Too many organisations approach resourcing like a box-ticking exercise. There’s a project to deliver, so they hire the people they think they need, often based on a job description that hasn’t changed in years. On paper, everything looks fine. In reality, the gaps appear quickly. The team doesn’t have the right mix of experience, roles overlap or leave blind spots, and instead of driving the project forward, businesses find themselves working around the limitations of their own workforce.

Transformation projects suffer the most from this. Unlike business-as-usual hiring, where roles and responsibilities stay relatively stable, transformation demands a more dynamic approach. The skills needed at the start of an initiative won’t be the same as those required later on. But traditional resourcing models don’t account for this. They’re built on fixed contracts and rigid structures that fail to reflect the real demands of change. That’s why so many transformation projects stall—not because the organisation lacked talent, but because they brought in the wrong expertise at the wrong time.

A consulting-led approach flips this entirely. Instead of starting with a job title and working backwards, it begins with a clear understanding of the business challenge. What’s the outcome the organisation needs to achieve? What skills and expertise will make that happen? Rather than defaulting to permanent hires or generic contractor roles, the focus shifts to building a talent strategy that aligns with the actual requirements of the transformation. The result is a model that prioritises outcomes over headcount, delivering talent that’s not just capable but truly fit for purpose.

Insight is at the heart of this. A consulting-led approach doesn’t rely on assumptions about what a business needs. It engages directly with leadership teams to diagnose the challenges before shaping a resourcing solution. That might mean a mix of high-level strategic expertise at the start of a programme, followed by hands-on specialists during implementation. It could involve a more flexible team structure that scales up and down in response to project demands. The key is agility—being able to adjust the resourcing model in real time, rather than locking in decisions that no longer make sense six months down the line.

Efficiency plays a major role too. Businesses waste significant resources on poorly structured resourcing. Too many projects are staffed inefficiently, with organisations either overcommitting on long-term hires or scrambling for last-minute fixes when gaps emerge. A consulting-led model avoids this by mapping talent needs to project phases, ensuring businesses only bring in expertise when it’s needed, for as long as it’s needed. The result is leaner, more effective teams, with every role delivering real value.

Transitioning to this approach requires a shift in mindset. It means moving away from recruitment as a transactional process and towards resourcing as a strategic function. The organisations that get this right don’t just complete projects more effectively—they set themselves up for long-term success, building a model that can adapt to future challenges rather than constantly playing catch-up.

At Malikshaw, we’ve helped businesses make this shift, providing insight-driven resourcing strategies that transform the way they access and deploy talent. If your organisation is facing a major change initiative, it’s worth considering whether your current approach to resourcing is fit for purpose. If not, maybe it’s time for a conversation about what better could look like.

For years, businesses have been stuck with rigid resourcing models that just don't keep up. Permanent hires take months to secure, contract roles often feel like a gamble, and the idea of quickly scaling expertise up or down? Almost impossible. It's a system that was built for stability, not for the pace of modern transformation. But the way we work has changed. The way we find, engage, and deploy talent needs to change too.

That's where the idea of 'fluid talent' comes in. Instead of relying on static, one-size-fits-all models, businesses need access to precisely the right expertise, exactly when they need it. Not people sitting around waiting for work to appear. Not rushed, last-minute hiring that compromises quality. But a resourcing approach designed to flex, adapt, and deliver real impact.

The traditional approach to hiring has barely evolved in decades. Recruitment cycles are often slow, expensive, and focused on long-term commitments that don't always reflect what businesses actually need. Transformation projects, in particular, expose these flaws. They're complex, time-sensitive, and constantly evolving. Yet, many organisations still try to fit them into hiring models that were designed for a more predictable world.

The result? Skilled professionals are either locked into roles that don't fully utilise their expertise or left out of projects where they could make a real difference. Businesses, meanwhile, struggle with gaps in capability, costly delays, and a workforce that isn't built to flex when demands change. It's an approach that's failing on both sides.

A fluid resourcing model flips this on its head. Instead of treating resourcing as a rigid, transactional process, it allows businesses to engage the right talent at the right time—without the inefficiencies of permanent hiring or the uncertainty of ad-hoc contracting. It's about building a workforce that adapts to business needs in real time, rather than forcing business needs to fit a static workforce.

Think about major transformation projects. Whether it's a digital overhaul, an infrastructure upgrade, or a shift in business strategy, these initiatives don't fit neatly into traditional hiring cycles. They demand different skills at different stages, from strategy and planning through to execution and delivery. Locking in fixed roles for months—or years—at a time is a costly and inefficient way to meet that demand. A fluid approach lets organisations tap into high-calibre specialists as and when they're needed, without unnecessary overheads or delays.

The real shift isn't just about flexibility—it's about mindset. Too many resourcing decisions still focus on filling seats rather than delivering outcomes. That's why businesses need to rethink how they approach talent. Do they need a full-time hire, or would an experienced interim deliver more value? Is a contract role the answer, or is there a better way to structure the engagement? The companies that embrace fluid talent aren't just reducing costs or streamlining recruitment. They're making smarter decisions about where expertise is deployed and how work gets done.

Of course, none of this works without trust. Businesses need confidence that they're accessing top-tier talent—people with the right skills, experience, and ability to hit the ground running. That's why a rigorous, insight-led approach to talent selection is essential. It's not about just finding people quickly; it's about finding the right people quickly. When done properly, a fluid resourcing model doesn't just improve efficiency—it raises the standard of expertise across the board.

At Malikshaw, we've seen this first-hand. We've helped organisations move beyond outdated models and embrace a more dynamic approach to resourcing. It's not about short-term fixes or quick wins—it's about building a talent strategy that works for the way business actually happens.

Does that idea resonate? If it does, it's probably time to rethink how you bring in the talent you need.

The way organisations hire is shifting, and rising employment costs are a big part of the reason. With employer National Insurance contributions now at 13.8%, plus pension auto-enrolment, holiday pay, and other statutory benefits, the true cost of a permanent hire is far higher than just their salary. For businesses and public sector bodies managing tight budgets, this is a challenge—especially when they need specialist skills for a fixed period rather than long-term roles.

This is where interim professionals and contractors come in. They offer the flexibility to bring in expertise when it's needed, without the long-term financial and administrative commitments of a permanent hire. It's a model that works particularly well in infrastructure, energy, technology, and defence—sectors that rely on large-scale programmes with defined start and end dates.

With defence spending increasing, for example, there's growing demand for specialists who can deliver critical projects—from project managers overseeing procurement and logistics to cyber experts strengthening national security frameworks. Many of these roles don't need to be permanent; they require specific expertise for a set period to get the job done. The ability to bring in highly skilled interims on demand ensures programmes move forward efficiently, without the delays that often come with lengthy recruitment processes.

It's not just the private sector that's seeing the benefits. Government departments, local authorities, and NHS trusts are also turning to interims to fill skill gaps and keep vital projects on track. We see this in regeneration projects where councils bring in specialist directors for urban development, or in digital transformation, where experienced IT programme managers lead complex system upgrades in public services. These roles are about targeted expertise—getting the right people in at the right time to drive progress.

One of the biggest challenges many organisations face is moving from legacy systems to future operational strategies. Whether it's outdated technology, inefficient processes, or long-standing structural issues, the transition to modern, scalable solutions isn't always straightforward. This is where interims play a crucial role, helping organisations 'mind the gap' between old and new. They bring fresh perspectives, industry best practices, and hands-on experience, ensuring change happens smoothly without disrupting day-to-day operations.

For professionals, interim work comes with its own advantages. Higher day rates, greater flexibility, and the opportunity to work on a variety of interesting projects make it an attractive option. Many interims enjoy moving between sectors, tackling new challenges, and expanding their networks. It's a different way of working—one that offers variety and autonomy, rather than long-term corporate structures.

Of course, it's not a one-size-fits-all solution. For organisations, it's about balancing the need for agility with maintaining institutional knowledge. For professionals, it's about understanding the realities of contracting and making sure it aligns with their career goals. In this evolving landscape, specialist recruitment partners like Malikshaw help bridge the gap—connecting employers with the right talent at the right time, ensuring projects stay on track, and supporting professionals in finding high-value opportunities.

Hiring in the defence sector is hard enough at the best of times. Finding the right skills, competing for talent, and aligning with government contract budgets are all challenges. But one issue consistently slows everything down, and it's the one that too few people talk about: security clearance. A project can be ready to launch, the funding approved, and the need urgent, yet the whole thing stalls because of the wait for cleared personnel.

Security vetting is, of course, vital for protecting national security interests, but for hiring managers, it's a logistical headache that can stretch recruitment timescales by months. Some organisations simply can't afford the wait, but the Catch-22 is that you can't bring someone into a role without clearance, and many candidates can't get clearance without a job. It's a bottleneck that has only worsened as demand for defence and security expertise has surged.

Different levels of clearance, from SC (Security Check) to DV (Developed Vetting), all come with varying wait times and levels of scrutiny. For roles requiring DV clearance—typically in intelligence, cyber security, and high-level government contracts—the process can take over a year. That's time organisations don't have when trying to mobilise a team quickly. Delays can push back project start dates, drive up costs, and leave critical positions unfilled for months.

The UK government has made it clear that it wants to expand defence, cyber security, and intelligence capabilities, but the reality is that the supply of security-cleared professionals isn't keeping up. The MoD has faced well-documented struggles in sourcing DV-cleared personnel, slowing down key defence and cyber operations. The Home Office and NHS have had similar difficulties recruiting security-cleared digital and IT professionals. It's a growing problem, and organisations are feeling the impact.

But the real issue isn't just the delays, it's the hiring paradox that security clearance creates. A candidate can't get vetted unless they have an employer to sponsor them, but most organisations won't hire someone unless they're already cleared. This Catch-22 locks out skilled professionals who could otherwise step into critical roles, particularly those early in their careers. It also limits diversity in the sector, as only those with previous cleared experience can apply for many roles.

This vicious cycle means that defence and security organisations need to be more strategic in how they build their talent pipelines. Rather than waiting for a vacancy and then scrambling to find someone who's already cleared, businesses should be thinking long-term. Engaging with talent ahead of need, keeping a warm pipeline of professionals who are either cleared or clearance-eligible, and offering sponsorship for key hires can help break the cycle. But doing this effectively requires specialist expertise.

This is where working with the right recruitment partner makes a real difference. A specialist recruiter like Malikshaw understands the nuances of the clearance process and has access to a ready-made network of security-cleared professionals. We don't just fill vacancies; we proactively source and engage talent who are either already cleared or on the path to clearance. This means we can help organisations avoid the worst of the bottleneck, reducing hiring timescales and ensuring critical roles don't sit vacant for months.

Security clearance will always be a factor in defence hiring, but it doesn't have to be a roadblock. The key is being proactive rather than reactive, thinking ahead, building a pipeline of pre-cleared talent, and working with partners who know how to navigate the system. In a sector where time is money and delays can cost contracts, having a strategic approach to security-cleared recruitment isn't just an advantage; it's a necessity.

National defence is changing fast. Advances in tech mean a growing need for cybersecurity experts, AI wizards, and data professionals to help modernise our defence capabilities. These aren't just buzzwords anymore; they're at the very core of military strategy, shaping the future of national security. But with all this growth, there's a question that's hard to ignore: who's going to fill these crucial roles?

Take the space sector, for example. It's quickly becoming one of the most exciting and talked-about areas in defence. Countries are realising just how essential space capabilities are to national security, and investment is pouring in like never before. Satellites, once used mainly for communications and weather forecasting, are now key players in military operations. They're giving us real-time intelligence, supporting missile defence systems, and keeping GPS on track - things that are vital to modern warfare. As space-based defence systems, like anti-satellite weapons and surveillance satellites, become more important, it's clear that the space sector is going to be at the centre of future military strategies. All this extra funding and attention makes space one of the most thrilling industries to watch right now.

But here's the catch: even with all this growth, there aren't enough skilled people to meet the demand. The space industry requires highly specialised expertise - everything from satellite engineering to AI-driven data management. And it's not just about technical know-how; these roles often require security clearance for sensitive military work, which complicates things even further. Meeting that challenge means the sector will have to get creative. Whether it's retraining professionals from other tech industries, offering apprenticeships to young talent, or sponsoring the next generation of security-cleared experts, we need to act now. Otherwise, we risk falling behind in this space race as demand continues to soar.

Are we tapping into the full potential of diverse skill sets? And are we doing enough to make sure we have a steady pipeline of talent for the future? Encouraging young professionals and offering pathways for those with the right technical abilities - while helping them navigate the often-complicated clearance processes - is key to solving this puzzle.

That's where Malikshaw comes in. We're experts at finding the right people for the right roles, whether it's building strong teams, securing leadership experts, supporting transformation professionals, or identifying data specialists. As demand for digital and cyber roles in defence grows, we're here to help organisations find the talent that can drive innovation, support cutting-edge technologies, and ensure the UK stays at the forefront of modern defence.

So, as the industry evolves and the need for talent ramps up, the real question is: are you ready to build the teams that will shape the future of defence? Are you excited about being a part of the revolution? We're here to make it happen.

Gosh. I guess not one of us saw coming what transpired at the White House last week.  No doubt everyone has their views, but it was fairly shocking TV. Right or wrong, it has certainly put added impetus into the promises made by world leaders only a matter of hours before.  In our own case, the UK government is committing to increase defence spending to 2.5% of GDP, so we’re about to see a huge wave of changes, and with that comes some significant challenges. 

You might immediately think this only affects defence contractors or those directly involved in the sector, but that’s not the full picture. Industries like cyber security, logistics, and infrastructure are already gearing up for the impact. But what might surprise you is how many other sectors will feel the ripple effect. From AI-driven analytics to commercial management and data project delivery, the increase in defence spending will lead to a wider demand for skilled professionals across the board. The ripple effect could reach areas you might not think about right away.  If you’re a transformation specialist, commercial manager, hiring managers, or project lead, you’ll likely be impacted in ways you hadn’t considered. So now is the time to think ahead about how this expansion will affect your own resourcing needs. 

We’ve been working closely with a major government department recently, helping them tackle one of the most urgent challenges they’ve faced in years: accelerating their data transformation capabilities at speed. It was clear from the start that they couldn’t rely on traditional hiring methods to get the job done. With the internal team stretched thin, they needed a team of experts - people who could hit the ground running, navigate regulatory complexities, and deliver results. That's where we stepped in, providing a mix of interim leaders, technical specialists, and project managers who could get to work straight away. 

To my mind, this is just the beginning. The same issues are going to pop up all over the place, not just in defence but in other sectors that will see increased demand. So, if you're already feeling the pressure to scale up or you know that’s coming your way, now is the time to think about how you’re going to respond. 

The opportunities are immense, but it’s easy to see how things could go wrong. Hiring the right people, at the right time, in the right way isn’t a simple task. It’s a risk management exercise, and one that organisations need to approach carefully to avoid making costly mistakes. 

One of the biggest challenges I see - and I’ve witnessed it firsthand - is the fierce competition for specialist talent. The limited pool of skilled professionals, means that organisations can end up in bidding wars, driving up rates to levels that just don’t make sense. But it’s not just about the price tag - it’s about the right fit for your team and the project. If you hire too quickly, you might not find someone who truly aligns with your culture or technical needs. We’ve all seen what happens when teams bring in the wrong people: delays, inefficiencies, and extra costs that could have been avoided. 

Then there’s the issue of security clearance, which is often overlooked but can create significant bottlenecks. In regulated environments, you can’t just bring anyone on board. Getting the right security clearance takes time, and unless you’ve got a well-established process to manage this, it can hold up the entire hiring process. That’s something we’ve become experts in. Managing security clearance efficiently so that you’re not waiting months for someone to join your team. 

I think one of the most overlooked risks in this kind of rapid scaling is the mismatch between the urgency of hiring and the actual skills needed. There’s a tendency to rush decisions when the pressure is on, and that can lead to hasty hiring. But when you don’t take the time to ensure the person you’re bringing on board truly has the right skills, the right experience, and the right mindset for your project, it can throw the whole thing off track. (Remember the rush to hire after Covid in ‘22, and the almost as sudden pull back in ‘23?)  We’ve seen it time and time again: projects stall, costs escalate, and the team ends up feeling frustrated and demotivated.  Only this week, I interviewed an ex-McKinsey and PwC transformation leader who has spent the past 2 years essentially picking up the pieces of such fall out. Ironically, even organisations like that over hired and have recently been letting many people go. 

But there is a way through this. The key is to have a partner who understands the complexity of these challenges. In our view, an organisation who has built up a talent network of professionals - people who have been handpicked for their experience, skills and ability to hit the ground running. That means you don’t have to waste time struggling to fill a role that’s been sitting vacant for too long. 

What we and a few others do is help organisations expand quickly, without compromising on quality. Whether they need a single interim specialist, a full leadership team, or a bespoke project-based solution, these partners have got the flexibility to deliver exactly what they need. And we’re not just talking about filling roles. We’re talking about providing tailored, cost-effective solutions that make sense for a unique situation. Mitigating some of the inflated contractor rates that come with high demand and ensuring that clients are getting maximum value without overspending. And, as importantly, we are talking about getting access to talent that might have been trained by the Big 4, but who now are independent and available to help, if you look in the right places. 

Ultimately, it’s all about maximising opportunity and managing risk. Balancing the hiring strategy and getting the right mix of permanent staff, interim leaders, and project teams.  Taking the headache out of security clearance and avoiding delays or compliance issues that could derail your plans. 

I’m sure many are already thinking about how these changes will affect their own resourcing needs. They might feel fully prepared or maybe just need a bit of guidance. If you’re not sure where to start, or if you’d like to bounce some ideas around with someone who’s been through this process before, I’d love to have a chat with you. A quick consultation might be just what you need to make sure you stay ahead.  

Rob Shaw 

Malikshaw 

The UK’s defence sector is changing fast. Increased government spending has been announced, and organisations must act now to ensure they are prepared for 2026/7. Global tensions, rapid technological advances, and evolving security threats demand a more agile and forward-thinking approach. Defence agencies and contractors face mounting pressure to deliver, but without the right leadership structures in place, they risk falling behind. With major investments on the horizon, the priority is clear: leadership teams must be built to handle today’s demands and tomorrow’s challenges.

Across government departments, public bodies and private sector partners working within the defence space, there’s an urgent need to rethink how leadership teams are structured. It’s no longer just about the traditional senior hierarchy. The real requirement is for a dynamic blend of expertise, flexibility and experience, with leaders who can pivot rapidly between strategic planning and operational execution. This isn’t just about filling vacancies; it’s about ensuring leadership teams are fit for purpose in an environment that demands both stability and adaptability.

Interim executives play a vital role in this mix. Often brought in to lead critical transformation programmes or provide immediate direction during times of uncertainty, they bring specialist expertise without the long-term commitment of a permanent hire. Their ability to integrate quickly and deliver results at pace makes them an invaluable asset, particularly as defence organisations wrestle with short-term capability gaps while preparing for long-term strategic change.

Beyond interims, there’s also a growing need for complete leadership teams to be assembled at speed. Whether a government agency requires an entirely new leadership structure to manage a major programme, or a defence contractor needs an embedded team with deep sector expertise, the ability to build leadership capability quickly and effectively is now a core strategic requirement.

Of course, permanent leaders remain fundamental. Stability at the top ensures continuity and long-term vision, particularly for organisations navigating complex procurement cycles and regulatory requirements. But even here, the profile of a successful defence leader is evolving. It’s no longer enough to have deep operational knowledge; today’s leaders must also be comfortable driving innovation, managing multi-stakeholder partnerships and responding to an ever-changing geopolitical landscape.

Security clearance adds another layer of complexity to leadership appointments in the defence sector. Many senior roles require candidates to hold or be eligible for high-level clearances, which can slow down recruitment processes and limit the available talent pool. For organisations needing to move fast, this means working with specialist recruiters who understand the clearance landscape and can identify candidates with the right mix of credentials and expertise.

The impact of defence leadership restructuring extends beyond the traditional military and security sectors. Adjacent industries such as space, and artificial intelligence (AI) are becoming increasingly critical to the defence ecosystem. The UK’s growing focus on space technology, satellite communications, and AI-driven security solutions means that leadership teams must be equipped to manage cross-sector collaboration and technological integration. Defence organisations will need leaders who understand not only military strategy but also the implications of emerging technologies, from autonomous systems to cybersecurity.

The UK’s increased defence spending is on the horizon, but the planning must start now. Government agencies and contractors cannot afford to wait until 2027 to get leadership structures in place. By acting now to secure the right people – whether interims, contractors, or permanent leaders – organisations can ensure they are prepared for the demands of the future.

At Malikshaw, we specialise in sourcing and assembling high-impact leadership teams for the defence sector. Whether you need a senior interim to drive transformation, a full leadership team to manage a critical programme, or a permanent hire with the right security clearance and expertise, we can help. Get in touch today to start future-proofing your leadership team.

The world isn't getting any simpler. With geopolitical tensions, economic uncertainty, and an ever-growing list of cyber threats, all sectors are under immense pressure to keep their operations running smoothly. The demand for resilience and robust planning has never been higher. But how well prepared are organisations to handle disruption when it inevitably comes knocking?

Resilience and continuity planning have taken centre stage. Leaders are now expected to have contingency measures in place for everything from cyberattacks to supply chain breakdowns and energy shortages. And it's not just about having a plan on paper—those plans need to be stress-tested and updated regularly. The best crisis response is one that's been rehearsed, not one that's cobbled together in the moment.

In addition to traditional risks, the rise of hybrid threats, including disinformation campaigns and economic coercion, adds another layer of complexity. These threats can undermine trust, disrupt essential services, and create economic instability. Emergency preparedness must now go beyond infrastructure and cybersecurity—it requires a well-coordinated response that includes multi-agency cooperation and clear public communication strategies. Organisations need to build the capability to detect and counteract these threats before they escalate into crises.

Cybersecurity has become a critical concern, with organisations of all sizes facing growing threats from cybercriminals, hacktivists, and even state-sponsored attackers. However, the public sector and essential services carry an even greater burden, with strict regulatory requirements and complex operational challenges adding to the pressure. The consequences of a breach in these sectors can be far-reaching, from disrupting vital public services to compromising sensitive national data. Cybersecurity investment is no longer just an IT issue—it's a fundamental pillar of resilience that underpins an organisation's ability to function and maintain public trust.

Transformation managers are at the sharp end of this shift. Zero-trust architectures, advanced threat detection, and ongoing workforce training are no longer nice-to-haves—they're essential. The challenge isn't just finding the right technology, but ensuring people and processes are aligned to defend against the evolving threat landscape. Crisis response systems also need to be strengthened, ensuring that coordination across different departments, industries, and infrastructure organisations is seamless when an emergency strikes.

So, the question is—how prepared is your organisation? Have you stress-tested your continuity plans? Are your cybersecurity investments keeping pace with the risks?

At Malikshaw Interim & Executive, we help organisations get ahead of these challenges by supplying high-quality talent to build successful teams. Our Transformation Trailblazer talent pool provides access to experienced professionals who drive resilience and innovation. Plus, our mentoring programme ensures that key personnel are supported and developed for long-term success. Having worked with key government departments, adjacent agencies, and critical infrastructure organisations, we understand the unique challenges you face. If you're looking to strengthen your organisation's preparedness, we'd love to hear from you.

Building a balanced team in technology isn't just about ticking diversity boxes—it's about creating an environment where different perspectives drive innovation, improve decision-making, and strengthen businesses. While there has been progress in getting more women and underrepresented groups into tech roles, there's still a long way to go. Ensuring that teams are truly inclusive requires action at every stage, from early education to leadership development.

Encouraging young girls to see themselves in tech careers starts early. Studies show that girls often lose interest in STEM subjects due to stereotypes and a lack of relatable role models. Organisations like Code First Girls, STEM Learning, and Girls Who Code are working to change this by offering training, mentorship, and real-life examples of women thriving in tech. Parents, teachers, and industry professionals all have a role to play in inspiring the next generation.

At the same time, companies need to ensure that women who enter the industry receive the right support to grow and stay. Challenges like workplace culture, limited career progression, and difficulties balancing work and family still push many women out of tech roles. Programmes like the Tech Returners initiative by the UK government and companies like BT are helping women re-enter the workforce after career breaks. Mentorship networks, flexible working policies, and targeted leadership training all contribute to retaining and advancing diverse talent.

Representation at the leadership level remains a challenge, but progress is being made. Companies like BAE Systems, BBC, and Rolls-Royce have introduced leadership development programmes to support women in progressing to senior roles. The public sector is also making moves to ensure women have a voice in shaping tech policies. Setting clear diversity goals and fostering an inclusive culture can make a real difference in breaking down barriers to leadership.

Malikshaw Interim & Executive is also part of this story. By working with training partners, Malikshaw has helped over 345 women gain skills in data and software, equipping them for successful careers in tech. Their partnerships with government agencies, including the Cabinet Office and the Intellectual Property Office, have enabled collaborative projects that promote gender diversity in technology. Malikshaw has also been a strong advocate for increasing the representation of women in technology, supporting both permanent hires and contingent project delivery teams. A standout initiative was the formation of a women-only project team for the Cabinet Office, successfully delivering a 12-month data project for the Chief Digital Office—showcasing the skills and leadership potential of women in tech.

Achieving a balanced workforce takes a long-term commitment from businesses, policymakers, and individuals alike. Organisations like Malikshaw Interim & Executive are proving that with the right initiatives, meaningful progress can be made. By continuing to invest in skills development, inclusive hiring, and leadership support, the tech industry can create stronger, more diverse teams that drive innovation and success.

Tech recruitment isn't what it used to be. The days of requiring a computer science degree from a top university are fading fast, replaced by a more dynamic, inclusive approach to building tomorrow's workforce. Employers are waking up to the fact that potential is just as important—if not more—than a polished CV packed with traditional credentials. The real question now isn't just "Where did you study?" but "What can you do?"

Beyond technical expertise, adjacent skills are becoming increasingly relevant in tech careers. Creativity, problem-solving, and critical thinking are just as important as coding ability. Employers are also valuing skills like project management, storytelling, and customer engagement—areas traditionally associated with other industries. The ability to collaborate across disciplines, translate complex ideas into accessible concepts, and approach challenges with curiosity and resilience is helping to bridge the gap between traditional and non-traditional tech talent. These skills, often honed in roles outside of tech, are proving invaluable in an industry that thrives on fresh perspectives.

The smartest companies are shifting their focus, looking beyond the usual hiring pools and embracing new ways to identify and nurture talent. Tech bootcamps, upskilling courses, and apprenticeship programmes are proving that a non-traditional route into tech can be just as effective as the classic university path. These alternative pipelines are making it easier for people from different backgrounds, including women, ethnic minorities, neurodivergent individuals, and career changers, to get a foot in the door and thrive in the industry.

In the public sector, digital apprenticeships are a game-changer. They offer hands-on experience, paid training, and a direct route into meaningful tech roles, proving that you don't need a degree to succeed in this field. Meanwhile, private sector initiatives like Women In Tech and Code First Girls are breaking down barriers, helping women develop the skills and networks they need to excel in the industry. Companies that partner with these organisations aren't just filling vacancies; they're building a future-ready workforce that's more diverse, innovative, and representative of society as a whole.

It's not just about hiring differently—it's about inspiring the next generation early on. Employers who engage with schools and universities, running coding clubs, mentorship schemes, and hackathons, are helping to demystify tech careers. By showing young people—especially those who might not have considered tech as an option—that this world is open to them, they're widening the pipeline in ways that will pay off for years to come.

And why does all this matter? Because the future of tech depends on it. The industry needs a broad range of perspectives to solve the world's biggest challenges, and that won't happen if recruitment is stuck in an outdated loop. An inclusive talent pipeline isn't just good for individuals—it's good for business, innovation, and society as a whole.

At Malikshaw, we're committed to being part of the solution. We actively work with organisations to help them reimagine their hiring strategies, ensuring they attract, develop, and retain a diverse range of tech talent. By championing non-traditional routes, supporting outreach initiatives, and fostering inclusive workplaces, we're helping to shape a tech industry that's not just ready for the future—but leading it.