Economic uncertainty, shifting skills demand and the accelerating impact of AI are no longer separate conversations for business leaders.

Together, they’re converging and creating new pressure on organisations to adapt faster, plan with greater discipline and make smarter decisions about capability, technology and workforce investment.

This was the focus of Talent Auckland’s recent Leading the Way event hosted by New Zealand Country Manager, Kara Smith, bringing together two expert perspectives on the forces shaping business and the future workforce in Aotearoa: Wesley Tanuvasa, Economist at ASB, and John Valastro, Director – Digital Innovation and Growth at Avec.

Here are five key takeaways.

1. Leaders need to plan for volatility, not wait for certainty

Reflecting on the combined impact of geopolitical instability, oil-price pressure, inflation risk and weaker demand, Wesley’s key message for leaders: volatility is not a passing issue for organisations to wait out.

Describing the current environment as a “negative supply shock” (which is the economist way of saying that reduced supply is pushing prices higher), Wesley noted that the impact flows through supply chains quickly. And New Zealand businesses aren’t exempt.

“Anything that oil, LNG or fertiliser touches in the supply chain, is going to see a cost increase,” Wesley said.

While some firms may initially absorb those costs through lower margins, Wesley cautioned, “You can only do that for so long before you need to say, ‘Sorry, I need to pass this on now.’”

2. Supply security is becoming as important as supply efficiency

Wesley’s next message to business leaders was the need to rethink supply chains, market exposure and resilience.

For a small, trade-exposed economy like New Zealand, this means understanding where business risk sits and where alternatives exist. Organisations that have optimised only for efficiency may need to reassess whether their operating models are resilient enough for a more volatile environment.

“We used to always think, this is a once-in-100-year shock,” he said. “But we’ve had one every five years.”

Businesses can’t assume global conditions will stabilise quickly or that major shocks will remain rare. The takeaway for leaders is that resilience needs to be designed into strategy, supply relationships, workforce planning and customer markets.

3. AI is already inside your organisation

Shifting from economic outlook to organisation response, John Valastro broke down how businesses can move from AI experimentation to measurable ROI.

“You’ve got AI in the business, whether you like it or not,” John stated.

If employees are using personal AI tools to draft emails, summarise information, prepare documents or support analysis, then AI adoption is already happening. Without clear guidance, that creates risk around data privacy, security, quality control and inconsistent use.

For leaders, doing nothing is not a neutral position. AI adoption will still occur, but without the governance, ownership and safeguards needed to manage it well.

4. AI ROI comes from deliberate adoption, not more experimentation

“A lot of people are struggling to cross that chasm between experimentation to actual ROI,” shared John.

The organisations most likely to succeed with AI will be those that start with business value, not tools.

“If I’m going to answer the ROI question upfront, it comes from deliberate adoption rather than more experimentation.”

In practice, this means choosing use cases connected to real business problems, setting a baseline before starting, defining success measures, and ensuring there is clear ownership of the outcome.

John also made an important distinction between automation and AI. Automation remains valuable for rules-based deterministic work. AI is better suited to work requiring interpretation, coordination or decision support.

His message was: not every problem needs AI. The right tools should be matched to the right work.

5. Governance needs to be built in from day one

AI governance can’t be treated as an afterthought and, as John described, “In the context of AI, governance is part of the solution.”

This includes trusted data, security, accountability, traceability, human oversight, monitoring and escalation pathways. And he warns that one of the greatest risks with AI is that failure is not always obvious.

“The biggest risk with AI is less that it could fail, and more that it can fail silently,” said John.

For leaders, this means AI solutions must be designed with the right controls from the beginning. Organisations need to know who owns the outcome, who manages the risk, when humans need to remain involved and how success will be measured before scaling.

The bottom line

Between both guest speakers, one message stood out: leaders can’t wait for the market to become easier.

“We can’t just keep waiting for the calendar to tick over to some random arbitrary date,” said Kara. “We are going to have to outmanoeuvre and out-innovate our way out of this.”

The game is changing, and for organisations navigating the year ahead, the priority is clear: build resilience, invest in capability and adopt AI in a way that is practical, governed and connected to measurable business value.

Economic uncertainty, shifting skills demand, and the accelerating impact of AI are reshaping how organisations operate.

Our next Leading the Way: Market Outlook Briefing – a practical, insight-led session designed to help senior leaders make sense of what’s happening in the market and what it means for their organisations.

Hosted by Talent’s Managing Director, Kara Smith, the session brings together leading economic and technology perspectives on the forces shaping business and the future workforce in Aotearoa.

You’ll hear from two expert voices:

• Wesley Tanuvasa – Economist, ASB
  Sharing insights on the economic and labour market outlook for New Zealand and what current signals mean for business leaders.
• John Valastro – Director, Digital Innovation and Growth, Avec
  Exploring how organisations are moving from experimentation to ROI with AI.

We’re bringing together a select group of senior leaders from across Auckland for a focused discussion on the market forces shaping the year ahead.

If you’re responsible for strategy, capability, or workforce planning, this session will provide valuable perspective on what’s coming next.

The Talent Sydney office recently hosted another instalment of our Leading the Way event series, welcoming guests for a fireside chat with endurance swimmer and business leader Victor Pineiro, facilitated by Account Executive, Sophia Parrelli. 

Victor shared the story behind his record-setting open water swims, including his successful crossing from the Isle of Man to Northern Ireland, a route that had never previously been completed solo without a wetsuit. But beyond the scale of the challenge itself, the conversation focused on what it takes to perform under pressure: resilience, preparation, adaptability and the importance of surrounding yourself with the right people. 

Drawing on both his professional background and his experiences in extreme endurance sport, Victor spoke about pushing beyond comfort zones, managing setbacks when plans change, and building the mental strength to keep moving forward when the path ahead feels uncertain. 

The session offered a compelling reminder that leadership is not only about ambition, but about discipline, perspective and the ability to stay focused when conditions are far from ideal. 

Leading the Way is our event series designed to bring together inspiring speakers, fresh perspectives and conversations that challenge how we think about leadership, performance and growth. 

Talent has been announced as one of nine top-performing private Australian companies recognised for their outstanding business performance in Deloitte Australia’s 2025 Best Managed Companies awards. It is the only Australian recruitment business to be recognised in the winners.

Now in its sixth year – and supported by Google Cloud – the Best Managed Companies program identifies and celebrates privately-owned and managed companies across Australia that set high standards of business performance and shines a light on the power of private businesses as innovators and major contributors to Australia’s economy.

The program uses a tried and tested framework for determining success, and winners are recognised based on achieving high scores across four key categories: strategy; culture and commitment; capabilities and innovation; and governance and financials.

Global CEO, Mark Nielsen, spoke on Talent’s commitment to leading change and empowering people to move forward without fear.

“Winning Deloitte’s Best Managed Companies award for the third year in a row is something we’re incredibly proud of. At Talent, change is our competitive advantage. Our vision is to change the game so that our customers and our people can move forward fearlessly, and that ambition drives how we innovate, invest and lead. With an 85% employee engagement rate, our culture remains a powerful foundation for performance. This recognition reflects the belief, resilience and commitment of our teams globally, who continue to push boundaries and deliver impact for our clients and contractors.”

Global COO, Megan Woodbury, said Talent’s continued success is driven by clarity and operational discipline.

“Sustained performance doesn’t happen by accident. It comes from clarity of strategy, disciplined execution and creating an environment where people can do their best work. As a people-powered business, attracting, developing and retaining exceptional talent is central to our success. Being recognised again by Deloitte reflects the consistency and commitment of our teams. We remain focused on delivering measurable impact for our clients and continued growth built on strong governance and operational excellence.”

Read more on Deloitte’s Best Managed Companies list here: www.bestmanagedcompanies.com.au

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.

Talent today has announced the launch of its new podcast, Not Just A…, a fresh, uplifting series that shines a light on remarkable people focusing on not just what they do, but who they are beyond the job title. Subscribe to listen to the episodes Here

Not Just A… invites listeners to discover the unexpected stories, passions, and sides of well-known figures and industry leaders that rarely surface in their professional bios. Across candid, conversation-driven episodes, guests reveal what drives them, the lessons they’ve learned, and the personal moments that shaped who they are.

Featured guests include:

• Mark Tanner – Founder & CEO of SaaS success story Qwilr (Not just a tech founder)
• Ash London – Author & Australian radio/TV personality (Not just an author)
• Emma Chow – Australian radio personality (Not just a radio announcer)
• Alex Williamson – Leading sports agent and champion of women’s sport (Not just a sports agent)

In the debut episode, Mark Tanner, CO-Founder and CEO, Qwilr, shares, “Many founders think they can’t balance both, but that’s not true. Kids forced me to set boundaries, delegate more, and raise my standards. I can’t just pull 80-hour weeks anymore. If something isn’t done properly, I hold people accountable instead of fixing it myself on the weekend. It’s made me sharper at prioritisation and more protective of my time. And honestly, I’m a better leader for it.”

Each episode blends insightful conversation with a lighthearted tone, offering listeners a behind-the-scenes glimpse into the diverse lives and passions of its guests.

Not Just A… will release new episodes fortnightly on Spotify, YouTube, and other major streaming platforms.

On a rainy Thursday morning at our Sydney headquarters, an intimate audience gathered for the latest instalment of our Leading the Way series — a fireside breakfast conversation with Adam Goodes, AFL legend, 2014 Australian of the Year, and social justice advocate. While Goodes is celebrated as a two-time Brownlow Medallist and dual premiership player, his impact extends far beyond sport. Adam’s journey is one of resilience, cultural pride, and leadership forged through both triumph and adversity.

What emerged in the conversation was not a sports retrospective, but a powerful reflection on what it means to lead with heart, conviction, and a sense of legacy. Goodes’ story offers lessons that resonate deeply with business leaders navigating complexity today.

Leading with values

For Adam, leadership begins with values anchored in family, identity, and lived experience. His early years were shaped by a mother who was part of the Stolen Generations, separated from her family at just five years old. This disconnect had meant Adam grew up knowing he was Aboriginal, but without a clear link to culture or ancestry.

Drafted to the Sydney Swans at just 17, he recalled being asked by journalists what it meant to be a role model for Indigenous kids. “At the time, I didn’t even know what it really meant to be an Aboriginal person,” he reflects. That moment became a catalyst: he enrolled in a diploma of Aboriginal Studies, immersing himself in history and community. The experience gave him not just knowledge, but a foundation of values that would guide his career and life.

For any leader, the lesson is clear. When values are well-defined and personally meaningful, they create the compass needed to make decisions in moments of pressure and scrutiny.

Courage in action

Few leaders have had their courage tested so publicly as Adam Goodes. In the later years of his AFL career, he faced relentless booing from crowds each week which sparked a national conversation about racism. And despite the toll, he chose to speak openly about his experience.

“It tested my resilience every time I walked onto the field,” he admits. What helped him endure was not just his inner strength, but the clarity of purpose he carried. “I stayed true to who I am as a person,” he says.

His stance and his refusal to be silent came at a personal cost, but it also cemented his legacy as a leader who used his platform to confront uncomfortable truths. For anyone who finds themselves in these positions of leadership, it’s a reminder that courage often means calling out poor behaviour, standing firm in your principles, and leading even when support feels uncertain.

Cultural identity and strength

Reconnecting with his heritage has been central to Adam’s growth as a leader, and through family research, cultural immersion, and storytelling, he has pieced together a proud lineage which he now passes on to his children.

This connection also underpins the GO Foundation, which Goodes co-founded with fellow Sydney Swans great Michael O’Loughlin. Focused on education pathways for Indigenous youth, the foundation provides scholarships and wraparound support to help students thrive. Beyond resources like uniforms and laptops, it prioritises cultural identity, ensuring young people understand who they are and where they come from.

This emphasis on belonging echoes in Adam’s approach to leadership. True confidence, he suggests, comes when people feel seen and supported in their identity. For organisations, it’s a call to build cultures where diversity is embraced not as policy, but as strength.

Building legacy

A decade on from his retirement, Goodes has built a life defined by impact beyond football. As CEO of Indigenous Defence & Infrastructure Consortium (iDiC), co-founder of the GO Foundation, and author of a popular children’s book series Welcome to Our Country, he continues to influence education, entrepreneurship, and cultural understanding.

His philosophy of legacy is simple but profound: “If I’m only ever remembered as a footballer, then I’ve failed in life.”

For leaders, legacy isn’t measured in titles or quarterly results. It’s about the positive change left behind; the systems improved, the people mentored, the communities strengthened. Adam’s journey shows that leadership is at its most powerful when it reaches beyond personal success to create pathways for others.

Lessons for leadership

Throughout the conversation, several recurring themes stood out as timeless leadership lessons:

• Be anchored in values – they provide clarity when decisions get tough.
• Find courage in conviction – speaking up matters more than fitting in.
• Celebrate identity – strength comes from knowing and sharing who you are.
• Think beyond today – True leadership builds legacy, not headlines.

Adam fully embodies these principles in practice, often under the glare of public scrutiny, and always with a focus on making things better for the next generation.

Looking ahead

Our Leading the Way series exists to spotlight leaders who challenge, inspire, and redefine what leadership looks like. Adam Goodes is the embodiment of that mission. His story is a reminder that leadership is not just about performance or position, but about courage, connection, and creating impact that endures.

If you’d like to hear about our next Leading the Way event, reach out to our team to stay in the loop.

Sathya Bala is a force for change. As the CEO and founder of True Change, a business dedicated to using data and storytelling to drive inclusive culture transformation, and My Skin, My Story, a global community for women of colour, she has dedicated her career to making workplaces more equitable. Before starting these businesses, she worked across tech roles at Deloitte, Chanel, HSBC, Sainsbury’s and more.

In this latest instalment of our Leading the Way series, Sathya shares her journey, insights on gender equity in tech, and why inclusion must be intersectional.

Overcoming barriers and paying it forward

Having worked in the tech industry in both Sydney and the UK, Sathya experienced firsthand the biases and barriers that women of colour face. But alongside these challenges, she also had cheerleaders; mentors who saw her potential and helped her navigate the system.

“I had a lot of great people who counteracted those barriers, opened up opportunities for me, and invested in my development,” she recalls. “By the time I was progressing through my career, I wanted to do that for others.”

Sathya realised she could influence change on a larger scale, not just within her company, but across industries. She combined her professional expertise in data-driven change with her passion for storytelling, creating True Change to help organisations make inclusion a reality, not just an aspiration.

Are we investing in all women in tech?

Sathya is clear: gender equity efforts must consider intersectionality.

“Intersectionality describes how multiple layers of diversity and discrimination—sexism, racism, classism, homophobia—accumulate and create a multiplier effect,” she explains. “If we’re talking about women in tech, are we considering their experiences through the lens of race, nationality, disability, neurodivergence, and more?”

She emphasises the importance of looking beyond broad diversity metrics and digging into data that truly reflects all women’s experiences in tech.

“We need to ask: Who are we celebrating? Who are we leaving out? And are we actually making progress for all women?”

Defining success and working backwards

Sathya advocates for a strategic approach to inclusion, drawing from Stephen Covey’s principle: Begin with the end in mind.

“What is our definition of success?” she asks. “If we want a workforce that reflects the world we serve, then we need to analyse our demographics. If we want to foster inclusion, we need qualitative data, i.e. do men and women feel equally valued? And if we’re tracking career progression, we need lifecycle data: are women being hired, promoted, and retained at the same rates as men?”

Progress, she notes, is not linear. The COVID-19 pandemic reversed gender equity gains worldwide, meaning organisations must now work even harder to bridge the gap.

“We need to ask women what they need now and co-design solutions with them. It’s not radical. It’s common sense.”

The role of men and the power of allyship

Sathya envisions a future where gender equity isn’t just a ‘women’s issue’ but as a collective responsibility.

“How do we engage a strong army of male allies?” she asks. “Women shouldn’t have to shoulder the burden of driving change alone. Men should actively support and participate in initiatives like International Women’s Day.”

She stresses that gender equity benefits everyone.

“When women succeed, teams perform better. There’s commercial value in diversity, and workplaces become more innovative and engaging for everyone.”

Her call to action? Simple yet powerful:

“Let’s bring everyone to the table. Let’s ensure International Women’s Day sparks real action; one, two, or three meaningful steps that carry forward into the rest of the year.”

AI, data, and the urgency of inclusive design

With a background in data, Sathya is particularly passionate about AI’s role in shaping the future and its potential pitfalls.

“You can’t talk about AI without talking about data,” she asserts. “AI influences everything from mortgage approvals to visa decisions. If the data behind AI is biased, then the outcomes will be, too.”

She points out that much of the data feeding AI models is incomplete or skewed.

“For example, many datasets default to male populations. If diverse groups aren’t involved in designing AI, the resulting innovations won’t work for everyone and that’s dangerous.”

Sathya sees AI as an opportunity rather than a threat.

“This is a growing field where we can hire and train diverse talent. But we have to be intentional about inclusion; ensuring AI is ethical, fair, and beneficial for all.”

Final thoughts: Making inclusion a reality

For Sathya, inclusion isn’t just a buzzword, it’s the key to thriving workplaces and stronger societies.

“We spend 80% of our lives at work,” she reminds us. “Why wouldn’t we want to create environments where people feel safe, valued, and engaged?”

Her message is clear:

“Progress starts with listening, using data wisely, and taking intentional action. Inclusion benefits everyone, so let’s stop talking about it and start making it happen.”

Talent has been announced as one of six top-performing private Australian companies recognised for their outstanding business performance in Deloitte Australia’s 2024 Best Managed Companies awards. It is the only Australian recruitment business to be recognised in the winners.

Now in its fifth year – and supported by Google Cloud – the Best Managed Companies program identifies and celebrates privately-owned and managed companies across Australia that set high standards of business performance and shines a light on the power of private businesses as innovators and major contributors to Australia’s economy.

The program uses a tried and tested framework for determining success, and winners are recognised based on achieving high scores across four key categories: strategy; culture and commitment; capabilities and innovation; and governance and financials.

Global CEO, Mark Nielsen, spoke on the commitment to innovation at the company.

“Here at Talent, change is our competitive advantage. We are committed to innovation, ensuring that it permeates every individual, team, and facet of our business. With an 87% employee engagement rate, we continue to strive for better in our industry and aren’t afraid to take risks, learn from our mistakes and challenge the norm. Having a culture that embraces and is energised by change means that we can identify and implement new outcomes for our customers with agility. This recognition reflects the exceptional hard work and commitment of our whole team.”

Talent Global COO, Megan Woodbury, said the organisation’s approach to continuous improvement had been crucial in its success.

“As a B2B services business, our people are our greatest asset. Creating the right conditions for them to innovate, adapt, and thrive is vital to our growth and our clients’ success. This award reflects our dedication to continuous improvement, our commitment to both contractors and clients, and our position as the market leader in technology recruitment. Congratulations to our entire team.”

Read more on Deloitte’s Best Managed Companies list here: www.bestmanagedcompanies.com.au

Talent has been awarded the 2025 certification by Great Place To Work. Talent was recognised by Great Place To Work for prioritising an exceptional employee experience and creating a workplace culture to match.

Talent’s Great Place To Work employee engagement rate is 94% which is considered world-class. This is in comparison to 56% of employees at a typical company in Australia.

Talent’s continued pursuit to create a world leading culture saw increased engagement, improved wellbeing, and a drive for diversity and inclusion. This resulted in a better experience for contractors, candidates, and customers. As an award winner, Talent ranks among the most elite organisations around the globe.

Talent Global CEO, Mark Nielsen, commented on what this certification means to the company. “Receiving this recognition is an incredibly proud moment for the business. Seeing Talent’s name next to other inspiring companies is very humbling. Culture is not just a word that is thrown around at Talent, we walk the talk and always continue to strive for better. This certification is recognition that we excelled at this. Great Place to Work’s purpose is to prioritise exceptional employee experience which aligns to Talent’s vision, mission and values.”

Jenny Le, Head of People & Culture, Talent, is passionate about the sensational work culture that Talent have fostered. “We are incredibly proud to be certified as a Great Place to Work. This is a huge testament to every single person at Talent who contributes to making it a place where our people feel heard, valued and respected to bring their whole selves to work. Our culture and the exceptional people we have in this company truly make up Talent’s DNA, which is the foundation of any great business. Our culture is built for our people, by our people – and that’s what allows us to embody our #OneTeam ethos every day. While our results are great, our commitment is even greater to ensure that we continue to listen to our people and strive for better in everything that we do.”

Great Place To Work Certification recognises employers who create an outstanding employee experience. It involves a two-step process that consists of surveying your employees and completing a short questionnaire about your workplace. The scores are determined based on the feedback received from employees and independent analysis. This certification helps job seekers identify companies that genuinely offer a great company culture. It also gives employers a recruiting advantage by providing a globally recognized and research-backed verification of their commitment towards providing a great employee experience.

Talent is celebrating two award wins following the APSCo Awards for Excellence and the Australian Marketing Institute Marketing Excellence awards that happened in Melbourne mid-October.

Taking home the win for Specialist Firm of the Year at the APSCo Awards for Excellence, Talent demonstrated to the judges why the business stands out for its specialisation against competitors. This year’s winners were selected by an independent and expert panel of judges.

Talent also won the Excellence in Customer Experience at the Marketing Excellence awards by Australian Marketing Institute awards. Talent was the only recruitment company who took home a win. This category recognises the role marketing plays in supporting and delivering exceptional customer experiences with the judges looking for submissions that demonstrate a superior understanding of the elements that contribute to delivering outstanding customer experiences and how marketing contributed to the overall organisational approach to managing customer experiences.

“These awards symbolise our grit and determination to strive for excellence, regardless of market conditions. The AMI judges sought businesses that demonstrate a deep understanding of what creates outstanding customer experiences. For us, this recognition stems from our contractor experience program, a significant investment in both technology and people to provide our contractors with a high-touch, red-carpet experience. I’m incredibly proud of our team and all that they’ve accomplished.” – Mark Nielsen, Global CEO, Talent

In this instalment of our Leading the Way series, we continue shining a light on women in the tech industry. Meet Tahnee Arndt, an IT project manager based in Brisbane. Tahnee has navigated an unconventional career path, which has eventually led her to finding success in IT. Join us today as she shares valuable insights on overcoming challenges in a still male-dominated industry and how she’s built a thriving career in IT.

Tell us about your current role and career background?

My current role is in IT project management. This includes supporting all aspects of project management for successful delivery – every day is different. It can include works around stakeholder engagement; planning; document preparation; board meetings; working through issues; managing risk; and (hopefully) celebrating wins, however small they might be!

In terms of career background, although my recent history would suggest otherwise, I haven’t always worked in the government sector. I started in the private sector and small business. Also – I didn’t start in IT. I often say I “fell” into IT – I wasn’t technically or formally trained in IT when I started in the industry. However, I used other transferrable skills to my advantage, and worked my way from the ground up. This type of start in IT has been very beneficial as a project manager – as I am able to quickly absorb, process, and communicate complex information to both IT and non IT audiences; and I am able to put the people element/ end user element behind the technology.

What’s the most challenging aspect of your role?

As someone who likes to hit goals, the most challenging aspect can be times when after comprehensively researching, preparing, developing, and planning for a solution according to a problem, things may not turn out how you thought. However, in saying that, it’s also blessing in disguise – with these types of scenarios, you build resilience over time, gain more tools for your toolkit, and then each time they present, you have the experience and skills to work through them better. There is also always an opportunity for learning and development.

What’s the favourite thing about your job?

My genuine most favourite thing is working as a team to deliver a quality product that makes a difference to our staff and community.

What has your experience been like as a woman in a male dominated industry?

I have generally had a positive experience – but it has not been all roses, as they say. I have had to prove myself beyond appearances, particularly given that I am female, blonde and young. In those exceptional circumstances, I have used my strength, intelligence, and work ethic to demonstrate my capability and skills past appearances and introductions.

Do you have a role model who has inspired you?

I’ve been lucky to have several role models that have inspired me to date. I have so much gratitude in that regard, as they all served a wonderful purpose at the time. They have been both male and female role models, and mostly my managers. These are people who believed in me, when, to be honest, I wasn’t fully believing in myself. Having role models and mentors in my career has been very beneficial personally and professionally – from having just a general chit chat, to working through complex issues and potential next career steps. Role models are so important.

What advice would you give your younger self / someone that wants to enter the industry?

Advice to give my younger self would be – believe in yourself more; take confidence in your abilities; and know that you don’t have to have all the answers straight away (no-one does). It is all learning and progress, no matter how it shows up.

My personal advice to someone wants to enter the industry would be – have a go! IT is such a large eco-system; you can try your hand at so many different things. And it’s so interesting! There is always something happening and so much opportunity for growth. Also – connect with your colleagues! Talking to others and networking is so helpful. Their story and experience can help you, and them yours.

Here at Talent, we’re proud to represent and support a global network of over 5,000 contractors like Tahnee. Whether you’re starting out as a contractor or looking for new opportunities, Talent can support you in every step of the journey. Ready to learn more about contracting through Talent? Click here.