Latest News

Artificial Intelligence (AI) and machine learning (ML) have moved rapidly from experimental projects to mainstream business priorities in the UK. Organisations across every sector are exploring how automation, predictive models and generative AI can unlock efficiency, innovation and competitive edge. As adoption accelerates, demand for AI and ML professionals has risen sharply. What was once the domain of research labs and niche tech firms is now a boardroom conversation. Employers aren’t just looking for technical experts; they need individuals who can help shape strategy, manage risks, and embed AI capabilities responsibly across the organisation. 2025 feels like a pivotal year. The opportunities are vast, but the competition for talent is intensifying. The challenge for businesses is to secure the right people, with the right skills, to deliver on their AI ambitions. Why AI and Machine Learning talent are in high demand Across the UK, companies are seeking to integrate AI into their operations, often starting with chatbots, automation, or customer-facing applications, but increasingly moving towards deeper transformation projects. Three main drivers are shaping demand: Business adoption at scale – AI is no longer confined to pilot projects. Retailers are using it for customer personalisation, banks for fraud detection, and healthcare providers for diagnostics. Generative AI hype and reality – the explosion of generative AI tools has prompted many organisations to invest in in-house capability, either to build proprietary models or to adapt existing ones. Competition and retention – talent is scarce and mobile. Many employers are hiring defensively, seeking to retain people before competitors can lure them away. This combination is fuelling one of the most competitive hiring markets we’ve seen in years. Key AI and ML trends shaping the UK in 2025 To understand the AI and ML hiring landscape, it’s important to look at what’s driving the conversation today: Generative AI takes centre stage The surge in generative AI adoption has created an increased demand for ML engineers, prompt engineers, and AI product specialists who can operationalise these technologies. Ethics and governance As AI is embedded in business processes, risks around bias, transparency and regulation are rising. Employers are beginning to seek specialists in AI governance and compliance to develop ethical frameworks, ensure accountability in AI decision-making, and align their AI strategies with evolving legal standards. Data foundations are critical Without high-quality, well-structured data, AI projects fail. Companies are therefore investing heavily in data engineering and analytics talent alongside AI hires. Integration into digital transformation AI is no longer a separate initiative; it’s becoming part of broader transformation strategies, impacting IT, operations, HR and customer experience. Professional development and evolving skills Continuous learning and upskilling is essential for all employees, especially technologists and AI or machine learning experts who must evolve as fast as the technology does.  The most in-demand AI and ML roles for 2025 The hiring market is being shaped by organisations seeking resilience, innovation and agility. Some of the most in-demand roles include: Machine Learning Engineer – building, training and deploying ML models. Typical salary: £70,000 – £110,000* Data Scientist – analysing complex data sets to provide actionable insights. Typical salary: £60,000 – £100,000* MLOps Engineer – managing the deployment and lifecycle of AI models in production. Typical salary: £75,000 – £115,000* AI Product Manager – bridging the gap between business strategy and AI delivery. Typical salary: £65,000 – £105,000* Prompt Engineer / Generative AI Specialist – optimising large language models for business use cases. Typical salary: £55,000 – £90,000* AI Governance Specialist – ensuring ethical, transparent and compliant use of AI. Typical salary: £70,000 – £95,000* * Salary ranges are based on London market rates. We are also seeing hybrid roles emerge, for example, “AI Risk Manager” or “Applied AI Strategist”, reflecting the fact that AI is no longer just a technical discipline, but a strategic business capability. The skills employers are prioritising Employers are searching for candidates who bring both technical depth and the ability to shape strategy. Core technical skills include: Python, TensorFlow, PyTorch Natural Language Processing (NLP) Generative AI and LLM fine-tuning MLOps and cloud AI platforms (AWS, Azure, GCP) Data engineering and governance Certifications occasionally requested: Cloud AI certifications (AWS, Azure, GCP) AI/ML specialisations from leading universities Data science and advanced analytics credentials Soft skills are equally vital: Strategic thinking and business alignment Communication with non-technical stakeholders Problem-solving in fast-moving environments Collaboration across functions Challenges in hiring AI and ML talent As demand for AI and ML talent grows, organisations face several key challenges: Talent shortages – Our 2025 Nash Squared / Harvey Nash Digital Leadership Report found that AI has surged to become the most scarce technology skill in the UK. Competition – top candidates often receive multiple offers, driving up salaries and expectations. Slow processes – delays in the hiring process can mean losing talent to faster-moving competitors. Capability assessment – employers often struggle to test technical and applied skills effectively. Building the future with AI and ML talent AI and machine learning are no longer niche specialisms but central to business growth, innovation and competitiveness. For UK organisations, 2025 represents a critical moment to secure the talent that will define their future. The organisations that succeed will be those that: Invest early in the right people. Provide clear strategic direction. Offer development and retention opportunities. As Dan Neaves highlights, success in AI hiring starts with the right foundations: “Businesses need quality data, a clear AI strategy, and a future plan of what the capability looks like now, in three years, and in five years. Combined with a slick hiring process and professional development opportunities, that’s how you attract the best talent in AI.” How Harvey Nash supports AI and ML recruitment At Harvey Nash, we’ve spent more than three decades helping businesses navigate technology change. As AI and ML continue to evolve, we’re applying that experience to help organisations build the right teams for the future. This is a dynamic and fast-moving area of recruitment. Roles are constantly changing as new tools, frameworks and use cases emerge. That’s why we take a consultative approach, understanding each organisation’s goals, maturity and culture before connecting them with exceptional talent. Our consultants are deeply embedded in the UK technology community and speak to AI and ML professionals every day. We provide insight on salary benchmarks, in-demand skills and how to position roles to attract and retain the best people. If your organisation is expanding its AI capability in 2025, Harvey Nash can help you navigate the evolving market, connect with exceptional professionals, and build a team fit for the future. Get in touch with our team to start the conversation. Daniel Neaves – AI & Machine Learning Specialist

Mo Gaibee, Associate Consultant at Harvey Nash, was recently featured in a CSO Online article exploring how AI is reshaping entry-level cyber hiring and shifting the nature of the cybersecurity skills gap. In the piece, Mo highlights how hiring criteria are evolving; it’s no longer just about technical certifications. Organisations are increasingly valuing soft skills such as communication, collaboration, adaptability, and strategic thinking, as cybersecurity now touches many areas of a business, including legal, HR, and marketing. He also notes that while AI is automating more of the repetitive monitoring tasks, it hasn’t reduced the need for human talent, instead, it’s changing the profile of the skills that are most in demand. Read the full article on CSO Online.

The tech recruitment market has grown more competitive in recent years, with economic uncertainty, rising costs and offshore hiring affecting opportunities. Many professionals are staying longer in their current roles, which means fewer openings and tougher competition. Yet demand remains strong in areas such as software development, big data, cyber security and, in particular, roles requiring proven experience with AI. In an article for Computer Weekly, Managing Consultant at Harvey Nash, Alex Reeder, shares six key tips to help candidates succeed in this environment. He highlights the importance of specialising in both technologies and industry sectors, building a career history that demonstrates longevity, and keeping profiles up to date so employers and recruiters can easily identify relevant skills. He also warns against a scattergun approach to applications, underlining the value of targeting the right roles, and stresses that while AI can be a powerful support tool in the job search, it should never replace personal effort and authenticity. Finally, he emphasises that recruitment is still a people business and that building relationships with recruiters and hiring teams can make a real difference. Alex also points to the importance of preparation, realistic expectations and persistence, encouraging professionals to back themselves and approach their job search with confidence and commitment. Read the full article on Computer Weekly

Technology recruitment specialist strengthens leadership team with proven industry executive as company advances growth strategy   LONDON, 30th September 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 emphasises specialisation, 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 organisation, 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 35 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 UK and Germany, Harvey Nash specialises in contract recruitment for specialised 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

In the fast-moving world of technology, experience used to be the gold standard. Job titles, years in post, and familiarity with established systems once served as reliable markers of a candidate’s value. But in 2025, that’s changing. The rise of artificial intelligence (particularly GenAI) is transforming the skills landscape so rapidly that many of the old hiring playbooks are no longer fully fit for purpose. New findings from the 2025 Nash Squared/Harvey Nash Digital Leadership Report highlight just how much priorities are shifting. According to our research, 65% of digital leaders indicate they would now prioritise hiring a developer with strong GenAI skills and just three years of experience over someone with five years of experience but no AI fluency. While this doesn’t capture the full complexity of hiring decisions, it signals that AI skills are becoming a defining factor in today’s hiring decisions, particularly when it comes to technology recruitment. AI skills are now business-critical…and scarce This shift isn’t happening in a vacuum. AI has rapidly moved to the centre of how organisations operate, from code generation and data analysis to recruitment, customer service, and internal operations. The demand for AI talent has surged, with demand outstripping supply.  Our report shows that AI is now the number one skills shortage in tech. Demand for AI talent has jumped from 28% in 2023 to 51% in 2025, an 82% increase, the steepest rise recorded since we began tracking skills scarcity. Yet despite this, over half of organisations are not currently upskilling their staff in AI. The gap between AI’s growing importance and the internal capability to support it is widening, and this has implications not only for hiring but also for retention, productivity, and long-term business performance. How AI is changing hiring processes The shift towards AI skills is not just about what’s being hired for, but how organisations are hiring. We’re seeing a fundamental rethink of recruitment processes: Job descriptions: Companies are rewriting job specs to specify proficiency in AI tools and platforms - such as Python, TensorFlow, and GenAI frameworks, rather than relying on generic “AI skills” as a buzzword. Assessment methods: There’s a growing use of AI-driven assessments and real-world coding challenges to test candidates’ ability to apply AI in practical contexts Skills over tenure: Where once tenure and job titles carried the most weight, today’s tech hiring is increasingly centred on proven skills, adaptability, and the ability to work alongside intelligent systems. However, many organisations are still catching up. Job specifications often reference “AI skills” without defining what this means in practice, and interviews may still lean too heavily on past roles or academic credentials. At the same time, candidates need to adjust, clearly showcasing where they’ve applied AI tools in real contexts, whether that’s automating analysis, streamlining development, or enhancing digital products. Practical steps for organisations To address the growing need for AI talent, organisations should: Develop a clear AI strategy: Ensure a defined roadmap is in place, or being worked on, to demonstrate commitment to AI adoption. Top AI talent is attracted to organisations with a vision for growth, where they know their skills will contribute to a structured and evolving AI environment. Define AI skills clearly: Avoid vague requirements. Specify the tools, platforms, and types of AI experience needed for each role. Update assessment methods: Use practical tasks, case studies, and AI-driven assessments to evaluate candidates’ real-world AI capabilities. Upskill internally: Invest in learning and development to build AI literacy across the workforce, not just in specialist roles. Foster a culture of continuous learning: Encourage ongoing development and provide access to AI training resources for all employees. Beyond recruitment: building a future-ready workforce Shifting hiring practices is only part of the answer. For AI adoption to deliver real value, businesses also need to think beyond recruitment and invest in developing the skills of their existing tech workforce. Yet with more than half of organisations not currently providing AI training, a significant opportunity to build capability internally is being missed. Collaboration between HR, L&D, and technology leaders is crucial. The organisations most likely to succeed will be those that not only rethink job specs and validate AI capability during hiring but also provide continuous learning opportunities to help their teams adapt. A collaborative approach, where recruitment and development reinforce one another, will be key to building resilient, future-ready tech functions. Shaping tomorrow’s workforce today For organisations undergoing digital transformation, this is a moment to reset. The ability to identify and hire people with the right AI and data skills could increasingly determine how quickly and effectively businesses adapt. At Harvey Nash, we’re helping our clients respond to this shift. As experts in tech and AI recruitment, including AI and data roles, we work with forward-thinking businesses to reshape their hiring strategies, assess practical capability, and build teams ready for the future of work. To explore more insights into how AI is shaping the tech workforce, download the 2025 Nash Squared / Harvey Nash Digital Leadership Report.

AI is transforming the workplace, but its impact on entry-level roles is more nuanced than often portrayed. In a recent article for Computer Weekly, Andy Heyes, Managing Director UK&I & Central Europe at Harvey Nash, explores how AI is influencing hiring, tasks, and workforce structures, particularly for junior positions. Andy highlights that while some entry-level, customer-facing roles such as helpdesk and tech support are seeing reductions, there is little evidence that these roles are being entirely eliminated. Instead, AI is reshaping responsibilities, automating repetitive tasks, and changing expectations rather than replacing human workers wholesale. He also notes that economic factors, including changes in government policy, have affected the overall jobs market, contributing to what some perceive as a decline in entry-level opportunities. Despite these pressures, Andy emphasises that demand for new talent remains, with organisations needing skilled graduates to adapt to evolving business needs. The article explores the broader implications for employers and graduates alike, suggesting that AI should be seen as a tool to enhance roles rather than a replacement, with human expertise continuing to be critical in business operations. Read the full article on Computer Weekly.

On Wednesday, 3rd September, Peter Kyle MP, the Technology Secretary, called on industry to match the UK Government’s ambition on AI in a speech at Mansion House. His message was clear, Britain is open for investment, and he wants AI companies to call the UK home. Before his speech, Peter Kyle sat down with Nash Squared’s Technology Evangelist, David Savage, for an interview now featured in our Tech Talks podcast. Their conversation focused on what AI investment really means and who stands to benefit. Decentralised growth at the heart of AI investment Since Labour took office, the UK has attracted a record £44 billion in AI and technology investment. A key focus of this strategy is ensuring growth reaches all parts of the country, not just London. Major projects include multi-billion-pound investments in data centres and national supercomputers in Edinburgh and Exeter, with a goal to increase sovereign compute capacity 20-fold by 2030. However, our own 2025 Nash Squared/Harvey Nash Digital Leadership Report (DLR) shows that while AI investment is accelerating, larger organisations are more likely to see returns due to their scale and resources. Peter Kyle’s focus on decentralising investment and doubling AI companies outside of London is designed to change that, ensuring talent and opportunity are spread more evenly across the UK, reducing the need for people to leave their regions for London or Silicon Valley. Democratising AI skills for a creative workforce Peter Kyle noted that the skills barrier to using AI is changing. The future isn’t about coding expertise, but about creativity and effective prompting. The DLR supports this shift, with 65% of digital leaders saying they’d now choose an AI-enabled developer with two years’ experience over a five-year veteran without AI skills, a huge change in hiring priorities. While technology has often been criticised for deepening social and economic divides, Kyle stressed that proficiency in prompt usage can be gained in as little as 2.5 hours of training, making it accessible to people from all backgrounds, including areas of deprivation. And with the DLR highlighting a lack of action on AI upskilling in many organisations, this ambition is an encouraging sign. A “Goldilocks moment” in AI governance and innovation The UK is pursuing what Kyle described as a “light touch, but assertive” approach to AI regulation, encouraging innovation while keeping people safe, without overly prescriptive laws that risk slowing progress. The AI Security Institute, working alongside Frontier Labs, monitors risks before deployment, while sector regulators assess AI’s impact in their industries. This balanced approach has even been described by Jensen Huang, Founder and CEO of NVIDIA, as a “Goldilocks moment” for Britain. The DLR adds context, with 40% of digital leaders worried about the misuse of Generative AI, such as staff transferring sensitive documents into chatbots or acting on biased data. Kyle’s strategy aims to build trust while maintaining a pro-innovation environment. AI as a personal and societal equaliser Kyle shared his own experience of learning with Dyslexia, explaining how AI tools have supported his learning style and boosted his potential. He believes AI could “level up” opportunities, particularly for students in state schools and deprived areas, challenging the idea that privilege must be bought through expensive education. The DLR strengthens AI’s wide-reaching impact, describing it as an “everywhere” technology that’s already driving productivity and reshaping how businesses operate. While it doesn’t directly address educational equity, our research shows AI’s potential to upskill existing teams and free developers to take on more complex, creative challenges, which is closely aligned with Kyle’s vision of AI empowering individuals and expanding opportunity. Listen to the full conversation now on Tech Talks to hear Peter Kyle MP and David Savage explore the UK’s AI ambitions in depth.

AI is becoming central to organisations’ digital transformation, and cybersecurity is no exception. In this article for Computer Weekly, Peter Birch, director of technology and digital executive search at Harvey Nash, and Mo Gaibee, associate consultant, highlight how AI is transforming cyber teams and operations. According to the 2025 Nash Squared/Harvey Nash Digital Leadership Report, 90% of businesses are now piloting or implementing AI, a significant jump from 59% in 2023, while 29% of technology leaders report their organisation has suffered a major cyber attack in the past two years, the highest level since 2019. AI is increasingly embedded in security operations, helping SOC analysts, threat hunters, and penetration testers detect, prioritise, and respond to threats more efficiently. The article explores the resulting war for cyber talent, with AI skills becoming a key differentiator for recruitment, as well as retention challenges for organisations under pressure to protect against evolving threats. Peter and Mo also examine the hybrid future of cybersecurity, where AI tools enhance, but do not replace, the expertise of human teams, making AI proficiency a critical requirement for cyber leaders and professionals. Read the full article on Computer Weekly.

For many organisations, the AI journey is well underway. Pilots have been launched, internal capabilities have been built, and use cases are being explored. But the next step is where the true business value lies, transitioning from experimentation to meaningful, embedded AI adoption that drives measurable returns. The latest Nash Squared/Harvey Nash Digital Leadership Report 2025 reveals this shift is firmly in progress. The number of organisations running large-scale AI implementations has nearly doubled since our 2024 report, rising from 10% to 19%, a 90% increase. More importantly, 33% of digital leaders now report demonstrable ROI from their AI investments. So, where are the early adopters seeing results, and what separates pilot projects from scalable success? Where AI is already delivering ROI The data from the Nash Squared/Harvey Nash Digital Leadership Report 2025 shows that AI is no longer confined to isolated use cases or experimental environments. It’s being deployed where it can make a tangible difference to operational efficiency and productivity. Across the survey responses from digital leaders, several high-impact areas emerged: Software development: Leads the way in AI adoption, with the highest levels of implementation driving efficiency and accelerating code creation and testing. As one digital leader from the Digital Leadership Report explained, AI is already being used for “code documentation, refactoring and development”, delivering “around a 20% efficiency improvement”. Helpdesk and internal support: AI-powered virtual agents are reducing response times, improving issue resolution rates, and freeing up human capacity for more complex queries. As one digital leader shared in the Digital Leadership Report, “We implemented an AI-powered customer service chatbot…it reduced support costs by 30%, improved customer satisfaction, and increased sales conversions, with the system continuously improving to deliver significant ROI”. Management of information/insights: Organisations are using AI to analyse data and support faster, more confident decisions. In the Digital Leadership Report, one leader noted, “We have used it to automate processing of incoming documents…success rates are significantly higher, reducing the number of incidents needing a person to review”. Marketing and sales: From lead scoring to content generation and customer insights, AI is reshaping marketing and sales operations and sharpening targeting effectiveness. As one digital leader mentioned in the Digital Leadership Report, this has delivered “multi-million revenue uplifts through recommended outreach lists for client advisors rather than the previously human-led approach”. These examples illustrate that when AI is targeted at well-defined problems, with structured data and clear objectives, it moves quickly from concept to impact. What separates success stories from stalled projects? One standout finding from the report is that the biggest barrier to scaling AI isn’t technology, it’s the business case. Almost half (49%) of digital leaders cite “demonstrating the business case” as their top hurdle. But what if business cases are being built on weak foundations? In a recent episode of our industry-leading podcast, ‘Tech Talks,’ Kyle Hauptfleisch (Chief Growth Officer at Daemon) shared that his view was that too many organisations had a broad, vague AI strategy rather than focusing on specific friction points. "What is the business trying to achieve? And then where are the friction points?... It's all about unlocking value, whether that's internally or for your customers, in a meaningful manner. It's got to move the needle; you can have multiple AI pilots that sit on the sideline, which have drained some resources but might offer good talking points, and maybe some decent lessons. But unless it's moving the business needle, it could become sunk cost". This sentiment was certainly backed up by our wider conversations with digital leaders. We know the difference comes down to a few critical factors: Clear alignment with operational priorities: Boards are sharpening their focus on operational efficiency, with 53% citing it as their top technology objective. AI projects that tie directly to cost savings, productivity gains, or customer improvements are far more likely to gain traction. Cross-functional ownership: The most successful AI adopters embed AI into core business processes, not just within IT functions. Teams from operations, HR, customer service, and product development are involved in shaping AI initiatives, ensuring they address business needs. Scalable infrastructure: From data platforms to governance frameworks, building the right technical foundations enables AI to be scaled across departments rather than remaining a niche experiment. Targeted skills development: Despite AI’s growing prevalence, more than half of organisations are not yet upskilling teams on generative AI. Those investing in internal capability building, particularly in AI literacy for non-technical teams, report smoother adoption and faster ROI. From pilot to productivity: Building your AI business case For senior technology leaders, the question is no longer whether AI delivers value, but how to turn that value into real, scalable results. Based on insights from the Digital Leadership Report, successful organisations approach AI with three guiding principles: Business-first, tech-enabled: Start with operational challenges and growth opportunities, then explore how AI can accelerate or enhance outcomes. Embed, don’t bolt on: Avoid treating AI as a side project. Integrate it into everyday workflows and decision-making processes. Prove early, scale fast: Focus pilots on areas where quick wins are possible, quantify success, and use those wins to secure broader buy-in and investment. The road ahead AI is rapidly moving from experimentation to enterprise-wide productivity. Organisations that act now to build strong business cases, foster alignment across teams, and invest in scalable AI strategies will be best placed to unlock sustainable competitive advantages. Central to this shift is the evolving role of the CIO. Oracle’s Country Leader, Siobhan Wilson, spoke to ‘Tech Talks’ to emphasise that the CIO's role itself is "becoming much more aligned to the business as opposed to the business telling them what they want", leading to a "much more collaborative conversation now". AI success requires a unified effort across departments, not just within IT, impacting the digital leaders' outlook and remit. For more insights into AI and digital leadership, download the 2025 Nash Squared / Harvey Nash Digital Leadership Report As a specialist IT and technology recruitment agency, we can support your AI recruitment needs, securing the skills and talent your organisation requires for a successful AI journey, get in touch with our team today