing teams and free developers to take on more complex, creative challenges, which is closely aligned with Kyle&rsquo;s vision of AI empowering individuals and expanding opportunity.</p>
<p class="MsoNormal"><a href="https://open.spotify.com/episode/4PbEt7t64M1iFcJffeoFFg?si=pRHTXePnRsKsrRxd-npjYg">Listen to the full conversation now</a> on Tech Talks to hear Peter Kyle MP and David Savage explore the UK&rsquo;s AI ambitions in depth.</p>

Peter Kyle outlines the UK’s AI ambitions

<p data-start="64" data-end="437">AI is becoming central to organisations&rsquo; digital transformation, and cybersecurity is no exception. In this article for <a href="https://www.computerweekly.com/news/366629990/Growing-demand-for-AI-skilled-cyber-specialists">Computer Weekly</a>, <a href="https://www.harveynash.co.uk/team/peter-birch">Peter Birch</a>, director of technology and digital executive search at Harvey Nash, and <a href="https://www.harveynash.co.uk/team/mo-gaibee">Mo Gaibee</a>, associate consultant, highlight how AI is transforming cyber teams and operations.</p>
<p data-start="439" data-end="749">According to the 2025 <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash Digital Leadership Report</a>, 90% of businesses are now piloting or implementing AI, a significant jump from 59% in 2023, while 29% of technology leaders report their organisation has suffered a major cyber attack in the past two years, the highest level since 2019.</p>
<p data-start="751" data-end="1148">AI is increasingly embedded in security operations, helping SOC analysts, threat hunters, and penetration testers detect, prioritise, and respond to threats more efficiently. The article explores the resulting war for cyber talent, with AI skills becoming a key differentiator for recruitment, as well as retention challenges for organisations under pressure to protect against evolving threats.</p>
<p data-start="1150" data-end="1367">Peter and Mo also examine the hybrid future of cybersecurity, where AI tools enhance, but do not replace, the expertise of human teams, making AI proficiency a critical requirement for cyber leaders and professionals.</p>
<p data-start="1369" data-end="1458"><a href="https://www.computerweekly.com/news/366629990/Growing-demand-for-AI-skilled-cyber-specialists">Read the full article on Computer Weekly.</a></p>

Growing demand for AI-skilled cyber specialists

<p class="MsoNormal">For many organisations, the AI journey is well underway. Pilots have been launched, internal capabilities have been built, and use cases are being explored. But the next step is where the true business value lies, transitioning from experimentation to meaningful, embedded AI adoption that drives measurable returns.</p>
<p class="MsoNormal">The latest <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared/Harvey Nash Digital Leadership Report 2025</a> reveals this shift is firmly in progress. The number of organisations running large-scale AI implementations has nearly doubled since our 2024 report, rising from 10% to 19%, a 90% increase. More importantly, 33% of digital leaders now report demonstrable ROI from their AI investments.</p>
<p class="MsoNormal"><a style="mso-comment-reference: RW_1; mso-comment-date: 20250819T0738;">So, where are the early adopters seeing results, and what separates pilot projects from scalable success?</a><span style="font-size: 8.0pt; line-height: 115%;"></span></p>
<h2 class="MsoNormal">Where AI is already delivering ROI</h2>
<p class="MsoNormal">The data from the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025"><span style="mso-comment-reference: RW_2; mso-comment-date: 20250819T0739;">Nash Squared/Harvey Nash Digital Leadership Report 2025</span></a><span style="mso-comment-continuation: 2;">&nbsp;</span><span style="font-size: 8.0pt; line-height: 115%;"></span>shows that AI is no longer confined to isolated use cases or experimental environments. It&rsquo;s being deployed where it can make a tangible difference to operational efficiency and productivity. <a style="mso-comment-reference: AW_3; mso-comment-date: 20250819T1059;">Across the survey responses from digital leaders, several high-impact areas emerged:</a><span style="font-size: 8.0pt; line-height: 115%;"></span></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Software development</strong>: Leads the way in AI adoption, with the highest levels of implementation driving efficiency and accelerating code creation and testing. As one digital leader from the Digital Leadership Report explained, AI is already being used for <em>&ldquo;code documentation, refactoring and development&rdquo;</em>, delivering <em>&ldquo;around a 20% efficiency improvement&rdquo;</em>.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Helpdesk and internal support</strong>: AI-powered virtual agents are reducing response times, improving issue resolution rates, and freeing up human capacity for more complex queries. As one digital leader shared in the Digital Leadership Report, <em>&ldquo;We implemented an AI-powered customer service chatbot&hellip;it reduced support costs by 30%, improved customer satisfaction, and increased sales conversions, with the system continuously improving to deliver significant ROI&rdquo;</em>.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Management of information/insights: </strong>Organisations are using AI to analyse data and support faster, more confident decisions. In the Digital Leadership Report, one leader noted, <em>&ldquo;We have used it to automate processing of incoming documents&hellip;success rates are significantly higher, reducing the number of incidents needing a person to review&rdquo;</em>.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Marketing and sales</strong>: From lead scoring to content generation and customer insights, AI is reshaping marketing and sales operations and sharpening targeting effectiveness. As one digital leader mentioned in the Digital Leadership Report, this has delivered <em>&ldquo;multi-million revenue uplifts through recommended outreach lists for client advisors rather than the previously human-led approach&rdquo;</em>.</li>
</ul>
<p class="MsoNormal">These examples illustrate that when AI is targeted at well-defined problems, with structured data and clear objectives, it moves quickly from concept to impact.</p>
<h2 class="MsoNormal">What separates success stories from stalled projects?</h2>
<p class="MsoNormal">One standout finding from the report is that the biggest barrier to scaling AI isn&rsquo;t technology, it&rsquo;s the business case. Almost half (49%) of digital leaders cite <em>&ldquo;demonstrating the business case&rdquo;</em> as their top hurdle.</p>
<p class="MsoNormal">But what if business cases are being built on weak foundations? In a recent episode of our industry-leading podcast, <a href="https://www.harveynash.co.uk/tech-talks">&lsquo;Tech Talks,</a>&rsquo; Kyle Hauptfleisch (Chief Growth Officer at Daemon) shared that his view was that too many organisations had a broad, vague AI strategy rather than focusing on specific friction points.</p>
<p class="MsoNormal"><em>"What is the business trying to achieve? And then where are the friction points?... It's all about unlocking value, whether that's internally or for your customers, in a meaningful manner. It's got to move the needle; you can have multiple AI pilots that sit on the sideline, which have drained some resources but might offer good talking points, and maybe some decent lessons. But unless it's moving the business needle, it could become sunk cost".</em></p>
<p class="MsoNormal">This sentiment was certainly backed up by our wider conversations with digital leaders. We know the difference comes down to a few critical factors:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Clear alignment with operational priorities</strong>: Boards are sharpening their focus on operational efficiency, with 53% citing it as their top technology objective. AI projects that tie directly to cost savings, productivity gains, or customer improvements are far more likely to gain traction.</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Cross-functional ownership</strong>: The most successful AI adopters embed AI into core business processes, not just within IT functions. Teams from operations, HR, customer service, and product development are involved in shaping AI initiatives, ensuring they address business<a style="mso-comment-reference: RW_4; mso-comment-date: 20250819T0743;">&nbsp;</a><span style="font-size: 8.0pt; line-height: 115%;"></span>needs.</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Scalable infrastructure</strong>: From data platforms to governance frameworks, building the right technical foundations enables AI to be scaled across departments rather than remaining a niche experiment.</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo2; tab-stops: list 36.0pt;"><strong>Targeted skills development</strong>: Despite AI&rsquo;s growing prevalence, more than half of organisations are not yet upskilling teams on generative AI. Those investing in internal capability building, particularly in AI literacy for non-technical teams, report smoother adoption and faster ROI.</li>
</ul>
<h2 class="MsoNormal">From pilot to productivity: Building your AI business case</h2>
<p class="MsoNormal">For senior technology leaders, the question is no longer whether AI delivers value, but how to turn that value into real, scalable results.</p>
<p class="MsoNormal">Based on insights from the Digital Leadership Report, successful organisations approach AI with three guiding principles:</p>
<ol style="margin-top: 0cm;" start="1" type="1">
<li class="MsoNormal" style="mso-list: l1 level1 lfo3; tab-stops: list 36.0pt;"><strong>Business-first, tech-enabled</strong>: Start with operational challenges and growth opportunities, then explore how AI can accelerate or enhance outcomes.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo3; tab-stops: list 36.0pt;"><strong>Embed, don&rsquo;t bolt on</strong>: Avoid treating AI as a side project. Integrate it into everyday workflows and decision-making processes.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo3; tab-stops: list 36.0pt;"><strong>Prove early, scale fast</strong>: Focus pilots on areas where quick wins are possible, quantify success, and use those wins to secure broader buy-in and investment.</li>
</ol>
<h2 class="MsoNormal">The road ahead</h2>
<p class="MsoNormal">AI is rapidly moving from experimentation to enterprise-wide productivity. Organisations that act now to build strong business cases, foster alignment across teams, and invest in scalable AI strategies will be best placed to unlock sustainable competitive advantages.</p>
<p class="MsoNormal">Central to this shift is the evolving role of the CIO. Oracle&rsquo;s Country Leader, Siobhan Wilson, spoke to <a href="https://www.harveynash.co.uk/tech-talks">&lsquo;Tech Talks&rsquo;</a> to emphasise that the CIO's role itself is <em>"becoming much more aligned to the business as opposed to the business telling them what they want"</em>, leading to a <em>"much more collaborative conversation now"</em>.</p>
<p class="MsoNormal">AI success requires a unified effort across departments, not just within IT, impacting the digital leaders' outlook and remit.</p>
<p class="MsoNormal">For more insights into AI and digital leadership, download the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">2025 Nash Squared / Harvey Nash Digital Leadership Report</a></p>
<p>As a specialist IT and technology recruitment agency, we can support your AI recruitment needs, securing the skills and talent your organisation requires for a successful AI journey,&nbsp;<a href="https://www.harveynash.co.uk/contact-us">get in touch with our team today</a></p>

AI: From pilot to productivity

<h2><span data-olk-copy-source="MessageBody">The Price of Progress: Tech, Data, and Our Planet</span></h2>
<div class="x_x_x_x_elementToProof">The glittering promise of technological progress, from the entertainment spectacle of Las Vegas's Sphere to the relentless march of AI, often conceals a staggering environmental cost. Our digital world is drowning in data, projected to reach&nbsp;<strong>175 zettabytes by 2025</strong>&nbsp;and a&nbsp;<strong>yottabyte by 2030</strong>&nbsp;&ndash; a scale so immense it equates to every person on Earth carrying&nbsp;<strong>300 iPhones</strong>. This deluge places unprecedented strain on critical infrastructure; consider that data centers already consume&nbsp;<strong>21% of Ireland's electricity</strong>, with AI's power demands escalating this challenge dramatically. Most startling,&nbsp;<strong>68% of the data we store is "single-use garbage," generating more emissions than the entire airline industry</strong>. This Tech Flix documentary peels back the curtain on the invisible carbon footprint of our digital lives, exposing an industry that too often relies on the hope that "someone else is going to pick up the bar tab".</div>
<div class="x_x_x_x_elementToProof">&nbsp;</div>
<div class="x_x_x_x_elementToProof">Yet, is technology truly the problem, or can it also be our most potent solution? This film delves into the complex trade-offs and human decisions shaping our digital future. We explore the critical questions about corporate responsibility, the innovative potential of low-energy AI and quantum computing, and the search for balance in an era of unprecedented data demand. Watch the full documentary below, as we challenge assumptions and push for a more thoughtful, honest tech culture, revealing the real impact and the urgent need for proactive solutions to the climate crisis.</div>
<div class="x_x_x_x_elementToProof">&nbsp;</div>
<div class="x_x_x_x_elementToProof">This is our fifth <a href="https://www.harveynash.co.uk/tech-flix">Tech Flix</a> documentary, which explores the hidden sustainability impact of AI, cloud storage, and unstructured data and asks leading voices from within the tech industry what the answer is. <a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, Harvey Nash Technology Evangelist, <span data-olk-copy-source="MessageBody">spotlights some of the very real challenges and potential costs of our pursuit of innovation in this latest film.</span></div>
<div class="x_x_x_x_elementToProof">&nbsp;</div>
<p><iframe title="YouTube video player" src="https://www.youtube.com/embed/FQVvOMKxXJA?si=kqBr3eFuYCzLzOff" width="560" height="315" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="allowfullscreen" referrerpolicy="strict-origin-when-cross-origin"></iframe></p>
<p class="x_x_MsoNormal"><strong>Key Takeaways for the film:</strong></p>
<p class="x_x_MsoNormal">The Hidden Cost of Data &amp; AI:</p>
<ul>
<li class="x_x_MsoNormal">Unused data is driving up energy consumption, creating an overlooked sustainability crisis.</li>
<li class="x_x_MsoNormal">AI&rsquo;s demand for power is increasing&mdash;without smarter data practices, its environmental impact will spiral.</li>
</ul>
<p class="x_x_MsoNormal">From Innovation to Accountability:</p>
<ul>
<li class="x_x_MsoNormal">Businesses must rethink data storage and AI usage to reduce waste and carbon footprint.</li>
<li class="x_x_MsoNormal">Sustainable data strategies can cut costs, improve efficiency, and drive responsible innovation.</li>
</ul>
<p class="x_x_MsoNormal">Solving the AI Energy Challenge:</p>
<ul>
<li class="x_x_MsoNormal">Companies have the tools to make AI and cloud computing greener&mdash;so why aren&rsquo;t they using them?</li>
<li class="x_x_MsoNormal">The tech industry must step up before data inefficiency becomes a climate disaster.</li>
</ul>
<p class="ewa-rteLine">&nbsp;</p>
<h1 class="ewa-rteLine">Tech Flix</h1>
<div class="ewa-rteLine">Tech Flix is an innovative and thought-provoking docuseries hosted by Nash Squared Tech Evangelist,&nbsp;<a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, that delves deep into the dynamic world of technology, where cutting-edge innovation meets human ingenuity. In this captivating exploration, David embarks on a journey to unravel various aspects of the tech universe, from the pioneers shaping our digital future to the ethical dilemmas that arise in an ever-connected world.</div>
<div class="ewa-rteLine">Find all the Tech Flix documentaries <a href="https://www.harveynash.co.uk/tech-flix">here.</a></div>

Tech Flix: Data's Untold Story 

<p>Cybersecurity has taken centre stage in the UK this year. With threats growing more sophisticated and regulatory scrutiny tightening, businesses are investing heavily to protect their data, systems and people. As a result, demand for cyber professionals is climbing at pace, and the competition to secure top talent is intensifying.</p>
<p>At <a href="https://www.harveynash.co.uk/talent-solutions/technology-digital-recruitment">Harvey Nash</a>, we&rsquo;ve seen cybersecurity evolve from a back-office concern to a boardroom priority. Over the past year, the nature of hiring has shifted. Employers are looking for more than just technical firepower. They want strategic thinkers who can embed security into every part of the organisation.</p>
<p>2025 feels like a turning point. The risks are greater, the stakes are higher, and the need for experienced, capable cyber talent is now critical. As a recruitment partner, our role is to help organisations understand what&rsquo;s happening in the market, and how to respond.</p>
<h2>Why Cybersecurity Talent Is in High Demand</h2>
<p>Across the UK, cyber threats are increasing in both frequency and severity. <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">The Nash Squared/Harvey Nash Digital Leadership Report revealed 29% of digital leaders have&nbsp;</a><a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">experienced a major cyberattack in the past 2 years, ending a 5-year decline.</a> The National Cyber Security Centre has also reported a significant rise in ransomware, phishing campaigns and attacks on critical infrastructure. For many businesses, the challenge is no longer just preventing breaches, but also being ready to respond, recover and learn.</p>
<p>At the same time, regulations are tightening. From data protection requirements to the Online Safety Act, organisations face growing pressure to demonstrate strong governance and accountability. For sectors like finance, healthcare, energy and the public sector, this is especially urgent.</p>
<p>Digital transformation is also playing a role. As cloud adoption accelerates and hybrid working becomes the norm, the attack surface expands. New technologies bring incredible opportunities, but also introduce new risks.</p>
<p>These combined forces are making cybersecurity talent one of the most sought-after resources in the UK job market today.</p>
<h2>Key Cybersecurity Trends Shaping the UK in 2025</h2>
<p>To understand the hiring landscape, it&rsquo;s important to look at what&rsquo;s actually happening on the ground. Here are the key trends shaping the cybersecurity conversation this year.</p>
<p><strong>Ransomware remains a major threat</strong></p>
<p>Attackers are becoming more targeted, more professional and more damaging, according to the Nash Squared/Harvey Nash Digital Leadership Report organised crime remains the biggest concern for digital leaders.</p>
<p>Public services, councils and healthcare providers continue to be high-profile victims. This is driving demand for security operations specialists, incident response teams and forensic analysts.</p>
<p><strong>Supply chain risk is under the spotlight</strong></p>
<p>Breaches linked to third-party providers have exposed vulnerabilities beyond company walls. In response, organisations are investing in governance, risk and compliance roles to help manage vendor relationships and strengthen oversight.</p>
<p><strong>AI is creating both opportunities and risks</strong></p>
<p>Artificial intelligence is helping defenders automate responses and improve detection. But it is also giving attackers new tools to generate phishing emails, create deepfakes or even write malicious code. Employers are starting to look for professionals who understand how to manage this emerging risk.</p>
<p><strong>Data privacy is more important than ever</strong></p>
<p>The UK Information Commissioner&rsquo;s Office is taking a more assertive stance on enforcement, particularly around how customer data is stored and shared. This has led to growing interest in privacy-focused roles, especially in data-heavy sectors like retail and financial services.</p>
<p><strong>Zero Trust architecture is gaining traction</strong></p>
<p>Many organisations are moving towards a Zero Trust approach, where nobody inside or outside the network is trusted by default. This model requires specialists who understand identity management, access control and modern network design.</p>
<p><strong>Cloud misconfigurations are still causing problems</strong></p>
<p>Despite advances in tooling, simple mistakes in cloud setup continue to be a leading cause of breaches. This has made cloud security engineers essential, particularly those who can work closely with DevOps teams.</p>
<p><strong>Human error remains a challenge</strong></p>
<p>People are still at the heart of many breaches, whether through phishing, mis clicks or insider mistakes. Employers are increasingly focused on awareness, behaviour and building a culture of shared responsibility across their teams.</p>
<h2>The Most In-Demand Cybersecurity Roles for 2025</h2>
<p>The hiring market is being shaped by a push for resilience, agility and long-term thinking. Cybersecurity has emerged as the third most in-demand skill, with talent shortages up 6% on last year. These cyber focused roles are seeing consistent demand across the UK:</p>
<ul type="disc">
<li>
<p>SOC Analyst &ndash; Specialists who monitor threats, investigate incidents and act as the first line of defence.<br>Typical salary: &pound;40,000 to &pound;60,000</p>
</li>
<li>
<p>Cloud Security Engineer &ndash; Experts in building and securing infrastructure in AWS, Azure or Google Cloud.<br>Typical salary: &pound;70,000 to &pound;100,000</p>
</li>
<li>
<p>GRC Specialist &ndash; Professionals who align security with risk, compliance and governance frameworks.<br>Typical salary: &pound;60,000 to &pound;90,000</p>
</li>
<li>
<p>IAM Lead &ndash; Focused on identity and access management, a vital area as companies adopt Zero Trust models.<br>Typical salary: &pound;65,000 to &pound;95,000</p>
</li>
<li>
<p>DevSecOps Engineer &ndash; Combining development, operations and embedded security across the software lifecycle.<br>Typical salary: &pound;75,000 to &pound;110,000</p>
</li>
<li>
<p>Threat Intelligence Analyst &ndash; Providing real-time insight into evolving threats and advising on proactive measures.<br>Typical salary: &pound;50,000 to &pound;85,000</p>
</li>
<li>
<p>Cybersecurity Analyst &ndash; A key all-rounder role, analysts monitor networks, investigate suspicious activity and support incident response efforts. They are often the first to identify and flag vulnerabilities.<br>Typical salary: &pound;45,000 to &pound;70,000</p>
</li>
</ul>
<p>We&rsquo;re also seeing new hybrid titles emerge, such as Cyber Risk Manager or AI Security Consultant, reflecting the broader integration of security across the business.</p>
<h2>The Skills Employers Are Prioritising</h2>
<p>Employers are looking for more than technical knowledge, they&rsquo;re searching for people who can make a real impact.</p>
<p>Core technical skills include:</p>
<ul type="disc">
<li>
<p>Cloud security</p>
</li>
<li>
<p>Incident response and threat hunting</p>
</li>
<li>
<p>Identity and access management</p>
</li>
<li>
<p>Zero Trust architecture</p>
</li>
<li>
<p>Familiarity with UK regulatory standards and NCSC guidance</p>
</li>
</ul>
<p>Certifications often requested:</p>
<ul type="disc">
<li>
<p>CISSP, CISM, CISA</p>
</li>
<li>
<p>CompTIA Security+</p>
</li>
<li>
<p>ISO 27001</p>
</li>
<li>
<p>Cloud security credentials (e.g. AWS or Azure certification)</p>
</li>
</ul>
<p>Soft skills are playing a bigger role too:</p>
<ul type="disc">
<li>
<p>Strong communication, especially with non-technical stakeholders</p>
</li>
<li>
<p>Problem-solving in fast-moving environments</p>
</li>
<li>
<p>Collaboration across departments</p>
</li>
<li>
<p>Adaptability and strategic thinking</p>
</li>
</ul>
<p>Security is no longer confined to the IT team. Cyber professionals need to work closely with legal, operations, HR and even marketing , making soft skills essential.</p>
<h2>Challenges in Hiring Cybersecurity Talent</h2>
<p>There is no shortage of demand, but there are still real barriers when it comes to finding the right people.</p>
<ul type="disc">
<li>
<p>There simply aren&rsquo;t enough candidates, particularly in areas like cloud security, GRC and threat analysis.</p>
</li>
<li>
<p>Top talent is being snapped up quickly, often with multiple offers on the table.</p>
</li>
<li>
<p>Hiring processes can be too slow or not well aligned with the role, leading to missed opportunities.</p>
</li>
<li>
<p>Many employers struggle to assess technical capability, especially for niche roles.</p>
</li>
</ul>
<p>Cybersecurity professionals often need to be approached directly. Many are not actively applying for jobs, but may be open to a change if the role and organisation feel right.</p>
<h2>How Harvey Nash Supports Cybersecurity Recruitment</h2>
<p>At Harvey Nash, we have been supporting UK organisations with technology recruitment for over 35 years. Cybersecurity is now a fast-growing part of that journey.</p>
<p>While this may be a newer specialism for us, we bring depth of experience, a broad talent network and a reputation for delivering results. We focus on understanding what makes each organisation unique, and tailoring our approach to find people who not only match the job description, but align with culture, values and long-term goals.</p>
<p>Our consultants are embedded in the UK technology ecosystem and speak to cyber professionals every day. We&rsquo;re able to advise on salary expectations, skill trends, and how to position roles in a competitive market.</p>
<p>If you are building out your cyber team in 2025, and looking for a recruitment partner who understands both the urgency and complexity of the task, we&rsquo;d love to talk. Please contact us <a href="https://www.harveynash.co.uk/contact-us">here. </a></p>
<p>Find all our cybersecurity jobs <a href="https://www.harveynash.co.uk/jobs/#/information-security">here. </a></p>
<h2>Conclusion</h2>
<p>Cybersecurity is no longer just an IT issue, it&rsquo;s a board-level priority and a key pillar of operational resilience. The landscape is changing fast, and the organisations that succeed will be those that invest early in the right people.</p>
<p>2025 is shaping up to be a defining year for cybersecurity hiring. Whether you&rsquo;re scaling up your team, building capability from scratch, or rethinking your security strategy, the right talent can make all the difference.</p>
<p>At Harvey Nash, we&rsquo;re here to help you navigate the market, connect with the right people and build a team fit for the future.</p>
<p>If you&rsquo;d like to explore how we can support your cybersecurity hiring plans, get in touch with our team<a href="https://www.harveynash.co.uk/contact-us"> here.</a>&nbsp;</p>
<p><a href="https://www.harveynash.co.uk/team/mo-gaibee">Mo Gaibee &ndash; Cyber Security </a></p>

Cybersecurity Trends 2025: A UK Hiring Outlook

<p>This article was originally published by <a href="https://www.zdnet.com/article/the-ai-skills-gap-keeps-growing-here-are-five-ways-to-fill-it/">ZDNET,</a> and features insights from Ankur Anand, CIO at Nash Squared.</p>
<hr>
<h1 class="c-contentHeader_headline g-outer-spacing-top-medium g-outer-spacing-bottom-medium">5 ways you can plug the widening AI skills gap at your business</h1>
<h3 class="c-contentHeader_description g-outer-spacing-top-medium g-outer-spacing-bottom-medium">Here's how to snare the best AI professionals - despite the growing skills shortage.</h3>
<p>Half of global technology leaders believe their organisation has an AI skills shortage, and the capability gap has almost doubled in a year.</p>
<p>The newly released&nbsp;<a href="http://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025" target="_blank" rel="noopener">Nash Squared/Harvey Nash Digital Leadership Report</a> found that almost twice as many technology leaders (51%), compared with last year (28%), said their business has an AI skills shortage -- an 82% jump.</p>
<p>The report by the recruitment specialist, the largest and longest-running survey of IT leadership in the world, found AI has jumped from the sixth-most-scarce technology skill to number one in just 18 months, the steepest and largest jump in any IT skills shortage recorded by the survey in more than 15 years of research.</p>
<p>To put that level of growth in perspective, the report found that the&nbsp;increase in demand for cyber capability, another sought-after skill, has risen far more gradually -- from 16% in 2009 to 33% this year.</p>
<p>So, why is the demand for AI rising so quickly? Nash Squared CIO Ankur Anand told ZDNET that the steep rise is linked to&nbsp;the speed of innovation.</p>
<p>"There's an unprecedented pace of development in&nbsp;generative AI&nbsp;and the supporting large language models," he said.</p>
<p>"If you look at OpenAI or Google, they come out with more advanced models every few months. Professionals must learn new skills quickly, and traditional learning methods can't keep pace."</p>
<p>In short, business leaders need a new approach to filling the AI skills gap. Here are five areas to prioritise.</p>
<h2 id="toc-link-0-286afa80-558a-4160-b1cd-80a7fe6d5ee8">1. Train existing staff</h2>
<p>The research shows technology leaders and their companies have been slow to respond to the AI skills crisis, as more than half of companies (52%) are not upskilling in generative AI.</p>
<p>Anand said successful organisations have a business strategy that states what AI means to the enterprise and how talented professionals will address those concerns.</p>
<p>In addition to tapping into expert resources, like academics at colleges who are aware of the talent and the skills coming through, smart business leaders focus on continuous learning and development for their professionals.</p>
<p>"That's easier said than done, given the pace at which AI is progressing, but it's important to foster a growth mindset within the organisation," said Anand.</p>
<p>"The best companies develop a career growth plan, with role-based certifications, whether for technology or softer skills. This clear career path becomes part of a continuous learning plan."</p>
<h2 id="toc-link-1-286afa80-558a-4160-b1cd-80a7fe6d5ee8">2. Source AI-skilled experts</h2>
<p>The research suggests almost two-thirds (65%) of tech leaders would choose an AI-enabled software developer with just two years of experience over one with a five-year career but without AI skills. So, what do the best AI specialists look like?</p>
<p>Anand said the priority is sourcing people with analytical and problem-solving abilities: "AI challenges are complex, so businesses need that strong mindset."</p>
<p>Great professionals ally technical capabilities with business domain expertise, so they know how to use AI to help the organisation achieve its desired objectives: "That combination is crucial."</p>
<p>The best AI specialists also understand ethics: "If people deploy AI without the guardrails, they will not be able to develop solutions responsibly."</p>
<p>Finally, Anand said great AI professionals share knowledge with others. "One of the things I've seen in my team is the importance of mentorship," he said.</p>
<p>"The most talented people coach staff in the team and the rest of the business. This is a strong skill that business leaders need to focus on in the search for AI talent."</p>
<h2 id="toc-link-2-286afa80-558a-4160-b1cd-80a7fe6d5ee8">3. Change your recruitment model</h2>
<p>Tech leaders expect AI to fill one in five technology jobs in the next five years, but the report suggests AI is also changing operating models.</p>
<p>Anand said the first thing to recognise is that AI is changing traditional recruitment models.</p>
<p>"There are platforms that can screen resumes and assess skills," he said. "AI is helping the industry move away from experience-based to skills-based assessment. Data-modelling techniques can also help companies predict the characteristics of a successful candidate for a role."</p>
<p>Second, those candidates are unlikely to focus solely on technological expertise.</p>
<p>The right talent will help companies augment human expertise with data-enabled capabilities, especially as the use of agentic AI increases during the next few years: "Soft skills, combined with a few hard technical skills, will be the perfect fit," he said.</p>
<p>Finally, business leaders who look for this blended talent will cast their recruitment nets far and wide, covering diverse geographies, backgrounds, and capabilities.</p>
<p>"This means no one will be saying, 'This job can only be filled by someone with five years' experience,'" he said.</p>
<h2 id="toc-link-3-286afa80-558a-4160-b1cd-80a7fe6d5ee8">4. Engage with next-generation capability</h2>
<p>Compared to the global average, organisations that attract, retain, and incorporate Gen Z viewpoints are twice as likely to be prepared for AI demands and one-fifth more likely to report a measurable ROI from AI.</p>
<p>Anand said successful business leaders understand the values of younger professionals and their desire for purpose in work, particularly around social responsibility.</p>
<p>"They look for organisations that align with these values," he said. "You need to give them challenging opportunities, so they feel like they're part of a continuous learning process."</p>
<p>Access to those opportunities is crucial because the days of someone looking to work for one company for decades are gone.</p>
<p>"The younger generations gain knowledge quickly and get bored doing the same thing -- they want to move on," he said. "Organisations must understand the values of these generations and build career plans that suit them."</p>
<p>Those plans should include flexibility across working locations and hours: "A good work-life balance is the number one factor for choosing an employer."</p>
<h2 id="toc-link-4-286afa80-558a-4160-b1cd-80a7fe6d5ee8">5. Keep exploring new AI opportunities</h2>
<p>The organisations most ahead with large-scale implementations of AI are 24% more likely to increase their tech headcount than their peers, mostly in areas of AI and data.</p>
<p>Anand said pioneering tech leaders stay one step ahead by not being scared of emerging technologies.</p>
<p>"There are still large enterprises that are keeping away from Gen AI because of fears about security," he said.</p>
<p>"But if you don't engage with these technologies, your people won't stay. The best professionals need a challenging job. They recognise that AI could make mundane roles redundant in the future."</p>
<p>Anand said smart business leaders foster a culture of experimentation to keep staff interested and excited.</p>
<p>"They reward the risk-taking because even the failures drive new learnings, and these lessons will deliver success in the future," he said.</p>
<hr>
<p>Written by <span class="c-globalAuthor_link">Mark Samuels,&nbsp;<span class="c-globalAuthor_title">Senior Contributor</span></span>, ZDNET.</p>

How are employers rethinking talent to keep pace with AI innovation?

<p>On 16th July 2025, we gathered with some of Yorkshire&rsquo;s most influential tech leaders to mark the Leeds launch of the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Nash Squared / Harvey Nash Digital Leadership Report 2025</a>. This wasn&rsquo;t just a celebration of 26 years of industry-leading insight; it was a chance to reflect on how national and global trends are being shaped and challenged on a local level.</p>
<p>With data drawn from over 2,000 digital leaders across 62 countries, the DLR is a global barometer for tech strategy, transformation, and talent. But at our Leeds event, the spotlight was on the voices shaping that strategy here in the North.</p>
<h2>What the data tells us</h2>
<p><a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, Tech Evangelist at Nash Squared, opened the event by walking us through the key findings of this year&rsquo;s report, highlighting rapid growth in AI investment, mounting cybersecurity concerns, the shifting shape of hybrid work, and how digital leaders are recalibrating priorities in an uncertain economic landscape.</p>
<p>But while the stats were compelling, it was the panel that brought the numbers to life.</p>
<h2>Panel: Leadership in action</h2>
<p>Our panel featured a diverse mix of digital leaders from across public services, healthcare, financial services and academia:</p>
<p>Jennifer Anderson, CIO, National Wealth Fund</p>
<p>Jo Graham, CDIO, Pharmacy2U</p>
<p>Ann-Marie Orange, CIO &amp; Global Head of R&amp;D, ArisGlobal</p>
<p>Tyrrell Basson, Director of Information Technology, University of York</p>
<p>Each panellist shared their lived experience of leadership, what&rsquo;s shifting in their own teams, and how the report&rsquo;s trends are unfolding in real-time.</p>
<p><img src="https://cdn.sourceflow.co.uk/d8fk89qbsyd0wzhv8xwwhxehxo6v" alt="" width="500" height="375"></p>
<h2>Tech leadership is becoming more human</h2>
<p>One of the strongest takeaways from the panel was how human the role of a digital leader has become. It&rsquo;s no longer just about tools and transformation; it&rsquo;s about trust, empathy, and bringing people with you.</p>
<p>The panel reflected on the challenge of modernising critical public infrastructure while maintaining public trust and securing stakeholder alignment. They also discussed the broader challenge of driving innovation in a way that builds confidence, ensures ethical implementation, and delivers meaningful outcomes, particularly when introducing technologies like AI that require cultural change as much as technical capability.</p>
<p>The panel highlighted the growing need for cross-functional leadership in increasingly tech-driven environments. Effective digital leaders, they noted, are those who blend technical expertise with emotional intelligence, and who understand that meaningful innovation is driven by people as much as by technology.</p>
<h2>AI, skills and the new competitive edge</h2>
<p>There was a clear consensus that AI is no longer a future trend; it&rsquo;s today&rsquo;s reality. But the panel pushed beyond the hype, focusing on how businesses can practically apply AI to drive outcomes, not just headlines.</p>
<p>The panel discussed the importance of investing in both infrastructure and people to support the growing role of AI across industries. They also touched on the widening digital skills gap, emphasising the shared responsibility organisations have, not just to adopt new technologies, but to help build and sustain the workforce needed to support them. A recurring theme was that while AI has the power to transform tasks, it&rsquo;s human talent that will ultimately determine success.</p>
<h2>Cyber resilience is a board-level conversation</h2>
<p>With the report showing a rise in major cyber incidents, our panel didn&rsquo;t shy away from tough conversations. There was agreement that cybersecurity can no longer be siloed within IT; leaders need to create cultures of cyber awareness and resilience across every level of the business. Importantly, this isn&rsquo;t just a risk issue, but a leadership one.</p>
<h2>Leeds: A digital hub with a human heart</h2>
<p>The event highlighted what makes Leeds and the broader Yorkshire tech ecosystem so unique, with innovation grounded in purpose. Whether delivering public services, developing life-changing drugs, or rethinking education delivery, our panel showed that digital leadership here is values-led, community-focused, and deeply collaborative.</p>
<p>Thank you to our brilliant panel and all who attended for making the Leeds launch such a powerful conversation. We left with a deeper understanding of what it means to lead through change and how local leadership is helping to shape global impact.</p>
<p><a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Explore the full findings in the Nash Squared / Harvey Nash Digital Leadership Report 2025.</a></p>

Leeds Digital Leadership Report launch event highlights

<p>Harvey Nash&rsquo;s <a href="https://www.harveynash.co.uk/team/helen-fleming">Helen Fleming</a>, Executive Director, and <a href="https://www.harveynash.co.uk/team/peter-birch">Peter Birch</a>, Director of Technology and Digital Executive Search recently featured in a Computing article exploring why some technology leaders are receiving inflation-busting salary increases, and what sets them apart.</p>
<p>Drawing on the latest insights from the 2025<a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025"> Harvey Nash Digital Leadership Report</a>, the article reveals that over half of technology leaders globally received a pay rise last year, with 11% securing an uplift of over 10%.</p>
<p class="MsoNormal"><img src="https://cdn.sourceflow.co.uk/wueolfmopcghmkbvp6ff5gt6f3q8" alt="" width="727" height="283"></p>
<p>The data points to a clear pattern, the most rewarded leaders are working in businesses where technology is seen as a growth engine, not just a cost centre. These organisations are more likely to be investing in AI at scale, expanding their tech teams, and backed by leaders who view technology as a strategic enabler.</p>
<p>Helen and Peter share advice for tech leaders looking to improve their earning potential - from aligning with forward-thinking, tech-driven organisations to choosing sectors with stronger demand and budgets for senior digital talent, such as financial services, healthcare, and defense.</p>
<p>To find out how the most successful leaders are shaping their careers &ndash; and their compensation &ndash; read the full article in <a href="https://www.computing.co.uk/opinion/2025/bigger-pay-rises-for-tech-leaders-at-ai-progressive-businesses" target="_blank" rel="noopener">Computing.</a></p>

How are tech leaders securing the biggest pay rises?

<p>Skills shortages continue to stalk the technology industry. Although not as acute as in the post-pandemic period, large proportions of technology leaders admit that skills shortages are holding them back. In this year&rsquo;s <a href="https://www.nashsquared.com/dlr-2025/dlr-2025">Nash Squared/Harvey Nash Digital Leadership Report (DLR)</a>, AI tops the list with 51% of leaders reporting a skills shortage, but other areas rank highly too, notably big data/data engineering (36%), cyber security (33%), and cloud and platform engineers (26%).</p>
<p>It isn&rsquo;t just that these skills are hard to find &ndash; some technology leaders may not have the headcount room to recruit additional staff. Although a healthy 41% of technology leaders expect to see headcount growth in their teams this year, this is down from 50% in 2023. Budgets follow a similar pattern &ndash; with a slight fall in leaders expecting a technology budget increase, from 45% in 2023 to 39% now. While many digital leaders are still anticipating headcount and budget growth, the numbers have subsided somewhat in a tighter economic environment.&nbsp;</p>
<p>The DLR shows us that for many technology leaders, at least part of the solution to this conundrum is outsourcing &ndash; using external solution providers for specific projects and activities. Over four in ten technology leaders expect their use of outsourcing to increase in the coming year, compared to 34% who say directly employed headcount will rise, and 29% who expect indirectly employed headcount (contractors, temporary staff) to increase. Only 15% of leaders expect outsourcing to decrease, a much lower proportion than those who say that of direct employment (25%) and indirect (20%). Tech leaders&rsquo; sentiment towards increasing outsourcing in the coming year has been backed up by <a href="https://www.statista.com/outlook/tmo/it-services/it-outsourcing/united-kingdom">Statista</a>, that forecasts the IT outsourcing market&nbsp; will &nbsp;be worth &pound;44bn in 2025, with a projected annual growth rate of over 9% from 2025-2029.&nbsp;</p>
<h1>Outsourcing attractions</h1>
<p>Given the cost of outsourcing as a solution, it may seem almost counter-intuitive that it tops the list at a time of economic caution. However, I believe there are a number of compelling factors that are putting it higher on tech leaders&rsquo; agendas.</p>
<p>Firstly, outsourcing is very flexible. In times of uncertainty, having a resourcing model that can quickly ramp up and down as needed is appealing.&nbsp;</p>
<p>Secondly, it&rsquo;s easy. Most organisations, certainly large ones, will have agreements already in place with a number of consultancies and solutions providers that can be activated or extended when needed. It&rsquo;s a quick and straightforward fix to a resourcing or workload issue. It&rsquo;s a reflection too of how the barrier between what lies inside an organisation and what lies outside has lowered. Technology itself, like cloud and the productisation of software and business activities that previously were home-grown, has made it easier for some things, especially operational activities, to be done externally. The explosion in remote working has lowered the barrier even further.</p>
<p>It is also a route to quality. With the right provider, backed up by precise SLAs and rigorous performance metrics, a buyer should be assuring themselves of a good outcome that achieves the goals and objectives set. It&rsquo;s rather like the old saying that &ldquo;no one got fired for buying IBM&rdquo;. If you&rsquo;re using a leading consultancy/solutions provider, you should be on safe ground. With ever more solutions specialists and niche providers in the market, it&rsquo;s also possible to find support for practically any need &ndash; whether that&rsquo;s a managed service, application transformation, cyber, data and AI, or cloud. There are often a number of wider benefits too. Beyond the immediate work they&rsquo;re doing, a good consultancy will offer wider guidance, best practice insights and thought leadership on emerging areas such as AI.</p>
<p>But perhaps equal to all of these factors in the current climate is that outsourcing doesn&rsquo;t add to headcount &ndash; it&rsquo;s just spend. As long as there is room in the existing budget, there is no need &ndash; or only a limited one &ndash; for difficult discussions with HR or other leadership. At a time when the cost of employment is rising through NI increases, and when IR35 changes are also making the use of contractors more complicated, contracting with an outsourced service provider becomes more attractive.&nbsp;</p>
<h1>Balancing resourcing models</h1>
<p>This is something we&rsquo;re seeing ourselves at Harvey Nash, where increasingly more clients are asking us to put together a team of people under a services agreement, rather than to recruit individuals in different roles. It&rsquo;s a variation on going to a services provider and is becoming a more common ask across the recruitment industry.</p>
<p>That&rsquo;s not to say other models won&rsquo;t continue to be key. Indirect employment of contractors and freelancers remains another flexible tool that always grows when market conditions are tight. Meanwhile, organisations continue to hunt for the right talent to bring in internally. Tech leaders still place primacy on their own teams. Candidates with the requisite skills and experience remain in demand.&nbsp;</p>
<p>More than anything, our findings underline that managing technology in a continually evolving environment is complex. That&rsquo;s why technology leaders need to juggle multiple resourcing models and continually assess the balance as they strive to help their businesses modernise, transform and grow.</p>

Why tech leaders are turning to outsourcing to address skills gaps

<p>On 26th June 2025, we gathered with a brilliant group of digital and business leaders in<a href="https://www.harveynash.co.uk/contact-us/birmingham"> Birmingham</a> to mark the regional launch of the Harvey Nash Digital Leadership Report 2025. The event brought together voices from across the Midlands to explore what digital leadership looks like in a time of constraint, transformation, and opportunity.</p>
<p>Now in its 26th year, the <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Digital Leadership Report</a> is the world&rsquo;s largest and longest-running survey of senior technology decision-makers. It continues to offer a unique lens into the evolving priorities, technologies, and risks shaping the digital landscape &mdash; and the leaders navigating it.</p>
<p>This year&rsquo;s report draws on insights from 2,015 digital leaders across 62 countries. It captures a global moment of recalibration, where AI is moving from experimentation to execution, cybersecurity threats are rising again, and hybrid work continues to evolve. But more than anything, it reflects a shift in mindset: from growth at all costs to clarity, focus, and resilience.</p>
<h2>Voices from the frontline of public sector transformation</h2>
<p>The evening was hosted by Nash Squared&rsquo;s Tech Evangelist, <a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, and featured two keynote speakers who brought the report&rsquo;s themes to life through the lens of public sector leadership.</p>
<p><a href="https://www.linkedin.com/in/kelly-goodwin-mba-citp-mbcs-1b932655/">Kelly Goodwin </a>MBA, CITP MBCS, CIO at the University of Wolverhampton, opened the evening with a keynote focused on navigating digital transformation in higher education. Her presentation, titled &ldquo;Mission Impossible: Finding power in priorities when investment slows,&rdquo; explored how institutions can move beyond reactive decision-making and instead focus on strategic clarity. She spoke about the importance of prioritising what truly matters, especially when resources are limited, a theme that echoed the report&rsquo;s finding that while investment is slowing, priorities are sharpening&nbsp;</p>
<p>Her emphasis on resilience over speed aligned with the report&rsquo;s broader narrative around leadership recalibration. As AI adoption accelerates, digital leaders are being called to lead with intention, not urgency. The report revealed that organisations furthest ahead with AI are 24% more likely to be increasing tech headcount, particularly in areas like AI and data.</p>
<p>Kelly reinforced this by highlighting the need to build empowered teams that can drive transformation, not just implement it.</p>
<h2>Doing more with less</h2>
<p><a href="https://www.linkedin.com/in/martinjsadler/">Martin Sadler</a>, Director of Digital &amp; Technology Services at Birmingham City Council, followed with a keynote that offered a candid look at digital leadership in the context of financial constraint. His talk focused on the challenge of delivering scalable digital services in a time of budget pressure , a reality faced by many public sector organisations.</p>
<p>The report&rsquo;s findings on board-level priorities felt especially relevant to the discussion. Despite signs of slowing investment, over half of digital leaders (53%) say their number one priority is using technology to improve operational efficiency.</p>
<p>Martin explored how this shift applies in the public sector, where the goal is not profit but public value. His reflections on cross-sector collaboration and strategic reinvestment brought the report&rsquo;s themes into sharp focus, showing how local authorities can remain agile and impactful even in difficult circumstances.</p>
<h2>AI, cybersecurity and the skills challenge</h2>
<p>Both speakers touched on the growing role of AI in shaping digital strategy. The report shows that nearly 1 in 5 organisations are now running large-scale AI projects, almost double last year&rsquo;s figure&nbsp;</p>
<p>But the message from Birmingham was clear: AI must be purposeful. It&rsquo;s not about chasing trends, but about solving real problems and unlocking capacity.</p>
<p>Cybersecurity also featured prominently in the discussion. With 29% of digital leaders reporting a major cyberattack in the past two years, the report highlights a renewed urgency around digital risk&nbsp;</p>
<p>Martin spoke about embedding resilience into every layer of the organisation, not just in systems, but in culture and leadership.</p>
<p>The skills gap was another shared concern. The report revealed an 82% increase in organisations citing AI as their top skills challenge&nbsp;</p>
<p>Kelly addressed this directly, emphasising the need to invest in people, not just platforms. Her call to &ldquo;build the A-Team&rdquo; reflected a broader shift in leadership thinking, one that values capability, adaptability, and collaboration.</p>
<h2>Beyond the numbers</h2>
<p>The Birmingham launch wasn&rsquo;t just a presentation of findings; it was a conversation. A moment to reflect on the data, but also to hear how it&rsquo;s being lived, challenged, and reimagined by leaders on the ground. From universities to city councils, the evening showcased the courage, creativity, and clarity that define today&rsquo;s digital leadership.</p>
<p>Thank you to our keynote speakers, Kelly Goodwin and Martin Sadler, and to all our guests for making the Birmingham launch such a thoughtful and noteworthy event.</p>

Birmingham Digital Leadership Report Launch Event Highlights

Digital Leadership Report 2025: London Event Launch Highlights

<p class="MsoNormal">On 16th May, Andy Heyes, Managing Director UK&amp;I &amp; Central Europe, joined industry leaders and policymakers at parliament for the official launch of the UK&rsquo;s National Hiring Taskforce, a new initiative from the Better Hiring Institute.</p>
<p class="MsoNormal">The event brought together voices from across government, business, and recruitment to discuss how the UK can modernise and improve its hiring landscape. With a central theme of &lsquo;reimagining recruitment&rsquo;, the Taskforce aims to explore how we can make hiring faster, fairer, and more inclusive through technology, data, and innovation.</p>
<p class="MsoNormal">Andy represented Harvey Nash in discussions focused on the evolving role of technology in recruitment, particularly how innovation can reduce friction in the hiring process and unlock untapped talent across all regions and sectors. A key theme was the need to move beyond traditional job titles and qualifications, instead focusing on individuals&rsquo; potential and transferable skills to build more diverse, agile and skills-driven workforces.</p>
<p class="MsoNormal">By bringing together key decision-makers and forward-thinking organisations, the launch highlighted a shared commitment to making recruitment work better for everyone in the UK.</p>
<p class="MsoNormal">As a leader in technology recruitment, Harvey Nash is proud to contribute to these important conversations. We see daily how innovation can connect people to meaningful opportunities and help organisations build diverse, high-performing tech teams. Being part of the National Hiring Taskforce reflects our continued dedication to shaping a recruitment industry that is modern, inclusive, and future-ready.</p>

Harvey Nash backs launch of UK Hiring Taskforce at Parliament

<p class="MsoNormal">On 17th June, the <a href="https://www.harveynash.co.uk/contact-us/newcastle">Harvey Nash Newcastle</a> team attended TechNExt, the North East&rsquo;s flagship technology festival, bringing together thousands of attendees across five days to celebrate the region&rsquo;s thriving tech scene.</p>
<p class="MsoNormal">As part of the festival the team took to the TechNExt Sustainability Hub alongside <a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, Group Technology Evangelist, to showcase the fifth instalment of the <a href="https://www.harveynash.co.uk/tech-flix">Tech Flix docuseries</a>, &lsquo;Data&rsquo;s Untold Story: The AI Energy Crisis&rsquo;, a thought-provoking documentary exploring the growing tension between innovation, data and sustainability.</p>
<p class="MsoNormal">Held in Blyth, the session welcomed attendees with an introduction by <a href="https://www.harveynash.co.uk/team/michael-day">Michael Day, Associate Consultant</a>, who set the scene for what is becoming an increasingly urgent issue: the exponential growth of data versus the energy required to sustain it. The documentary was then presented to the audience, which explores the mounting challenge of energy consumption in technology and data and what that means for our digital future.</p>
<p class="MsoNormal">Following the screening, a panel of industry leaders took to the stage to reflect on the film&rsquo;s themes and share their own perspectives. The panel featured:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo1; tab-stops: list 36.0pt;">Joanne Todd, CIO, St John Ambulance</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo1; tab-stops: list 36.0pt;">Jayne Routledge, Digital, Data and Technology Director, Everyturn Mental Health</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo1; tab-stops: list 36.0pt;">Paul Fitton, Director of Digital and Innovation Northern Powergrid</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo1; tab-stops: list 36.0pt;">Stuart Redshaw, IT Manager, Tombola</li>
</ul>
<p class="MsoNormal">Moderated by David Savage, the panel tackled some of the film&rsquo;s most pressing questions: What is the true cost of storing our ever-growing digital data, and how do we maintain long-term sustainability strategies when the average tenure of a senior leader is just over three years? - as reported in the Nash Squared/Harvey Nash <a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">Digital Leadership Report 2025</a>.</p>
<h2 class="MsoNormal">Key themes from the discussion included:</h2>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Return on impact</strong>: Rather than focusing solely on traditional ROI, panellists stressed the importance of understanding the broader impact of sustainability projects, both environmentally and socially. Jane Routledge highlighted the challenge of aligning the board with long-term sustainability goals, advocating for a shift in how value is measured and communicated.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Leadership turnover and continuity</strong>: A recurring theme from both the film and the panel was the issue of leadership churn. With digital leaders often in post for less than four years, the panel questioned how organisations could maintain momentum and accountability for long-term net-zero goals.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Shared responsibility in the digital supply chain</strong>: The panel also discussed the role of major cloud and tech providers, such as Microsoft and AWS, in the sustainability equation. It's not just about individual business actions; suppliers too must take accountability for the energy their platforms consume.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>The ethics of AI and data consumption</strong>: As AI becomes more integrated into business operations, ethical concerns around its environmental impact surfaced. Questions from the floor explored whether issues like AI governance and energy usage were being properly discussed at board level, the general consensus was that they&rsquo;re not, but they <em>should</em> be.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo2; tab-stops: list 36.0pt;"><strong>Should data consumption be taxed?</strong> One particularly provocative idea raised by the audience was the introduction of a &ldquo;gigabyte tax&rdquo; on data consumption, similar to a carbon tax. While the idea was ultimately deemed unworkable (due to the risk of rising end-user costs), it sparked important dialogue around how governments and regulators might incentivise more sustainable tech practices.</li>
</ul>
<p class="MsoNormal">While the session didn&rsquo;t promise clear-cut answers, what it offered was arguably more important: a space for debate, reflection and collective responsibility. From practical strategies to philosophical challenges, the panel opened new ways of thinking about tech&rsquo;s role in sustainability.</p>
<p class="MsoNormal">As <a href="https://www.nashsquared.com/">Nash Squared</a>/Harvey Nash&rsquo;s Tech Flix series continues to tour the UK, events like this provide a critical platform to drive forward the conversation - not just about <em>what</em> the problems are, but about <em>who</em> is responsible and <em>how</em> we move forward together.</p>

TechNExt 2025: Tech Flix goes North

<p>This year, <a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, Tech Evangelist at <a href="https://www.nashsquared.com/">Nash Squared</a>/Harvey Nash, returned to <a href="https://londontechweek.com/speakers/david-savage">London Tech Week</a>, an event that unites global innovators, investors, and enterprise leaders shaping the technologies of tomorrow.</p>
<p>Between moderating main-stage conversations and connecting with leaders across the City, David found this year&rsquo;s agenda striking a more urgent tone, one focused not just on innovation, but on responsibility.</p>
<p>Read on for David&rsquo;s reflections on the moments that mattered, the voices that stood out, and the powerful reminder that tech done right means putting deeds before dogma.</p>
<h2>A week that hit differently</h2>
<p>There are conference weeks, and then there are weeks. My London Tech Week 2025 (and its wider supporting events) definitely fell into the latter category.</p>
<p>Between moderating on-stage at Olympia alongside NetApp&rsquo;s wonderfully engaging Director Paul van der Lingen, and screening our latest Tech Flix documentary inside Parliament, the week sparked some urgent conversations around leadership, sustainability, and the environmental cost of our digital future - conversations I felt were echoed around the City the whole week!</p>
<h2>Deed over dogma</h2>
<p>The phrase that kept ringing in my ears all week was &ldquo;Deed over dogma.&rdquo; It came from Ali Zaidi, a climate policy advisor in President Biden&rsquo;s administration, a speaker I was lucky to meet after his talk on the Sustainability Stage.</p>
<p>It perfectly captured the tone of the discussions we were having and hearing. In a space increasingly filled with hype and half-truths, there&rsquo;s a growing appetite from technologists and business leaders alike to cut through the noise and focus on meaningful, measurable action.</p>
<p>The hidden footprint of digital innovation</p>
<p>That sentiment was front and centre in our <a href="https://www.harveynash.co.uk/tech-flix">Tech Flix</a> film, which shines a light on the environmental impact of unused data and AI workloads. 68% of enterprise data sits idle, consuming power, water, and resources, often stored &ldquo;just in case&rdquo;. It&rsquo;s a silent crisis, one that&rsquo;s growing in scale, yet rarely discussed in mainstream AI conversations. NetApp labelled it the &ldquo;digital landfill&rdquo;.</p>
<p>Screening Tech Flix 5 at Parliament, with support from MP Victoria Collins (the LibDem Science, Innovation and Technology spokesperson), brought the message into the heart of policy conversations. If we want AI to scale responsibly, we can&rsquo;t ignore the physical footprint it leaves behind.</p>
<h2>From problem-spotting to problem-solving</h2>
<p>But <a href="https://londontechweek.com/">London Tech Week</a> didn&rsquo;t just expose the problems, it also brought forward real momentum for solutions. Across stages, we heard calls for better questions, clearer measurement, and more inclusive innovation. This isn&rsquo;t just about moving faster, it&rsquo;s about moving smarter - and that&rsquo;s the real challenge for digital leaders.</p>
<p>The answer isn&rsquo;t to slow down innovation (there is zero appetite from the board or customers for that), but to lead it with intent. To rethink what progress looks like, to measure not only how much data we collect, but what value we actually derive from it. To interrogate our architectures, our platforms, and our policies and ask if they&rsquo;re fit for the future we say we want.</p>
<h2>A new kind of digital transformation</h2>
<p>If London Tech Week was a reminder of anything, it&rsquo;s that digital transformation can&rsquo;t afford to be a buzzword anymore. It must be grounded in responsibility, sustainability, and a sense of urgency that extends beyond quarterly metrics.</p>
<p>Because we&rsquo;re not just building tech ecosystems. We&rsquo;re shaping the infrastructure of society itself.</p>
<p>The question is: are we building something worth sustaining?</p>
<h2>About David Savage, Group Technology Evangelist</h2>
<p>David is Nash Squared's Group Technology Evangelist. He crafts podcasts, hosts video debates, speaks, moderates conferences, and chairs keynote stages. A passionate advocate for technology, David focuses on exploring both its challenges and opportunities.</p>
<p>Since 2015, he has been the editor and host of <a href="https://www.harveynash.co.uk/tech-talks">Tech Talks, </a>a podcast about leadership and technology that&rsquo;s ranked among the most popular podcasts in the world.</p>
<p>David has spoken at leading global events including Web Summit, Collision, IFA Berlin, Web Summit Rio, Unleash World, Unleash Paris, Unbound, Big Data World, and Viva Tech.</p>

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