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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. The latest Nash Squared/Harvey Nash Digital Leadership Report 2025 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. So, where are the early adopters seeing results, and what separates pilot projects from scalable success? Where AI is already delivering ROI The data from the Nash Squared/Harvey Nash Digital Leadership Report 2025 shows that AI is no longer confined to isolated use cases or experimental environments. It’s being deployed where it can make a tangible difference to operational efficiency and productivity. Across the survey responses from digital leaders, several high-impact areas emerged: Software development: 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 “code documentation, refactoring and development”, delivering “around a 20% efficiency improvement”. Helpdesk and internal support: 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, “We implemented an AI-powered customer service chatbot…it reduced support costs by 30%, improved customer satisfaction, and increased sales conversions, with the system continuously improving to deliver significant ROI”. Management of information/insights: Organisations are using AI to analyse data and support faster, more confident decisions. In the Digital Leadership Report, one leader noted, “We have used it to automate processing of incoming documents…success rates are significantly higher, reducing the number of incidents needing a person to review”. Marketing and sales: 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 “multi-million revenue uplifts through recommended outreach lists for client advisors rather than the previously human-led approach”. 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. What separates success stories from stalled projects? One standout finding from the report is that the biggest barrier to scaling AI isn’t technology, it’s the business case. Almost half (49%) of digital leaders cite “demonstrating the business case” as their top hurdle. But what if business cases are being built on weak foundations? In a recent episode of our industry-leading podcast, ‘Tech Talks,’ 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. "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". This sentiment was certainly backed up by our wider conversations with digital leaders. We know the difference comes down to a few critical factors: Clear alignment with operational priorities: 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. Cross-functional ownership: 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 needs. Scalable infrastructure: From data platforms to governance frameworks, building the right technical foundations enables AI to be scaled across departments rather than remaining a niche experiment. Targeted skills development: Despite AI’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. From pilot to productivity: Building your AI business case For senior technology leaders, the question is no longer whether AI delivers value, but how to turn that value into real, scalable results. Based on insights from the Digital Leadership Report, successful organisations approach AI with three guiding principles: Business-first, tech-enabled: Start with operational challenges and growth opportunities, then explore how AI can accelerate or enhance outcomes. Embed, don’t bolt on: Avoid treating AI as a side project. Integrate it into everyday workflows and decision-making processes. Prove early, scale fast: Focus pilots on areas where quick wins are possible, quantify success, and use those wins to secure broader buy-in and investment. The road ahead 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. Central to this shift is the evolving role of the CIO. Oracle’s Country Leader, Siobhan Wilson, spoke to ‘Tech Talks’ to emphasise that the CIO's role itself is "becoming much more aligned to the business as opposed to the business telling them what they want", leading to a "much more collaborative conversation now". AI success requires a unified effort across departments, not just within IT, impacting the digital leaders' outlook and remit. For more insights into AI and digital leadership, download the 2025 Nash Squared / Harvey Nash Digital Leadership Report 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, get in touch with our team today

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. At Harvey Nash, we’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. 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’s happening in the market, and how to respond. Why Cybersecurity Talent Is in High Demand Across the UK, cyber threats are increasing in both frequency and severity. The Nash Squared/Harvey Nash Digital Leadership Report revealed 29% of digital leaders have experienced a major cyberattack in the past 2 years, ending a 5-year decline. 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. 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. 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. These combined forces are making cybersecurity talent one of the most sought-after resources in the UK job market today. Key Cybersecurity Trends Shaping the UK in 2025 To understand the hiring landscape, it’s important to look at what’s actually happening on the ground. Here are the key trends shaping the cybersecurity conversation this year. Ransomware remains a major threat 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. 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. Supply chain risk is under the spotlight 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. AI is creating both opportunities and risks 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. Data privacy is more important than ever The UK Information Commissioner’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. Zero Trust architecture is gaining traction 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. Cloud misconfigurations are still causing problems 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. Human error remains a challenge 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. The Most In-Demand Cybersecurity Roles for 2025 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: SOC Analyst – Specialists who monitor threats, investigate incidents and act as the first line of defence.Typical salary: £40,000 to £60,000 Cloud Security Engineer – Experts in building and securing infrastructure in AWS, Azure or Google Cloud.Typical salary: £70,000 to £100,000 GRC Specialist – Professionals who align security with risk, compliance and governance frameworks.Typical salary: £60,000 to £90,000 IAM Lead – Focused on identity and access management, a vital area as companies adopt Zero Trust models.Typical salary: £65,000 to £95,000 DevSecOps Engineer – Combining development, operations and embedded security across the software lifecycle.Typical salary: £75,000 to £110,000 Threat Intelligence Analyst – Providing real-time insight into evolving threats and advising on proactive measures.Typical salary: £50,000 to £85,000 Cybersecurity Analyst – 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.Typical salary: £45,000 to £70,000 We’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. The Skills Employers Are Prioritising Employers are looking for more than technical knowledge, they’re searching for people who can make a real impact. Core technical skills include: Cloud security Incident response and threat hunting Identity and access management Zero Trust architecture Familiarity with UK regulatory standards and NCSC guidance Certifications often requested: CISSP, CISM, CISA CompTIA Security+ ISO 27001 Cloud security credentials (e.g. AWS or Azure certification) Soft skills are playing a bigger role too: Strong communication, especially with non-technical stakeholders Problem-solving in fast-moving environments Collaboration across departments Adaptability and strategic thinking 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. Challenges in Hiring Cybersecurity Talent There is no shortage of demand, but there are still real barriers when it comes to finding the right people. There simply aren’t enough candidates, particularly in areas like cloud security, GRC and threat analysis. Top talent is being snapped up quickly, often with multiple offers on the table. Hiring processes can be too slow or not well aligned with the role, leading to missed opportunities. Many employers struggle to assess technical capability, especially for niche roles. 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. How Harvey Nash Supports Cybersecurity Recruitment 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. 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. Our consultants are embedded in the UK technology ecosystem and speak to cyber professionals every day. We’re able to advise on salary expectations, skill trends, and how to position roles in a competitive market. 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’d love to talk. Please contact us here. Find all our cybersecurity jobs here. Conclusion Cybersecurity is no longer just an IT issue, it’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. 2025 is shaping up to be a defining year for cybersecurity hiring. Whether you’re scaling up your team, building capability from scratch, or rethinking your security strategy, the right talent can make all the difference. At Harvey Nash, we’re here to help you navigate the market, connect with the right people and build a team fit for the future. If you’d like to explore how we can support your cybersecurity hiring plans, get in touch with our team here.  Mo Gaibee – Cyber Security

The demand for AI skills is outpacing supply at an extraordinary rate. According to the latest Nash Squared/Harvey Nash Digital Leadership Report, 51% of global tech leaders now say their organisation has an AI skills shortage, almost double the 28% reported just a year ago. AI has leapt from sixth to the number one most-scarce skill in just 18 months, marking the steepest rise seen in over 15 years of research. Featured in a recent ZDNet article, Nash Squared CIO Ankur Anand , offers timely insight into why the gap has grown so significantly, and what organisations can do to address it. He points to the speed of innovation as a key factor: “There’s an unprecedented pace of development in generative AI and the supporting large language models… Professionals must learn new skills quickly, and traditional learning methods can’t keep pace.” The article explores how forward-thinking leaders are adapting, from rethinking recruitment to embedding continuous learning, and ensuring their organisations can attract and retain the right blend of AI expertise and ethical awareness. You can read the full ZDNet article, including Ankur Anand’s insights and reflections on the fast-moving AI skills landscape, here.

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’s Nash Squared/Harvey Nash Digital Leadership Report (DLR), 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%). It isn’t just that these skills are hard to find – 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 – 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.  The DLR shows us that for many technology leaders, at least part of the solution to this conundrum is outsourcing – 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’ sentiment towards increasing outsourcing in the coming year has been backed up by Statista, that forecasts the IT outsourcing market  will  be worth £44bn in 2025, with a projected annual growth rate of over 9% from 2025-2029.  Outsourcing attractions 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’ agendas. Firstly, outsourcing is very flexible. In times of uncertainty, having a resourcing model that can quickly ramp up and down as needed is appealing.  Secondly, it’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’s a quick and straightforward fix to a resourcing or workload issue. It’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. 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’s rather like the old saying that “no one got fired for buying IBM”. If you’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’s also possible to find support for practically any need – whether that’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’re doing, a good consultancy will offer wider guidance, best practice insights and thought leadership on emerging areas such as AI. But perhaps equal to all of these factors in the current climate is that outsourcing doesn’t add to headcount – it’s just spend. As long as there is room in the existing budget, there is no need – or only a limited one – 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.  Balancing resourcing models This is something we’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’s a variation on going to a services provider and is becoming a more common ask across the recruitment industry. That’s not to say other models won’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.  More than anything, our findings underline that managing technology in a continually evolving environment is complex. That’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.