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The best tech recruiters understand the technology they hire for. Our tech recruiters have worked in and around the tech market for years. They know the tools, the roles, and the skill set each one demands. That means sharper job descriptions, smarter screening, and fewer mismatches.
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Our tech recruitment is data driven. Your tech recruiter uses market insight on pay, availability, and hiring trends to guide every search. This helps you make confident decisions and hire faster.

At Harvey Nash, we build outstanding technology teams as a globally recognized tech recruitment firm. For more than thirty years, our tech recruiters have connected skilled technology professionals with the organizations that need them. Whether you are hiring or looking for your next role, we are here to help.

Our tech recruiters cover the full technology function. We connect the best tech talent with the organizations that need it. We place software engineering, cloud, data, cyber security, and project professionals, from specialists to senior leaders. Whatever the role, we find highly skilled people who fit your team and your long term goals.

Are you searching for your next opportunity? Or looking to hire skilled professionals in tech? Either way, Harvey Nash delivers a personalized, results-driven service. Every tech recruiter on our team is handpicked for their expertise and their commitment to your success.
Few tech recruitment firms combine deep industry knowledge with a network as strong as ours. Every tech recruiter at Harvey Nash brings real passion and years of hands-on experience. Our tech recruiters and recruiting teams match organizations with the skilled professionals they need, quickly and effectively.
We have built relationships across the tech sector for decades. That closeness is what makes our tech recruitment process so effective. Today, sourcing candidates with the right technical skills is harder than ever. A specialist tech recruiter knows where to find them. Our network and market knowledge are what set our tech recruiters apart.

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We&rsquo;re Harvey Nash, and we build amazing technology and digital teams. There are very few recruitment companies that offer the in-depth knowledge, network and enviable track record that comes from being totally dedicated to working in technology for over three decades. Our relationships with individuals and organizations span years and it is this intimacy with the technology sector that enables us to be so effective

Our global reach and the skills of our IT recruitment teams, enables us to deliver effective tech talent solutions. This helps organizations grow and stay ahead in a fast changing technology world.

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Our global reach, supported by the diverse expertise of our internal IT talent acquisition teams, has solidified our reputation for dependability, reliability, quality, and innovation. We&rsquo;re proud to work with some of the world&rsquo;s most respected brands, from Goldman Sachs and Maersk to TomTom, Facebook, and Google. If you're looking to nail your IT talent acquisition, get started with Harvey Nash today!

Finding the right fit in today&rsquo;s market requires more than traditional recruiting. It needs a partner who knows technology and hiring trends. They should understand workforce expectations and the rising need for skilled tech talent. This includes skills in cloud, cybersecurity, engineering, data analytics, and digital transformation.
Harvey Nash works with some of the world&rsquo;s most respected companies. This includes Goldman Sachs, Maersk, TomTom, Meta, and Google, helping them find, engage, and secure top tech professionals. If you want to build new teams, support innovation, or connect with diverse job seekers, our tech talent solutions can help. We offer the support, expertise, and close collaboration that employers need to succeed.

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For more than 35 years, Harvey Nash, has helped organizations solve complex technology and workforce challenges. With a global team of more than 1,000 professionals across 9 countries, we deliver technology talent solutions that help businesses build, scale, and optimize their workforce.
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The conversation around artificial intelligence is changing.
At this year&rsquo;s Ai4 conference in Las Vegas, more than 12,000 attendees gathered to discuss the technologies, strategies and challenges shaping the next stage of AI adoption. For Harvey Nash Tech Evangelist <a href="https://www.harveynash.co.uk/team/david-savage">David Savage</a>, the most interesting conversations were not necessarily about getting AI into the enterprise. They were about what comes next.
From August 4&ndash;6, David moderated a panel exploring the growing role of AI coding assistants and how AI agents could augment software development. He also recorded conversations with digital and technology leaders for Harvey Nash&rsquo;s <a href="https://www.linkedin.com/company/tech-talks/">Tech Talks</a> podcast.
Across those discussions, one theme kept resurfacing: organizations are spending significant time figuring out how to deploy AI, but far less time defining what success looks like once deployment is complete.
Here are David&rsquo;s key takeaways from Ai4 2026.
&nbsp;
An AI-savvy audience still had plenty of questions
Walking into a conference session, you never quite know who will be in the room.
During the panel on AI coding assistants, David asked the audience how many people were software engineers. Roughly 95% raised their hands.
That was revealing.
The session attracted an audience with substantial technical experience, yet the discussion showed that even people who are deeply engaged with AI are still working through fundamental questions about how these technologies should be used.
Research and conversations featured on Tech Talks have frequently highlighted a similar dynamic: engineers can sometimes feel more comfortable using AI in their day-to-day work than their leaders do. But technical familiarity does not eliminate uncertainty.
Even experienced professionals are looking for practical guidance, reassurance and opportunities to learn from their peers.
Being further along in the AI journey does not mean having all the answers.
One audience question captured that uncertainty particularly well. A teacher took the microphone and asked:
&ldquo;What should I be teaching my kids?&rdquo;
It was a simple question, but it shifted the conversation away from models, coding assistants and agents and toward something much bigger: the people who will live with the consequences of today's technology decisions.
AI may transform how work gets done, but human judgment, creativity and accountability remain critical. Organizations that reduce roles based purely on expectations of AI-driven productivity may also find that they still need people to provide oversight, make decisions and take responsibility for outcomes.
For the next generation, developing the skills and confidence to work alongside increasingly capable AI systems will be just as important as understanding the technology itself.
The real question starts after deployment
At the end of every Tech Talks interview, David asks guests the same question:
&ldquo;What aren&rsquo;t we talking about?&rdquo;
It is designed to move the conversation beyond the subjects dominating the technology industry and uncover issues that may not yet be receiving enough attention.
At Ai4, one potential blind spot became particularly clear.
There was extensive discussion about deploying AI at scale. There was considerably less discussion about what organizations should expect once that deployment succeeds.
Erin Boyd, Chief Digital Strategy and AI Officer at The AES Corporation, summed up the concern:
&ldquo;I do personally think we are not focusing enough on what happens when we actually successfully deploy agentic AI.&rdquo;
Organizations are investing heavily in selecting models, building agent frameworks and creating guardrails. Those are important steps, but they are means to an end.
The bigger questions are organizational.
What happens when agentic AI becomes embedded in day-to-day operations? How might responsibilities shift? Will teams become smaller or simply change shape? How should decision-making evolve when AI agents are handling increasingly important tasks? And who remains accountable for the final outcome?
Those questions should be part of the strategy before AI is deployed at scale, rather than being addressed after the technology is already embedded in the business.
Start with the outcome, then choose the technology
Another recurring theme at Ai4 was the importance of connecting AI investments to measurable business outcomes.
Stephen Henn, Managing Director of AI Innovation at DLA Piper, described the difference between starting with technology and starting with the problem the business actually needs to solve.
&ldquo;What do I want to get out of it? What is the big impact? We know that if we solve this problem, we&rsquo;re going to get ROI. Then work backwards.&rdquo;
That approach puts the business objective ahead of the technology.
Instead of asking where a new model or AI agent could be deployed, organizations can start by identifying a specific business challenge, defining the desired result and determining how success will be measured. Technology can then be evaluated against that outcome.
This may sound straightforward, but it represents an important shift in how organizations approach AI.
A technically successful deployment is not necessarily a successful business implementation. AI can be integrated into a process, perform exactly as designed and still fail to deliver meaningful value if the original objective was unclear.
The technology should support the outcome not become the outcome.
AI investment needs a financial perspective
AI conversations also need to extend beyond technology and operations.
Arjun Srinivasan, SVP of AI and Data Science at ShipStation Global, highlighted the importance of bringing financial leadership into the discussion:
&ldquo;I would love to hear more from a CFO&rsquo;s perspective. They&rsquo;re the ones who sign the cheque. They&rsquo;re the ones who are answerable to the board. I&rsquo;m not hearing that.&rdquo;
As AI programs move beyond experimentation and require larger, longer-term investments, CFOs and other financial leaders have an increasingly important role to play.
They need visibility into what organizations are trying to achieve, how investments will be evaluated and what business results are expected in return.
AI strategy therefore cannot sit exclusively within the technology function. The people responsible for approving investment and ultimately explaining that investment to the board need to be part of the conversation from the beginning.
Moving from AI adoption to AI outcomes
Ai4 provided a useful snapshot of where organizations are today.
Many are still working through the fundamentals: selecting models, establishing governance, building guardrails, developing use cases and determining how AI can be introduced responsibly at scale.
Those conversations matter.
But the next stage of AI maturity will require a different set of questions.
If an organization successfully deploys AI across critical workflows, what changes? What happens to teams and roles? How does decision-making evolve? How is accountability maintained? How will leaders know whether the investment is actually delivering the expected business impact?
These questions are particularly important as organizations move from experimentation into broader implementation.
The AI conversation has largely focused on capability what these systems can do and how quickly they can be deployed. The next phase needs to focus equally on organizational impact and business value.
Ultimately, the challenge may not be figuring out how to deploy AI.
It may be defining what the organization wants to become once AI is successfully deployed.
&nbsp;
<span style="font-size: 12.0pt; line-height: 115%; font-family: 'Aptos',sans-serif; mso-ascii-theme-font: minor-latin; mso-fareast-font-family: Aptos; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-US; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;">Hear more perspectives from Ai4 as David&rsquo;s conversations with digital leaders are released on the <a href="https://open.spotify.com/show/3DugvTFpGLOhle28qyw0JR">Tech Talks podcast</a>. Want to be a guest kindly reach out to David Savage or Harvey Nash.
Watch the video below for more of David&rsquo;s conversations with technology and digital leaders at Ai4.
<iframe title="YouTube video player" src="https://www.youtube.com/embed/Mdx4ax8kC9w?si=1v8otVD_FlNsbooO" width="560" height="315" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen="allowfullscreen"></iframe>

What Happens When AI Actually Works? Lessons From Ai4 2026

Salesforce recently invited Harvey Nash&rsquo;s very own William Walsh, Senior Technical Consultant - Salesforce, to join the Salesforce Admins Podcast for a conversation about the current Salesforce Admin job market. Hosted by Mike Gerholdt, the episode also features Maria Alvarez-Zarrilli, Founder and Principal Consultant at Throughline HR LLC. Together, they explore how the Salesforce Admin role is evolving and what today&rsquo;s changing market means for professionals looking to build or grow their careers in the Salesforce ecosystem.
The conversation looks at some of the questions currently shaping the Salesforce talent market, including what employers are looking for, how candidates can stand out, and how expectations around Salesforce roles are changing. William brings his perspective from working closely with both organizations and Salesforce professionals, while Maria adds her experience from the HR and career development side. The discussion touches on experience, skills, AI, communication, career paths, and what it takes to keep learning in a fast-changing technology landscape, but there&rsquo;s much more to the conversation than we can cover here.
<a href="https://open.spotify.com/episode/0oHqqwdlWKW2FWnXROHDaJ">Listen to the full Salesforce Admins Podcast episode</a> to hear William and Maria&rsquo;s perspectives firsthand and get a closer look at what&rsquo;s happening across the Salesforce Admin job market. Whether you&rsquo;re a Salesforce professional thinking about your next career move or an organization looking to understand the talent landscape, it&rsquo;s a conversation worth tuning into.

Understanding the Changing Salesforce Admin Job Market

This article was originally published on <a href="https://www.computerweekly.com/news/366649592/AI-and-jobs-people-will-be-at-the-heart-of-making-AI-work" target="_blank" rel="noopener">ComputerWeekly.com</a> and is authored by <a href="https://www.harveynashusa.com/team/jason-pyle" target="_blank" rel="noopener">Jason Pyle</a>, Managing Director, Harvey Nash USA &amp; Canada
<hr>
<h3>AI may be eliminating some job roles, but overall demand for human labour will increase amid signs of an 'AI boomerang'.</h3>
It&rsquo;s a subject that attracts endless debate:&nbsp;<a href="https://www.techtarget.com/ai/feature/AI-is-supposed-to-cut-lots-of-jobs-Not-so-fast">will AI replace whole swathes of human jobs</a>&nbsp;and create an exodus from white collar professions?
The trigger for me writing some reflections on this question is that no other than Jeff Bezos weighed in on the topic recently when speaking at a conference in Paris. His view was that far from decimating human roles, AI would unlock new opportunities and increase demand for human labour.
I am in the Jeff Bezos camp. My belief is that just as other defining shifts like the creation of the internet created whole new classes of employment, so too will AI. That is not to say that it won&rsquo;t redesign or remove some roles as the technology takes over certain tasks and processes itself &ndash;&nbsp;<a href="https://www.computerweekly.com/podcast/Why-AI-wont-cut-jobs-A-Computer-Weekly-Downtime-upload-podcast?_gl=1*e1u4kd*_ga*NzczMTIyNDkyLjE3ODM3MTAwNjk.*_ga_TQKE4GS5P9*czE3ODczMDM4MzgkbzExMiRnMSR0MTc4NzMwNDM5MiRqNTEkbDAkaDA.">but it will also spawn new human activities</a>.
As an example of how things are changing, take software development. Increasingly, and as is already happening, AI will write new code itself. But skilled human engineers are still needed to manage the process, and oversee and check the results. Crucially, their human skills and experience will continue to be essential in making sure that the products being developed meet the needs of customers and support the strategic priorities of the business. That human understanding of the wider picture is something that AI may never be able to replace.
<section data-menu-title="An &lsquo;AI boomerang&rsquo;?">
<h2>An &lsquo;AI boomerang&rsquo;?</h2>
As in any transformation, there will be something of a rebalancing. Interestingly, we are already seeing signs of this in the market &ndash; back in the favour of human skills. Talk is growing of an &lsquo;AI boomerang&rsquo; amongst some organisations who cut back on existing staff or new hiring due to AI, but who are now beginning to push the balance back.
There are several reasons for this. One is that it is still very early days in the AI revolution and organisations are still trying to find the appropriate model to set themselves up for it correctly. Another is that many businesses are still struggling to achieve real ROI from their AI investments &ndash; partly because it&nbsp;is&nbsp;early days &ndash; as our own research at Harvey Nash has shown: the&nbsp;<a href="https://www.harveynash.co.uk/research-whitepapers/digital-leadership-report-2025">2025 Digital Leadership Report (DLR)</a>&nbsp;found that only a third of businesses have achieved demonstrable ROI. A third element, related to this, is that AI is proving expensive. The newer AI models consume large numbers of tokens &ndash; the &lsquo;burn&rsquo; is significant. These factors are all contributing to that boomerang effect. More broadly, the US technology recruitment market is holding up, with certain roles (AI engineers, data scientists, DevOps professionals, cybersecurity specialists) in high demand.
</section>
<section data-menu-title="AI will be additive">
<h2>AI will be additive</h2>
There are other reasons to be optimistic from a human point of view. Our DLR also finds that the more an organisation invests in AI, the more likely they are to recruit technologists, rather than reduce the size of their workforce. In fact, we found that those organisations most ahead with large-scale implementations of AI are 24% more likely to be increasing their tech headcount than their peers, mostly in areas of AI and data.
Other studies bear this out. For example, the&nbsp;<a href="https://www.ft.com/content/8026eac6-16ad-467d-b8c3-c48c5af684e6?syn-25a6b1a6=1">Financial Times</a>&nbsp;reported recently on research by Ramp across almost 22,000 companies in the US which found that firms making the largest AI investments grow employment by roughly 10% following adoption, while low-intensity adopters see no statistically significant change. Entry-level headcount rises 12% for high-intensity adopters too.
This fuels my belief that AI will overall prove additive rather than taking away. It will create changes in how people work and what they do, but used effectively it will be an augmenter. The task in front of organisations is to get the balance right. It will be rather like seasoning a dish: you don&rsquo;t want to go too heavily with any one ingredient but rather bring out the flavours from the right combination.
</section>
<section data-menu-title="Upskilling is crucial">
<h2>Upskilling is crucial</h2>
However, there is another element that is key to getting this right: upskilling. Whether it&rsquo;s the tech team or other staff, it is critically important that people are empowered and enabled to use AI tools effectively, getting the most out of their capabilities and also managing the outputs appropriately. But this is an area where many businesses have more to do. The&nbsp;<a href="https://www.harveynash.co.uk/research-whitepapers/tech-talent-and-salary-report-2026">Harvey Nash Tech Talent &amp; Salary Report</a>&nbsp;found that while the majority of technologists (76%) have access to AI tools, far fewer feel they are being given structured support, time or clear frameworks to build capability (36%). Less than half (43%) are being given dedicated time to experiment and learn. A significant proportion report being expected to self‑learn (20%), while others are still waiting for formal training to be introduced (23%).
I would urge organisations to step up their efforts in this area. Equipping people for AI is the real battleground in front of us. Investing in learning &amp; development programmes, giving staff time to experiment and learn, and unlocking knowledge transfer via external parties the business works with, such as consultancies &ndash; all of these will contribute to the goal. It is worth exploring governmental support too. For example, in the US, the Department of Commerce&rsquo;s Economic Development Administration (EDA) has launched a new initiative to put $25 million towards the&nbsp;<a href="https://www.eda.gov/ai-upskill" target="_blank" rel="noopener">AI Upskill Accelerator</a>, a national grant competition to fund industry-led sectoral workforce partnerships that help upskill and reskill workers around AI technologies. Similarly, in the UK, the government is tackling the national AI skills gap through the&nbsp;<a href="https://www.computerweekly.com/news/366644113/UK-government-pumps-200m-into-AI-skills-and-adoption">AI Skills Boost</a>, which aims to upskill 10 million workers by 2030. Led by DSIT and Skills England, the strategy combines free online training with major tech firms and reforms to technical education.
</section>
<section data-menu-title="Opportunity ahead">
<h2>Opportunity ahead</h2>
The impact of AI on human jobs is still unfolding, and it will be a nuanced picture. However, I take a positive view. There seems little doubt that the organisations who harness AI effectively will be the winners of the future, launching value-adding new products and services, finding ways to do things smarter, boosting productivity. This brings enormous opportunity &ndash; and people will be at the heart of making it happen.
</section>

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News & Insights

What is RPO? A guide to recruitment process outsourcing

What Happens When AI Actually Works? Lessons From Ai4 2026

Understanding the Changing Salesforce Admin Job Market

AI and jobs: People will be at the heart of making AI work