This article was originally published by ZDNET, and features insights from Jason Pyle COO at Harvey Nash. 5 ways to get a leadership role - even if AI is disrupting the career ladder AI has changed all the rules. To get to the top, you'll have to prove you're ready for responsibility. Here's how. Some managers reach a certain rung on the career ladder and get stuck. Research suggests there are many potential factors at play, including limited opportunities to progress into management as traditional career ladders crumble in an age of AI. Professionals who move into senior leadership positions must prove they're worthy of the responsibility. Here, business leaders share their tips for climbing the career ladder. 1. Take unusual opportunities Barry Panayi, group chief data officer at Howden, an insurance intermediary group, said one of the first steps for would-be executives is to make a name for themselves. "I think it's about making connections with people that you like and admire," he said. "For 10 or 15 years at the beginning of my career, I made sure I was at conferences listening to people." As he climbed into senior positions, Panayi told ZDNET, he looked for opportunities outside his comfort zone to prove his leadership credentials. One of Panayi's most crucial development opportunities was taking on non-executive positions -- with UK energy regulator Ofgem since 2020, and media company Reach since 2021. "Those positions really gave me perspective, because I was quite narrow," he said. "All I'd ever done was data. I felt like I wasn't rounded enough, and being around the board table, contributing as a board member, forced me to consider other things." Panayi advised other next-generation leaders to look for similar opportunities, whether that's a non-executive role, a trustee at a charity, or a governor at a school or college. "Experiencing something completely different from the day-to-day job is about understanding the business. I think that exposure is what gives me confidence to have opinions on topics outside of my lane," he said. "It's those kinds of opinions and contributions that get you noticed, not being a great data person, because people will assume you're good at that area. After all, that's why the board hired you." 2. Show your commitment Jason Pyle, COO at recruitment specialist Harvey Nash, said that making the breakthrough from manager to senior executive means demonstrating you think strategically rather than just operationally. "Show that you understand the organization's wider strategy and how your role and the team you lead fit within that approach," he said. "It's also about thinking commercially -- being able to demonstrate that you understand how the operational decisions you make, in whatever aspect you're leading, impact top and bottom-line business value. Think like a business shareholder, not just a manager of your team." Pyle told ZDNET that senior professionals must be willing and able to smash the glass ceiling. "An executive can't just sit in their box and work in a silo. They must understand what's going on across the business and how it all links up. So, build connections and collaborate where possible with others outside your direct area of control," he said. "You need to show tact and political acumen. Don't overstep the mark. Take the initiative by putting your hand up for projects and special pieces of work that need to be managed. Show willingness and commitment, although be careful not to overload yourself." 3. Stay humble Joe Depa, global chief innovation officer at consultant EY, said successful leaders stay open to the opinions of a broad range of stakeholders and partners. "That humility right now is going to be critical," he said. "When I look at successful leaders that I tend to model myself after, I think the key to success is not only having the ability to learn but also having the mindset that you don't know all the answers." Depa told ZDNET that ignoring others' opinions is a potential shortcut to disaster. "When I've seen some people fail, or they're not executing on their task, it's because they weren't open. They didn't consider this concept that I call an open innovation ecosystem," he said. "They weren't listening to the pulse of the business, they weren't listening to their customers or users, and they weren't listening to their partners." Rather than staying open, these executives stayed closed and overlooked guidance that could have had a positive influence: "They had a strategy that they wanted to implement, and, therefore, they were ignoring stakeholders that would be either impacted or could help advise on that strategy." 4. Support the next generation Dawn McCarroll, director of supply chain and business excellence at telecoms specialist Helios Towers, said that integrity is key to proving you're ready for responsibility. "You need to know that trust is essential to move anything of significance forward," she said. "A lot of people talk about emotional intelligence, but I think you need a balance of emotional and perceptual intelligence." McCarroll told ZDNET that perceptual intelligence is not just about how people perceive you, but how you perceive others and how you maintain conversations with them. She also said people moving into management positions must start thinking about how they'll give similar opportunities to others. "Paying it forward is really important for the next generation," she said. "And as a leader, if you're not creating the next generation and the generation after that, what are you doing?" McCarroll said Helios Towers has a strong culture of promoting and developing talent from within, including certifying people in Lean Six Sigma through a leadership program with Cranfield University, partnering closely with the internal HR department, and developing regular succession planning opportunities. "I see myself as here to create a legacy of future leaders," she said. "You get to a point in your career where that then becomes your raison d'etre. It's no longer just about you climbing a career path. It's about what you're leaving behind." 5. Demonstrate your hands-off style Harvey Nash's Pyle also stressed that would-be senior executives must emphasize their interest in next-generation talent. "Show that you've got what it takes to be a leader in the way that you manage and develop your team," he said. "Make sure you give team members the support and guidance they need. Be there for them, while setting clear stretch goals." Pyle told ZDNET that managers who can demonstrate their hands-off credentials will show they're able to move into a senior role. "Through the performance of your team, show that you're able to scale what you've already got," he said. "Try to get your team to the point where it can virtually run itself. If executives are worried that elevating you will create a problem because your team can't operate without you, that could be a blocker to your promotion." Written by Mark Samuels, Senior Contributor, ZDNET.

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

Award winning firms have a Net Promoter®️ Score that is 80% higher than the industry average. WAYNE, NEW JERSEY – FEBRUARY 3, 2026– Harvey Nash, a leading staffing agency, announced today that they have won the Best of Staffing Client Award for providing superior service to their clients. ClearlyRated's Best of Staffing® Award winners have proven to be industry leaders in service quality based entirely on ratings provided by their clients. On average, clients of winning agencies are more than 50% more likely to be completely satisfied with the services provided compared to those working with non-winning agencies. Harvey Nash received satisfaction scores of 9 or 10 out of 10 from 66.7% of their clients, significantly higher than the industry’s average of 45%. “Being recognized as a Best of Staffing Client Award winner for the fourth consecutive year is an achievement we’re incredibly proud of. Our clients place deep trust in Harvey Nash, and this recognition reflects the strength of those partnerships and the dedication of our teams who deliver exceptional service every day. In a market where expectations continue to rise, we remain committed to pushing beyond traditional staffing to serve as true strategic talent partners and creating meaningful business impact for the organizations we support. We’re grateful for this recognition and energized to continue raising the bar in the year ahead.” said Jason Pyle, Global COO, President, Harvey Nash USA & Canada "It’s an honor to introduce the 2026 Best of Staffing award winners," said Baker Nanduru, CEO of ClearlyRated. "These companies keep client experience front and center, pushing the envelope in innovative service approaches. Their work is shaping the future of accounting, and it's a privilege to recognize their achievements. Congratulations to all!" About Harvey Nash Harvey Nash is a part of Nash Squared, the leading global provider of talent and technology solutions. Our network spans 2,800 colleagues across 16 countries and provides a uniquely broad range of service capabilities, from recruitment and workforce management to software development and technology solutions. We bring these together to address the unique challenges of our clients both now and in the future. Harvey Nash works with clients, both big and small, to deliver a portfolio of services: IT recruitment, IT outsourcing/offshoring, direct sourcing, contingent workforce solutions and executive search. About ClearlyRated ClearlyRated helps B2B service firms gain actionable insights to stop client issues from becoming lost revenue, expand their business with existing clients, and attract new ones. Learn more at https://www.clearlyrated.com/solutions/. About Best of Staffing® ClearlyRated's Best of Staffing® Award is the only award in the U.S. and Canada that recognizes staffing agencies that have proven superior service quality based entirely on ratings provided by their clients, placed talent, and internal employees. Award winners are showcased by city and area of expertise on ClearlyRated.com—an online business directory that helps buyers of professional services find service leaders and vet prospective firms with the help of validated client ratings and testimonials. ### Contact Brenna BarnettSenior Marketing Managerbrenna.barnett@harveynash.com

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