Insurance and AI: Why humans still need to be in the loop

Insurance and AI: Why humans still need to be in the loop

Posted November 26, 2025

The insurance industry has long been a pioneer in automation. Fraud detection, claims processing, and risk modelling all lend themselves to technology, and AI is simply the next layer. However, it brings with it new complexities, risks, and opportunities.

In our recent AI survey, 40.3% of financial services respondents (including insurance) said their organisation is still in the experimental or pilot stage of AI adoption. And while early wins are clear, there’s a universal truth in insurance: you can’t take humans out of the loop entirely.

From automation to AI: An evolution, not a leap

JP Browne, Practice Manager from Talent Auckland says, “Insurance has been using automation for years and AI just extends what’s possible, from approving low-value claims instantly to extracting insight from thousands of documents.”

Examples of early AI adoption in insurance include:

  • Automating claims approvals for low-value, low-risk cases
  • Using AI to scan and summarise large volumes of customer documents
  • Generating insights from call centre transcripts to improve service quality

These targeted use cases reduce cost, save time, and free human experts for more complex work.

Why human oversight still matters

AI may be fast, but it can’t (yet) replace human judgement in high-stakes decisions.

“If somebody’s house is on fire, you can’t let a bot decide whether to let the claim go through,” says JP.

In regulated industries like insurance, compliance, ethics, and customer trust demand human sign-off for:

  • Large or complex claims
  • Disputed cases
  • Situations with incomplete or ambiguous data
  • Potential fraud indicators

The security and compliance factor

As part of the broader financial services sector, insurance organisations share similar AI adoption challenges, particularly around security and compliance.

Our survey findings show:

  • 2% said security or compliance concerns are their biggest barrier to regular AI use
  • 3% said their organisation has restrictions or policies in place limiting the use of external AI tools
  • 9% are exploring secure, fit-for-purpose AI solutions
  • 11% have developed or implemented their own secure, in-house AI capability

Some insurers are even moving back to on prem to maintain tighter control of sensitive data and meet stringent regulatory requirements.

The data quality challenge

Insurance leaders know that AI is only as good as the data it’s fed. “We’re seeing a big rise in demand for data engineers and analysts, because poor-quality data kills AI performance,” observes JP.

This focus on data readiness is driving workforce changes in:

  • Systems engineering
  • Data engineering and analytics
  • Data governance and compliance roles

What insurance leaders should so next

  • Identify low-risk AI use cases that deliver measurable ROI
  • Maintain human oversight for complex or high-value claims
  • Strengthen data governance and quality
  • Build secure infrastructure for AI deployment
  • Create clear policy frameworks for AI use across teams

AI can process claims in seconds and surface insights no human could spot, but it can’t replace the trust built through human expertise. In insurance, the leaders won’t be those who hand decisions over to machines, but those who combine AI’s speed with human empathy, ethics, and accountability. The winning formula? Let AI handle the heavy lifting, while people make the calls that truly matter.

Want to find out what else our AI survey revealed? Access the full report.

If you’re looking to build internal AI capability or make your first AI hire, get in touch with our team. Or if your business is ready to kick off a data, AI or innovation project, drop a message to Jack’s team at Avec.

Is your fleet costing you more than you think?

Is your fleet costing you more than you think?

Posted November 24, 2025

When budgets tighten and sustainability goals loom large, most councils zero in on headcount, procurement, and property costs.

But what about your fleet?

For many organisations, the fleet is the ultimate blind spot, an invisible cost centre quietly draining millions. Yet, with the right data and meaningful insights, it can become a powerful lever for savings, sustainability, and smarter decision-making.

That was the key message from our recent webinar with Fleetonomics™ experts Karen Whitehouse and Melvin Worth, who joined our Head of Government here at Talent, Steve Tompkins, to unpack how councils can transform their fleet from a hidden expense into a strategic advantage.

The hidden value sitting in your data

GPS logs, activity reports, booking systems… Most councils are swimming in vehicle data, but few are truly using it. Karen and Melvin call this the “untapped goldmine” of fleet management.

“We’ve helped councils uncover an average of 20% optimisation opportunity in their fleets, without disrupting business-as-usual,” said Karen.

The trick isn’t to collect more data, but to make sense of what you already have. When you connect your telematics, finance, and asset management systems into one source of truth, patterns emerge: underused vehicles, inefficient routing, even “ghost” cars sitting idle for months.

Busting fleet myths that cost you millions

The Fleetonomics team often sees the same misconceptions play out again and again:

  • “We need more vehicles.”
  • “If it’s depreciated, it’s free to keep.”
  • “Our Hiluxes are essential.”

Sound familiar?

In reality, many fleets are overcapitalised and under-utilised. One council discovered their vehicles were only used a handful of times a week, yet were fully assigned to individuals.

Another realised that peak summer “demand periods” didn’t actually exist once they analysed utilisation data.

“The operational voice can be loud,” Melvin noted. “Without evidence-based analysis, it’s easy for anecdotes to drive costly decisions.”

Where to start: Your ‘why’

Before you optimise anything, start by asking: why now?

  • Is it cost reduction?
  • Sustainability goals?
  • Public perception or compliance pressures?

Getting alignment on the ‘why’ across leadership is critical. Fleet optimisation is a change program, not a procurement exercise. Once that purpose is clear, you can bring your people, and your data, on the journey.

Turning data into action

Good fleet data tells a story: where vehicles go, how often, and why. When that story is clear, conversations shift from assumptions to actions.

Karen and Melvin recommend:

  1. Consolidate your data – Create one version of truth that includes GPS, finance, booking, and maintenance records.
  2. Interrogate the patterns – Identify waste (idle vehicles, over-spec’d models, duplicate assets).
  3. Engage your stakeholders early – Optimisation only works when fleet users are part of the solution, not the surprise.

“When data meets dialogue, that’s when real change happens,” Karen said. “Once users understand the ‘why,’ you get faster adoption, less pushback, and better long-term results.”

Case in point: One Council’s $4.5m wake-up call

A district council approached Fleetonomics after senior leaders realised they couldn’t answer basic questions like: “How many vehicles do we have?” or “Are they fit for purpose?”

After a full fleet audit and utilisation review, the results spoke for themselves:

  • 27% fleet overcapacity identified
  • 17% reduction achievable with no operational impact
  • $4.5M in long-term savings unlocked
  • 87% transition to EVs planned, plus infrastructure fully funded from savings

By challenging assumptions and unifying data, they turned confusion into confidence and built a blueprint for others to follow.

Keep the conversation moving

Fleet optimisation isn’t a one-and-done project. It’s a living process.

As technology evolves, staff change, and sustainability targets accelerate, your strategy should too. Karen and Melvin suggest revisiting your data quarterly, especially in the early stages.

Because the councils that stay agile, those that question entrenched thinking and act on evidence, are the ones turning fiscal waste into measurable progress.

You can’t manage what you can’t see

But when you make your fleet visible, you don’t just save money, you create capacity for innovation, sustainability, and smarter decision-making.

So, is your fleet costing you more than you think?

There’s only one way to find out: start with the data.

Want to discuss how we can help? Reach out today.

Shewit Belay on identity, discipline, and owning your space

Shewit Belay on identity, discipline, and owning your space

Posted November 18, 2025

Warm, grounded, and self-aware, musical theatre performer Shewit Belay immediately dismantles any assumptions you might have about who she is and how she got to where she is.

On our latest podcast episode, we sat with Shewit to get to know the woman behind the stage lights and trace back her journey that didn’t begin with dance classes or elite drama schools but in a hospital ward, working 14-hour shifts and caring for patients as a junior doctor.

Quite literally a doctor-turned-performer, she tells us the story behind the surprisingly natural leap into her musical career.

From wards to world-class stages

Before she stepped into the Hamilton universe or took her place in MJ the Musical, Shewit was a medical intern in the middle of a rigorous year required to become a fully registered doctor.

Medicine was a path that carried meaning and purpose, appealing to her curiosity, discipline, and desire to contribute to society. But even as she moved through hospital rotations, something else was growing louder: the pull of performing.

“I’d been singing and performing for as long as I can remember,” she says. “Music was always there. Even in medical school.” The desire to take it seriously didn’t come from a dramatic epiphany but a long-buried truth that rose gradually.

Eventually, she realised she needed dedicated time to pursue it properly. So she did something unexpected but intentional: she chose herself, and it opened the door to one of the biggest musicals of the decade.

Manifesting Hamilton (literally)

Hamilton was both her breakout show and her first professional musical ever, a fact that still astonishes her.

She tells the story of a piece of paper she wrote “Audition for Hamilton” on in her third year of medical school, filed away and mostly forgotten. Years later, on the day she travelled to her first rehearsal, that same piece of paper slipped out of her folder and fell into her lap. “I looked at it and thought, oh my God — I’m here.”

In Hamilton, she served as a standby for all three Schuyler sisters — Eliza, Angelica and Peggy — and for a period also covered an ensemble role. The role of standby demands rigorous vocal technique, emotional agility and an extraordinary level of preparation; needing to be performance-ready with almost no notice, often stepping into incredibly complex tracks with precision and confidence. For Shewit, the experience was both exhilarating and humbling.

And yes, she met Lin-Manuel Miranda, “He was exactly how you’d imagine — animated, generous, a bit goofy. But so warm. It was surreal.”

The discipline behind standby life

Standby performers have to live in a heightened state of readiness, where you might not perform for a week, and then suddenly find yourself on stage with two hours’ notice — or less. And this unique rhythm demands an almost meditative discipline.

For Shewit, her background in medicine unexpectedly became an asset. “Hospitals are full of uncertainty,” she says. “You still have to show up sustainably within that.” And she brings that transferrable skill of steadiness and consistency into her theatre work.

Her pre-show rituals are practical: a cup of tea, hydration, makeup done early, vocal warm-ups in her car where she can make odd noises without worrying about strangers on buses. She listens to DJ sets on YouTube to avoid overthinking and keeps her body warmed up regardless of whether she’s on that night. It’s unglamorous, meticulous, and the reason she can deliver when the call comes. The psychological calm is where her medical training and artistic intuition meet.

MJ the Musical and the women who shaped her

Today, as part of MJ the Musical, Shewit covers two contrasting roles: Kate, Michael Jackson’s mother, and Rachel, the journalist who guides audiences through the narrative. The roles require a blend of emotional weight, stage presence and vocal control; a combination she links back to the women who shaped her.

“I was raised by strong women — my mum and my older sister,” she says. Growing up as one of five children in Tasmania, she learned how to navigate big personalities, hold space for others and stand her ground. Those early lessons now influence her character work. She portrays women with nuance, resilience and emotional accuracy because she grew up witnessing those qualities every day, demonstrating performances that are both technical and lived.

Balancing two identities: Performer and Doctor

Despite her musical career taking off, Shewit hasn’t left the world of medicine behind, and women’s health remains a deep passion. She speaks candidly about issues like female genital mutilation (FGM) and how misunderstood, underreported, and under-resourced it is, including in Australia. “It still happens — even here,” she says. “People think it only happens elsewhere, but it can lead to gynaecological emergencies in Australia, too.”

During her master’s degree, she began a research project on education around FGM but paused it when she booked Hamilton. Yet she speaks about the work with the kind of clarity and commitment that suggests this chapter isn’t over. Remaining both an artist and a clinician, both intuitive and analytical, her two identities continue to inform each other.

The quiet side people don’t see

On stage, Shewit is expressive, commanding and emotionally open. Off stage, she’s reflective, private and intentionally quiet. She describes herself as an “introverted extrovert” fully capable of engaging and performing, but deeply reliant on solitude to recharge. “I recharge by being alone, thinking about my day, being in nature,” she says.

She’s also mindful about what she consumes, especially online. “The internet isn’t a real place,” she notes. “You have to be conscious of how it affects your self-esteem and attention.”

This grounded self-awareness is one of the reasons she survives the demanding pace of musical theatre. Eight shows a week, constant rehearsals, inconsistent hours and the emotional load of performing can erode performers quickly but Shewit approaches her work with the discipline of someone who has lived two high-pressure careers. Her self-care is entirely strategic.

Navigating spaces as a Black woman in Australia

Perhaps the most resonant part of Shewit’s story is the honesty with which she speaks about identity, and growing up as a Black woman in Australia inevitably shaped her sense of self. “I grew up often feeling like I had to be small,” she says. “Not always because people made me feel that way — but because that’s the experience.” She learned early how to read rooms, how to adjust, how to maintain safety in spaces that weren’t always designed to include her.

Yet she doesn’t frame this as a limitation. She says it’s a skill that requires awareness, intuition and impact. “It’s not about being less myself. It’s about knowing when it’s safe to be fully myself. And when it is, I show up.” Her success, then, is not just about talent or discipline. It’s about the emotional intelligence required to navigate multiple worlds simultaneously.

What people don’t see about musical theatre

Audiences see the spectacle: the lighting, the harmonies, the costumes, the curtain call. What they don’t see is the relentless stamina required to deliver it night after night. “We rehearse at least twice a week — eight hours total — on top of eight shows,” she explains. “Your weekends don’t exist.” For standbys, the challenge is doubled. They must remain in peak condition without the regularity of nightly performances to keep their voices, bodies and timing active.

Her approach is consistent and methodical: hydration, nutrition, rest, vocal technique and an unwavering respect for her craft.

Not just a Musical Theatre Actress

While calling Shewit Belay a musical actress is technically accurate, it’s also simultaneously insufficient. She’s a doctor with a passion for women’s health, a researcher advocating for vulnerable communities, an artist with emotional intelligence, a daughter raised by strong women, a quiet thinker, a disciplined performer, and a woman navigating identity in spaces where representation is still catching up.

When asked who she hopes she’s becoming, her answer is reflective and centred. “Someone who is compassionate and brave. Someone who makes choices intentionally, not out of fear. Someone who doesn’t shy away from the fullness of who she is.” It’s a vision rooted in integrity and presence rather than image and performance, and it’s clear she is already well on her way.

As someone who builds her career onstage while carrying lived experiences that strengthens work off the stage, Shewit is, in every sense, not just a musical actress but a multidimensional person who brins her full self into every room she enters.

Want to hear more of Shewit’s story in her own words? Watch the full podcast episode on our YouTube channel.

AI in financial services: Productivity gains, data risk, and the slow march to strategy

AI in financial services: Productivity gains, data risk, and the slow march to strategy

Posted November 9, 2025

The financial services sector has never been shy about technology, from automated trading to fraud detection, the industry has used advanced tools for decades. So it’s no surprise that when AI entered the mainstream, finance started experimenting early. 

In our recent AI survey, 40.3% of financial services respondents said their organisation is still in the experimental or pilot stage. And while that might sound slow for such a tech-forward sector, the reality is more nuanced. 

Grassroots AI adoption 

According to JP Browne, Practice Manager from our Talent office in Auckland, “AI adoption in financial services hasn’t been a top-down strategy. It’s started with individuals experimenting and then leadership scrambling to wrap governance around it.” 

This first wave of AI in finance has come from analysts automating data reviewal processes, teams using AI to parse documents and support in decision-making, and customer service teams testing AI-powered call transcription and insights. 

In many cases, these use cases weren’t part of a formal plan but were initiatives driven by curious employees. 

The security and compliance squeeze 

Financial services hold some of the most sensitive data in the economy, so it makes sense why security and compliance concerns are front and centre. 

“You either let people dabble under controlled conditions or you lock it down completely. In financial services, both approaches are happening and sometimes within the same organisation,” observes JP. 

And our survey data backs this: 

  • 46.2% said security or compliance concerns were their biggest obstacle 
  • 38.3% said their organisation has restrictions or policies in place limiting the use of external AI tools 

Some organisations are also bringing services back on-premises to reduce external risk and exposure and maintain control over sensitive data flows. 

Productivity gains are real but targeted 

The early AI wins in the financial services industry aren’t flashy and focused on speeding low-risk repetitive processes, freeing human experts for high-value and complex decision-making, and improving data analysis and insight generation. 

JP shares, “Insurance has been using automation for years and AI just extends what’s possible, like approving low value claims instantly or extracting insights from thousands of documents.” 

The AI strategy gap 

Despite early adoption, many financial organisations still lack a unified AI strategy and this gap creates risk; tools proliferate without integration, data duplication drives up cloud costs, and security and compliance posture can’t keep up with usage. 

According to Jack Jorgensen, General Manager of Data, AI & Innovation at Avec, “Leaders see AI as the golden ticket but getting there means having to build secure data foundations first, and that’s where the real work is.” 

So, what should leaders in financial services do next? 

  • Map existing AI use across the business, including shadow AI 
  • Set clear ownership for AI strategy 
  • Invest in secure data infrastructure before scaling 
  • Pilot with measurable outcomes in customer experience, operations, and compliance 
  • Train teams regularly to keep pace with the evolving risk landscape 

Financial services leaders know the stakes: move too slow and you lose competitive edge, move too fast and you risk regulatory breaches. The winning path is deliberate innovation by balancing productivity gains with ironclad risk management. 

Want to explore what the survey discovered? Access the full report. 

If you’re looking to build secure AI capability or hire financial services tech talent, get in touch with our team. Or if you’re ready to deliver a secure and compliant AI or data project, drop a message to Jack’s team at Avec. 

Michelle Hutchison on creativity, crypto, and the courage to jump in

Michelle Hutchison on creativity, crypto, and the courage to jump in

Posted November 4, 2025

When Michelle Hutchison reflects on her career, she doesn’t point to a five-year plan or a neat set of steps that led her to become Chief of Staff at Finder. Instead, she describes a series of leaps, some accidental and some instinctive, which were always underpinned by curiosity and a willingness to dive into the unknown. 

“I’ve always looked for opportunities to help in random areas,” she says. “Sometimes it didn’t fall into PR, but I’d see something that needed to be done and just start working on it.” 

It’s a pattern that has defined her career, from her early days as a journalist, to running PR teams, to being the person who launches new company policies or designs entire internship programs. Today, Michelle is at the heart of Finder, helping steer its people, projects, and future-facing ventures in crypto and emerging tech. But, as we discovered on our podcast, behind every career is a story you’ve never heard. 

From art dreams to media reality 

Long before leadership roles and innovation projects, Michelle’s sights were set on a creative path. 

“I wanted to open an art gallery and be an artist,” she recalls. “But my parents discouraged me and wanted me to have a fallback plan. So I studied media and put my art on hold.” 

And journalism was her way into storytelling. Internships at newspapers, radio stations, and magazines (including a stint at Dolly!) gave her an insider’s view of how the media machine worked. Eventually she landed in radio news, filing bulletins for two stations on the Central Coast, before moving back to Sydney for a role at Property Council Australia magazine. 

When the editor suddenly departed, Michelle was thrust into the role. “I had to pick up the pieces and work out how to do it. But that’s how you learn when you’re thrown in the deep end.” 

That hunger to learn soon pulled her beyond journalism. PR caught her attention, then the fast-growing world of comparison sites. “I fell into it, and I haven’t looked back.” 

A career built on curiosity 

At Finder, Michelle helped establish the PR function, but she rarely limited herself to her job description. She built analytics support teams, scaled strategies into new markets, and even drafted the company’s first parental leave policy. 

“I organised our first offsite, one of our first Christmas parties. I’d see something that wasn’t being done and think, ‘What about this? I’ll go do it.’ That’s how I fell into the Chief of Staff role.” 

Her remit only grew. She was part of Finder Ventures, the innovation arm experimenting with new ideas, launching apps and crypto projects. When the company began trading large amounts of crypto, she stepped in as compliance officer. “I thought, let’s work out how to build a compliance program and deal with Austrac. I just figured it out.” 

Again and again, her career has been defined not by a pre-set ladder but by saying yes to challenges and then working out the rest. 

The human side of leadership 

For all the ventures into crypto and compliance, what comes through most strongly is Michelle’s approach to people. 

“I’ve been told I’m very nurturing, like a mother goose,” she says with a smile. “I always look after my team, and really anyone near me. Having kids probably amplified that.” 

That empathy has shaped her impact on Finder’s culture. She benchmarked policies against global tech giants but also made them uniquely suited to Finder. “I asked a colleague for examples from big tech companies, but when I put it forward, Frank [co-founder of Finder] said: ‘Don’t worry about what they’re doing. What’s the best thing we can do?’” 

She’s also passionate about opening doors for the next generation. Partnering with Macquarie University, she built structured internship programs in PR and social media. “We get these fresh, digital-native perspectives, and they get real workplace experience. It’s a win-win.” 

Crypto, AI, and the future of work 

For Michelle, emerging technology isn’t abstract, it’s something she works with daily. She’s been immersed in crypto projects since 2018 and sees enormous potential, especially for global money transfers. 

“You’ve got millions of people sending money overseas every week, losing so much to fees. Then bitcoin came along and you can send it instantly for a fraction of the cost. That was the first use case that really clicked.” 

And she’s just as enthusiastic about AI: “I love ChatGPT. I use it when I’m overwhelmed or need to get my creative juices flowing. Some people like to draft first then refine with it, but I start with it—it helps me think.” 

At Finder, she’s part of weaving AI into workflows, from search and comparison to creative production. For her, it’s about efficiency and possibility: “What did we do without it?” 

Not just a Chief of Staff 

Despite her achievements, Michelle doesn’t separate her professional and personal selves. “I feel like I am the same person outside of work,” she says. At home, she’s a mum of two, chasing kids and balancing family life. On the side, she still nurtures her art roots though one half-finished painting has been waiting two years for her to return to it. 

“If I could be known for something completely different, it would be as an artist. Painting brings so much joy and freedom.” 

And this creativity runs through her leadership too. Whether drafting policies, launching experimental projects, or mentoring interns, Michelle treats every challenge as a blank canvas. She brings care, curiosity, and a readiness to experiment; qualities that have shaped her career far more than any job title ever could. 

As she puts it: “I’ve made so many mistakes, but that’s how you learn. You jump in, you figure it out, and you keep moving forward.” 

Want to hear more of Michelle’s story? Watch the full podcast episode on our YouTube channel.

Why government AI adoption is slow and why that’s a good thing

Why government AI adoption is slow and why that’s a good thing

Posted October 28, 2025

When it comes to AI adoption, government is in no hurry. And that’s exactly the point.

In our latest AI survey, 50% of respondents working in the public sector said their organisation is still in the experimental or pilot stage of AI use. Compared to many private-sector industries, where early adoption is already shifting workflows and job design.

While at first glance, it might look like governments are falling behind, there’s good reason they move differently.

Why governments move slowly on AI

Government agencies aren’t built to “move fast and break things”. According to our in-house AI expert, Jack Jorgensen, General Manager of Data, AI & Innovation at our project delivery arm Avec, “There’s a big difference in the way governments need to operate versus private enterprise. They’re designed to be stable, reliable, and robust.”

A government body’s core responsibilities of public services, infrastructure, safety and regulation demand caution, reliability, and trust. So, when your ‘customer’ is the entire population, the stakes are high. Errors can impact millions, data breaches can threaten national security, and AI decisions must stand up to legal and public scrutiny.

The reality on the ground

In many agencies, AI is still in the exploratory stage:

  • Small, controlled pilots
  • Internal tools tested in low-risk areas
  • Strong focus on compliance and security requirements
  • Longer approval cycles for procurement and deployment

“Policy-making roles are challenging to automate and in highly regulated environments, finding relevant and safe use cases understandably takes time,” says Jack.

Security and compliance non-negotiables

Government respondents ranked “security and compliance concerns” on par with financial services and is no surprise given the sensitivity of the data they hold.

Some agencies are also grappling with:

  • Lack of relevant applications – 20.2% said AI doesn’t apply to their current work
  • Ownership uncertainty – it’s widely unclear who should lead AI initiatives
  • Siloed operations – meaning slow cross-department collaboration

Why this pace makes sense

Jack says, “If anyone’s surprised government is slow on AI adoption, they don’t understand the role. The systems are meant to be dependable, not bleeding edge.”

While speed matters for the private sector in competitive markets, stability matters more than anything in public service. AI in government must work every time, be explainable and auditable, serve the public interest, and align with legislation and policy.

So, what can government do next?

  • Continue piloting in low-risk and high-value areas
  • Invest in AI literacy for leadership and frontline teams
  • Create clear ownership and governance frameworks
  • Learn from private-sector implementations without importing their risk appetite
  • Build secure, compliant infrastructure before scaling

The private sector can afford to experiment, and government can’t, so caution at this stage isn’t failure. In an era where public trust is fragile, deliberate and well-governed AI adoption is the only responsible path.

Want to explore the sector-by-sector data? Access the full report.

If you need to hire talent for AI or data roles in public service, get in touch with our team. Or if you want to plan a secure AI pilot, partner with Jack’s team at Avec.

Mark Nielsen on resilience, authenticity, and growth

Mark Nielsen on resilience, authenticity, and growth

Posted October 21, 2025

Titles can be deceiving. “Global CEO” might conjure an image of suits, boardrooms, and strategy decks, but behind every title is a much richer and more surprising story than what any resume can suggest.

In our latest episode of Not Just A…, we sat down with our very own Mark Nielsen, Talent Global CEO, to chat about Mark’s journey. Born and raised in South Africa, he’s been a judo competitor, a small business owner, and an investment banker. He’s navigated the challenges of coming out in conservative environments, rebuilt his life after major heart surgery, and still finds time for passions like travel, fashion, and his love of dogs.

What emerges is a portrait of a leader who’s defined not just by his title, but by resilience, authenticity, and a restless drive to step beyond his comfort zone.

Roots in South Africa

Mark grew up in South Africa in a lower middle-class family and a public-school education. Nothing about his early years pointed to global leadership, but his curiosity and drive emerged quickly.

“By 16, I was already working my first job at a nursery,” he recalls. “It wasn’t just for the money. I loved the interaction with people and learning new things.”

At university in Cape Town, he studied accounting, maths, and law, but also dabbled in business ventures. With friends, he launched a beach café serving hotdogs, cocktails, and playing (at the time) the latest Milli Vanilli tracks. “We made about $10,000 in two weeks,” Mark laughs. “Not bad for students.”

From judo to jumping career paths

Sports was another constant. Mark represented South Africa in judo under-18s and trained from the age of six right up until university. Though he stepped away for a while, he later returned to competitive training, only to break his arm.

“I’ve always had the philosophy that as soon as you get into your comfort zone, you’ve got to jump,” he says. “That’s how I approached my career, from accounting to investment banking to global leadership.”

Living authentically

Mark’s professional trajectory wasn’t without personal challenges. Coming of age as a gay man in conservative South Africa and later working in finance in the UK in the late 90’s, meant he often kept his identity hidden.

“At work I was pretty much in the closet,” he admits. “Outside, I was having lots of fun but it was difficult to connect with colleagues because I couldn’t be true to who I was.”

Everything changed in one pivotal interview: “In the final round, I told the CEO: ‘I’m gay. Does it faze you?’ He replied, ‘Well, I’m Jewish and I’m married. Does it faze you?’ It was like a weight lifted off my shoulders.”

Mark now champions authenticity in leadership. “If you can’t bring your whole self to work, it’s a huge burden. My advice to young people is to find the environment that suits you. Ask questions in interviews, about culture, flexibility, change. It all makes a difference.”

A life-changing wake-up call

In 2025, Mark received news that would alter his perspective forever. A routine medical check-up uncovered severely clogged arteries, leading to urgent open-heart surgery.

“I had a quadruple bypass at 55,” he says matter-of-factly. “It was stressful, but my mindset was: it is what it is. You can’t change it. Just solve it.”

And his recovery became a personal and professional lesson. “It taught me patience and persistence. You don’t go from A to B in one day. You get a little better each day, push yourself a bit out of your comfort zone. That’s true in business and in life.”

Remarkably, just months later, Mark competed in Hyrox (the latest global fitness obsession), “That was my motivator to get out of bed and rebuild my fitness. Incremental steps add up.”

Passions beyond the boardroom

Travel is one of Mark’s greatest joys. He’s visited more than 60 countries and relishes the thrill of new experiences. “Arriving somewhere for the first time is such an amazing feeling,” he says. “Travel is about learning and celebrating differences. Imagine if we all looked the same or wore the same clothes, how boring that would be.”

Mexico City, Portugal, and Chilean Patagonia are among his favourites, and Antarctica remains on his list. “We don’t do camping,” he laughs. “Always a lodge, a suite, a bathroom, and a glass of champagne.”

Closer to home, dogs also hold a special place in his heart. “I just love dogs. Their loyalty, their simplicity. They don’t care about material things; they love you for who you are.”

If life had taken a different path, Mark might have pursued fashion design. “As a kid, I made costumes for friends in plays and fashion shows. Imagine creating clothes that give people the confidence to shine. That would be incredible.” His admiration for designers like Tom Ford and Alexander McQueen reveals his appreciation for creativity, complexity, and artistry.

The CEO lens

So, what does Mark’s role as CEO really involve? Far more than numbers and boardrooms.

“It’s a juggling act,” he explains. “You’ve got to balance short- and long-term priorities, keep stakeholders aligned, and motivate people, even when you don’t feel like it yourself. It’s about emotional intelligence as much as strategy.”

Pre-board preparation, open communication, and building trust underpin his approach. “Everything comes with risk. In today’s business world, if you don’t take risks, you won’t survive. The key is managing risk and starting small before scaling.”

His hidden talent? A photographic memory for numbers. “I still remember phone numbers from when I was a kid,” he grins. “It keeps the finance team on their toes.”

Not just a CEO

Mark Nielsen’s story is one of resilience, reinvention, and authenticity. From judo mats in South Africa to investment banks in London, from fashion dreams to Hyrox, from hiding his identity to leading with openness… His path shows the power of stepping beyond comfort zones.

He’s proof that leadership isn’t just about titles or strategies. It’s about bringing your whole self to the role, learning from setbacks, and finding joy outside of work—in travel, dogs, or simply reading the paper at night.

As he puts it: “If you focus on being a little better each day and push yourself out of your comfort zone, in a year you won’t even recognise yourself.”

Mark is not just a CEO. He’s a traveller, a mentor, a dog lover, a would-be fashion designer, and a leader who knows the value of authenticity.

Want to hear more of Mark’s story? Watch the full podcast episode on our YouTube channel.

AI is quietly reshaping workforce planning – here’s what’s changing first

AI is quietly reshaping workforce planning – here’s what’s changing first

Posted October 20, 2025

Although it isn’t yet a tidal wave, the tide is turning on workforce planning.

In our latest AI survey with 864 business leaders and tech professionals, when asked whether AI was impacting workforce planning over the next 12-18 months:

  • 12.1% said they’re already using AI to evolve roles or reduce manual work
  • 23.3% said they’re exploring how AI may shift the skills they hire for
  • 32.5% said it’s on their radar, but not yet a focus
  • 22.9% said AI isn’t impacting their workforce planning at all

With more than a third of organisations actively exploring or implementing changes due to AI, it’s worth exploring what these changes are for both employers and candidates.

The roles rising first

According to JP Browne, Talent Practice Manager and recruitment expert in the Auckland market, “We’re not seeing a rush to hire ‘AI engineers’, but we are seeing demand for systems engineers, data engineers, and data analysts, because poor data breaks AI.”

Before deploying AI at scale within your business, you need solid data foundations. This means hiring for:

  • Data quality and governance
  • System integration
  • Infrastructure build-out
  • Security and compliance enablement

In other words, it’s those behind-the-scenes roles that make AI functional, reliable, and safe.

Recruitment reality check

AI is also changing recruitment itself, both in how candidates present themselves in the application process and how employers assess talent.

“Some candidates are using ChatGPT to craft flawless cover letters, but the actual CV doesn’t match the role. So it’s forcing recruiters to dig deeper and reintroduce more human screening,” observed JP.

We’re seeing:

  • More AI-assisted job applications
  • A shift away from simple keyword-matching tools
  • Greater emphasis on human-in-the-loop hiring decisions

The personal productivity play

For some employees, they’re already using AI to improve their own output without waiting for top-driven organisational change.

From automating reporting to building project estimates, self-taught AI adoption is becoming a competitive edge for individuals. However, it creates uneven capability across teams, and potential risk if it’s unsanctioned.

“You can’t wait on your organisation to set the rules. You need to learn how to use AI yourself, but use it responsibly,” says JP.

Why leaders need to act now

If your workforce planning hasn’t factored in AI, you risk falling behind in:

  • Skill readiness in both hiring and internal development
  • Employee engagement as workers expect modern tools their industry peers are using
  • Efficiency gains where your competitors will find them first
  • Risk management as unsanctioned AI use is already happening

JP emphasises, “AI is here, in your phones, in your search engines, in your workflows. Ignoring it doesn’t make it go away, it just leaves you unprepared.”

The shift right now feels subtle, until it’s sudden. The organisations making small, strategic moves today will be the ones ready for the bigger shifts tomorrow.

If you need help building AI-ready hiring strategies, get in touch with our team.

Talent takes home two wins at the 2025 APSCo Awards for Excellence

Talent takes home two wins at the 2025 APSCo Awards for Excellence

Posted October 17, 2025

Talent has been recognised at the 2025 APSCo Awards for Excellence taking home two wins; RPO of the Year for Solve by Talent and Back Office Team of the Year.

In the Back Office Team of the Year category, Talent was recognised by APSCo for the finance, compliance, legal, and operations teams that keep agencies running smoothly.

In the RPO of the Year category, Talent was recoginsed by APSCo for excellence in promoting and demonstrating a commitment to best practice in the RPO sector. Talent’s outsourced recruitment experts showcased their commitment to designing, building and managing Talent Acquisition functions that differentiate their clients from their competition.

Speaking on the win for Back Office Team of the Year, Megan Woodbury, Talent’s Global COO, said, “Every great story needs a hero and today, I couldn’t be prouder to celebrate ours. Our incredible Talent team have officially been recognised as the winners of the ‘Back Office Team of the Year’ award at last night’s APSCo Australia Awards for Excellence! Behind every seamless process, strategic decision, and exceptional client and candidate experience is a team of experts who empower others to succeed, protect our reputation, and bring our strategy to life every single day. From transforming our financial ecosystem, to achieving ISO27001 certification, driving automation through RPA, and evolving Engage into a market-leading platform, this team doesn’t just support the business – they amplify it. Their work is proof that true leadership isn’t always in the spotlight – it’s in the systems, insights, and dedication that make excellence possible for everyone else.”

Solve by Talent’s Managing Director, Tom Mackintosh, said, “This one’s for the team. Recognition for a relentless focus on customer service for our hiring leaders and candidates, the drive to make Talent Acquisition seamless and the team ability to outperform on every metric no matter how unique the role.”

The APSCo Awards — widely regarded as benchmarks of excellence in recruitment and workforce services — recognise firms pushing the boundaries of professionalism, innovation, and client impact.

AI is a security risk and that’s why smart businesses are cautious

AI is a security risk and that’s why smart businesses are cautious

Posted October 15, 2025

It’s less about fearmongering and more about smart risk management.

In our recent AI survey, 46.2% of respondents named “security and compliance concerns” as the biggest barrier preventing wider AI use, and our experts say they’re absolutely right to be cautious.

“If I could rate that stat above 100%, I would. Security and compliance should be front of mind. Full stop,” says Jack Jorgensen, General Manager of Data, AI & Innovation at Avec, our project delivery arm.

AI is unlike any other tech shift we’ve seen. It’s fast-moving, largely unregulated, and capable of generating unexpected and sometimes dangerous outputs. And when sensitive company data is involved, that’s not a risk you can afford to take lightly.

The tools are already inside the business

If you haven’t formally adopted AI, your people probably already have.

  • 38.3% of respondents said their organisations currently have restrictions or policies limiting AI use.
  • But 28.9% said AI tools like ChatGPT are being used with minimal control or governance.
  • And 8.9% said there are no policies at all.

For data-heavy, regulated environments like financial services, insurance, or government, that’s a recipe for disaster.

“The usage of AI is prolific in every single organisation. It kind of just happened and now execs are scrambling to catch up,” says our recruitment expert JP Browne, Practice Manager from our Talent office in Auckland.

Real-world fails: AI gone rogue

We’re already seeing examples of AI being used recklessly:

  • A major NZ business uploaded their full CRM into ChatGPT to “get customer insights”
  • A software platform built entirely with AI-generated code suffered a data breach leaking 700,000 passports
  • Deepfakes and synthetic media are being weaponised, and legal systems haven’t caught up

“It’s such a fast-moving beast. You can make a critical mistake without even knowing you’ve made it,” says JP. The caution around AI isn’t about shutting adoption down but about saying yes in the safest way.

Why the AI risk is so unique

AI security isn’t just about infrastructure, but:

  • Data exposure: What is your staff putting into AI tools?
  • Model misuse: Can someone prompt the system to give access or misinformation?
  • Compliance blind spots: Are you meeting industry requirements?
  • Auditability: Can you trace how a decision was made by the system?

According to Jack, “We currently don’t know what the future holds in security breaches and attack vectors. The more people thinking about this, the better.”

What smart organisations are doing

Leading teams and businesses are:

  • Establishing clear AI policies and risk frameworks
  • Educating employees on what AI can and can’t do (and what to never input)
  • Limiting exposure by controlling which tools are sanctioned
  • Bringing data back on-premises in high-risk industries to reduce external risk
  • Running regular training quarterly or biannually to keep up with the rapidly developing technology

“Security posture, policy, and training. That’s your baseline. If you don’t have those three, don’t go near production-level AI,” says Jack.

Security is not the brake, it’s the steering wheel

Too many organisations treat security as something that slows innovation. When in reality, it’s the only thing that makes safe and scalable innovation possible.

“When you’re managing billions in funds, or customer identities, AI can’t be a black box. It needs to be understood, controlled and governed,” says JP.

So, if you’re exploring AI without a security posture, you’re not innovating. You’re gambling.

If you’re looking to build internal AI capability or make your first AI hire, get in touch with our recruitment team. Or ready to launch an AI or data project? Partner with Jack’s team at Avec.

The real fear behind AI at work isn’t job loss – it’s trust

The real fear behind AI at work isn’t job loss – it’s trust

Posted October 9, 2025

AI isn’t just changing how we work, but also how people feel about work.

Our latest AI survey revealed that while one in four professionals worry about job displacement, most concerns around AI go far deeper than that:

  • 60% are worried about ethical or compliance risks
  • 58% fear loss of human oversight
  • 57% are concerned about inaccuracy or hallucinations
  • 31% say integration is a challenge

What this tell us is people aren’t just worried about being replaced by AI, but many are concerned that the people running it don’t fully understand the risks.

Why workers are nervous

“You can’t bury your head in the sand. AI is affecting workflows and job design, and people are understandably unsure where they fit,” says JP Browne, Practice Manager at Talent Auckland.

Everywhere you look, there are bold statements about how AI will transform everything but in the real world, most employees are being left in the dark. Are they allowed to use ChatGPT? Are their roles changing? Will AI make their jobs harder, not easier?

The lack of communication is creating fear and can drive resistance among teams, potentially stalling AI adoption.

It’s bigger than just job loss

Jack Jorgensen, General Manager of Data, AI & Innovation at our IT project delivery arm, Avec, reassures, “We’re not seeing mass displacement. We’re seeing evolution. The risk is overstated but the change is real.”

It’s true that repetitive, manual, and rules-based work will go, but for most knowledge workers, the shift is about augmentation rather than replacement.

Still, that doesn’t mean people feel safe and JP shares that among workers, “The fear I’m seeing isn’t ‘I’ll lose my job’, it’s ‘I don’t understand this tech, and I don’t trust how it’s being used.’”

Ethics, oversight and deep uncertainty

One of the biggest risks leaders underestimate? The hidden ethics of AI.

  • Is your model biased?
  • Was your training data ethically sourced?
  • Can a customer tell when they’re dealing with a bot?
  • What happens when a mistake causes harm?

JP shares, “The ethics piece is huge. Especially in sectors like insurance.” And Jack echoes, “No one wants to end up on the front page because a bot denied someone’s surgery.”

Governments are slow to regulate, so this means ethical responsibility falls on individual organisations and most aren’t ready.

The more we automate, the more human oversight will matter and organisations will need people with critical thinking skills and not just the ability to prompt engineer.

“There was a company that deployed an AI-generated software stack. It looked great until it leaked 700,000 passports. That’s not innovation, that’s negligence,” shares Jack. Trust, transparency, and responsibility are necessary considerations for your AI strategy.

What leaders can do now

  • Involve your people early in decisions around tooling, automation, and processes
  • Invest in ethics and risk literacy, not just tech skills
  • Ensure humans are in the loop especially where decisions impact people’s lives

According to JP, “You don’t have to be a guru. But you can’t bury your head in the sand. AI is different from anything we’ve experienced before.”

If your team doesn’t trust how AI is being used, they’ll resist it, avoid it, or worse, they’ll use it without telling you. For successful AI implementation you need to build buy-in, not fear.

Find out what else our AI survey revealed by accessing the full report.

If you’re looking to build internal AI capability or make your first AI hire, get in touch with our team.

Or if your business is ready to kick off a data, AI or innovation project, drop a message to Jack’s team at Avec.

Ash London on risk, reinvention, and the quiet joy of Lego at her feet

Ash London on risk, reinvention, and the quiet joy of Lego at her feet

Posted October 7, 2025

Ash London has spent much of her adult life with a microphone in front of her. She’s been a TV host, a radio presenter, and more recently, an author. But when you ask her who she really is, she doesn’t reach for her extensive resume. She describes herself on the couch, reading a book while her son builds Lego at her feet.

It’s an answer that might surprise anyone who has only known Ash as the professional she is—a vibrant and confident broadcaster who made her name in the music industry. But, to her, that distinction is important. The spotlight is her work, while the quiet is who she really is. We sat down with Ash on our latest podcast episode to chat about the person behind the many job titles.

Owning the title

When Ash published her debut novel ‘Love on the Air’, she found herself hesitant to claim the word “author”. “I’m just a person who wrote a book,” she says laughing, “But there’s real power in accepting that title.”

This tension between humility and ownership is something many women would recognise and Ash is quick to point out that if one of her girlfriends admitted to feeling unworthy of their achievements, she’d rush to remind them of their brilliance. Yet, like many do, she struggles to extend the same grace inward.

For her, writing became a way of both proving herself wrong and expanding her identity. After more than a decade of radio, it was an entirely different rhythm. Radio is instant gratification: hours of live content each day, with feedback arriving in real time. Whereas writing a book demanded patience and a willingness to sit with uncertainty.

“I didn’t think I had the discipline,” she admits. “But I wanted to prove to myself that I could.”

Perspective in the pause

Ash admits the novel might not have happened without the forced and chosen pause of her maternity leave that coincided with the Covid lockdowns; giving her the first real time and space to reflect on the last decade.

“I had put my whole identity into being a broadcaster,” she says. “Then suddenly, I was at home, and it was quiet. No interviews, no deadlines. I started realising, wow, that was actually a really cool thing I did.”

It’s that reflection on both her career and her identity outside of work that gave Ash the push she needed to write. And when her son proudly pointed out his name in the book’s acknowledgements, she felt the depth of what she had created. “It’s a legacy,” she says. “Something he’ll always know I did.”

The introvert behind the mic

Ash is the first to admit she’s not naturally an extrovert. “People assume I am because of my work, but I recharge at home. The truest version of myself is just reading on the couch while Buddy plays.”

Behind the stage presence, Ash is someone who finds peace in stillness, who carefully guards her energy, and who has learned to protect her sense of calm, especially while juggling the demands of breakfast radio, motherhood, and writing.

Doing the inner work

What Ash is truly passionate about is the less visible work: therapy, spirituality, and self-reflection, speaking passionately about the value of inner growth. During Covid, she began writing and voicing meditations for her radio audience and the feedback was overwhelming, receiving hundreds of messages a day.

“People are yearning for that deeper connection,” she says. “And when I do that kind of work, it’s what I get the most feedback from.”

Lessons from risk

If Ash has a pattern, it’s refusing to let fear of regret dictate her choices. She’s changed careers, moved countries, sold her house, and taken the leap into becoming an author. “I don’t want to look back and wonder” she says.

“We romanticise the idea of what would have happened if we’d chosen differently. But the truth is, you don’t know. You just make the best decision you can with the information you have, and you keep going.”

For Ash, gratitude is the thread that runs through it all; the risks, the lessons, and the ability to reinvent herself when the moment calls for it.

Not just an author, TV host, or radio personality…

If you ask Ash what she wants to be known for, the answer isn’t fame, ratings, or bestsellers. It’s two-fold: being a great mum and helping others better understand themselves. “So many of us never really go on that journey,” she says. “If I can be part of helping someone figure out why they are the way they are, that would mean everything.”

For someone who has built a career out of connection, whether it’s through TV, radio, or her novel, each chapter of her story points to the same belief in the power of curiosity, courage, and gratitude. Ash London’s real legacy is the way she’s chosen to live: leaning into risk, redefining success on her own terms, and reminding us that who we are matters more than what we do.

Want to hear more of Ash’s story? Watch the full podcast episode on our YouTube channel.