For much of the last decade, experience was the safest hiring signal in technology. Years on the job, senior titles, and deep familiarity with established systems were often seen as proxies for capability. In the United States, that logic is now being fundamentally challenged. Findings from the 2025 Nash Squared / Harvey Nash Digital Leadership Report show that US digital leaders are rapidly reweighting how they assess talent, with GenAI capability now taking precedence over length of experience in many hiring decisions. As AI becomes embedded across software development, operations, security, and decision-making, the skills organizations value most are shifting at speed. GenAI skills now outweigh experience for most US leaders US employers are making their priorities clear. When asked to choose between two software developers, one with strong GenAI skills and two years’ experience, and another with five years’ experience but no GenAI capability, nearly 78% of US digital leaders said they would hire the GenAI-skilled candidate. This is a decisive signal in that while experience still matters, it is no longer the dominant differentiator it once was. The ability to work productively with AI tools, integrate them into workflows, and deliver tangible outcomes is increasingly seen as a faster route to impact than tenure alone. AI skills are critical, but are still in short supply The Nash Squared/Harvey Nash Digital Leadership Report found that AI is the single most acute skills shortage facing US organizations today. More than four in ten US digital leaders report a shortage of AI skills, placing it ahead of areas such as cybersecurity, data engineering, and cloud platforms. AI has moved from experimentation to being embedded across a wide range of business functions, from software development and customer service to finance, recruitment, and internal operations. As adoption accelerates, demand for people who can design, deploy, and work effectively with AI systems is increasing faster than supply. Compared with earlier technology waves, the AI skills gap is emerging faster and cutting across a wider range of roles, not just specialist data or machine learning positions, but core engineering, product, and operational roles as well. Upskilling is underway, but not evenly Unlike some global markets, US organizations are not standing still. Around three-quarters of US employers report that they are already upskilling their people in GenAI, either extensively or in targeted areas. This suggests a growing recognition that external hiring alone will not solve the problem. However, the data also shows that nearly one in four organizations are still only making limited progress. As AI adoption accelerates, this uneven pace risks creating internal capability gaps, particularly between teams that are actively experimenting with AI and those that are not. The implication for hiring is significant. Employers are increasingly looking for candidates who can bridge this gap, specifically individuals who not only understand AI tools but can help scale their use across teams and functions. Hiring practices are evolving alongside skills demand The emphasis on GenAI capability is changing how US organizations approach recruitment, not just who they hire. Many employers are: Shifting focus from tenure to demonstrable skills, particularly the ability to apply AI in real-world scenarios. Placing greater value on adaptability, learning speed, and comfort working alongside intelligent systems. Reassessing job requirements, prioritizing applied capability over traditional career pathways. At the same time, the report highlights a tension. While AI skills are increasingly demanded, they are not always clearly defined. Vague references to “AI experience” can still dominate job specifications, making it harder for candidates to demonstrate relevance and for employers to assess capability consistently. For candidates, this raises the bar. US tech professionals need to clearly articulate where and how they have used AI, whether that is automating development tasks, improving analytics, enhancing customer interactions, or increasing operational efficiency. AI’s impact goes beyond hiring volumes AI is also influencing how many organizations expect to hire at all. US leaders anticipate that automation and GenAI will meaningfully reduce future hiring needs for certain roles over the next two years, particularly those involving repetitive, rules-based, or routine tasks. That does not mean fewer opportunities overall, but it does mean different opportunities. Demand is shifting toward roles that combine technical expertise with judgment, oversight, and the ability to extract value from AI systems rather than compete with them. Building a future-ready US tech workforce Hiring differently is only part of the response. The US data makes clear that organizations making the most progress are those aligning recruitment, upskilling, and AI strategy. To stay competitive, US employers need to: Be explicit about which AI capabilities matter for each role. Assess practical application, not just theoretical knowledge. Continue investing in internal AI literacy, not only specialist training. Align hiring decisions with a clear view of how AI will shape roles and workflows. The organizations best positioned for the future will be those that treat AI skills as a core capability, developed through a combination of smarter hiring and sustained internal investment. Shaping the next phase of tech hiring For US organizations navigating digital transformation, this is a pivotal moment. The ability to identify, assess, and develop AI-capable talent is quickly becoming a defining factor in how fast businesses can adapt and compete. At Harvey Nash, we support US organizations as they respond to these shifts, helping them refine hiring strategies, assess real-world AI capability, and build technology teams ready for what comes next. To explore more insights into how AI is reshaping the tech workforce, download the 2025 Nash Squared / Harvey Nash Digital Leadership Report.

Every month, Harvey Nash’s CIO Voices brings together some of the most forward-thinking technology leaders to decode what’s happening in the world of digital transformation. This month’s discussion was especially energizing. Our contributors Roberto Galdamez, Premkumar Balasubramanian, and Joe Evangelisto brought sharp insight, candid realism, and healthy skepticism to make the conversation meaningful. The discussion ultimately centered on a key question: Is AI actually going to rule 2026?With adoption accelerating across industries, the question reflects genuine strategic uncertainty rather than hype. Enterprises are moving faster, risks are multiplying, and suddenly everyone wants to know whether AI will be the decision-maker, the co-pilot, or just another tool on the IT shelf. Let’s walk through what these leaders had to say. The New Shape of IT Leadership in 2026 If 2024 and 2025 were transitional years, 2026 is shaping up to be a redefining one. Interestingly, Galdamez sees CIO and CISO responsibilities blurring in ways that feel both natural and necessary. He described it as “two roles gradually sharing the same dashboard,” where technology decisions and security decisions can no longer be treated as separate tracks. According to him, 2026 could be the year this unified leadership model becomes standard rather than experimental. Premkumar agreed but he added something subtle: while leadership responsibilities are converging, the skills required are actually diverging. He emphasized that leaders now need to understand not just infrastructure and cloud, but regulatory frameworks, AI model behavior, and even risk psychology. He put it simply: “A CIO can’t avoid understanding AI governance anymore.” That’s a shift many leaders still underestimate. Joe offered a slightly different angle. In his view, leadership isn’t being restructured; it’s being stretched. He pointed out that CIOs are being asked to lead transformation, reduce cost, modernize platforms, maintain security, and now layer on top of everything oversee AI strategy. It sounded almost contradictory: leaders need to specialize more while simultaneously becoming more generalist. But Joe later clarified that contradiction: “Specialization applies to the technology; generalization applies to the mindset.” And he’s right 2026 won’t be the year of single-track technology executives. It will be the year of holistic ones. Which Technologies Will Truly Matter in 2026? Ask ten industry analysts what will define 2026 and you’ll hear ten different buzzwords. What stood out here was how these three leaders cut through that noise to focus on what’s influencing organizations right nowGaldamez believes 2026 will be driven not by new technologies, but by technologies that finally become trustworthy. He talked about AI systems that can explain themselves, systems where you can trace why they made a decision. “AI without explainability will be useless by 2026,” he said. It wasn’t hype; it was a warning. Premkumar took that further. In his view, the technologies gaining traction aren’t the flashy ones they’re the ones that reduce doubt. Identity-first security, AI-driven threat detection, and automated remediation workflows will become the backbone of enterprise operations. He framed it nicely: “Technology only wins when people stop questioning its reliability.” That hit hard because it captures the emotional undercurrent behind every modernization initiative. Joe, on the other hand, highlighted how these emerging tools will affect daily work. He specifically noted that developers and operators are going to rely on AI in a more ambient, background way. Think of it like traffic navigation you don’t notice it unless something goes wrong. “The tools won’t feel futuristic,” he said. “They’ll feel normal.” Yet he also pointed out an important counterbalance: some technologies will remain overhyped. Fully autonomous SOCs, for example, might sound tempting, but they simply won’t replace situational judgment. And quantum? Great for research; not a 2026 disruptor. What Trends Are We Overrating and Completely Underrating? This was the moment in the discussion when everyone leaned in. Because trends are easy to romanticize, especially in tech but the reality behind them is usually much more grounded. Galdamez argued that the most underestimated trend is AI governance. Not AI itself AI governance. He stressed that enterprises still aren’t prepared for the audit trail that generative AI will require. “Everyone wants models that think like humans,” he said, “but nobody wants to manage them like humans.” That line captured the contradiction perfectly. Premkumar echoed this, but with a practical twist. He said companies are underestimating the maturity gap between experimentation and enterprise deployment. People talk about plugging AI into every process, yet they underestimate the integration friction, the security conversations, and the model validation cycles that follow. In contrast, they overestimate how fast AI can or should take over decision-making. Joe took the relatable analogy route. He compared the industry’s view of AI autonomy to self-driving cars: “We talk about Level 5 autonomy, but we’re still living in a world that needs human hands on the wheel.” Underestimated? The role of human oversight. Overestimated? The belief that AI will magically run an entire IT operation. You know what? He’s absolutely right. Our own findings mirror this, similar data from the DLR report shows that organizations with human-in-the-loop models outperform fully automated approaches in reliability and risk management, reinforcing that AI is an amplifier of expertise, not a replacement for it. The Global and Economic Forces Shaping 2026 Even though AI steals the spotlight, global and economic forces are pulling the strings behind the scenes. And each of our contributors had distinct but connected perspectives. Galdamez sees regulation as the biggest force. He talked about the EU AI Act, U.S. regulatory momentum, and the tightening requirements from cyber insurers. In his eyes, 2026 will be the year enterprises can no longer treat compliance as an afterthought. Premkumar added that macroeconomic pressure will push organizations toward consolidation. Instead of sprawling tech stacks, companies will double down on smaller, more integrated platforms that deliver more value with fewer moving parts. He called it “economic gravity” the natural pull towards efficiency. Joe emphasized something else: global instability. He pointed out that cyber risks increase during periods of geopolitical tension, and 2026 will demand stronger detection, faster response, and more resilient infrastructure. “Global instability and rising cyber risk,” he said, “will define 2026 more than any single technology.” Honestly? It’s hard to argue with that. As attacks grow faster and more coordinated, organizations can no longer rely on prevention alone; success in 2026 will hinge on early detection, rapid response, and infrastructure designed to absorb and recover from impact rather than assuming it can be avoided. Will AI Actually Make Major Decisions in 2026? Short answer: yes and no. And here’s where the nuance matters. Galdamez was clear: AI will handle micro-decisions risk scoring, alert triage, anomaly detection but not macro ones. He said something insightful: “AI will choose what to surface, but humans will choose what to act on.” That’s a powerful distinction. Premkumar reinforced this by explaining how AI will evaluate threats faster, but the ethical and strategic decisions will still rest with people. He stressed that AI must support transparency. Not because it’s a compliance checkbox, but because without transparency, trust collapses. Joe took the practical route once again. He agreed that AI will make operational decisions but not business-critical ones. He described AI as a “decision accelerator,” not a decision-maker. That framing helps leaders understand what AI will and won’t replace. The takeaway?AI will make your work faster, smarter, and more efficient but it won’t take your judgment away. Will AI Rule the Enterprise or Blend into the Background? After all the discussion, this question captured the essence of the debate. Galdamez believes AI will become part of the fabric of enterprise operations almost invisible, yet indispensable. Like electricity. You don’t think about it unless it stops working. Premkumar noted that what will actually “rule” isn’t AI it’s AI governance. The companies that master governance will outperform, out-innovate, and out-secure everyone else. His perspective was pragmatic, but it carried a hopeful undertone. Joe summed it up beautifully: “AI won’t rule 2026. But the companies that learn to partner with it will.” And he’s right AI’s power in 2026 won’t come from dominance; it will come from alignment. So… Is AI Going to Rule 2026? After hearing from Galdamez, Premkumar, and Joe, the answer becomes surprisingly clear. AI will be the engine, but humans will remain the drivers especially the CIOs, CTOs, and decision makers who understand that technology is only as strong as the trust that surrounds it. A huge thank you again to our contributors for their insights. Their voices are what make Harvey Nash’s CIO Voices not just informative, but truly meaningful. And before you go, here’s something to look forward to:Next month’s edition will explore “Data-Driven Decisions: Choosing the Right Analytics Platform for Maximum ROI”Stay tuned because the talent landscape is evolving faster than ever, and the strategies you build now will define your competitive edge for years to come.

Insights from Harvey Nash CIO Voices Welcome to the latest edition of Harvey Nash’s CIO Voices, where we spotlight the perspectives of technology leaders shaping the digital future. This month, we explore a challenge that every CIO, CTO, and digital decision-maker has faced since 2020: how to build resilient, high-performing tech teams in a hybrid world. We spoke with two leaders who have navigated this challenge firsthand: Michael Goldberg, Vice President of Strategic Partnerships at Harvey Nash, and Roberto Galdamez, Chief Information Security Officer at Kovack Financial Network. Their experiences span tech recruitment and cybersecurity, but both agree that resilience in hybrid teams is shaped more by the reasons for and methods of work than by location. Before we dive in, a huge thank you to both leaders for their candor and depth. What follows is not just a checklist, but a lens into modern leadership one that centers on adaptability, trust, and purpose. Clarity and Connection Drive Engagement Engagement in hybrid teams doesn’t come from office perks or flashy incentives - it starts with clarity. As Michael Goldberg explains, “Engagement starts with clarity and connection. Every team member needs to know how their work ties directly to the organization’s objectives and goals.” This clarity is essential for technology teams operating across multiple time zones and regions. In the past, co-located teams could rely on non-verbal cues and informal discussions to facilitate communication. Today, effective engagement depends on everyone understanding not just what they’re doing, but why it matters. Roberto Galdamez, viewing this through a cybersecurity lens, adds, “Engagement starts with clarity of purpose… every control, every patch, every risk decision ties directly to our mission of safeguarding the firm and its clients.” The importance of clarity cannot be overstated. Whether developing software or safeguarding infrastructure, clear communication transforms dispersed teams into well-coordinated ecosystems.. Both leaders also emphasize the importance of creating a culture of accountability, where individuals take ownership of outcomes. In a hybrid teams, this might mean short, focused huddles, security “time blocks,” or daily scrums that empower individuals to lead from wherever they are. As Goldberg notes, the biggest difference isn’t the tools - it’s giving people permission to own the mission. Accountability and Autonomy in Action The shift to hybrid structures has fundamentally changed traditional working practices. What was once organized around physical offices is now built on goals, outcomes, and trust. Goldberg describes his organization’s approach: “Every team operates like its own mini-business, with clear ownership for sales, recruiting, and delivery.” This model thrives on autonomy but is anchored by accountability. Teams are self-contained yet interconnected, meeting in person twice a quarter for strategy and alignment, while performance is measured by impact, not hours. Galdamez echoes this sentiment: “In a hybrid environment, the structure has to balance accountability and autonomy. You want people to do the work, but you also don’t want to be breathing on top of them.” His team organizes around security outcomes - reducing risk exposure, strengthening detection, and improving compliance—replacing traditional task lists with clear, agile goals. He also highlights the distinct purposes of office versus remote time. For Galdamez, in-person meetings are for strategy, mentorship, and problem-solving, while deep work, documentation, and technical delivery are best done remotely. The secret to keeping hybrid teams connected and resilient isn’t about replicating the office - it’s about reimagining it and how you lead. It’s a balance: trust, but verify; guide when needed, but create an environment where people can learn and grow. Tools That Empower, Not Overwhelm No hybrid team runs without technology, but tools only help when people feel empowered to use them. At Harvey Nash, Bullhorn is the recruiting backbone, while Microsoft Teams and Power BI keep collaboration transparent. As Goldberg explains, “Teams keeps conversations continuous and accessible, while Power BI helps us visualize performance and productivity across offices. That visibility fosters alignment and quick decision-making. It turns dashboards into dialogues.” For Galdamez, the essential toolkit revolves around security visibility and continuous access integrity. His team relies on advanced Endpoint Detection and Response (EDR) systems and cloud-based platforms like Microsoft 365 and Zoom. He emphasizes, “Security and productivity can’t have separate lanes.” In too many organizations, security is seen as something that slows progress, rather than as an essential component that enables the business to move forward safely and confidently. For Galdamez, resilience depends on enabling both protection and productivity simultaneously. While the choice of tools is important, the most significant results come when processes retain a human touch. If a Teams meeting feels unengaging, the issue often lies not with the platform, but with a lack of trust, engagement, and psychological safety among participants. Tools enable collaboration; culture sustains it. Culture by Design, Not Perks Culture didn’t die in 2020, it evolved. As Goldberg puts it, “Culture can’t be replicated with a ping-pong table, it has to be intentional.” The move to hybrid work exposed a truth we’d long ignored: culture isn’t a place, it’s a practice. It’s built through transparency, shared values, and recognizing contributions that truly move the needle. Galdamez takes this further: “Security culture is people culture.” After the pandemic, his team had to rebuild not just systems but trust. Every team member needed to feel empowered to speak up, challenge assumptions, and report anomalies without fear. That’s psychological safety in action - the invisible glue of resilient teams. He describes “cyber moments” - short discussions in meetings to recognize proactive behavior and highlight learning. It’s culture by design, not default. Today, connection isn’t measured in emojis, but in empathy. When leaders model openness, teams respond with honesty. Culture survives distance because it lives in people, not places. Preventing Burnout in a World That Never Logs Off Hybrid work has blurred the boundaries we once relied on. Work hours, personal time, and mental space have started to merge, increasing the risk of burnout. “Burnout isn’t just about workload, it’s about control and recognition,” Goldberg explains. When people feel seen, supported, and trusted, they can handle a lot. But when control slips away, when every ping feels like a demand, resilience erodes. Galdamez knows this well: “Cyber and IT teams live in constant alert cycles. Addressing burnout means managing both risk and rhythm.” His team uses automation to eliminate repetitive tasks, freeing analysts to focus on high-impact work. They rotate on-call duties fairly and keep mental health part of leadership conversations. Hybrid resilience is about teaching teams where the off switch is and giving them permission to use it. Resilience doesn’t mean working longer; it means bouncing back stronger. Listening: The Key to Retention Metrics tell a story, but not the whole story. Goldberg shares that Harvey Nash relies less on formal surveys and more on regular conversations: “We stay close to our teams through one-on-ones and open discussions. People stay when they feel supported, heard, and part of something moving forward.” This marks a shift from managing through dashboards to managing through dialogue. Galdamez adds another layer, focusing on empowerment through growth training, certifications, and skill expansion in areas like threat intelligence and GRC (Governance, Risk, and Compliance). “Team members who see their work reducing risk in measurable ways feel a deeper sense of impact,” he explains. Cross-training isn’t just good for resilience, it’s an antidote to stagnation, creating a workforce that’s adaptive, confident, and motivated. When paired with real listening, not just HR data, you achieve engagement that’s earned, not enforced. In hybrid work, listening is the new analytics. The Unexpected Upside of Hybrid Teams If there’s one twist in the hybrid story, it’s this: people adapted better than anyone expected. Galdamez admits, “Hybrid work improved security discipline. With distributed access, everyone became more conscious of authentication, data handling, and zero trust principles.” Distance has made teams more self-aware. Instead of relying on physical oversight, employees are internalizing security and accountability as personal habits. Goldberg saw something similar: when ownership and trust increase, people don’t just comply, they care. Hybrid work isn’t a compromise between office and remote; it’s a catalyst for maturity. Resilience is built not by control, but by consciousness. Looking Ahead: The Future of Hybrid Teams Building resilient tech teams in a hybrid world isn’t a one-time playbook, it’s a continuous act of leadership. It’s about providing clarity amid noise, connection amid distance, and autonomy amid complexity. From Michael Goldberg’s people-first approach to Roberto Galdamez’s security-driven culture, one truth stands out: resilience begins with purpose and thrives on trust. Hybrid work isn’t about location, it’s about liberation. It gives teams room to breathe, grow, and define success on human terms. As AI, automation, and remote collaboration continue to reshape the workplace, the leaders who master the balance between technology and trust will define the next decade of digital transformation. Thank you to our contributors for their invaluable perspectives, and to you, our readers, for joining us in exploring what resilience really means. Next Month’s Topic: CIO Predictions for 2026 – Is AI Going to Rule 2026? Stay tuned for a fascinating conversation about the future of tech leadership and the role AI will play in shaping it.

Insights from Harvey Nash CIO Voices Cybersecurity isn’t just a technical concern anymore. It’s a leadership challenge, a business enabler, and, frankly, a nightly stressor for many executives. Harvey Nash’s CIO Voices, our monthly spotlight series, brings together tech leaders shaping the digital future, and this month we delve into what truly means to lead in the age of cyber threats. But first, a thank you to our contributors - Chris Logan VP Information Security at DCU - Digital Federal Credit Union, Darren Remblence CISO at 8x8, Sammy Basu CISO at Careful Security, Roberto Galdamez CISO at Kovack Financial Network, and Roberto Rubiano CISO at Osigu. Their candid insights highlight how leaders are navigating risk, embracing AI, and turning cybersecurity from a checkbox into a strategic advantage. So, what does cybersecurity as a leadership imperative really look like? Let’s unpack it. What Keeps Board Up at Night: Evolving Threats and Boardroom Concerns Let’s start with the obvious: what keeps tech leaders awake at night? For Roberto Galdamez, it’s the rise of AI-driven threats and a constantly evolving regulatory landscape. “Compliance is a given,” he notes, “but what truly matters to the board are resilience, trust, and reputation.” Meanwhile, Roberto Rubiano offers a surprising perspective: he sleeps well because he accepts what he can’t control. “I can only manage the risk and communicate what’s critical to C-level management,” he says. This isn’t complacency, it’s clarity. Rubiano also warns about the risks of developers using AI tools to generate code - by-coding practices. These innovations offer speed but carry hidden risks, demanding ongoing awareness and vigilance. Sammy Basu echoes a nuanced point “Cybersecurity is an evolving puzzle. Endpoint security, firewalls, compliance certifications are essential, but their effectiveness depends on ongoing assessment and evaluation.” Here’s the thing: cybersecurity today is like steering a ship through unpredictable waters. You can’t control the waves, but with the right preparations, you can navigate safely. Moving Beyond Compliance: Cybersecurity as a Strategic Business Driver Traditionally, cybersecurity was seen as a “tick-box” exercise mainly to satisfy ISO certifications, audit reports, compliance checklists. Today, leaders like Darren Remblence and Chris Logan insist that it must go deeper. “It’s about embedding cybersecurity into business strategy,” Darren says, emphasizing that risk management and regulatory compliance can also enable growth. Rubiano provides a tangible example: when explaining ransomware risk to the board, he translates technical threats into financial terms. “If a ransomware attack could cost $3 million, spending $500,000 on prevention becomes an easy conversation,” he explains. It’s simple, relatable, and effective; suddenly cybersecurity is not a cost center, but a strategic investment. Similarly, Sammy Basu highlights a holistic approach. Compliance isn’t an end in itself; it’s a lever to drive operational discipline, client trust, and growth. The takeaway? Cybersecurity becomes a business differentiator when leaders speak in the language that boards understand. The Art of Communication: Speaking Cyber in Business Let’s be honest, technical jargon rarely resonates with non-technical executives. That’s why clear communication is critical. Roberto Galdamez avoids referencing technical terms like common vulnerabilities and exposures (CVEs) or endpoint detection and response (EDR) alerts when speaking with the C-suite. Instead, he talks about financial penalties, downtime costs, and reputational impact. Rubiano takes a similar approach, relying on business impact analysis. “If you get too technical, you lose them. Talk in terms they understand,” he says. Chris Logan adds another layer: contextual storytelling. By sharing real-world incidents, like breaches in similar companies, he makes risks tangible and relatable. Leaders can more clearly visualize the impact of lost clients, interrupted operations, damaged reputation. Here’s the subtle emotional cue: trust is built not through fear, but clarity. You don’t need to terrify your board with the infinite ways things can go wrong. You need them to see the stakes and act decisively. AI: The Double-Edged Sword in Cyber Defense AI is a game-changer for both attackers and defenders. Leaders across our discussions highlighted its dual role. Roberto Rubiano is particularly cautious about “by-coding” practices, emphasizing data-level protection as the most critical priority. “Identity and threat detection matter, yes, but if the data itself is exposed, no layer of perimeter defense is enough.” Meanwhile, Roberto Galdamez explains that AI helps defenders too. “AI-driven analytics for anomaly detection and insider risk are embedded in a defense-in-depth model,” he says. Identity is now the new perimeter, and AI can help monitor it efficiently. Sammy Basu offers practical guidance, “Enforce policies at the browser or endpoint level, train employees on AI usage, and ensure corporate accounts are used for company-sensitive data. Without these, even the best AI tools can be a vulnerability.” Here’s the thing, you can build higher walls, but the real defense is protecting what’s inside the vault. Data-level awareness, identity safeguards, and human training together form the best line for defense. Investing in Resilience: Priorities for the Year Ahead So where are leaders actually investing? The consensus is clear: visibility, identity management and secure development practices. Rubiano is laser-focused on observability at the product level. Tools for static and dynamic analysis, secure SDLC practices, and vendor collaboration are critical. “If you can measure it, you can manage it,” he says. Basu, Remblence, and Logan emphasize continuous monitoring and proactive defenses, whether that’s endpoint security, AI oversight, or supply chain risk management. Vendor accountability is also a priority. “Outsourcing doesn’t mean outsourcing responsibility,” Galdamez notes, recalling the SolarWinds incident as a cautionary tale. In short, resilience isn’t about buying the latest tool. It’s about integrated strategy, multi-layered defenses, and trusted partnerships. Leadership Under Fire: Learning from Real-World Experience Theory is one thing; practice is another. Rubiano shares a striking anecdote from a past logistics project where management wanted cheaper, less secure ID cards, but through proactive controls and validations, his team mitigated risk without halting operations. Basu tells similar stories, proactive monitoring and full-service support often prevent incidents before they happen. These examples highlight a subtle truth: cybersecurity leadership often means making calculated trade-offs under real constraints. Budget, operations, and risk tolerance all play a role. Chris Logan notes “Leadership under fire requires balancing innovation with protection. It’s a delicate dance, but the best leaders know that perfect security is a myth, strategic preparation and continuous improvement are the real defenses.” The Evolving Imperative Today’s cybersecurity leaders must blend strategy, communication, technology, and human judgment. As AI-driven threats and vendor dependencies grow, leaders like Logan, Remblence, Basu, Galdamez, and Rubiano demonstrate that the role of a tech executive has never been more dynamic or more critical. Thank you again to all our contributors for sharing insights that are as practical as they are inspiring. Next month, we’ll explore “Building Resilient Tech Teams in Hybrid Work.” Because in today’s world, resilience isn’t just about systems and data, it’s about the people who power them. Stay tuned.

Technology recruitment specialist strengthens leadership team with proven industry executive as company advances growth strategy. LONDON, September 30, 2025 – Harvey Nash, a leading global specialist technology recruitment firm, today announced the appointment of Simon Crichton as Chief Executive Officer. The appointment supports Nash Squared’s strategic evolution following the successful divestiture of its NashTech business and positions Harvey Nash for accelerated growth in the technology talent market. 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. “Simon’s appointment represents a natural evolution in our leadership structure as we enter an exciting new phase of growth,” said Bev White, 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.” 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 emphasizes specialization, client growth, and operational excellence to address the critical technology talent needs of clients globally. The leadership transition is supported by recent key appointments including Rudolph Botha as Chief Financial Officer and Jason Pyle as Chief Operating Officer. “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 organization, and I look forward to working with the talented team to deliver exceptional value to our clients and create new opportunities for our people.” About Harvey Nash 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 30 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 United Kingdom, and Germany, Harvey Nash specializes in contract recruitment for specialized technology talent requirements including Cyber, AI, and Data. www.harveynash.com About Nash Squared Nash Squared is the holding company for the Harvey Nash and Crimson brands. Media & Investor Contact: Rachel Watts, Global Marketing Director, Email: rachel.watts@harveynash.com

HARVEY NASH’s James Youngman Named a Winner for The 2026 National Staffing Employee of the Year Awards American Staffing Association Honor Highlights Top U.S. Staffing Employees Alexandria, VA, September 2, 2025—Harvey Nash’s James Youngman, a Supplier Performance Engineer from Illinois, has earned national recognition from the American Staffing Association as a top staffing employee, Harvey Nash announced today. The National Staffing Employee of the Year program recognizes the most outstanding temporary and contract workers in the country. In 2023, U.S. staffing companies employed 2.2 million temporary and contract workers; James Youngman is one of just nine finalists to be recognized in the country. We are thrilled to hear James Youngman has been named 2026 American Staffing Association Employee of the Year Winner for the Engineering, Information Technology, and Scientific Sector. James is a contractor for Harvey Nash and we are proud of his accomplishments. More about his journey to Harvey Nash and career path. After more than twenty years as a schoolteacher and coach, James Youngman was ready for a new chapter. […] Through Harvey Nash, Youngman got his foot in the door at Caterpillar and gained the skills needed to become a Supplier Performance Engineer. He’s excelled in the role, working RCCA (Root Cause Corrective Action), as well as helping to develop new processes that could save the client company millions annually. Youngman’s story shows how partnering with a staffing firm delivers career-changing opportunities for workers and measurable returns on investment for client organizations. “I’m deeply honored and incredibly grateful to receive the ASA National Agency Employee of the Year Award. To be recognized by such a respected organization, among so many dedicated professionals across the country, is truly humbling. This award is a reflection of the amazing people I’ve had the privilege to work alongside; teammates, mentors, and clients, who inspire me every day. I want to express my deepest gratitude to Harvey Nash, the agency that believed in me and placed me in my full-time role with Caterpillar. A special thank you to Morgan Morris and Rachel Hutto for their unwavering support throughout my journey at Caterpillar, your guidance has meant the world to me. Thank you, ASA, for this extraordinary honor. ” said James Youngman when asked about winning this honor. As a National Staffing Employee of the Year Finalist, James Youngman and Harvey Nash will be recognized at the 2025 Staffing World convention and expo, held in Oct. 6-8, in Orlando, FL. # # # About the American Staffing Association The American Staffing Association is the voice of the U.S. staffing, recruiting, and workforce solutions industry. ASA and its state affiliates advance the interests of the industry across all sectors through advocacy, research, education, and the promotion of high standards of legal, ethical, and professional practices. For more information about ASA, visit americanstaffing.net. ContactBrenna Barnett Senior Marketing Manager Brenna.barnett@harveynash.com

At Harvey Nash USA we’re proud to join the American Staffing Association (ASA) in celebrating National Staffing Employee Week 2025. Held September 8–15, this annual event recognizes the more than 11 million temporary and contract employees who contribute across virtually every industry and occupation staffingtoday.net. The week kicks off with the announcement of the ASA’s National Staffing Employee of the Year and sector‑specific All‑Stars, and is filled with local events and activities honoring the achievements of staffing professionals staffingtoday.net. Our own contractors have consistently shone on the national stage. In 2023, Meisha Millwee was named National Staffing Employee of the Year for the Engineering, Information Technology and Scientific sector, an achievement that followed her being honored as Harvey Nash’s inaugural Global Contractor of the Year. In 2024, Eric Maydeck continued the legacy by being named a Finalist for National Staffing Employee of the Year, reflecting the exceptional talent and dedication within our contractor community. These accolades demonstrate that our consultants aren’t just outstanding locally; they are among the best in the nation. Now this year James Youngman has been named a Finalist for National Staffing Employee of the Year. We a beyond excited to the continued top tier contractors. This year, we’re thrilled to spotlight four individuals, one from each Harvey Nash USA region, whose stories embody professionalism, adaptability and innovation. Each has been named Contractor of the Year for their respective market based on client feedback and rigorous selection criteria. Meet Thomas Reddy Palla – East Coast As a BI Developer, Thomas jumped into his contract in May 2025 and immediately made an impression. His blend of business intelligence development and administration experience in the financial sector set him apart during the interview process, and his proximity to the client’s office allowed him to be fully engaged from day one. In just a month on assignment, managers praised his technical abilities, strong work ethic and eagerness to learn. His unique combination of analytics expertise and financial acumen, coupled with genuine passion for the role, has made him an invaluable partner to our client. Nomination: Dan Davies, who represented Thomas as his recruiter, notes that Thomas’s enthusiasm for his craft “impressed our client right out of the gate” and that he continues to receive glowing feedback. What winning means: Thomas says working with Harvey Nash has been “a positive and enriching experience,” crediting the firm’s professionalism and industry knowledge for helping align the right opportunities with his skills. He appreciates the proactive communication and personalized support, which have enabled him to thrive and “deliver measurable value” to the client. Meet Stephanie Nannariello – West Coast With more than a decade of design experience and a deep focus on licensed products, Brand Assurance Manager Stephanie Nannariello has been transforming the way our client manages creative submissions since joining Harvey Nash in July 2021. Within months she oversaw a 100 % increase in product submissions, while simultaneously streamlining processes, advocating for cohesive style‑guide strategies and ensuring social‑impact initiatives were reflected in design. Stephanie’s mix of hands‑on creative expertise and operational experience enables her to tackle high‑volume workloads without sacrificing quality. Nomination: Rachel Tapley, who has worked closely with Stephanie for over three years, highlights her ability to balance creativity with process improvement, noting that she consistently brings both “creative insight and operational excellence to every aspect of her role.” What winning means: Stephanie says it’s “wonderful to work with an organization that continuously shows appreciation and support for their employees,” adding that receiving this award reflects the collective effort of her team. She notes that from her first interaction, the Harvey Nash team has made her feel valued: “They make me feel like a valued employee whose work matters, and voice counts.” Meet Sai Kishore Kanalam – Midwest When System Architect Sai Kishore Kanalam began his journey with Harvey Nash in September 2019, he transitioned from a full‑time role in India to contract work in the U.S.. A bold step that required adaptability and entrepreneurial mindset. Starting as a Senior .NET Developer focused on cloud modernization, he quickly grew into a leadership role. Today he guides multiple teams on architecture, conducts technical interviews and security reviews, and is pivotal to the division’s modernization efforts. Nomination: Beth Murphy, Sai’s consultant relations lead, describes him as a “bedrock” of the organization whose technical skill and work ethic are on display daily. What winning means: Sai says this recognition validates the years of hard work that took him from hands‑on developer to Technical Architect. It also acknowledges the valuable role contractors play as innovators and trusted partners. He credits Harvey Nash for understanding his career goals and providing clear communication and support: “Their professionalism, transparency and genuine interest in my growth have played a key role in my journey.” Meet Helene Turner – South/California Market Over the past four years, Program Manager Helene Turner has led cross‑functional initiatives that drive significant results. She guided the business‑planning team through a major platform rebranding and simplification project, coordinating with engineering and marketing, and organizing customer sessions to gather feedback. Her leadership helped improve the platform, leading to increased sales and positive stakeholder feedback. She also spearheaded the change‑management plan for a crucial internal tool rollout, ensuring clear communication, training and a smooth launch efforts that were applauded by end users and executives alike. Helene’s journey is shaped by a global perspective: she has lived and worked in New Zealand, Australia, the United Kingdom and the United States. Her career includes roles as Sales Executive, Group Manager, Global Sales Strategy Lead, Role Excellence Lead and now Program Manager. This diversity across functions and regions has made her a well‑rounded leader with strong customer focus and collaborative skills. Nomination: Tulsi Aagiri, Client Delivery Manager for the California market, notes that Helene’s organized approach, cross‑functional collaboration and focus on results make her a standout contributor. What winning means: Helene is “honored to be nominated” and appreciates that her hard work is recognized. She says working with Harvey Nash has been “a positive experience” characterized by support, inclusivity and a happy, diverse environment, values that align perfectly with her love of travel and learning, highlighted by her visits to more than seventy countries. These four remarkable professionals, Thomas, Stephanie, Sai and Helene, represent the very best of Harvey Nash USA Contractors. Their stories illustrate how contract work can open doors to new opportunities, foster professional growth and make a lasting impact on clients and communities. If you’re inspired by these stories and curious about how exceptional contractors can elevate your business, let’s talk. Harvey Nash USA specializes in matching organizations with talented professionals like the ones highlighted above. We take time to understand your goals, culture and technical requirements, and then connect you with consultants who not only meet the job description but also bring passion, adaptability and long‑term value. Whether you need expertise for a single project or are looking to build an ongoing partnership, our team is here to help you navigate the evolving world of contract talent and find the right fit. Reach out to us to learn more about how we can support your staffing needs and help your organization thrive.

At the heart of every modern technology system lies its data. But managing, curating, storing, and sharing it effectively remains a challenge for many organizations. In a recent article from Computing.com, Jason Pyle, President and Managing Director of Harvey Nash USA & Canada, shares practical insights from conversations with clients and industry best practices. He outlines four essential pillars to build a stronger, more effective data environment: aligning data strategy with business goals, creating the right technical architecture, establishing a data-driven culture, and accessing the right talent. Data is becoming even more critical with the rise of AI, and without strong foundations, organizations risk falling behind. Read the full article on Computing.com to explore how these four pillars can help your business unlock the true power of data.