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The cloud and it’s offering is vast, with its main aim to give organisations the ability to deliver resources and services publicly, privately or in an hybrid environment. Whether it’s hosting your data, sharing resources internally with different teams, or streaming your favourite series, these clouds are maintained by a variety of technical professionals. Cloud professionals have developed their skillset over many years working in infrastructure and development, demonstrating highly technical skills and certifications. With 70% of digital leaders reporting Cloud generated the most ROI over the last 3 years,due to the ability it gives them to be more agile and responsive- more organisations are recognising the efficiencies cloud can offer, the demand for this specialised skillset will only increase. What is a public, private or hybrid cloud? Public Cloud– This can be services or resources that can be accessed by anyone in the public domain and across the internet. You use many public clouds every single day, think - Netflix, Google Mail, Amazon. In the cloud world, these public clouds are usually referred to as Cloud Service Providers, like Amazon Web Services(AWS), Microsoft Azure, Google Cloud Platform(GCP). Private Cloud– You might already be using a private cloud in your daily work routine without even realising it. A private cloud is an environment dedicated solely to one organisation. It can be hosted either on-premises or in a data centre, it is accessible exclusively within the organisation. Unlike public clouds that are available to the general public across the internet, a private cloud gives organisations greater control and security, as well as retaining full authority over the resources and infrastructure.Examples of private cloud solutions include: Microsoft Azure Stack, VMWare vSphere, OpenStack. Hybrid Cloud– Hybrid is as it sounds – a mix of them both, but it would be easier to imagine that these clouds are like different personal storage solutions.You keep some of the services that are easy to access in the storage space you rent from a storage space company (public cloud) because of convenience, ease of access, available to a range of users. For your most sensitive data/resources, you will have these in your own storage space that you own like a safe in your wardrobe (private cloud) because it’s dedicated to you and safe, as a result, you will have more security and control over these resources. Types of jobs in cloud computing The most common roles within this space include: Cloud Engineers Site Reliability Engineers Cloud Architects Platform Engineers DevOps Engineers Infrastructure Engineers Cloud key skills and technologies Some of the technologies and key skills employers typically look for in cloud professionals: Experience with Cloud Platforms (Amazon Web Service, Microsoft Azure, Google Cloud Platform) Experience managing traditional infrastructure (Virtualisation, Servers, Networking, Firewall, Security, Storage, Databases, Identity Access Management) Configuration management tools (Ansible, Chef, Puppet, PowerShell) Containerisation tools (Docker, Kubernetes, AWS ECS, Google Kubernetes Engine) Container Orchestration tools (Rancher, Docker Swarm, Kubernetes) Source control management tools (Git, GitHub) Deployment tools (Elastic Cloud Compute (EC2), Ansible, CodeDeploy, Helm) Infrastructure as code (Terraform, Kubernetes, CloudFormation) Continuous improvement/Continuous Deployment tools (Jenkins, Argo, GitLab, Harness) Programming languages (Python, Bash, PowerShell, YAML, Java, Javascript, C#, Ruby, Golang etc.) Cloud salary ranges Salaries within Cloud roles have fluctuated, while there has been considerable growth in professionals in this space over the last few years, there is still a shortage compared to the demand for top talent. The increase in cloud professionals was mainly due to the Covid-19 pandemic giving individuals the ability to work fully-remote for organisations in higher-paying regions of the UK and internationally. However, as more businesses look to implement and take advantage of the cloud we expect a growing demand for individuals in this space, which will inevitably influence salaries. For the roles below, the ranges provided are from junior to senior level – when looking into ‘head of’ roles and management roles, the salaries tends to vary between £95k-£135k depending on scale and industry. Cloud Engineer: £50k - £85k Site Reliability Engineer: £60k - £90k Cloud Architect: £65k - £115k Platform Engineer: £50k - £100k DevOps Engineer: £65k - £100k Infrastructure Engineer: £40k - £80k Please bear in mind salaries vary considerably based on experience level and your location, we recommend speaking to one of our Cloud consultants for the latest salary information. Reach out to one of the team here. Work environment Working from home/hybrid models are very important within this specialism, these roles were usually remote and hybrid pre-pandemic and although we have seen a shift to more hybrid functions. The senior architects/engineers are more likely to want a fully remote role. This is due to the nature of the role requiring little collaboration that can otherwise be done through video call solutions, long working hours and very focused tasks. Many candidates we have spoken to see little need to be in an environment with others especially if the commute is long. There are of course exceptions, including infrastructure engineers which need to deal with physical equipment and some candidates who enjoy the more social aspects of working in an office, but most are committed to working fully remote and expect this. Clients need to be aware that exceptional talent are acclimated to working in remote environments and need to consider this within hiring requirements, from my experience the best compromise is once a month or fortnight for some senior cloud professionals. As working practices cloud professionals typically work within Scrum/Agile environments, with Cloud Architects getting involved earlier in the process to shape the project and avoid tricky hurdles in the later stages of the implementation. This is becoming an increasingly diverse field of work, with a lot of organisations pushing for more representation in the space from underrepresented groups, though this is still an area that has some way to go. We are already seeing a more diverse pool of candidates coming through at entry level but may need to be addressed for more senior roles. There is a fantastic group for Women in Cloud to help promote gender equity within this space. Here is a link to their website:https://womenincloud.com/ Benefits Most benefits offered are as standard, other benefits within this industry include: Discretionary performance based bonus (10-20%) Pension contribution (matched/non-contributory) Uncapped annual leave (Purchase/sell additional days/growing trend in big tech for unlimited holidays for senior staff) Share save/Equity Personal development/training/certifications/courses Gym membership EV Car Scheme Career Progression in Cloud roles There are multiple opportunities for career progression within the cloud discipline and really depends on what aspect you’re most interested in. A typical progression from an infrastructure route could look like this: 1st/2nd Line support 3rd Line support Infrastructure Engineer/specialist Junior Cloud Engineer/Cloud Engineer Senior Cloud Engineer Lead Cloud Engineer/Cloud Manager Head of Cloud While this is a very barebones and a typical scenario, as mentioned before there are many ways into the cloud and this is what the typical journey to the stratosphere of cloud could look like. To discuss more career progression and routes into Cloud pleasereach out to one of the team. Summary Overall, the demand for talent in the cloud market, far exceeds the available supply, particularly at a senior level. Given the intricate nature of cloud technologies, and the vast array of disciplines involved, organisations will need to continually adapt to the evolving cloud landscape to maintain efficiency and competitive advantage. Organisations will need to consider and review the expectations of candidates in this discipline, to retain and attract the talent they need to be able to implement their strategic ambitions within this business area. We’re experiencing a surge in organisations looking for expertise within this space, exploring salary, working from home policies as well as benefit packages to ensure exceptional cloud talent are attracted and retained. About the author Kyle Gauntlettis the Cloud Specialist consultant based in Harvey Nash Leeds office covering both contract and permanent roles. With an IT background in system administration and support for nearly a decade, Kyle sources leading cloud professionals of all levels. He manages vacancies across the North working with both public and private sector clients. If you’d like to speak further about the cloud and current rolesplease get in touch here.

In the ever-evolving tech industry, staying relevant and competitive is crucial. Whether you’re returning after a career break or looking to pivot within the industry, here are our top 4 essential tips to help you reposition yourself and land your next role, with insights and expert advice from Sandra Erickson, Director of our team in Newcastle. With over 15 years of experience in recruiting for senior level positions, Sandra has a wealth of knowledge when it comes to helping jobseekers rejoin the workforce and providing insights into navigating the ever-changing technology landscape. 1. Refresh your CV with the latest trends Your CV is your first impression, so make it count. Highlight your most recent experiences and skills, particularly those relevant to the rolesyou’re actively targeting. Use keywords like “cloud computing,” “AI,” “cybersecurity,” or “data analytics” to align with current industry demands. Consider adding a section for certifications and courses to showcase your commitment to continuous learning. “When applying for roles, your cv may be viewed by multiple stakeholders,” says Sandra. “My advice would be to always tailor your cv to the role that you are applying for, rather than having a one size fits all approach. Ensure you have a summary profile that speaks directly to the reader in terms of how your skills, experience and transferable skills are relevant to the role.” 2. Leverage your network Networkingremains a powerful tool in job hunting. Reconnect with former colleagues, attend industry events, and engage in online tech communities. Platforms like LinkedIn are invaluable for making connections and staying updated on job opportunities. Don’t be afraid to reach out for informational interviews or referrals from mutual connections or past colleagues. “Networking is often overlooked in today's increasingly connected world, but it’s essential to start making connections in your field of interest,” adds Sandra. “Using platforms such as Eventbrite will inform you of events in your area that match your interests. Our teams at Harvey Nash are well placed to support you, hosting many events that you’d be welcomed to, in most major locations across the UK and Ireland.” 3. Prepare for technical interviews Technical interviews can be daunting, but preparation is key. Brush up on core concepts and practice coding problems on platforms likeLeetCode or HackerRank. You should always be ready to discuss your past projects and how you’ve solved complex problems. And remember, interviewers are looking for problem-solving skills and a collaborative mindset. "In my experience, technical interviews are an opportunity for you to showcase how you think through technical challenges. It allows you to demonstrate how you navigate through complexity and builds the interviewers confidence in you and your abilities.” For more tips on preparing for your technical interview, Indeed have published an article here: How To Prepare for a Technical Interview in 6 Steps 4.Showcase soft skills While technical prowess is essential,don’t underestimate the value of soft skills. Communication, teamwork, and adaptability are highly sought after in tech roles. Don’t hesitate to highlight these skills in your CV and be prepared to discuss them during your interviews. Prepare examples that you can provide during your interview of how you’ve successfully worked in teams or managed projects. "Effectively, technology roles are business focused roles and being able to demonstrate softer skills on how you engage with business stakeholders is essential. This is also an opportunity to demonstrate any transferable skills that you have gained whilst being out of the workforce.” Discover why soft skills matter in tech with a detailed article by Indeed here: 10 Reasons Why Soft Skills Are Important For Your Career Summary Although the emphasis is often put onto the technical interviewportion of the hiring process, it’s important to remember that it’s not the only requirement for a role. Organisations are becoming increasingly interested in hiring people that can fit into their business and become a part of the wider team. It’s a careful balancing act, but if you are able to focus your time and efforts on all the areas above, you are bound to see improvements. Stay proactive, keep learning, and leverage your network to navigate your career journey successfully. And by following these tips, you’ll be well on your way to securing your next role in the tech industry. If you are looking to rejoin the workforce, don’t hesitate to reach out to Sandra at Sandra.Erickson@harveynash.com And discover our latest roles here.

As we enter a new year, I don't think many in the technology recruitment industry will be especially sad to leave 2024 behind. 2024 was quite a challenging year in which continued uncertainties dampened volumes and demand. Economic conditions improved a little, with inflation falling back to normal levels, but interest rates only edged down and, overall, rates of growth remained subdued. Combined with continuing geopolitical instability including the wars in Ukraine and Gaza, and the upheaval of elections in the UK, US and elsewhere, the market lacked the continuity and certainty needed to spur widespread, sustained recruitment activity. Companies were cautious, and candidates tended to favour staying put (and negotiating better terms) rather than risking a move - leading some to describe the year as 'the great stay'. 2025 – key pockets of activity and growth Heading into 2025, I believe that the market will improve and reach a more stabilised level of demand. The OECD has recently upgraded its economic forecast for the UK, raising expected GDP growth in 2025 from 1.2% to 1.7% which puts the UK significantly ahead of European rivals like France and Germany, and behind only the US and Canada in the G7. While this rate of growth remains modest by historic standards, 2025’s growth rate is expected to be twice as fast as 2024, so this could stimulate economic activity and hiring. We also see signs that more technology professionals are looking to move during 2025. A pulse survey of intentions that we carried out on LinkedIn in December found that 68% of technologists were actively looking for a new role, while a further 9% were planning to start looking in the New Year. This represents an increase in activity from last summer when the Harvey Nash2024 Global Tech Talent & Salary Reportfound that 50% of UK tech professionals were looking to move to a new organisation in the coming 12 months. There are a number of areas where I expect to see increased recruitment demand: Big Tech: The Big Tech firms have largely recovered following a period of retrenchment and are beginning to hire again. They are also continuing to invest in the UK – during 2024 Google, which already has more than 7,000 UK staff, pledged to invest $1 billion in anew data centrein Hertfordshire. Microsoft also committed to investing an extra £2.5 billion in the UK. Financial services:The industry’s resourcing requirements have strengthened in recent months, and I expect to see continued activity, with particular demand on the contingent staff side. AI and machine learning are priority areas. Public sector: With the government committing to increased investment in the public sector, I anticipate that the kickstarting of projects here will be accompanied by a renewed wave of hiring (particularly contingent staff) following a fallow period in the run-up to the election. The government also recently announced that it would be recruiting staff from tech start-ups in a secondment scheme to embed a ‘test and learn’ culture across government departments, backed by a £100m innovation fund. Tech start-ups/scale-ups: AI and other emerging technologies are of strategic importance, and I expect the technology start-up and scale-up market to be a strong performer with a continuing need for talent. Green tech:We are seeing continuing demand for technologists with expertise in green and clean technology solutions and materials as organisations pursue a sustainability agenda and work towards net zero goals. Headwinds to negotiate These factors will inject some life into the market – but there will also be a number of elements that tend to push in the other direction. Firstly, even if the UK may be better placed than some other major countries, the economic outlook continues to be underwhelming. There is also the significant wildcard of Donald Trump assuming the presidency in the US and the possibility of tariffs and increased trade wars. How much this may impact the UK is uncertain. What is certain, however, is that the world continues to be an unsettled and volatile place. Employers are set to continue to take a cautious approach. Secondly, the government’s planned increases to employer National Insurance contributions could have a significant impact. It is likely to have the biggest effect on sectors with high numbers of lower paid staff like retail, hospitality and leisure – but technology won’t be immune. In a global market where tech talent is available anywhere, the increased costs of employing UK talent may lead employers to invest in building or growing their technology teams in other locations instead. Added to this we have the government’s forthcoming package of workers’ rights which, while great news for individuals, will add to the cost and responsibilities of being an employer. Meeting some of the requirements could be a particular headache for start-ups and SMEs – and further incline them to invest in a more remote technology talent model. AI unknown One area that is still largely an unknown is AI. This continues to be a major focus for investment and exploration by businesses – but the real nature of its impact on technology recruitment remains unclear. As yet, it hasn’t led to an explosion in new AI-specific roles. Rather, there is an expectation that technologists can harness and use AI within their roles to enhance productivity and efficiency. It’s a skillset and a capability that is becoming expected. On the other hand, I am yet to see a clear example of job losses because of AI. In short, the impact of AI on the technology jobs market (in terms of number of hires) has so far been largely neutral. Needless to say, the technology is maturing and developing at a rapid pace – so could 2025 be the year that it begins to spawn new roles at scale? One way in which AI is having an impact is on the application process – with increasing numbers of candidates using AI tools to help them make tailored applications, and employers using AI to automate processes including candidate screening and scoring. My message here is simply not to lose the human touch. Candidates should be displaying their own personal skills and attributes, not over-depending on AI to do the work for them; while employers should build in checks to ensure the use of AI is inclusive and not excluding certain groups. They need to show that they are human and personalised organisations that care about people. The importance of culture in the competition for talent We know from the Harvey Nash 2024 Global Tech Talent & Salary Report that technology professionals are placing increasing value on the culture and working environment at an employer; this has become one of the keys to both attraction and retention. This is crucial because, even though we may not see booming conditions in the technology recruitment market, there will nevertheless continue to be significant competition for the best talent with skills shortages in priority areas such as data, engineering, AI/machine learning, software development and cyber. For instance, the Recruitment and Employment Confederation (REC) found in November that software engineers and developers are still one of the most in demand roles in the UK. The employers that can demonstrate a compelling employee value proposition (EVP) will have a significant advantage over the rest in attracting this talent. Diversity high on the agenda A further priority during 2025 which will also facilitate activity is the diversity agenda. We continue to see a real focus amongst employers on strengthening the diversity of their technology teams. They are looking to their partners and suppliers to help them do this – by encouraging applications from diverse talent sources, building relationships with under-represented parts of the community, and creating new recruitment pathways and talent schemes. Expect the unexpected? Overall, my expectation is that 2025 will be a solid but unspectacular year for technology recruitment. However, the nature of the market is that it can move from red to green at a moment’s notice – with no amber in between. We saw that in the post-Covid boom. That may have been the result of a fairly unique set of circumstances, but with AI developing at pace and many other unknowns, employers (and candidates) need to stay agile, flexible and prepared for the market to take an unexpected turn at any time. About the author Andy Heyesis the Managing Director Harvey Nash UKI, Central Europe, Australia & Spinks. He is also a member of Nash Squared Executive Leadership Team. Andy has been at Harvey Nash for 25 years and has extensive experience working across all sectors and industries. Starting out in the contracts division of the London Office, Andy quickly progressed and was appointed as Managing Director for the UK South Technology Recruitment Business in 2020.

We're delighted to invite you to take part in the 2025 Digital Leadership Report survey from Harvey Nash, part of Nash Squared, the world’s largest and longest-running study of its kind. Described by one digital leader as their “chance to get inside the minds of their peers”, the report captures the priorities and concerns of over 2,000 CIOs, CTOs and technology executives worldwide. Add your views by completing the survey today. The survey takes just 20 minutes to complete and covers key topics which are front of mind of all digital leaders today: · AI: What’s delivering real results now? · Investment: Where do I invest my budget when it comes to people and technology? · Compensation: Is my salary and benefits package competitive? · Budget: Does my budget stack up against others in the industry? Respondents will be among the first to receive a copy of the full report as well as sector and region-specific insights tailored to your needs. Take part today!

London, November 20 2024 – Bev White, CEO of Nash Squared, the leading technology and talent solutions provider, has been again recognised in Staffing Industry Analysts (SIA) Global Power 150 – Women in Staffing 2024 List. Now in its tenth year, this annual list recognises 100 women from the Americas and 50 globally for their exceptional contributions to the staffing industry. This marks Bev’s fourth appearance on the list since joining Nash Squared in 2020. Bev White started her career in technology after obtaining a degree in computer science. She held positions such as CIO and other IT leadership roles at Schlumberger and NTL (now Virgin Media) before transitioning into recruitment and talent management. Following various leadership roles in this sector, she became the CEO of Gi Group in the UK and Ireland. In February 2020, she was appointed CEO of Nash Squared. Bev White said of her inclusion on The Global Power 150 – Women in Staffing list: "I am truly honoured to have been included in this list once more, and for Nash Squared to receive such recognition. Nash Squared holds a unique and influential position worldwide. Through our work, whether helping to connect the best tech talent with organisations or through the tech solutions we deliver to clients - our work profoundly impacts individuals' careers, organisations, and the wider communities we serve. This is a responsibility we embrace with utmost dedication." Find out more about the SIA’s Global Power 150 Women in Staffing listhere.

On November 8th, our Harvey Nash Scotland team members came together to celebrate the Scotland Women in Technology Awards Ceremony, held at the Radisson Blu in Glasgow. We invited prestigious clients along with our team including Nucleus, BR-DGE, Computershare, SSE, Planet DDS, City FM, and one of our partners from ProductTank Edinburgh. Harvey Nash are delighted to have won the ‘Inclusive Recruiter of the Year’ Award, for a second consecutive year. Commenting on their decision, the judges said that we “have thought of, and have covered, most every part of D&I and it looks to be cemented into the core of the business.” “My heart was so full being surrounded by hundreds of women and allies celebrating our advancements and championing further progress in this field. A massive thank you to SWiT for hosting us and continuing to drive diversity forward in the sector. We cannot wait to see what next year will bring!” - Melina Harmon, Harvey Nash Edinburgh Our winning entry was commended for commitment to overall diversity ensuring the sector hiring processes are inclusive and for leading change in tackling challenges faced by women in the technology recruitment pipeline. The award also recognises our business’s progressive and inclusive practices looking beyond ethnicity, gender, sexuality, disability, educational attainment and background to recruit based on skills and talent. Harvey Nash are honoured to have won this award as it’s an integral part of our organisation. We were also delighted to sponsor the 'Mentor of the Year' Award which our Scotland Director, Cameron MacGrain presented. Congratulations toOmowumi Akintokunfor winning this award and Ruth McDonald, who was highly recognised for this award. Silka Patel, Founder and Chair of Scotland Women in Technology, said, “Tonight, what has stood out for me is the sheer dedication that is shown to champion and inspire even more women in the technology sector. “It is humbling to see how passionate every finalist and winner is about driving equality in the ecosystem; from being mentors and diversity cheerleaders to establishing demonstrable programmes. I am so proud to be a part of a community that is truly making a difference within the parameters of work and the wider community. Congratulations to all.” We would like to extend our thanks to Scotland Women in Technology for hosting a brilliant event as well as the judges and trustees of the charity. We’d also like to extend our congratulations to our fellow award winners and all the finalists. About Harvey Nash We’re Harvey Nash, and we build amazing technology and digital teams. From senior appointments through to recruitment and project solutions, we are experts in the tech sector. About Scotland Women in Technology Scotland Women in Technology (SWiT), exists to Champion, Celebrate, and Invest in women in the technology ecosystem within Scotland. Founded in 2008, SWiT is a not-for-profit organisation with a drive to put gender equality at the forefront of the technology ecosystem. It is run by a board of committed volunteers who have the vision and alignment to promote and champion gender equality at the heart of our proposition.

Becoming a CIO isn't easy. Nor should it be. But for the right person the role of CIO is one of the most valued and rewarding jobs you can have. So, what skills do you need? And what roles should you consider pursuing to get you to the top? This article first appeared on computerweekly.com Skills – it’s all about the business A Chief Information Officer in the fullest sense is someone who sits on the executive committee or board, reports to the CEO, and is responsible for contributing to and implementing the business strategy, through technology. Not all CIOs we come across meet these criteria – some, for example, don’t actually sit on the Exco or board. Our latest Nash SquaredDigital Leadership Reportfound that around 30% do not - the fact they are not Exco roles means that their value is in operational, rather than strategic, matters. It’s the leap to influencing strategy that is where the real transition to executive seniority is made. When it comes to the key attributes of a CIO, it’s really all about qualities and attributes that help the individual contribute to strategic business value through technology: Strategic Vision: The ability to align IT strategy with business objectives, and a vision of how technology can be leveraged to deliver real commercial and competitive advantage. Leadership and Management:Experience in leading large teams and managing complex projects. For this, strong communication skills are a must. Technical Expertise: A solid foundation in IT, including infrastructure, cybersecurity, and emerging technologies. Business Acumen: Understanding of business processes, finance, and how technology impacts the bottom line. Change Management:Experience in leading organisational change, particularly in the context of digital transformation. Eight roles to take you to the top For anyone with their sights on becoming a future CIO, there are a number of senior IT leadership roles that naturally improve an individual’s chances as and when the opportunity arises. Here are four ‘clear and obvious’ IT leadership positions that may provide a route to the technology summit: 1. Chief Technology Officer (CTO) Overview: CTOs focus on the technological strategy and innovation within a company. They lead efforts in technology adoption, product development, and R&D. Relevance: The CTO role is closely related to the CIO, with a focus on external-facing technology, making it a natural pathway to the CIO role, especially in tech-driven companies. To make the jump to CIO: A CTO will be a prime candidate for CIO and it will be a logical, even lateral step in some cases. 2. IT Director/Head of IT Overview: IT Managers or Directors oversee the day-to-day operations of the IT department, including infrastructure management, software development, and IT support services. Relevance: This role builds a deep understanding of the organisation's IT landscape and the ability to manage teams and budgets, which are critical for a CIO. To make the jump CIO: For a Head of IT, becoming a CIO could be the next step up, most likely at a similar organisation in the same sector where they have the experience and knowledge needed. 3. Chief Data Officer (CDO) Overview: CDOs manage data governance, data management, and analytics initiatives. Relevance: In data-driven organisations, managing and leveraging data effectively is key, making the CDO role a strong precursor to the CIO position. To make the jump to CIO: A CDO is more likely to become a CTO next, rather than stepping directly up to CIO (although it could happen). Any data-driven business would naturally be an environment where they could flourish – and potentially take the top role. 4. Head of IT Security/CISO (Chief Information Security Officer) Overview: The CISO is responsible for the security of the organization's information systems and data. Relevance: With the increasing importance of cybersecurity, experience in this area is becoming more valuable for aspiring CIOs. To make the jump to CIO: It’s unlikely for a CISO to become CIO as their next role – they need to hold a senior position with a broader strategic remit first. But that deep knowledge of security could be a great positive for them further down the track. Other high-potential roles There are other positions too that are a little less senior and may come earlier in an individual’s career, which in my experience can be high-potential development roles towards the top. 5. Director of Digital Transformation/Innovation Overview: This is in itself a fairly senior role that focuses on driving digital transformation initiatives within the organisation, including the adoption of new technologies and digital processes. Relevance: Leading digital transformation efforts helps build the strategic vision needed for a CIO role. To make the jump to CIO: Transformation is a great grounding because it brings in so many aspects of systems, IT and business performance. It may just be a case of the individual broadening their experience where they can and looking for an organisation with a CIO vacancy that has also undergone a transformation. 6. IT Program/Project Manager Overview: These professionals manage large-scale IT projects, ensuring they are delivered on time, within budget, and meet business requirements. Relevance: Project management experience is valuable for a CIO, who needs to oversee multiple large initiatives and ensure alignment with business goals. To make the jump to CIO: The path to CIO is likely to involve the individual building their career up through the transformation/programme management route to director level, gaining more years of experience, and then looking out for a suitable opportunity. 7. Enterprise Architect Overview: Enterprise Architects design and implement the IT infrastructure and systems that support the organisation's business strategy. Relevance: This role requires strategic thinking and a comprehensive understanding of both business and technology, key skills for a CIO. To make the jump to CIO: The most likely route for a technical expert like an Enterprise Architect is to move up through the technical side, setting their sights on becoming a CTO. From there, a CIO role could follow. 8. Office of the CIO Overview: Office of the CIO acts as a liaison between the IT department and other business units, ensuring that IT services align with business needs. Relevance: This role builds the ability to bridge the gap between technology and business, a crucial skill for a CIO. To make the jump to CIO: These teams are already well engaged with the role of CIO and the business, and for the right person it could be a natural step to the CIO role itself further down the line. A more open field Our research at Harvey Nash shows that routes into technology are changing - more people are coming into it from non-technical backgrounds, and many don’t have a university degree, entering in other ways including through apprenticeships and self-learning. The field is opening up and there is more flexibility in career paths. A love of technology, a drive and determination to succeed, and the ability to inspire and motivate people and teams are the pre-requisites. So, if you aspire to become a CIO, take heart that there are multiple different routes through which this could happen. Yes, you’ll need to work hard and build a track record of success – and it may also be worth thinking about additional qualifications like an MBA or relevant certifications (e.g. ITIL, PMP, CISM) – but the ways in which you could fulfil your dream are growing in number as the modern business and IT landscape continues to evolve. About the author: Helen Fleming With nearly two decades of experience within recruitment and technology,Helenis the Executive Director of our Search and Specialisms solution at Harvey Nash, and is responsible for managing our technology specialisms and C-suite community from both a candidate and client perspective. To find out more about Helen, view her profilehere. Or if you would like to get in touch about technology roles and hiring, pleaseget in touch here.

London, October 24 2024 - Bev White, CEO of the leading global technology and talent solutions provider Nash Squared, has been recognised in the Staffing Industry Analysts (SIA) Staffing 100 Europe list. The list, which comprises of C-suite executives, tech specialists, lawyers and operations experts, celebrates those that have guided their organisations and the staffing industry through turbulent times with an eye on the future. Bev White joined Nash Squared in February 2020 and has seen the business through the covid pandemic and economic downturn. In the last 12 months in particular, Bev has led the organisation’s work with the UK government to promote theDigital Support Services T Levelas well as driving the use of artificial intelligence, with investments that will benefit the business both now and in the future. Bev White said of her inclusion in the Staffing 100 Europe list: "To be included in these lists is affirmation to me that Nash Squared and the people that are part of it are making a big difference to the industry. The staffing industry changes lives, and it makes me very proud that we do this on a daily basis. It’s something that we take very seriously." Find out more about SIA’s Staffing 100 Europe list:https://www.staffingindustry.com/lists/staffing-100-europe/2024-staffing-100-europe

Our CEO, Bev White, talks to Olympic silver medallist diver Leon Taylor about the parallels in sport and business. This article first appeared onComputerWeekly.com. Right now, over 10,000 athletes are taking part in the world’s greatest sporting event. Whether running, swimming, jumping, or – and heaven knows how they do this – backflipping, the Olympics represents the absolute pinnacle of human physical achievement. Parallels are often drawn between elite sport and the world of business. There is no doubt there are differences – for instance, if every person in my own company, Nash Squared, were a budding 100m sprinter with dreams of gold, we’d get one thing done really well, and then fall apart as the thousand other things that need to be done are left by the wayside! But that said, there are similarities - to take people with raw talent and raise their game (literally, in this case) is surely something that every business leader aspires to for their team. The Olympic motto - “Faster, Higher, Stronger - Together” - could apply equally to the business environment as to the sporting arena. Three learnings to lead a high-performance team It’s something I’ve been reflecting on recently - and this included the opportunity to talk to Leon Taylor who won a silver medal in 10m diving at the 2004 Athens Olympics. Since then, as well as being the “voice of diving” on the BBC, Leon has become a mentor to other athletes and an executive coach. From our conversation and my own thinking, three points stand out: 1. “Love, not fear” in a culture of continuous improvement and coaching.One of the biggest parallels between business and sport is that if you don’t continually improve you will effectively move backwards as the competition raises its game. Often, this improvement is about small things - the concept of marginal gains or what Leon termed as “precise interventions” that add up to make a decisive difference. Hand in hand with this, you can’t have continuous improvement without someone offering feedback, insight and advice, whether that’s a line manager, mentor or coach. Here, Leon made an interesting point.What sport does really well is give feedback on the performance - not the person. It’s essential that feedback is not taken personally, as a criticism or affront. “In sport, performance feedback nudges more to love than fear,” Leon said. “It’s not personal, it’s designed to help the individual unlock their potential and do better. You’ve got to avoid that fear factor or sense of failure.” We can learn from this in business. Often, people shy away from feedback because they are nervous about what they might hear; while if a manager suggests someone gets a mentor, the reaction can be “Why, what have I done wrong?” Instead, we should embrace the mentoring culture and use it to point up opportunity, not threat. Harnessed well, it can truly be transformational. 2. Success starts in the mind.You can’t perform well in anything, physical or intellectual, if your mental balance isn’t right. This means adopting a positive mindset, visualising success, clearing away self-doubt and barriers - and it also means looking after mental wellbeing. Anyone can get overwhelmed in our always-on world. Leaders and managers, in fact, have a duty to look after themselves - because otherwise, how can they properly lead and mentor others in their teams who rely on them? As Leon said: “The effects of stress and poor mental health are usually very trackable. It starts as feeling worn out and can quickly move to being burnt out. I’m encouraged that more leading athletes and also business leaders are speaking out about it. Making space for mental wellbeing opens the door to better performance.” 3. Highest performance comes when team and individual are in balance.Most Olympic events are individual competitions - but no athlete could succeed without the team around them. UK athletes compete as Team GB which has developed its own set of values and identity. As Leon observed: “On the back of my Athens medal is a lot of text in Greek - but really it should be a list of names of everyone that helped me get there: my coach, my team mates, physio, nutritionist, and many more. High performance depends on both support and challenge from others.” In the business environment, the challenge is to keep the team and individual in balance. You need to ensure there is a strong sense of team, with everyone understanding the big picture and the collective end goal, how they fit into it, and how they can help and be helped in achieving it. But within that team ethic, you need to give individuals the latitude to perform and excel according to their own strengths. It is a difficult balance to get right, but can be crucial to success. Three personal tips for leaders Business leaders need to enable their team members to excel - but this hinges as much on them as the people they manage. I would encourage leaders to reflect personally on three things: It’s your responsibility how you show up. Your own attitude makes a huge difference and rubs off on others. Be the change you want to see and it will have an amplified effect. Your words are important - your behaviours even more so. Think about your actions and what example you’re setting through them. These speak more powerfully than anything you say. For example, you may talk a lot about the importance of work/life balance - so do you need to send that email at 10pm or can it just as well go in the morning? Give people the tools they need to fly. Or dive, run, jump, throw… As a leader, one of the most important roles you have is to make sure people are equipped to do the job they’re there to do. Give them the right tools, the support they need, and the feedback to get better - and you will be amazed how well people perform. Watching these Paris Olympics, I am sure we will all be moved and inspired. Think about how to translate that into the everyday at work - we can’t all be Olympians, but we can all aspire to perform at a higher level than we’ve ever reached before.