There are several reasons we see fewer women entering, or working, in cybersecurity. At the core, I believe there’s still a perception and representation issue. Not just in cyber, but in tech careers more generally. 

By the time career decisions are being made, many women have already self-selected out of highly technical pathways because they don’t see themselves reflected there. They assume it isn’t for them. And that assumption goes largely unchallenged. 

The myth of the traditional route

There’s a widespread perception that to work in cybersecurity, you need to have gone down the traditional computer science route. 

In reality, we’ve seen strong cyber talent come from backgrounds in psychology, physics, the military, and from career switchers across all kinds of industries. The issue isn’t ability. It’s finding accessible ways to enter the industry. 

This has a very practical consequence. Many cyber roles require experience before you can actually get experience. The talent pool stays narrow because there aren’t enough early-career pathways or reskilling programmes available. That directly contributes to the diversity problem. 

Where the biggest gender gaps are

I see the biggest gender gaps at senior levels and in deeply technical roles. 

Through our recruitment business, we work closely with senior cybersecurity leaders and CISOs to address this. But the candidate pool is still heavily male-dominated. While gender diversity at entry level is improving, progression into senior cyber, architecture, and CISO-track roles clearly diminishes. 

Getting more women through the door is only part of the answer. What happens after they join matters just as much. 

What needs to change

There is a very real diversity issue in cybersecurity, but it is underpinned by an overall capability challenge. Cyber skills shortages are significant, and organisations cannot afford to overlook available talent when there is a role to fill. 

That means we need to do two things at once: increase the overall number of people entering cybersecurity careers, and address the specific barriers that prevent women from entering and remaining in the industry. 

There are lots of initiatives out there that widen gender diversity at entry level. But hiring women into cyber without addressing progression, sponsorship, and workplace culture creates retention issues. Women come in, and they don’t stay. That isn’t progress. 

How La Fosse Academy approaches this

At La Fosse Academy, our free programme is designed specifically to widen access into areas like cybersecurity. We select applicants based on aptitude and mindset, rather than prior technical exposure. We then provide structured training and long-term development opportunities that encourage organisations to intentionally open up career accessibility, which naturally improves representation. 

Our UNBOUND network is also playing a role here. Designed to create systemic change for women working in all aspects of tech, UNBOUND is helping to give women and organisations the tools needed to progress, dismantle and break through the ongoing barriers that prevent women from thriving in the industry. 

The road ahead

There is still a long way to go. The “1 in 3 by 2031” ambition is possible, but only if organisations actively redesign how they build and progress talent. 

That means creating entry points that don’t demand experience women have had no opportunity to gain. It means investing in progression, not just hiring. And it means building cultures where women don’t have to choose between ambition and belonging. 

Cybersecurity needs more talent. The women are out there. We just need to make the path clearer. 

Interested in a career in cybersecurity?

Find out how La Fosse Academy can help you get started. 

 ………………….

Claudia Cohen is Director of La Fosse Academy, a free technology training programme that finds and develops diverse tech talent for businesses across the UK. To find out more about the Academy and how to get involved, contact Claudia.Cohen@lafosse.com

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But while AI has changed the rules, it hasn’t rewritten them completely. The people who win in today’s job market aren’t fighting against technology; they’re learning how to use it to their advantage.

So, how do you land a new role? Our Head Of Talent Acquisition and recruitment expert, Karina Oluwo, has revealed five insider secrets every jobhunter needs to know to get ahead in 2025.

1. LinkedIn is your secret CV, and it’s always checked first

Forget dusty CV databases – recruiters don’t wait for your application anymore. They’re already searching LinkedIn, and if your profile is out of date, you could be invisible.

“Recruiters are silently scanning profiles before they’ve even opened your application,” Karina reveals. “Think of LinkedIn as your public CV. A recruiter’s first impression is formed there.”

“Here’s a top tip: your headline matters more than you think. Don’t just put ‘Marketing Executive’. Write something that showcases your skills, like ‘Marketing exec specialising in social campaigns that drive results’.”

2. Your values can make or break your chances

All too often, candidates focus on skills and experience. But more than ever, employers want to see what you stand for. Flexibility, diversity, and wellbeing aren’t just buzzwords; they’re dealbreakers.

Karina says: “In interviews, candidates who can clearly explain their values stand out. If you’re clear on what matters to you, it shows confidence and helps employers see if you’re the right cultural fit.”

“Employers are watching how you talk about past jobs. If you mention teamwork, flexibility or work-life balance naturally, it ticks the right boxes. Talk about disagreements or negative situations without solutions, and you’re already on the back foot.”

3. AI isn’t replacing you, it’s revealing who’s ready to evolve

Forget the fearmongering – AI isn’t here to take your job, it’s here to change how you work, apply, and prepare. According to Karina, the smartest candidates are already using it to refine their approach.

“AI isn’t a creation tool, it’s an improvement utensil,” says Karina. “Use it to sharpen your CV, prepare for interviews, or better understand the companies you’re applying to. The key is to make the tech work with you, not do the work for you.”

Employers can easily spot the difference between something that’s been thoughtfully enhanced, and something that’s been generated extensively. “Those who use AI to improve their thinking, rather than replace it, come across as adaptable, efficient, and future-ready,” Karina adds.

4. The best opportunities find you, when you make yourself findable

Applying is just one piece of the puzzle. The most successful candidates are creating visibility long before they hit submit.

“Recruiters aren’t just waiting for applications anymore,” says Karina. “They’re proactively mapping the market and reaching out to top talent who might not even be looking. The people who stay visible and engaged are the ones getting those calls.”

That means staying active in your space, sharing insights, connecting with leaders, and joining the conversations that matter. “When you show up consistently and contribute, you’re not just another applicant; you become part of the network,” Karina adds.

5. The oldest trick still works: people hire people

Behind all the AI screening and LinkedIn algorithms, nothing beats a genuine human connection. A simple thank-you email after an interview still stands out, especially in 2025 when fewer people bother.

“The basics never go out of fashion,” Karina admits. “Politeness, enthusiasm, and genuine interest make a candidate memorable. You’d be surprised how often decisions are swayed by who felt the most genuine.”

How to get hired in 2025

Recruitment has gone high-tech, but it’s still a people game. The candidates who win in 2025 will be the ones who know how to work with AI, not against it. As Karina puts it:

“AI can make you faster and sharper, but it can’t replace human intuition or connection. The candidates who blend both are the ones who stand out.”

Looking for a role in Tech? Why not submit your CV today? Or, check out our live Job Board for currently available roles.

The post How to Get a Job | Our Head of Talent reveals top tips appeared first on La Fosse.

The Chief Technology Officer role remains one of the most sought-after positions in technology leadership, yet also one of the most misunderstood. La Fosse recently brought together seasoned CTOs and CPTOs to cut through the romanticised perceptions and share the unvarnished truth about what it really means to step into these senior technology roles. 

The reality check: it’s not what you expect

The conversation opened with a sobering reality that few CTO roles match initial expectations. The technical playground that many engineers envision simply doesn’t exist at the CTO level. The role demands far less hands-on technical work than anticipated, with significantly more organisational responsibilities that many don’t expect. 

The common thread across all CTO experiences is that there’s no one above you who can answer technical questions. Yet this technical authority comes with responsibilities that extend far beyond technology itself. 

The great title confusion: no two CTO roles are the same

Perhaps the most crucial insight shared was the massive variation in what CTO roles actually entail across different organisations. The title itself can be almost meaningless without understanding the specific organisational context and structure. 

This variation creates a critical challenge for anyone considering the transition. Due diligence becomes essential when exploring CTO opportunities. Understanding the full technology leadership structure, including whether there are CIOs, CPTOs, and other C-level technology roles, can make the difference between success and stepping on colleagues’ toes. 

Different organisational structures dramatically affect the role’s scope and effectiveness, with some companies having multiple C-level technology roles that can create confusion and conflict. 

The courage to seize the moment

Despite the challenges, timing and courage are crucial when CTO opportunities arise. Many successful transitions happen when individuals find themselves already performing CTO-like responsibilities and have the courage to formalise the role. 

The advice from experienced leaders is clear: when the opportunity presents itself, you must be prepared to act decisively. These positions don’t follow linear career paths, and opportunities may not present themselves again if missed. 

The difficult conversations nobody talks about

The discussion revealed the darker aspects of CTO responsibilities that many don’t anticipate. People management challenges, particularly around restructuring and redundancies, often fall squarely on the CTO’s shoulders. 

This responsibility creates a fundamental conflict for those transitioning from engineering management roles. As a VP of Engineering, your primary concern is the engineering team. As a CTO, your allegiance shifts to the executive team, creating difficult decisions that can feel conflicting. 

The guidance for managing this tension focuses on authentic decision-making. Following your heart and doing what you genuinely believe is right for the business becomes essential, even when those decisions are difficult for teams you care about. 

The enterprise architecture blind spot

An unexpected theme emerged around the critical importance of enterprise architecture in certain organisations for  CTO success. Many of these organisations lack proper enterprise architecture functions, which can create a significant blind spot for CTOs.

In these companies, this gap can impact strategic technology decisions and organisational alignment, highlighting how
enterprise architecture skills become increasingly important as AI and data initiatives require
strong foundational structures.

In smaller, or less regulated companies, this is less of a concern and often is picked up by senior developers in conjunction with the CTO.

What makes the role worthwhile

Despite the challenges, the unique opportunities that CTO roles provide consistently emerge as the primary draw. The breadth of impact extends well beyond technology, offering input into commercial vision and organisational strategy. 

Technology leaders are no longer confined to back-room roles. There’s a growing recognition that tech should have a voice at the top table, though this requires fighting for that position in many organisations. 

The networking and learning opportunities, combined with involvement across multiple business areas, create a stimulating environment for those ready to embrace the broader responsibilities. 

The not-so-one-way door

One encouraging insight is that CTO roles aren’t necessarily permanent commitments. Internal promotions in particular can offer flexibility, allowing individuals to step back if they discover the role isn’t suitable. 

This flexibility provides reassurance for those hesitant about making the transition, though it’s more feasible with internal moves than external CTO appointments. 

The challenges: time, politics, and technical distance

When examining what leaders dislike most about CTO roles, several consistent themes emerge. Limited personal time, including challenges taking adequate holiday, represents a practical concern that impacts work-life balance. 

More significantly, the political aspects of senior leadership prove challenging for many technically-minded individuals. The energy required to navigate organisational politics can be draining for those who prefer direct, solution-focused approaches. 

The distance from hands-on technical work represents perhaps the biggest adjustment. The excitement of exploring new technologies and solving technical problems becomes limited, replaced by higher-level strategic considerations. 

The workforce evolution: AI’s impact on roles

Looking forward, the traditional boundaries between CTO and CPTO roles are blurring, particularly with AI enabling product managers to create prototypes and demos independently. This technological shift is driving role evolution and potentially consolidating responsibilities. 

Economic pressures are also forcing organisations to reconsider multiple C-level technology roles, with many companies finding such structures duplicative and expensive. 

Making the decision: honest self-assessment

The final consideration centres on honest self-assessment. Before pursuing CTO roles, individuals must genuinely examine whether they’re prepared to leave behind hands-on technical work. 

Many talented engineers discover they prefer remaining close to technology rather than moving into the broader organisational responsibilities that CTO roles demand. This preference is perfectly valid and important to recognise before making the transition. 

Managing change and communication

Successful CTOs must excel at change management, requiring clear communication about end states and extensive effort in explaining changes to diverse stakeholders. The ability to modify messages for different audiences becomes crucial, whether speaking to technical teams or broader business stakeholders. 

Starting with why becomes essential. People need to understand the reasoning behind changes, even if the specific destination isn’t completely defined. 

Remote leadership considerations

The modern CTO role increasingly involves remote team management across multiple locations and time zones. Success requires dedicated effort in communication, including regular town halls and structured updates that maintain connection across distributed teams. 

While fully remote CTO roles are possible, they demand additional investment in communication structures and relationship-building to maintain effectiveness. 

The path forward

The conversation revealed that successful CTO transitions require more than technical expertise. They demand political acumen, people management skills, strategic thinking, and perhaps most importantly, a genuine desire to operate at the intersection of technology and business. 

For those considering the step up, the guidance is clear: understand exactly what the role entails in your specific organisation, be honest about what you’re willing to give up, and when the opportunity arises, have the courage to seize it. 

The technology landscape continues evolving, and with it, the nature of senior technology leadership roles. Understanding these realities helps ensure that career transitions align with personal goals and organisational needs. 

La Fosse continues to facilitate these crucial conversations, providing technology leaders with the insights needed to make informed career decisions and navigate the complexities of senior technology roles. 

The post To CTO or Not to CTO: Navigating the Leadership Decision appeared first on La Fosse.

So, what exactly is imposter syndrome and why do we experience it?

Imposter syndrome is described as the condition of feeling anxious, not experiencing success internally, despite objectively reaching successful milestones. This can lead to feelings of fraudulency and inadequacy, convincing yourself that one day you’ll walk into the office, and everyone will realise you don’t deserve to be there.

It won’t matter that externally you’re receiving praise and achieving in all your appraisals; you’ll persuade yourself that any achievements were down to timing and good luck – and eventually, everyone else will realise the same thing. Due to this, you’ll create impossible standards for you to reach, striving for perfection and likely burning yourself out in the process.

Interestingly, early research focused on accomplished, successful women who experienced imposter syndrome. More recently, it has become evident that anyone can feel this, at any point during their career.

For example:

• 80% of CEOs feel out of their depth in their role
• 62% of working adults have experienced imposter syndrome in the last 12 months
• Two-thirds of Britons say they have difficulty accepting compliments and praise
• Nearly half of students experience imposter syndrome

How can we stop feeling like an imposter, and recognise our achievements for what they are?

• First and foremost – acknowledge those feelings! It’s perfectly okay to feel like this, and it’s likely that your colleagues, friends, or your manager has experienced similar feelings.
• Talk about it– as the saying goes, a problem shared is a problem halved! Talking through your feelings with someone you trust can provide you with some external context, helping to reduce the catastrophising feelings you might be experiencing.
• Build connections – this can help support others that are also feeling the same and ensures that we’re caring for our peers.

If you’re interested in learning more about this, take a look at:

• https://www.betterup.com/blog/what-is-imposter-syndrome-and-how-to-avoid-it
• https://www.healthline.com/health/mental-health/imposter-syndrome#takeaway
• https://www.linkedin.com/posts/stevenbartlett-123_lets-settle-a-myth-when-you-feel-like-activity-7072572992974639105-MfD7?utm_source=share&utm_medium=member_desktop

Below also shows some of the ways that we can work to overcome these feelings:

Take a look at our Insights Hub for a range of professional resources.

The post “What am I doing here?” – Imposter syndrome and how to overcome it appeared first on La Fosse.