Nearly half of UK charities struggle to recruit and retain senior expertise. The solution? Britain’s most influential executives, volunteering the skills they’ve spent careers building. 

La Fosse, the tech and transformation recruitment specialist, has relaunched ConnEx, its groundbreaking programme that connects top C-suite executives with charities that need them most, at no cost to the organisations involved. 

The relaunch comes at a critical moment for the sector. Almost half (44%) of UK charities report difficulties in recruiting and retaining employees in 2025, leaving many organisations without the senior strategic expertise needed to navigate rapid digital change, growing financial pressures, and increasing demand for their services. 

The official relaunch event took place on Thursday 12th February at the Natural History Museum, bringing together confirmed charity partners including Action for Children, MHA, Parkinson’s UK, RNLI and the RSPCA. Each organisation presented its transformation challenges directly to executives in attendance, who were then invited to apply to join their advisory boards on a voluntary basis, covering areas including Data and AI, cyber security, and finance transformation. 

Ross Tanner, Managing Partner for La Fosse Executive, commented: “The commercial world is evolving at unprecedented speed, and charities are experiencing those same pressures. Yet the harsh reality is that many of the most influential leaders, particularly the top 1% of talent who could drive the greatest change, remain far beyond the financial reach of most third sector organisations. 

“ConnEx exists to bridge that divide. By connecting world-class executive expertise with purpose-driven organisations, we’re not simply offering guidance. We’re delivering measurable impact, strengthening the sector for the future, and ensuring leadership is mobilised for good.” 

Expertise where it’s needed most

ConnEx brings together executives across the full breadth of senior leadership, calling on CFOs with strategic financial and commercial insight, CTOs driving digital innovation, CISOs tackling information security and data protection threats, CDOs evangelising the use of Data and AI, CPOs building high-performing cultures, and COOs building resilient and efficient operations. 

The programme has already delivered multiple successful charity-executive partnerships. The Natural History Museum is one such example, having been strategically matched with senior advisors to tackle pressing transformation challenges with expert support. 

Ross added: “This is a meaningful opportunity for executives to apply their expertise for social good, connect with like-minded leaders, and find flexible advisory roles that really make a difference. We wanted to create a platform that allows people to give back in a meaningful way, but utilising the skillset they’ve built over their careers. 

“For charities, it’s a gateway to strategic consultancy, cross-functional expertise, and long-term partnerships that enable more funding to reach their patrons, without the usual trade-offs.” 

A bigger, bolder return

ConnEx returns larger and more ambitious than before, and at exactly the right moment. The third sector needs bold, innovative support more than ever. For executives with the capability to provide it, the opportunity to do so has never been more accessible. 

“ConnEx is returning at a critical time,” Ross continued. “The third sector needs bold, innovative support more than ever and we’re proud to be meeting that need head-on. This marks a pivotal time for La Fosse as we relaunch our bigger and better pro bono offering, set to create lasting impact where it matters the most.” 

Interested in becoming a future sponsorship partner, or to learn how your charity could benefit from the scheme, visit lafosse.com/pro-bono/ 

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At our AI Reality Check roundtable, we gathered senior leaders from financial services, media, pharmaceuticals, law and consulting to tackle the hard questions about what’s working, what’s failing and why. 

The 70% problem 

Let’s start with the uncomfortable truth: 70% of AI projects fail in their first year. That’s not a technology problem. It’s an expectation problem. 

Ollie Whiting, CEO of La Fosse, put it in historical context. The desktop PC took over a decade to achieve meaningful productivity gains. The web followed a similar pattern. We’re four years into the AI revolution and somehow expecting instant transformation. 

“The impatience of boards, investors and shareholders to get ROI over the line in such a short space of time is one of the key reasons for failure. We’re letting history repeat itself and wandering a bit blindly into this.” 

Who actually owns AI governance? 

Ask ten organisations who’s responsible for AI governance and you’ll get ten different answers. Legal thinks they own it. Security thinks they own it. The CTO wants centralised control. Individual business units are just getting on with it. 

The roundtable revealed a common pattern: ambitious governance forums that aim to track every AI initiative, but reality falling short. As one participant from Pacific Life Re put it, the intention is good but the execution is fragmented. Different territories have different regulatory understandings, and when something goes through legal and compliance first, the immediate answer is often no. 

The Guardian’s Chief AI Officer, shared their approach: principles first, product second, monitoring third. They’ve published AI principles, built governance into their product development and continuously take the temperature of both staff and readers. Media organisations face particular scrutiny, with readers anxious to know whether AI is involved in journalism. 

The AI veneer is cracking 

Remember when every company rushed to build mobile apps in the early 2010s? Those apps were essentially mobile websites, and they quickly revealed all the cracks in back-end infrastructure. Five years of data infrastructure spending followed. 

We’re about to see the same pattern with AI. Organisations are throwing agents onto badly designed processes and wondering why they don’t deliver value. The shiny AI tool you bought last quarter? It’s probably falling over because the whole end-to-end process hasn’t been designed. 

Anu Doll, Founder of Synexra, provided the strategic anchor for the session, arguing that AI’s true value lies in weaponising a firm’s competitive moats through an Agentic Operating Model. Her framework identifies the high-leverage capabilities where intelligence creates genuine market distinction rather than mere efficiency. By bridging the “Autonomy Gap”; the distance between strategic ambition and foundational readiness, Synexra ensures that infrastructure, data and governance are hardened to support “Autonomous Flow,” transitioning teams from task executors to Intelligence Orchestrators of unique, high-growth value chains.

The democratisation imperative 

Here’s a stark reality from La Fosse: 40-50% of a recruiter’s working week is spent on tasks that could be automated. They could be driving double the productivity doing work they actually enjoy. But they can’t, because AI hasn’t been democratised. 

Too much energy is being spent on centralised governance and not enough on getting AI into end users’ hands with the right guardrails. The desktop PC only delivered productivity gains when everyone had one on their desk. The web only transformed business when it was democratised. AI will follow the same pattern. 

One participant, working with Soho House, described the advantage of smaller organisations: no labyrinthine governance structures, no siloed AI officers blocking everything. Instead, they’re showing business people how tools like Claude work, planting seeds and watching ideas develop. That’s where the real ROI comes from. 

The leadership learning gap 

Research shared at the roundtable revealed a troubling lack of trust in board-level AI decision-making among tech professionals. Part of this is communication. Does your front-line team know about the AI training the exec team did over Christmas? Probably not. 

But it’s also about humility. As one CEO put it, leaders need to admit they might not have the answers they had for the last decade. The CTO who doesn’t understand business processes is destined to fail. The Chief AI Officer who only knows AI and not the heritage of technology is equally doomed. 

The consensus: AI literacy must be mandatory from top to bottom. Cross-functional leadership isn’t optional. Gone are the days of siloed executives who only understand their own domain. 

Don’t forget the humans 

When ROI is measured in headcount saved and roles reduced, employees get scared. Redundancy announcements and layoffs erode psychological safety, regardless of the productivity gains promised. 

But reframe the conversation around personal productivity, around how many hours a week can you save, and something shifts. People feel empowered. They want to perform better. They engage with the tools rather than fearing them. 

This isn’t soft thinking. It’s fundamental to successful AI adoption. The organisations that crack this balance between transformation and cultural safety will be the ones that succeed. 

What’s next? 

This roundtable was the start of an ongoing conversation. We’re committed to bringing together leaders who are navigating AI implementation in the real world. 

If you want to be part of the next discussion, or if you’re wrestling with AI challenges in your organisation, get in touch. Sometimes the best insights come from people facing the same problems. 

Download our AI in the Workforce whitepaper

Join our next panel event

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• Over half of UK tech workers say AI decisions at their company are made by leaders without the right expertise
• 78% of C-suite executives admit to using AI for work they are not trained to do
• 93% of C-level leaders say they have made AI-informed decisions based on inaccurate data, with 40% experiencing serious business impact as a result

UK businesses racing to adopt AI in the workplace are being put at risk – not by junior staff or immature technology, but by their own senior leadership, according to our new research.

Our survey of more than 2,000 UK tech workers finds that the riskiest users of AI are the very executives responsible for governance – combining high usage, weak oversight, and a willingness to override expertise.

Senior leaders hold the most decision-making power – but not always the AI expertise

More than half (52%) of all tech workers report that AI decisions have been made without the right expertise – and this isn’t just frontline cynicism. 65% of C-suite executives acknowledge that such decisions occur at the most senior level.

And the executives responsible for AI governance are also the most likely to engage in high-risk behaviours.

The survey uncovers a worrying pattern:

• 93% of C-level executives say they have made decisions based on AI outputs generated from inaccurate data
• Nearly three-quarters (73%) of C-suite executives admit to uploading confidential company data into AI tools – almost double the rate of entry-level staff* (42%) and far higher than intermediate-level employees (35%). Directors are slightly higher at 74%
• 78% of C-suite executives rely on AI for work they are not trained to do, compared with fewer than half of junior and mid-level staff

These high-stakes decisions carry tangible consequences: 40% of C-suite executives report serious business impacts from AI errors, compared with 32% of entry-level staff* and just 11% of intermediate employees.

Ollie Whiting, our CEO, comments: “The people with the greatest autonomy over AI are also the ones most exposed to its risks. Concentrated at the top of organisations, this risk is often hidden behind confidence and speed, while gaps in governance, skills, and accountability widen beneath the surface. Organisations must ensure leaders have the right expertise before these decisions cause real business impact”

The seniority blind spot around AI and compliance

The research shows a clear trend: greater responsibility, autonomy, and time pressure at senior levels translates into greater exposure to AI risk. C-suite executives and directors use AI more intensively, for higher-stakes decisions, and operate with less oversight than their teams.

Interestingly, entry-level staff* – while less likely to engage in risky AI behaviours – report higher rates of serious business impact (32%) than middle management (17%) or intermediate staff (11%). When errors happen at the front line, consequences can still be severe.

Confidence vs competence: the AI trust gap

While seven in ten (70%) C-suite executives describe themselves as ‘very confident’ in their AI expertise, that confidence is not widely shared across the workforce:

• Directors: 48% very confident in C-suite AI capability
• Senior management: 50% very confident
• Middle management: 36% very confident
• Entry-level staff*: 33% very confident
• Intermediate staff: 27% very confident

Yet, despite this self-assurance, 65% of C-suite executives admit AI decisions are still made without the right expertise, and 80% say a dedicated AI specialist is needed at board level. Leaders are simultaneously confident in their own ability and aware of gaps that require specialist support.

“The disconnect between confidence and competence is undermining trust and adoption of AI across organisations,” explains Ollie. 

“When employees don’t believe leadership understands AI, they are less likely to embrace AI initiatives, flag problems early, or trust AI-driven decisions being made at a high level. Boards can no longer assume seniority equates to capability – governance, expertise, and scrutiny are essential.” 

What business leaders can do to accelerate AI enablement

Unchecked overconfidence at the top is putting organisations at serious risk. Closing the awareness gap and leveraging AI for business transformation requires recognising that senior leaders such as C-level executives and directors may need additional support, while specialist expertise is also lacking across the broader workforce.

Our survey also found that half (50%) of tech workers expect AI to lead to job losses at their company within three years, signalling a workforce bracing for disruption.

Ollie adds: “Even the most experienced experts are still learning about AI – and those in the C-suite scrutinising their own confidence, competence, and AI-related decision making thoroughly are going to win long-term. Organisations need to be willing to look beyond the headlines, confront uncomfortable realities, and take action before those risks compound. 

“Our purpose at La Fosse is to deliver the future-proof technology talent organisations need to succeed. We work closely with leaders under pressure to move quickly and stay competitive, and understand the enormous opportunity AI presents.”  

“We work with organisations to identify where AI decisions are being made using inaccurate data, at the wrong pace, or without the right expertise, and where teams need reskilling rather than redundancies, to ensure leaders have the capability they need before those decisions make real business impact.” 

Download our ‘AI in the Workforce’ report here

Want to learn more about AI risk management and how to implement AI safely and effectively into your business? Get in touch today to see how we can support with AI transformation and executive recruitment of high-impact tech leaders.

Methodology

The research was conducted by Censuswide, among a sample of 2020 Employees in the UK working in tech (Aged 18+). The data was collected between 16.12.2025 – 23.12.2025. Censuswide abides by and employs members of the Market Research Society and follows the MRS code of conduct and ESOMAR principles. Censuswide is also a member of the British Polling Council.

Respondents span all seniority levels: C-suite executives: 545 (27%), directors: 388 (19%), senior management: 550 (27%), middle management: 304 (15%), intermediate level: 191 (9%), and entry level: >50 (2%).

*Please note comments on entry-level executives throughout indicate directional trends due to a reduced sample size.

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At Conrad London, UNBOUND brought together our newly formed steering committee of senior technology leaders to move beyond discussion and start building the roadmap for 2026. This wasn’t another networking event. It was a working session designed to define what meaningful change looks like and how we’re going to deliver it. 

Lucy Kemp, Director of Brand and Marketing at La Fosse and founder of UNBOUND, opened the evening with a clear challenge: “When I’m here with you all next year with this glass of champagne, what are we cheering on? What does good look like, what barriers are there, and how can UNBOUND help you overcome them?” 

The steering committee approach 

UNBOUND is taking a deliberately different approach to driving change in tech. Rather than operating in isolation, we’re building a steering committee of leaders who can shape the direction, provide honest feedback, and help us create programmes that solve real problems rather than tick diversity boxes. 

The committee brings together perspectives from across the technology sector: CTOs, transformation directors, programme managers, and executives who’ve navigated the challenges themselves and are committed to clearing the path for others. 

As Jon Price, Director of Recruitment at La Fosse, explained his commitment: “I’ve been fortunate enough to work in a number of businesses with my wife, who is a performance and people coach. I would see time and time again her ideas either get passed over or picked up by another director and passed off as theirs. The reason I got excited about UNBOUND was it felt really different for us. We’re now at the size and scale where we can actually start to have an impact with our clients and how we shape hiring decisions.” 

What meaningful change actually looks like 

The evening’s discussion revealed several critical themes that will shape UNBOUND’s work in 2026. 

Power skills are not “soft” 

One of the most passionate discussions centred on what many still mistakenly call “soft skills.” The committee was unanimous: the skills that differentiate senior leaders from technical specialists are anything but soft. 

As one member noted: “When you develop your career based on certifications where you know how technically good you are, that works at a base level. But when you want to move to director or head level, the technical certifications aren’t working anymore, and that is a shock for a lot of women.” 

The challenge is real. Women often excel at building technical expertise, accumulating qualifications, and proving their capabilities through measurable achievements. But the transition to leadership requires different skills: strategic thinking, confident communication, navigating difficult conversations, and projecting authority without apology. 

These aren’t innate qualities. They’re learnable capabilities that many men develop through observation, mentorship, and cultural permission to be assertive. Women need structured support to build these same capabilities without waiting years to figure them out through trial and error. 

The mentorship multiplier effect 

The discussion kept returning to mentorship, but with an important evolution. It’s not just about connecting junior women with senior women. It’s about creating mentorship at every level, including reverse mentorship where senior leaders learn from those coming up through the ranks. 

One member shared: “I really like that idea of reverse mentorship, because you need someone maybe that is more senior to be aware of how people are feeling coming up the ranks, because they might have come up at a different time with different challenges.” 

The committee also identified a critical gap: male leaders need mentorship from women to understand what they don’t know. Without this, even well-intentioned allies struggle to recognise problematic behaviours or understand the barriers women face. 

Beyond visibility to accountability 

The conversation challenged the typical approach of simply “spotlighting” successful women. While visibility matters, the committee pushed for something deeper: creating pathways and removing barriers rather than just celebrating those who’ve made it despite the obstacles. 

As one member put it: “Having those women that are in the C position talking about their challenges, we’ll be like, ‘Oh yeah, so I can do it. Because she’s not special.’ When you really have a conversation with them and they’re telling you all the challenges, you realise they are exactly like us.” 

This connects to a broader insight: success shouldn’t require superhuman resilience. The goal isn’t to help more women survive toxic cultures or navigate impossible demands. It’s to change the systems so that success becomes genuinely achievable for talented people regardless of gender. 

The barriers we’re tackling 

The committee identified several specific obstacles that UNBOUND will address in 2026: 

The confidence gap that’s actually a communication gap 

Women often internalise feedback differently, seeing constructive criticism as evidence they don’t belong rather than guidance for improvement. One member shared an example of a mentee who interpreted her boss’s suggestion to “think about Plan B” as a sign she wasn’t good enough, when he was actually showing care by helping her prepare for all outcomes. 

Workplace inflexibility that treats parenting as a women’s issue 

Multiple committee members raised the challenge of shared parental leave and flexible working that’s only truly available to women. One member noted: “It’s a partnership. It’s not like one or the other. We have to do this together and we have to go on the journey together.” 

Male-dominated leadership teams that lack perspective 

When the committee discussed La Fosse’s own executive team makeup (six members: two women, four men), the conversation was honest about the challenges. As Lucy Kemp explained: “Would we love it to be 50/50? Yes. But what is nice is my CEO, when I came to La Fosse, I said I want to do something for women externally in tech, but I also want to do something internally. And Ollie was so open. He was like, ‘Go and find out what’s happening. Come back to me. We’ll do a plan.’ Although we’re not 50/50, I have a team there who isn’t afraid to almost break things in order to fix it.” 

The shortage of female role models at every career stage 

The pipeline problem isn’t just at the top. Women need to see other women succeeding at every level to understand what’s possible. The committee emphasised the importance of showcasing achievements across all stages, not just celebrating those who’ve reached the C-suite. 

What UNBOUND will deliver in 2026 

Based on the evening’s discussion, the steering committee helped shape several key priorities: 

Structured power skills development 

UNBOUND will create focused programmes teaching the strategic communication, confident presentation, and leadership capabilities that women need to transition from technical roles to senior positions. This includes difficult conversations, self-advocacy, and projecting authority. 

Multi-level mentorship programmes 

Building on the successful launch of the UNBOUND mentorship programme, we’ll expand to include reverse mentorship and peer mentoring opportunities. The goal is creating support networks at every career stage, not just connecting junior women with senior mentors. 

Male allyship education 

The committee was clear: we need more men in the room. Not as saviours, but as partners who understand the challenges and actively work to address them. UNBOUND will create programming specifically designed to educate male leaders on effective allyship and challenge behaviours they might not recognise as problematic. 

Practical workplace solutions 

Rather than just discussing problems, UNBOUND will work with companies to implement specific changes: gender-balanced shortlists, flexible working that’s truly available to all parents, transparent promotion criteria, and accountability measures for diversity commitments. 

Regular measurement and iteration 

The steering committee will reconvene in April 2026 to assess progress and adjust strategy. This isn’t a static programme, it’s an evolving response to what women actually need. 

The honest conversation we need 

One of the most powerful moments of the evening came when discussing the challenges of calling out bad behaviour in workplaces that punish those who speak up. 

A committee member shared: “There are real challenges in calling out behaviours in a certain way that’s acceptable. Sometimes you feel like you can’t because you either get put as the troublemaker, or they don’t want you to be involved because you’re not aligned 100% to their values and you’re challenging the status quo. That, for me, is not okay. I don’t agree with the values here. I don’t want to be at that company anymore.” 

This honesty is exactly why UNBOUND exists. Too many diversity initiatives avoid uncomfortable truths. They celebrate small wins without acknowledging systemic problems. They put the burden of change on women rather than addressing the cultures and structures that create barriers. 

The steering committee’s willingness to have these difficult conversations gives UNBOUND the foundation to drive genuine change rather than just creating another well-intentioned programme that makes no real difference. 

Join us in driving change 

The energy at Conrad London was electric, not because we solved all the problems, but because we moved from talking about what should happen to planning what will happen. 

If you’re a woman in tech looking for mentorship, skill development, or a community of people facing similar challenges, the UNBOUND mentorship programme is now accepting applications. 

If you’re a leader committed to creating genuine change in your organisation, get in touch. The steering committee has shown there’s appetite for real solutions and willingness to do the difficult work of systemic change. 

This isn’t about quick fixes or performative diversity. It’s about creating an industry where talented women don’t just survive, they thrive. Where success doesn’t require superhuman resilience. Where the path to leadership is visible, achievable, and supported at every stage. 

The conversation has started. Now it’s time to build. 

Learn more about the UNBOUND mentorship programme here.

Get in touch about UNBOUND: lucy.kemp@lafosse.com

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Why this recognition matters

This award is a significant milestone for La Fosse Academy and validates our core belief that tech should be built by everyone, for everyone. In an industry where women make up just 28% of the global workforce, our commitment to diversity isn’t just talk – it’s reflected in our results, with 53% of our 74 associates trained in 2024 being women. 

Even more importantly, 54% of these women were successfully placed into career-launching tech roles with leading employers across the UK, demonstrating that our model creates genuine, sustainable pathways into the industry. 

Our approach to bridging the gender gap

La Fosse Academy exists to reshape the future of technology by tackling two of the industry’s most pressing issues: the persistent gender and diversity gap, and the shortage of commercial tech skills. Our mission is simple yet transformative – unlock potential by offering free, high-quality training to individuals regardless of background and create a sustainable talent pipeline that truly reflects society. 

Our curriculum focuses on practical, commercially relevant skills over tools, giving associates the flexibility and mindset to thrive in fast-changing tech environments. This approach is particularly impactful for returners, career changers, and those entering tech for the first time – with 55% of our 2024 cohort being career changers, many of whom were women re-entering the workforce or retraining after career breaks. 

Beyond training: Creating sustainable success

What truly sets La Fosse Academy apart is our comprehensive support system. Beyond technical training, we provide vital wraparound support including: 

• Tailored upskilling and development pathways 

• Personalised mentoring from industry experts 

• Professional coaching to build confidence and workplace skills 

• Access to vibrant peer communities for ongoing support 

One of our standout success stories is Leah Thomas, who transitioned into a Data Business Analyst role through our Academy. Leah not only excelled in her technical role but also became an influential member of her company’s Women in Tech Committee, actively participating in major industry events such as Women of Silicon Roundabout and the Global Women in Tech Conference – becoming a role model for other women entering the field.

Read more of our associate stories here

Partnering with forward-thinking employers

Our success wouldn’t be possible without our partnership approach with employers who share our values and commitment to diversity. For example, our collaboration with Leidos UK has already seen 50+ Associates placed into roles, who have since delivered across 46 programmes of work. 

“This award validates what we’ve always believed – that talent is everywhere, but opportunity is not,” says Claudia, Director of La Fosse Academy. “By creating accessible pathways into tech and providing the right support systems, we’re actively reshaping the industry’s future.” 

With over 500 associates trained to date, we’re demonstrating that diverse, inclusive talent strategies aren’t just the right thing to do – they’re essential for building innovative, future-ready tech teams. 

Looking ahead

This recognition reinforces our commitment to continue breaking down barriers and creating a more inclusive tech industry. We’ll keep developing our programmes, expanding our employer partnerships, and supporting more individuals from underrepresented groups to build successful tech careers. 

Want to know more about La Fosse Academy and how we can help your organisation build a more diverse tech team? Visit www.lafosseacademy.com or get in touch with our team today here.

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The daytime event brought together recruitment professionals, hiring managers, and diversity advocates to share lived experiences, challenge established practices, and develop practical approaches to building more equitable and inclusive workplaces. 

Why these conversations matter now more than ever 

Recruitment sits at a critical intersection, with the power to either reinforce or disrupt existing inequalities in the workplace. As our panel highlighted, the challenges facing black talent aren’t limited to getting in the door – they extend to retention, progression, and leadership representation. 

Jasmine Alexander, our expert panellist, pointed to the elusive notion of “cultural fit” as a particular concern: “From my perspective, what does that even mean, and how can somebody improve from that feedback?” This ambiguous terminology often masks unconscious bias and presents a significant barrier to diverse hiring. 

The panel emphasised that addressing these issues requires moving beyond surface-level diversity initiatives to tackle systemic barriers, personal biases, and workplace cultures that may unintentionally exclude black talent from thriving. 

Meet the panel: diverse insights, shared wisdom 

Our daytime event featured a diverse panel of experts whose varied experiences demonstrate that creating inclusive workplaces requires multi-faceted approaches and honest self-reflection from organisations and individuals alike. 

Eli Dingwall, Talent Development Lead at La Fosse, who moderated the panel, expertly guided the conversation through critical topics including retention strategies, mentorship opportunities, and how businesses often fall prey to their own biases in recruitment processes. 

Jasmine Alexander, Lead Career Outreach Consultant at Programme One, challenged us to question vague rejection feedback like “not a good cultural fit,” urging recruiters to probe deeper: “What do you mean by that? How did you come to that conclusion? What would actually make them a good cultural fit?” Her insights highlight how recruitment professionals can become powerful advocates for fairer hiring processes. 

Jennine Gibbs, Career Development Coach at Coaching with impact, emphasised the importance of authentic relationships in retaining black talent: “Get to know your staff. That’s number one.” She shared that genuine conversations help create environments where people feel safe to share their lived experiences, building the foundation for inclusion. 

Glyn Blaize, COO at La Fosse, shared insights about the need to focus on building better businesses where inclusivity runs through everything, emphasising that this approach creates meaningful change rather than temporary initiatives that may ultimately fall away. 

Arsema Fessehazion, Founder of the Black Recruiters Network, brought valuable perspectives on standing firm in one’s identity in the workplace, sharing her personal experience of being asked to change her name to make it “easier” for clients. Her powerful stance that “my name has so much meaning, identity, heritage, culture” highlighted the everyday challenges many face in bringing their authentic selves to work.

Together, the panellists explored how structured mentoring, sponsorship, and onboarding programmes can transform career trajectories and address the “revolving door” problem many organisations face with black talent. 

Practical strategies for meaningful change 

The panel moved beyond identifying problems to suggest concrete actions organisations can take to create more inclusive recruitment and retention practices: 

Challenge biased language and feedback 

Recruiters should actively question vague feedback like “not a good cultural fit” and help educate clients about their own biases. Standardised interview processes with set questions for all candidates can create fairer assessment opportunities. 

Focus on retention and progression 

As one panellist noted, “We have a big retention problem when it comes to black talent and recruitment.” Support from managers is crucial in helping talent progress into leadership roles. This requires proper onboarding that extends beyond the first week and can last up to 12 months. 

Create authentic mentorship opportunities 

Effective mentoring and sponsorship programmes play a vital role in supporting career progression. The panel emphasised that these relationships must be authentic rather than simply checking a box for diversity initiatives. 

Celebrate progress honestly 

When discussing how to balance celebrating progress with acknowledging remaining challenges, a panellist offered this wisdom: “It’s really not that difficult. Celebrate progress. Caveat that with ‘this is the journey that we’re on.'” Transparency about both achievements and continuing challenges creates trust and shared purpose. 

Key takeaways for building inclusive recruitment practices 

The daytime discussions highlighted several crucial insights: 

Question established practices: Recruitment processes often contain hidden biases in language, expectations, and assessment criteria that need ongoing scrutiny and revision. 

Invest in relationships: Getting to know team members as individuals builds the psychological safety needed for honest conversations about inclusion. 

Extend support beyond hiring: Proper onboarding, mentoring, and career development pathways are essential for retaining black talent and supporting progression into leadership. 

Balance honesty with optimism: Acknowledge challenges while celebrating real progress to maintain momentum and engagement in diversity initiatives. 

Join the conversation 

This event was just the beginning of an ongoing dialogue about creating more inclusive recruitment practices. We’re committed to continuing these conversations and turning insights into action. 

If you’d like to learn more about future events or discuss how your organisation can build more inclusive recruitment practices, we’d love to hear from you. 

Contact us at info@lafosse.com to continue the conversation. 

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At La Fosse, we’re proud to announce that we’ve bolstered our senior leadership with the appointment of Martin Leuw as Non-Executive Chair.

Martin is renowned for his track record of scaleup growth, in particular as Group CEO at IRIS Software Group, which under his leadership grew from £2m to £50m EBITDA and 100 to 1,200 employees. He will work closely with our CEO, Ollie Whiting, to drive the company’s next phase of ambitious expansion.

Martin’s remit and focus include growing market share and positioning La Fosse as the “go to” partner for technology driven business transformation in a rapidly changing world.

Joining the team of tech sector specialists

Martin commented: “I’m thrilled to be joining La Fosse as Chairman. Throughout my career, I have pioneered employee ownership and as a business which is majority owned by its employees, it is a perfect fit with my values and beliefs.

“Having scaled numerous businesses, both as a CEO and Chair, I know the transformative impact that empowered teams can have on growth. Right now, organisations urgently need agile tech skills to shape the future – and La Fosse is perfectly positioned as the go-to partner to deliver this.

“La Fosse already has an award-winning track record, and the potential is enormous. I’m looking forward to helping the team unlock and achieve this.”

Founder, Simon La Fosse, added:

“I couldn’t be more delighted to welcome Martin to the business. I’ve known him for many years and have huge

respect for his commitment to impact investing, his entrepreneurial success, and his ability as a Chair to guide and inspire ambitious organisations.
“Martin brings both wisdom and energy, and his track record of scaling purpose-driven businesses makes him a perfect fit for La Fosse. We’re incredibly fortunate to have him on board for this next chapter.”

A serial entrepreneur and investor, Martin is a former EY Entrepreneur of the Year in Technology and Communication and an EY awards judge. He now runs Growth4Good, an impact investor focused on “tech for good” and he has chaired several high growth businesses. Most recently, he chaired Ground Control, which achieved a Queen’s Award for Enterprise and during his tenure scaled revenues from £120m to more than £200m per annum.

Welcoming the appointment, Ollie Whiting, CEO of La Fosse, commented: “In our search for a new Chair, we wanted someone who could support the Executive Board, Senior Leadership Team, and wider business in unlocking our future potential.

“From the outset, I was drawn to Martin’s distinguished career as a CEO and Chair of industry-leading, purpose-driven, often employee-owned businesses – a natural fit with our values.

“Beyond the strong endorsements from former CEOs and founders, having worked closely with Martin, it became clear his expertise, energy and belief in our direction make him the right match for La Fosse. I’m delighted to welcome him on board and excited to see what he, the team and the business can achieve together.”

We’re a purpose-driven talent and recruitment specialist, connecting organisations with the very best technology, digital, and transformation expertise. With a track record of award-winning delivery and a people-first culture, we partner with businesses to solve their most pressing challenges and build teams that drive long-term success. From early-stage ventures to global enterprises, La Fosse is trusted as a strategic partner for growth and innovation.

To find out more about how we can collaborate, please get in touch https://www.lafosse.com/contact-us/

The post Tech recruitment company appoints tech sector leader as Non-Executive Chairman | La Fosse appeared first on La Fosse.

At our first UNBOUND Birmingham event, we brought together 15 influential women in technology and transformation for an intimate roundtable discussion. Facilitated by Carol Moseley, Chief Digital Information Office at Tipton & Coseley Building Society, this wasn’t networking theatre. This was genuine dialogue about the real challenges of leading when everything keeps shifting. 

The evening delivered exactly what we hoped for: candid insights, practical strategies, and meaningful connections amongst women who understand what it takes to lead through uncertainty. 

Why Birmingham matters for women in tech & change

Lauren Stutz from La Fosse opened the evening with a powerful observation: when we asked women in tech & change what they needed, one message came through clearly. “You think it’s hard for women in London to get together? Put us in Birmingham, put us in Manchester, put us in another city, and it’s equally as hard.” 

UNBOUND’s expansion to the Midlands recognises that transformative conversations aren’t confined to the capital. Birmingham is home to innovative tech companies and forward-thinking leaders who deserve the same opportunities for connection and collective impact. 

This regional approach supports our mission to build pathways, not barriers, for women in tech. Real industry transformation happens when we connect leaders from different markets, sharing insights and strategies that work across diverse business environments. 

The challenge of navigating senior leadership in flux 

The roundtable opened with the question every woman in the room had grappled with: how do you navigate senior leadership when the landscape keeps changing? 

The responses revealed fascinating diversity in experiences and approaches. 

For some, the challenge has been constant throughout their careers. Working in predominantly male industries means adapting has always been part of the job. As one participant shared, having always worked in male-dominated environments, the focus has been on proving capability through delivery rather than dwelling on being the only woman in the room. 

Others highlighted how the public sector presents different dynamics. In organisations with strong female representation at nearly every level, women have created their own rules. These environments feel less about adapting yourself and more about bringing your whole self to the table, whether you have children, hobbies, or different priorities. 

The contrast highlighted an important insight: representation fundamentally changes the experience of leadership. When women see themselves reflected in senior positions, the navigation becomes less about conforming and more about contributing. 

Creating your own support networks 

A recurring theme emerged: women in senior roles have intentionally built networks of other women they can turn to for honest conversations. 

“We’ve made our own rules,” one participant explained, describing a network of women colleagues for coffee, lunch, and drinks. These relationships provide the safe space for conversations that might feel impossible elsewhere. 

This informal support system addresses a critical gap. When you can’t ask your boss certain questions without it being interpreted negatively, having peers who understand your challenges becomes essential. 

The roundtable itself exemplified this principle. Creating forums where women can ask questions, share vulnerabilities, and exchange strategies without judgment accelerates everyone’s growth. 

The double standard of feedback and perception 

The conversation touched on a persistent frustration: the different ways men and women interpret feedback, or lack thereof. 

When women don’t receive feedback, they often assume they’re underperforming. When men don’t receive feedback, they typically assume they’re doing phenomenally well. 

This perception gap creates additional challenges for women navigating senior roles. The constant internal questioning can undermine confidence even when performance is strong. 

Several participants noted that being seen as “fixers” can be both a strength and a limitation. Organisations value women’s ability to solve problems and manage change, but this reputation can also typecast leaders into specific roles rather than recognising their broader strategic capabilities. 

The class and access divide 

The discussion took an unexpected turn when participants explored how socioeconomic background intersects with gender in shaping career trajectories. 

One participant shared research showing that 87% of UK poverty levels persist not because of GCSE results, but because of culture and hope. The education system kills hope between ages 14 and 16 for young people from certain backgrounds. 

This intersectionality matters. A woman from a traditional Punjabi family with overprotective male relatives faces different barriers than a woman from a privileged background. A woman who grew up in social housing navigates different assumptions than one who attended private school. 

Accent became another point of discussion. Regional accents in the UK carry subconscious bias. Some participants have experienced people dismissing their expertise based on how they sound before considering what they’re saying. 

These multiple layers of identity shape how women experience and navigate senior leadership. Understanding this complexity helps create more inclusive environments and more effective support systems. 

The informal network challenge 

Several participants raised the difficulty of accessing informal networks where real influence and decisions happen. 

“Would it be appropriate to invite you to that group? Probably not. And if it was, did your husband come?” one participant asked, highlighting the social dynamics that persist around professional networking. 

When men go to the pub after work or play golf on weekends, they’re building relationships that translate to career opportunities. But for women, particularly those with families or those conscious of perceptions, accessing these spaces requires navigating additional complexity. 

This isn’t about wanting to spend all your time in pubs or on golf courses. It’s about recognising that important relationships and decisions form in these informal settings, and women face structural barriers to participation. 

The challenge becomes even more acute for women in cultures where family expectations limit their ability to participate in after-hours socialising. The solution isn’t expecting everyone to conform to one model, but recognising how these informal networks create advantage and finding alternative ways to build the same connections. 

Authenticity whilst navigating expectations 

The conversation shifted to a question many women in senior roles wrestle with: how much should you adapt yourself to fit in versus staying true to who you are? 

For some, the answer has been clear: maintain your standards and judgment even when it means standing apart. As one participant noted, going to the pub is fine when you have existing rapport, but there are times when maintaining professional boundaries requires different choices. 

Others emphasised the importance of creating environments where you can be yourself. Working in organisations with strong female representation means the rules get made by diverse voices rather than requiring everyone to conform to one model. 

The consensus: women shouldn’t have to choose between career success and authenticity. The goal is creating organisational cultures where diverse approaches to leadership are valued rather than requiring everyone to fit a single mould. 

Resilience and finding your support 

The final theme addressed the loneliness that can accompany senior leadership positions. 

“It’s quite lonely,” one participant admitted. “I didn’t expect it to be probably as lonely as it is. In my previous role, you had a team, you could probably talk more openly. Now, it’s probably a bit more lonely.” 

This honest acknowledgement resonated throughout the room. Senior positions often mean fewer peers who understand your challenges and more situations where you need to project confidence even when you’re uncertain. 

The question then becomes: where do you find resilience? Is it mentors? Is it your team? Is it friends or family? Is it a glass of wine at home after a difficult day? 

The answer, for most participants, is all of the above. Resilience comes from multiple sources, and recognising this helps leaders build the support structures they need rather than expecting one relationship or approach to provide everything. 

Key takeaways for leading through change 

The evening’s discussions crystallised into several crucial insights: 

Build your network intentionally. Don’t wait for support systems to appear. Actively create relationships with other women who understand your challenges and can provide honest feedback and perspective. 

Recognise intersectionality. Gender is one factor shaping your leadership experience, but class, culture, accent, and background also matter. Understanding these multiple dimensions helps create more inclusive environments. 

Navigate informal networks strategically. Acknowledge that important relationships often form outside formal work settings. Find ways to build equivalent connections that work for your circumstances and values. 

Maintain authenticity. Success shouldn’t require becoming someone you’re not. Seek organisations and opportunities that value diverse leadership styles rather than conformity to one model. 

Address loneliness proactively. Senior leadership can be isolating. Identify multiple sources of support and resilience before you’re in crisis rather than after. 

Support other women. Hold the ladder steady for those climbing behind you. Your experience and willingness to share honestly accelerates everyone’s progress. 

Building momentum in the Midlands 

This first UNBOUND Birmingham event demonstrated the hunger for genuine connection amongst women leading through change in the region. 

The intimate setting worked. With only 15 participants, every voice was heard. Conversations went deep rather than staying superficial. Connections formed that will extend well beyond the evening. 

We’re listening to feedback from participants to shape what comes next. This isn’t about imposing a London-centric model on the regions. It’s about creating the forums women in the Midlands need to accelerate their impact. 

UNBOUND’s mentorship programme, launched earlier this year, is also open to participants across the UK. Whether you’re in Birmingham, Manchester, London, or anywhere else, structured support is available for both mentors and mentees. 

What’s next? 

UNBOUND continues to expand. We host events that prioritise meaningful discussion over networking theatre. Each gathering tackles specific challenges facing women in tech with practical insights and actionable strategies. 

Real change happens through honest conversations, genuine connections, and collective action. This evening proved that when you bring the right people together in an environment designed for candour, transformation begins. 

The post Leading through constant change: insights from UNBOUND Birmingham appeared first on La Fosse.

The evening brought together mentors, mentees, and aspiring participants to share real experiences, practical insights, and actionable strategies for building mentorship relationships that genuinely work. 

Why mentorship matters now more than ever 

Lucy Kemp, La Fosse’s Director of Brand, opened the evening by highlighting a critical insight from our ongoing research: “Mentoring came up time and again when we asked what would drive change forward. It’s really hard to find a mentor, especially as a woman. You look up and that mentoring layer, that leadership layer, it’s smaller, and it’s getting smaller.” 

The challenges are multifaceted. Beyond the scarcity of senior women in leadership positions, there’s confusion about what type of support people actually need. Is it a mentor who shares experience and wisdom? A coach who helps you reach your own conclusions? Or a sponsor who advocates for you in rooms where decisions are made? 

Most importantly, there’s the fundamental difficulty of asking someone to be your mentor – a conversation that can feel daunting but, as Lucy reminded the audience, “Anyone who has ever been asked to be your mentor will be really flattered.” 

Meet the panel: diverse paths, shared wisdom 

The evening featured three panellists whose varied journeys into tech demonstrate that there’s no single path to success, but mentorship can be transformative regardless of your starting point. 

Patricia Manley, Head of Agile Delivery at Seven.One Entertainment, brought the perspective of an immigrant woman who has navigated significant hurdles throughout her 12-year UK career. “Being a woman immigrant who doesn’t look the stereotype of a woman in tech – having accents and appearances that were always issues – I went through a lot of hurdles,” she shared. Now, Patricia coordinates mentorship programmes for non-profits and works as both a mentor and mentee, believing that continuous learning is essential at every career stage. 

Leah Thomas, a Data Business Analyst at News UK and La Fosse Academy Associate, represents the growing number of career changers entering tech. Her path from law graduate to tech professional during the pandemic illustrates the “wobbly” journey many take. “I started as a law graduate, wanted to be a lawyer since I was about 15, and completely had a change of mind,” she explained. After googling “innovation, creativity and tech” and finding coding, she discovered La Fosse Academy, demonstrating how the right guidance can accelerate career transitions. 

Kirstie Smith brought 15+ years of marketing experience, alongside her work teaching at Birmingham City University and running networking groups. Her perspective highlighted how experienced professionals can give back while continuing to grow, emphasising that the next generation needs more than Google searches and YouTube videos – they need human connection and face-to-face relationships. 

The difference between coaching, mentoring, and sponsorship 

One of the evening’s most valuable discussions clarified the distinctions between different types of support – understanding often missing in workplace development conversations. 

Coaching, as Patricia explained, involves “going with you on that journey of discovering what you want to do and asking the right questions for you to discover the answers you already have inside yourself.” A coach helps you unlock your own insights through guided reflection. 

Mentoring comes from a place of shared experience. “Mentors are coming from the point of view of ‘this is my experience, this is what I’ve learned,'” Patricia noted. They offer wisdom gained from walking similar paths and can provide specific guidance based on their journey. 

Sponsorship involves active advocacy – someone who talks about you in the right meetings, puts your name forward for opportunities, and uses their influence to advance your career. 

Understanding these differences helps professionals seek the right type of support for their specific needs and career stage. 

What mentees really need: beyond job searching 

While career transitions often trigger the search for mentorship, the panel revealed that women seek guidance across a much broader spectrum of challenges. 

Confidence building emerged as a primary need. “For me, with females, a lot of the time it’s confidence in different areas,” Kirstie observed. “Confidence at networking events, confidence in general, not knowing where to start with something, or dealing with that overwhelm of information.” 

Power skills development represents another critical gap. Patricia identified the transition point where technical expertise alone isn’t enough: “Up to a certain point, we rely a lot on what we know as technical skills – certifications, coding knowledge. But there’s a point where you want to jump to the next level that’s not just about how many certifications you have. It’s the power skills that you lack.” 

Effective communication and leadership capabilities become essential as careers progress, yet these skills are rarely explicitly taught in technical roles. 

Career direction guidance helps when professionals know where they want to go but need help mapping the path to get there. 

Actionable change: Organisations should recognise that mentorship needs evolve throughout careers. Create programmes that address confidence building, power skills development, and communication training – not just technical skills advancement. 

When mentorship relationships don’t work 

Honest discussion about relationship challenges provided practical guidance for navigating difficult situations. The panel emphasised that not every mentor-mentee pairing will be successful, and that’s normal. 

Communication is key. Patricia stressed the importance of having “that feedback conversation” when relationships aren’t working. “Doing it from a place of love, saying ‘I don’t think this is working because of this’ and being honest about needs and expectations.” 

Structured frameworks help. Kirstie noted how having committed timeframes can actually help relationships succeed: “Even if there’s a personality clash, you’re committed to four meetings. Sometimes that structure provides the safety to work through initial challenges.” 

Choose authentically. Leah’s advice was refreshingly direct: “Choose for you, which sounds selfish, but you’re trying to get something from the relationship. Be honest about what you need and whether this person can provide it.” 

Kirstie also introduced a powerful framework for building authentic mentorship relationships, describing how effective mentors can adopt three distinct approaches: acting as gatekeepers who hold information and open doors to opportunities, midwives who help mentees work through challenges using a coaching approach, or fellow travellers who honestly admit when they don’t know something and explore solutions together. “I think the best productive relationship is when you can just totally be honest with your mentee or your mentor in both ways. And you’re both learning, you’re both like, going through that journey together,” she explained, emphasising how vulnerability and mutual learning create stronger, more sustainable mentorship bonds. 

Actionable change: Implement regular check-ins during mentorship programmes and provide clear frameworks for addressing relationship challenges. Create safe processes for changing mentorship pairings when needed, without stigma or blame. 

The power of informal mentorship 

Some of the evening’s most compelling stories came from informal mentorship relationships that developed organically. Patricia shared how she approached someone she admired: “I saw him behaving amazingly well, and one day I decided to say, ‘Hey, could we meet for half an hour every other week?’ That was amazing because we didn’t set up any agenda, but every time I met with him, I had my questions prepared.” 

This informal approach yielded more learning than her formal company mentorship programme, highlighting how authentic relationships often develop when there’s genuine curiosity and mutual respect. 

Actionable change: Encourage employees to identify and approach informal mentors within and outside their organisation. Provide guidance on how to structure these conversations and maintain ongoing relationships.

Measuring mentorship impact 

The discussion of programme evaluation revealed sophisticated approaches to understanding mentorship effectiveness beyond basic completion rates. 

Relationship continuation serves as a key indicator. As Leah noted: “A really good measure of whether you had a good mentor is if your mentee wants to keep in contact with you afterwards.” 

Goal achievement tracking requires establishing clear objectives at the beginning and checking progress throughout the relationship. 

Structured feedback collection works best when integrated into the mentorship process rather than lengthy surveys at the end. 

Qualitative insights often provide more valuable data than quantitative metrics, revealing the real impact on confidence, career clarity, and skill development. 

Actionable change: Design mentorship programmes with built-in measurement from the start. Focus on relationship quality indicators and goal achievement rather than just participation rates. 

The UNBOUND mentorship programme launch 

The evening concluded with the launch of UNBOUND’s own mentorship programme, designed to address the insights gathered throughout the research and discussion process. 

The programme structure reflects best practices identified: 

• Four-month commitment with one hour per month 
• Careful matching process over six weeks to ensure compatibility 
• Built-in evaluation through retrospectives to assess impact and improve the programme 
• Open access beyond event attendees to create broader community impact 

Participants left with QR codes providing immediate access to applications, emphasising that the programme is designed for anyone committed to meaningful mentorship relationships. 

Key takeaways for building effective mentorship 

The evening’s discussions crystallised into several crucial insights: 

Mentorship is not one-size-fits-all: Different career stages and challenges require different types of support. Understanding whether someone needs mentoring, coaching, or sponsorship is the first step to providing effective guidance. 

Informal relationships often work best: While structured programmes provide valuable frameworks, some of the most impactful mentorship happens through organic relationships built on genuine curiosity and mutual respect. 

Both sides benefit: Effective mentorship provides value to mentors through fresh perspectives, leadership development, and the satisfaction of contributing to someone else’s growth. 

Diversity matters: Mentors don’t need to look exactly like their mentees, but representation and shared experiences can provide unique value and inspiration. 

Communication creates success: Clear expectations, regular check-ins, and honest feedback transform mentorship from a casual relationship into a powerful development tool. 

Looking forward: building a mentorship culture 

The technology industry stands at a critical juncture. As Patricia observed, the leadership layer that should provide mentorship guidance is actually shrinking, making structured programmes and intentional relationship building more important than ever. 

However, the appetite for meaningful mentorship clearly exists. The enthusiasm in the room at The Loading Bay, the quality of questions from attendees, and the immediate interest in joining the UNBOUND programme all demonstrate that people are ready to invest in relationships that create real change. 

The path forward requires both individual commitment and organisational support. Companies must recognise mentorship as a strategic capability rather than a nice-to-have add-on. Individuals must approach mentorship with authenticity, clear goals, and genuine commitment to both giving and receiving value. 

Join the mentorship movement 

UNBOUND’s mentorship programme represents just the beginning of building the support networks women in tech deserve. By creating structured opportunities for meaningful relationships, providing frameworks for success, and measuring real impact, we’re working to ensure that career progression doesn’t depend on chance encounters or personal networks. 

The programme is open to anyone ready to commit to genuine mentorship relationships – whether as a mentor sharing their experience, a mentee seeking guidance, or someone who sees value in both roles. 

Ready to be part of building the support networks women in tech need? 

Apply for the UNBOUND mentorship programme 

Join the UNBOUND community for updates on future events and mentorship opportunities 

Download our Women at Work Blueprint for research-backed insights on what women really need to thrive in technology careers 

This isn’t just about individual career development – it’s about creating an industry where talent thrives through connection, guidance, and authentic support. The conversation has started. Now it’s time to build the relationships that will drive real change. 

The post Building the support networks women need: insights from UNBOUND’s mentorship event appeared first on La Fosse.

The awards, run by Don’t Panic Events, celebrate the organisations and individuals driving real impact through technology. Last night’s ceremony was a fantastic evening, and we want to thank the Don’t Panic team for hosting such a brilliant event.

Well done to everyone else who was shortlisted in our category.

What the judges said

The judges described our entry as:

“This is a masterclass in combining scale with strategic clarity. The results speak volumes. Their data-driven approach, compelling use of persona targeting, and mature business evolution, including employee ownership, really stood out. There was true depth and professionalism, making this a high-impact and thoroughly impressive submission. Well done!”

We’re incredibly proud of this recognition. It reflects the hard work of our people, the strength of our employee ownership model, and the trust of our clients and candidates who partner with us every day.

Celebrating the impact of people in tech

At La Fosse, we’re passionate about connecting great people with great opportunities, and helping businesses thrive through technology and talent. This award reflects our commitment to building teams that shape the future and reinforces our belief that when you invest in people, you can transform businesses and careers.

A huge thank you again to the UK Business Tech Awards and to everyone who has been part of this journey with us.

The post La Fosse Wins ‘Best Tech Recruiter’ at the 2025 UK Business Tech Awards appeared first on La Fosse.

We’re delighted to share that La Fosse has been shortlisted for two TiARA Awards:

• The Blackwood Capital Best Recruitment Company to Work For (Over £50m)
• The Mishcon de Reya Recruitment Leader of the Year – Ollie Whiting, CEO

This recognition reflects something we’ve always believed: our strength lies in our people, our shared energy, ambition and relentless focus on the positive.

What recognition like this really means

Being shortlisted in these categories isn’t just external validation. It’s recognition of the everyday effort that all of us bring to creating a workplace where individuals thrive and teams flourish.

When recruitment consultants are genuinely supported and invested in, it shows in everything they do. Our TiARA shortlisting reflects that our people-first approach creates better outcomes for everyone we work with – because when our team thrives, so do our clients and candidates.

The leadership that shapes our approach

Ollie Whiting’s shortlisting for Recruitment Leader of the Year reflects the strategic vision and people-first leadership that guides every relationship we build.

“I’m incredibly grateful, and genuinely humbled, to be nominated for a TiARA Recruitment Award. It’s one of the industry’s most recognised accolades, but the truth is, this really REALLY isn’t about me.

For me, leadership isn’t measured in milestones or figures, it’s about clarity of purpose, openness, and creating environments where people can be their best selves and grow together. At La Fosse, we live our values every day: care, ambition, and humility – how we collectively uphold these is what I class as leadership. 

This recognition is a reflection of our collective commitment, alongside our customers,  to empowering the next generation of tech talent. I’m proud to be part of that journey.” – Ollie Whiting, CEO

This philosophy runs through everything we do – from how we support our team to how we approach your recruitment needs with transparency and genuine commitment to long-term success.

What these categories represent

The TiARA Awards, organised by TALiNT Partners, celebrate excellence and innovation across the UK recruitment sector. Being shortlisted as finalists reflects that our values-driven, people-led culture is resonating across the industry.

The Best Recruitment Company to Work For category recognises businesses that excel at attracting, onboarding, developing and retaining top talent. It highlights companies with exceptional internal experiences – from well-structured career paths to inclusive benefits and fair opportunity. This shortlisting reflects the deliberate investment we’ve made in learning and development, employee ownership and company-wide support systems.

The Recruitment Leader of the Year award celebrates leaders who deliver transformational growth, innovation and impact. Leaders who inspire their teams and raise the bar for performance. It’s about leadership that is human, ambitious and effective – exactly what we strive for every day.

Why this matters to everyone we work with

Being shortlisted in both a company-wide category and an individual leadership category is a meaningful reflection of everything we stand for: culture and care at scale, and leadership that puts people first.

As we continue growing across the UK and internationally, we remain committed to the values that have shaped our journey – care, ambition, humility, and making a positive impact. This recognition confirms that our focus on purposeful growth, inclusive opportunity and collective ownership creates the foundation for exceptional recruitment.

When companies invest deeply in their people and culture, it shows in every interaction, every placement, and every relationship built.

Looking ahead

As finalists judged by an independent expert panel, we have the opportunity to showcase the strength of our employer brand and the leadership that steers it. But more importantly, this recognition motivates us to keep raising our ambitions for La Fosse and the people who make it.

Whether you’re a business looking to build exceptional teams or a professional seeking your next opportunity, our commitment remains the same: putting people first, combining expertise with genuine care, and creating outcomes that matter.

We want to extend our heartfelt thanks to everyone on our team – this recognition is a tribute to your ambition, care and creativity. To everyone who supports La Fosse: thank you for being part of our journey.

The TiARA winners will be announced later this year – we’ll keep you posted on how we get on.

The post Why top talent chooses La Fosse: Double TiARA Awards recognition appeared first on La Fosse.

Why this award matters to our clients and candidates

When you partner with an award-winning recruitment agency, you’re not just getting industry recognition. You’re getting proven expertise that delivers results.

This shortlisting validates our approach to recruitment: putting people first, building lasting relationships, and creating long-term value for everyone involved. Whether you’re a business looking to build your team or a professional seeking your next opportunity, this recognition demonstrates our commitment to exceptional service.

We believe recruitment should go beyond filling roles. It’s about understanding your business challenges, identifying the right cultural fit, and connecting you with talent that drives growth. This award recognition proves our people-first approach works at scale.

What makes award-winning recruitment different

The Global Recruiter Awards, now in their 15th year, celebrate excellence across the recruitment industry. The Best Large Recruitment Business category specifically recognises agencies that combine:

• Commercial success with outstanding client service
• Expertise in people development and talent acquisition
• Commitment to diversity, equity, and inclusion
• Innovation in recruitment processes and candidate experience

Being shortlisted alongside industry leaders demonstrates our ability to deliver these standards consistently, whether you’re a start-up scaling your first team or an enterprise transforming your workforce.

Your recruitment partner for sustainable growth

As businesses face increasing competition for top talent, working with a recognised recruitment partner becomes crucial. Our shortlisting reflects the quality and reliability you can expect when you choose La Fosse:

For businesses: We understand that hiring the wrong person costs time, money, and momentum. Our proven track record, validated by this industry recognition, means we’ll find candidates who don’t just meet your job requirements but fit your culture and drive your success forward.

For professionals: Whether you’re looking for your next role or planning your career progression, partnering with an award-recognised agency gives you access to opportunities with the best employers, expert career guidance, and a network that opens doors.

Building on our track record of success

This recognition builds on our established reputation for delivering exceptional recruitment solutions across technology, digital, and executive markets. As we continue growing across the UK and internationally, we remain committed to the values that earned this recognition: care, ambition, humility, and making a positive impact.

Our people-first approach means every interaction, from initial consultation to final placement, is designed around your needs and objectives.

Ready to experience award-winning recruitment?

If you’re ready to work with a recruitment partner that combines industry recognition with genuine care for your success, we’d love to hear from you.

Whether you need to build a high-performing team, find your next career opportunity, or discuss your talent strategy, our award-shortlisted expertise is here to help.

Get in touch today to discover how our proven approach to recruitment can drive your success forward.

To every client, candidate, colleague, and community partner who’s been part of our journey: thank you. This recognition belongs to all of us.

The post Award-winning recruitment: What our Global Recruiter Awards shortlisting means for you appeared first on La Fosse.