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.

The AI Wave in IT Leadership This month feature of Harvey Nash’s CIO Voices, a series where we spotlight the perspectives of technology leaders shaping the digital future. CIOs, CTOs, and senior decision-makers bring their unfiltered views to the table perspectives forged in real boardrooms, data centers, and innovation labs. This month, our focus is on a topic that has dominated board agendas and coffee-break conversations alike: Artificial Intelligence in IT Strategy. Three leaders we connected with, Steven Wolk (CTO, PC Richardson & Son), Ramesh Lekshmynarayanan (Managing Partner, Green Catapult), and David Williamson (ex CIO, Abzena) joined this conversation, and each offered thoughtful reflections that go far beyond hype. Their experiences highlight both the possibilities and paradoxes of AI adoption. And honestly, if you’ve ever wondered whether AI is really transforming IT or simply creating more noise, their insights will resonate. Let’s step inside their world and unpack how AI is reshaping IT strategy. AI as the New Interwoven Thread One of the strongest themes that emerged is that AI is no longer viewed as a “bolt-on” technology. It is becoming a central component of IT strategy. Steven put it plainly: “AI is woven into everything we’re doing, from customer interactions to operational processes. It’s not an add-on, it’s a lens we look through when we think about strategy.” Instead of asking where AI can be applied, organizations are beginning to ask how AI should influence the way they define and approach problems. That marks a clear shift in mindset. Ramesh echoed this perspective, noting that “AI isn’t just a tool we deploy; it’s becoming part of our organizational DNA.” His point underscores that AI has moved beyond experimentation into core operations. David added another angle: “AI is changing how we think about efficiency and scale,” he shared. For him, the focus is on reducing the pressure on IT as a cost center and repositioning it as a driver of capability. Here’s the reality: Tech leaders who still treat AI as a side project risk falling behind. The organizations that integrate AI into their strategies as a foundational capability are the ones best positioned to compete. Unlocking New Value Of course, strategy isn’t just about and philosophy. At some point, boards and executives will ask: Where’s the value? Steven didn’t hesitate on that front: “AI allows us to automate repetitive tasks and enhance decision-making. It’s about freeing up our people to focus on higher-value work.” Efficiency is the most immediate, tangible win. But Ramesh framed value differently. “AI’s real power lies in creating personalized customer experiences at scale.” That’s not about saving money that’s about making money. It’s about shifting from reactive IT to proactive growth. David struck a middle ground, describing how “Predictive capabilities allow IT to be proactive rather than reactive.” That shift is significant. While IT has long carried the weight of keeping systems running and resolving issues, AI opens the door to something different, anticipating challenges before they surface and steering the organization ahead of disruption. Now, here’s the contradiction: some leaders push AI for efficiency, others for innovation. Both are true, and both can co-exist. It depends on the lens you choose. Imagine AI like a Swiss Army knife. For some, the value is in the corkscrew (customer personalization). For others, it’s the blade (cost efficiency). The key is knowing which tool matters most to your organization and when. The Paradox of Risk Opportunity never comes without risk, and the leaders didn’t shy away from naming the obstacles. Steven zeroed in on governance: “The challenge is not just deploying AI but making sure it’s trusted from data ethics to decision transparency.” AI without trust is like medicine without regulation: powerful but dangerous. Ramesh offered a different tension. “We want to move quickly, but we also need to ensure responsible use. That balance is hard to strike.” This is the paradox CIOs feel most acutely the pressure to sprint ahead while knowing the ground isn’t fully stable. David highlighted the organizational side: “The biggest challenge isn’t the tech itself, it’s the skills gap and whether the organization is ready.” That’s a reminder that tools are only as strong as the hands that use them. Here’s the contradiction worth noting: AI feels both inevitable and unready. Everyone knows it’s the future, but no one feels completely prepared. And maybe that’s okay. The reality with disruptive technology is that it rarely arrives with a neat instruction manual, you learn by doing. People at the Center For all the talk about machines, the conversation consistently came back to people. David reminded us of the importance of change management and communication: “The biggest challenge would be change management and clear communication on the ‘why’ matters more than the tech itself.” It’s not the algorithm that wins trust; it’s the story leaders tell about why it matters. Change management and people management aren’t side tasks, they are the real work of adoption. Steven emphasized augmentation: “AI should be an augmenter, not a replacement. The goal is to give our people superpowers, not take away their purpose.” That word, superpowers, it captures the emotional heartbeat of AI adoption. Ramesh grounded his response in culture: “We’re investing heavily in re-skilling and making sure the culture is ready to embrace AI.” Technology may be fast, but culture is slow. And if CIOs don’t lead the cultural shift, the tools will outpace the people. This people-first reality is also echoed in the Digital Leadership Report. Despite AI’s rapid spread, more than half of organizations are not yet upskilling their teams on generative AI. The ones making targeted investments in AI literacy and re-skilling are reporting smoother adoption and faster ROI, proof that culture and capability are just as critical as code. So, the big question for every CIO is: Are you preparing your people to drive smarter, or are you hoping the car will just drive itself? The Road Ahead Looking forward, the leaders painted a vision of AI not as a shiny gadget but as a long-term mindset. Ramesh offered a bigger-picture take: “We’re looking at an industry-wide redefinition of IT leadership itself.” That’s not just about AI, but about what it means to be a CIO in an AI-first world. It’s about evolving from technologist to strategist, from enabler to innovator. Steven’s perspective: “AI will be a seamless part of IT’s Strategy. We won’t even talk about it as a separate thing anymore.” In other words, the best AI will be invisible, like the plumbing in your house. You only notice it when it breaks. David tied it all back to business value: “AI will shift IT from being seen as a support function to being recognized as a strategic growth engine.” That’s the kind of reframing that gets CEOs to sit up and listen. Honestly, if there’s one thread running through all these visions, it’s this: AI is less about tools and more about philosophy. It’s not what we use, but how we think. And maybe that’s the ultimate marker of maturity. When you stop asking, Should we use AI?, and start asking, What would we be without it?, you’ve crossed the line from experimentation to inevitability. Navigating with Purpose AI is no longer the future of IT strategy, it’s the present. But it’s a present wrapped in contradictions: efficient yet risky, empowering yet unsettling, inevitable yet unready. If there’s one throughline between the insights shared here and the findings of the Digital Leadership Report, it’s this: AI is moving from experimentation to enterprise-wide productivity. Leaders who treat AI as a strategic enabler embedding it into workflows, aligning it with business outcomes, and preparing people to embrace it are already pulling ahead. What unites the perspectives of Steven, Ramesh, and David is a recognition that AI isn’t just about systems. It’s about people, culture, trust, and the courage to lead amid uncertainty. Let’s thank them for their contributions. Thought leadership isn’t just about having the answers; it’s about being willing to share the messy middle the experiments, the challenges, the risks. These CIOs did exactly that. A note to our readers: reflect for a moment. What role do you want AI to play in your IT strategy? Are you treating it like a side project, or are you ready to make it part of your DNA? Stay tuned — next month’s CIO Voices will dive into another pressing theme: Cybersecurity. If AI is the fuel of modern IT, then cybersecurity is the guardrail keeping us on the road. You won’t want to miss it.

A sharp increase in cyberattacks is putting organizations across industries on high alert. In a recent Computer Weekly article, Jason Pyle, Managing Director of Harvey Nash USA & Canada, highlights new data from the 2025 Harvey Nash/Nash Squared Digital Leadership Report that shows 29% of global tech leaders experienced a major cyberattack in the past two years, up from 23% in 2023 and the highest level since 2019. This rise comes amid a growing and evolving threat landscape, with organized cybercrime, state-sponsored activity, and insider risks all becoming more prominent. Attacks are also becoming more sophisticated, leveraging tools like AI-driven phishing and deepfake impersonation, making detection and prevention more complex than ever. In the article, Jason outlines several ways organisations need to rethink their approach in response to the rise in cybercrime - from strengthening internal cyber capabilities to outsourcing specialized support for areas such as threat detection and incident response. He also addresses the growing talent shortages in cybersecurity, highlighting alternative hiring models that can help bridge the gap efficiently. Cybersecurity is no longer a back-office concern, it’s a business-critical issue. 👉 Read the full article on Computer Weekly

Brett McMickell, CTO of Kubota, joins David Savage on a new episode of Tech Talks to explore purpose-driven technology that addresses the labor shortage crisis in agriculture. This young workforce siphoning itself towards urban careers makes this labor shortage worse, leaving dwindling numbers rurally. Traditional mechanization can’t solve this growing crisis since large investments aren’t practical for struggling farmers, and skilled operators are still needed to run heavy equipment. This is where Kubota’s purpose-driven solutions come into play, harnessing machine learning, IoT, and artificial intelligence. Harvey Nash can supply qualified IT talent suited for ag tech jobs to bring these innovative solutions to life, blending artificial intelligence and agriculture seamlessly. Global food security and farm sustainability are at a critical juncture today, with a labor shortage putting the agriculture industry at a unique crossroads. From the earliest civilizations, humankind has taught itself to tend the soil and coax nourishment from nature. But now, fewer workers are available to plant, leaving farmers scrambling to meet productivity needs. This immense pressure has been the catalyst for innovative, newer ways to integrate technology—and more specifically, artificial intelligence—into agriculture and farming practices. In a recent episode of Tech Talks, David Sage welcomes the CTO of Kubota, Brett McMickell, to share how Kubota is reimagining solutions through automation-based solutions. It’s crucial to understand their transformative approach to the labor crisis and the pivotal role of ag tech jobs as we navigate the future of technology-driven agriculture. A Growing Labor Shortage in Agriculture Agriculture is an industry that’s already plagued by tight deadlines, unpredictable weather conditions, and fluctuating market demands. Add to this mix a rapidly shrinking workforce, and it’s a whole new problem. But this labor gap is more than just a short-term inconvenience for farmers. Young workers are becoming a rare sight on farms, with the average age of farmers rising as the youth head towards the metaphorical neon glow of urban careers. To compound losses, the manufacturing and service industries claim what little of the rural population remains. While reliable labor is scant, the larger battle of maintaining efficiency can only be won through the integration of artificial intelligence and agriculture. Moving Past Traditional Mechanization While larger tractors and harvesters were a step forward for traditional agricultural societies, this isn’t a realistic solution for farmers who can’t make significant investments. At the end of the day, even a tractor needs a skilled operator. It’s not enough to simply scale up our existing tools, and Kubota recognized this. This is why they created smarter solutions that reduce our dependency on human labor by leveraging advanced technologies like machine learning, the Internet of Things (IoT), and artificial intelligence for agriculture. Purpose-Built Technology: The Kubota Revolution Kubota’s approach to technology solutions works because they avoid “bolting on” technology as an afterthought. Brett McMickell emphasizes how Kubota designs purpose-built solutions that are uniquely tailored to challenges in the sector. It starts with a deep understanding of farmers’ needs and how ag tech jobs can fill that gap. Only then can a successful blend of agriculture and artificial intelligence create effective technology that aligns with the end user’s reality. Kubota’s Autonomous Tractors: Reducing Human Oversight Use soil data to adjust planting patterns Optimize fuel efficiency Sensors and machine-learning algorithms make real-time decisions AI-Powered Crop Monitoring Analyze data from drones and IoT devices Deliver actionable insights on irrigation and fertilization schedules Innovations like these address the labor shortage by automating repetitive tasks. But they also enhance precision, which can have a lower environmental impact and improve yields. Something as rudimentary as spraying chemicals efficiently, when handed off to AI and precision tools, has resulted in a 20-40% reduction of chemical use. The Critical Role of IT Expertise If Kubota’s mission for transforming agriculture is the doorway to a successful integration of agriculture and artificial intelligence, then IT expertise is the keystone holding it all together. A diverse set of tech talent is essential to run any innovative program successfully. Think of this as a Swiss knife of IT specialists, where everyone, from data scientists and software engineers to cybersecurity experts, has a role to play. Recruiting IT Talent—Harvey Nash Can Help Harvey Nash plays a critical role in connecting companies like Kubota to tech talent. We understand the growing need for IT professionals specializing in artificial intelligence and agriculture. But understanding constraints is equally valuable; limited connectivity in rural areas and the need for weather-resistant hardware are just the tip of the iceberg. We can support the industry’s shift towards smarter and sustainable practices by fostering a pipeline of skilled technologists for ag tech jobs who can marry artificial intelligence and agriculture. As McMickell succinctly puts it, “People need to eat”, and AgriTech can feed our future. Get Started

Hybrid work is a flexible solution to maximize productivity and balance home life with work. But is it the most effective work model for tech talent? Insights from the Digital Leadership Report hint at many advantages, albeit not without some challenges. The hybrid model offers flexibility, reduces commute times, and can boost productivity for developers who get to work without distractions. Tech companies with hybrid models also hire more women and can reach beyond major tech hubs to access a bigger talent pool, remotely. But working hybridly can also create a work-life imbalance and affect chances of promotions. Tech professionals might struggle with mental wellness and be unable to collaborate effectively over remote networking tools. How tech companies address these challenges will affect the adoption of the hybrid setup across technology jobs in the future. The hybrid workplace model has been hailed as the future of work, blending remote and in-office setups to create a unique solution, particularly in the tech industry. It promises flexibility, work-life balance, and access to global talent unfettered by time and space constraints—what’s not to love? On the surface, hybrid work seems to check all the boxes, and this has tech companies embracing it left, right, and center. But is it really that effective for tech professionals? We draw on insights from our Digital Leadership Report to examine the realities of a hybrid workplace in the tech sector and break down the benefits and challenges that come with adopting the hybrid model for tech jobs. Hybrid Workplace Models: Structured Freedom The promise of hybrid models lies in the flexibility they offer. Although six in ten companies mandate at least one day in the office, this simply creates a modicum of structure and gives tech professionals the chance to collaborate in person while still retaining the autonomy to work remotely for the most part. Benefits of Hybrid Models for Technology Jobs No distractions: For tech professionals, working remotely means the freedom and space to code, design, and debug without distractions, in an environment of their choosing. Eliminating commutes: A hybrid workplace model allows developers and engineers to avoid long commutes and channel their energy into more productive workflows at home, in a coworking space, or at their favorite coffee shop. Improved diversity: According to the Digital Leadership Report, remote work has enhanced diversity for organizations. Those that limit office time to a few days a week showed 27% more female hires than other companies with typical 5-day mandates. Bigger talent pools: Hybrid models mean that companies aren’t limited by geographical bounds. This lets them tap into talent pools beyond major tech hubs, easily filling roles and getting past skill shortages. Find Hybrid and Remote Tech Jobs Challenges of Hybrid Workplace Models Despite its rosy benefits, the hybrid model comes with its fair share of pitfalls. Reduced collaboration: Collaboration is the cornerstone of innovation, but even more so in technology jobs. Hybrid setups may cause asynchronous communication among developers, causing delays or ineffectively communicated expectations. Lack of cross-functional dialogue: The spontaneous flavor of brainstorming in person can’t fully be replicated over video calls and chat tools. Mental wellness challenges: Hybrid models can cause a dip in team collaboration and inclusivity with mental wellness challenges, as highlighted in the Nash Squared report. Leadership inequity: Many companies are worried that in-office workers might be given preference for promotions simply because they’re more visible to leadership. This makes it essential to develop thorough employee recognition strategies. Burnout: Working through tools like Zoom and Teams might lead to “always-on” expectations, which blur the lines between work and home for tech workers. The Future of Hybrid Workplace Models in Tech The success of a hybrid setup for technology jobs depends on how tech companies handle the challenges of this model. A few prerequisites can make this a sustainable model: Investing in robust collaboration tools Clear protocols for communication Equitable career advancement opportunities Investment in employee wellness and mental health programmes Mandates driven by employee needs rather than policy Sadly, many tech companies lack this kind of strategic approach to hybrid work models, as revealed by the Nash Squared & Harvey Nash Digital Leadership Report. The hybrid workplace model is far from a one-size-fits-all setup, and it needs to be adapted and optimized to serve your organization and its people. Support the growth of your business