• 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/

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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.

This recognition is a huge moment for the La Fosse Academy. It celebrates the work we do every day to remove barriers, unlock potential, and help create a more inclusive future for the tech industry. 

Why this matters to us 

At La Fosse Academy, we believe tech should be built by everyone, for everyone. But right now, the industry doesn’t reflect the diversity of the world we live in. Women remain significantly underrepresented in technical roles, and access to training and opportunity isn’t always equal. 

We’re here to change that. 

Our programme is designed to support people from all backgrounds to launch successful tech careers – regardless of what’s on their CV. We back ambition with free training, personal coaching, and real-world experience. And we partner with employers who care about long-term, inclusive growth. 

Being shortlisted is a moment of pride for our Associates, trainers, team, and community, and a sign that the work we’re doing is making a difference. 

What the Women in Tech Employer Awards represent 

The Women in Tech Employer Awards celebrate the organisations building more equitable, supportive, and inclusive workplaces for women in tech. That includes better hiring practices, learning and development opportunities, inclusive cultures, and clear progression pathways. 

This year’s awards shine a light on the employers and individuals working to close the gender gap and reshape the future of tech for good. 

What the Best Training Provider or Academy category means 

This category recognises training providers and academies that are creating genuine, lasting impact. That means going beyond technical instruction to deliver programmes that: 

• Actively support women entering or progressing in the tech industry 
• Equip people with the confidence and skills they need to thrive 
• Work closely with employers to create sustainable career opportunities 
• Remove financial, educational, and systemic barriers to access 

We’re proud to see our approach – backing potential, not privilege – recognised at this level. 

What this shortlisting means

This shortlisting is more than a moment of recognition – it’s a validation of our mission. It tells us that inclusive, people-first training models are not only possible, but essential. That when we invest in individuals, we strengthen the whole industry. 

We’re proud of what our Associates achieve, of the businesses we work with, and of the incredible team that makes the Academy what it is. 

We’ll be celebrating at the awards ceremony on 11 November 2025, but until then, we’ll keep doing what we do best: helping people build bold, brilliant futures in tech. 

Interested in joining our community of like-minded women in Tech who want to make a change?

The technology industry has talked about gender diversity for decades, yet meaningful progress remains frustratingly slow. Women continue to face systemic barriers that prevent them from entering, advancing, and thriving in tech careers.

UNBOUND isn’t another talking shop. We’re building a movement of industry leaders committed to taking practical action that creates real, measurable change for women in technology.

We bring together senior decision-makers, rising stars, career changers, and emerging talent to have honest conversations and take bold actions that actually move the needle. Because sustainable change happens when we work together, not in isolation.

Join UNBOUND and become part of a community committed to unleashing the full potential of women in technology. This is not just another newsletter. It’s your connection to a movement that’s creating real change in tech. 

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Turning AI potential into business reality

Our exclusive roundtable, facilitated by Mal Minhas (CPTO, Gumtree), Simon Farnsworth (CTO, ITV) and Lucie Cassius (Head of Client Growth, La Fosse), brought together technology executives from leading organisations to share candid insights about their AI journeys.

The consensus was clear: successful AI isn’t about chasing the latest model or algorithm, it’s about strategic implementation that drives measurable outcomes in three key areas:

• Revenue growth through enhanced products and services
• Cost reduction across operations
• Increased velocity in business processes and decision making

“Most organisations are prioritising revenue growth rather than cost reduction alone,” noted one participant, highlighting a shift towards seeing AI as a growth enabler rather than simply an efficiency tool.

From theory to practice: AI use cases that deliver

The most compelling discussions centred around practical applications already delivering results:

• Content creation: Companies leveraging generative AI to transform marketing and creative outputs
• Development acceleration: Engineering teams using AI-powered coding assistance to dramatically increase velocity
• Product enhancement: Businesses implementing AI-supported listings to drive revenue, with examples ranging from advanced SEO tagging at News UK to product enhancements at Checkatrade

Investment priorities: people first, technology second

A recurring theme throughout the discussion was the critical importance of balanced investment across:

• People: Training, hiring, and upskilling existing staff
• Technology: Tools, infrastructure, and AI models
• Processes: Governance, workflows, and best practices

Interestingly, attendees emphasised that successful AI transformation often hinges more on people than technology. “Finding cultural champions who already understand your business and upskilling them in AI can be more effective than hiring external AI specialists,” shared one technology leader.

Several participants cautioned against premature optimisation or deep dependency on single AI models, advocating instead for starting with smaller experiments that can scale as confidence grows.

Data: the foundation that makes or breaks AI success

The roundtable highlighted data readiness as perhaps the most critical, yet often overlooked, factor in AI success.

Leaders emphasised that without robust data governance, observability, and infrastructure, even the most sophisticated AI initiatives will falter. Specific focus areas included:

• Ensuring data quality through comprehensive monitoring and alerting mechanisms
• Building scalable data infrastructure that integrates with existing platforms like Salesforce
• Establishing clear ethics policies and principles around AI usage and data privacy

Organisational structure: no one-size-fits-all approach

One fascinating insight was the variety of approaches to AI governance and leadership. While some organisations have created dedicated AI roles, others have distributed responsibility across existing technology functions.

“There’s no standardised approach yet for AI governance,” one attendee observed. “Leadership varies between CTO, CPTO, CDO, COO, or hybrid models, depending on organisational context.”

What matters most is clarity around who owns AI strategy and implementation, regardless of where it sits in the org chart.

Breaking down silos: AI as a business decision

Perhaps the most definitive conclusion was that AI strategy must be business-driven rather than technology-led.

“AI should ultimately be viewed as a service to business functions rather than a standalone tech initiative,” summarised one CTO. This requires education and digital literacy across all levels of the organisation to ensure alignment between technical capabilities and business objectives.

The experience paradox: junior staff leading the way

In a notable reversal of traditional experience dynamics, many attendees observed that junior team members often show higher enthusiasm and adaptability towards AI compared to more senior staff who may be sceptical or resistant.

This presents both challenges and opportunities: leveraging the passion and aptitude of younger employees while ensuring their efforts remain aligned with broader strategic objectives.

Actionable recommendations

Based on the collective wisdom shared during our roundtable, several clear recommendations emerged:

• Identify cultural champions: Find enthusiastic internal staff who understand company culture and operations, then upskill them in AI instead of hiring externally.
• Prioritise data governance: Conduct thorough reviews of data readiness and implement strong governance and monitoring tools to ensure high-quality inputs for AI models.
• Start small and iterate: Begin with manageable experiments before committing deeply to specific AI models or technologies.
• Establish clear ownership: Define who owns AI strategy within your organisation, understanding this may vary between technical and business functions.
• Focus on business outcomes: Ensure AI projects are driven by clear business objectives rather than purely technical ambitions.
• Broaden AI literacy: Provide training and resources across the company to increase AI understanding and drive adoption.
• Leverage junior talent: Create opportunities for younger, tech-savvy employees to contribute meaningfully to AI initiatives.
• Develop clear AI policies: Formulate and communicate AI ethics, policies, and principles company-wide.

Continuing the conversation

This roundtable is part of La Fosse’s ongoing commitment to bringing together technology leaders to share insights and solve common challenges.

The insights shared during this session underscore the importance of practical, business-focused approaches to AI implementation. As organisations continue to navigate the rapidly evolving AI landscape, the value of peer learning and shared experiences becomes increasingly apparent.

La Fosse regularly hosts exclusive events for senior technology leaders across various specialisms. These sessions provide a forum for open discussion and knowledge exchange in a trusted environment.

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Chosen as a hub to tap into the dynamic UAE tech market, Dubai’s growing economy, strategic location, and robust infrastructure offer unique opportunities for growth and expansion.

Having established a successful 10+ year career with La Fosse UK, we’re excited to announce that Simon Bird will lead this new venture. Simon has a well-trusted customer and candidate network and an in-depth knowledge of tech talent solutions. With several placements already completed for customers in the Middle East, we’re excited to see what this next chapter holds for Simon and the wider business.

Simon says of the expansion: “It’s a really exciting time in the Middle East right now. There’s a huge amount of investment in tech and people as the region looks to become a hub for innovation; it’s fast paced, impactful, and helping to build the future. The growing tech sector here offers a huge amount of opportunity, with cutting-edge innovative and ambitious plans for the coming years.

“Given La Fosse’s history, I’m confident that we can add a lot of value in the area. Personally, I’m excited to lead this expansion and build out fantastic teams as we begin this new chapter.”

Ollie Whiting, La Fosse’s CEO, comments: “We’re thrilled to deliver our permanent and contract solutions to customers in the region, leveraging Dubai’s status as a business and innovation hub. With plans to grow and offer our full range of services in the near future, we’re confident that Dubai will serve as an ideal launchpad for La Fosse’s continued success. Wishing Simon and the entire team the very best as they embark on this exciting venture!”

To find out more about this expansion, contact Simon.Bird@lafosse.com.

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This latest accolade also signifies La Fosse’s highest IIM ranking, having rapidly grown their Interim Practice and risen from 68th in 2014 to their current position of 13th in this year’s report– a remarkable accomplishment for the dedicated Interim Executive Team.

The Institute of Interim Management (IIM), the UK’s sole professional body for independent interim professionals, conducts and publishes their survey of the interim market each year. This survey is renowned for being the most thorough source of insight into the interim management industry, collecting detailed feedback from over 2000 interim executives to objectively rank the top interim suppliers in the country. Receiving this recognition, informed by those deeply involved in interim talent, is especially significant.

La Fosse’s Commercial Director, Dave Edwards, says of the achievement: “We are incredibly proud of our team’s dedication and our clients’ trust in us. This recognition as a Platinum Service Provider reflects our unwavering commitment to excellence and our relentless pursuit of delivering top-tier interim executive talent. We will continue to strive for the highest standards in the industry.”

Thank you to everyone who participated in the survey, to the IIM for this recognition, and to the La Fosse team for their hard work and commitment to service excellence.

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Glyn began his career within the recruitment sector and has led the scale-up of several successful businesses. This includes his role as MD and Co-founder of Northstar, which later sold to The Access Group and, most recently, COO of Amdaris, an international tech solutions business, which scaled to 1,000 employees and recently sold to the Fortune 500-listed tech giant, Insight.

As COO, Glyn will lead several teams to improve La Fosse’s operational strategy, also contributing to top-line growth through the delivery of La Fosse Academy and Marketing functions. Speaking about this exciting move, Glyn says:

“It’s an absolute joy to be joining La Fosse at this stage of their journey; to have gotten to this size and become an employee-owned business speaks volumes about how La Fosse’s leadership supports their people.

“The business is doing something both unique and groundbreaking in the industry, and the opportunity to have a front-row seat is really exciting. I hope my experience within recruitment, tech, and solutions can help bring further success to this fantastic organisation.”

Ollie Whiting, CEO at La Fosse, adds:

“Glyn brings a wealth of experience and expertise, and his strategic vision and operational acumen will play a pivotal role in driving the company’s continued success. Aside from this, his energy and enthusiasm speak directly to our values in creating a collaborative and fun environment. I’m confident that his leadership will strengthen our team as we begin the next exciting chapter for La Fosse.”

To learn more about La Fosse and our future growth plans, get in touch directly with oliver.whiting@lafosse.com.

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These awards celebrate the UK’s leading tech-related businesses and recognise innovation in the field. The judging panel included an impressive array of experts and leaders from across the industry, and we were pleased to attend the celebratory ceremony at The Montcalm London alongside our peers and fellow finalists.

Ollie Whiting, La Fosse CEO, says: “It’s hugely rewarding to be acknowledged as the Best Tech Recruiter at the UK Business Tech Awards. It’s clear that our values-led culture makes La Fosse a unique organisation, and our customer-centric approach is a key element of our success. This year, we became an employee-owned business and have outperformed the market despite more challenging conditions.”

This award is a result of the hard work and dedication of all our teams who share a vision of recognising talent regardless of background and lived experience. It speaks directly to our goal to progress the UK tech market through our offerings of La Fosse Academy and La Fosse Recruitment. To discuss our it talent solutions, please contact one of our team.

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