In this Q&A, Mark and Daniel share their thoughts on the trends, challenges, and future of leadership in technology-driven sectors.
Welcome to Day 7 of the 12 Days of Boyden series! Today, we spotlight Boyden’s experts in the technology, digital, and telecoms sectors: Mark Soden and Daniel Harrison. With over 35 years of combined expertise in executive search and interim management within these industries, Mark and Daniel are known for their strategic approaches and deep industry knowledge. They work with both UK-based and global companies undergoing digital transformation, building C-level and board leadership teams, and delivering high-impact interim solutions.
Q: What was a key achievement for you in 2024?
Mark: In 2024, our key achievement was successfully completing every assignment we undertook. This reflects our team’s dedication and expertise in sourcing the right leadership for companies undergoing significant digital transformation.
Daniel: For me, the key highlight was consistently working with exciting new and existing clients, and our quarterly virtual event, The Boyden Brief, was exceptionally well-received this year. It’s a platform that brings together thought leaders to discuss the latest trends within Interim Management.
Q: What was the most significant challenge facing the technology sector this year?
Mark: The recruitment process is taking longer now than ever before. Companies, investors and individual executives are being more considered in their decisions - there is a far greater deal of due diligence at every step of the process. In principle this is good practice because careful reflection will normally lead to better decisions, but it can be frustrating if one party wants to move faster than the other, so there is a real balance to be struck to keep all parties happy.
The solution is nearly always the same - Keep communication channels open and keep the dialog flowing at all times.
Daniel: For me, the major challenge this year was the economic uncertainty, influenced by global affairs, such as the US election and local economic factors such as a general election and more recently the UK budget. This uncertainty has led to a cautious approach from both Interim Managers and companies, making it more challenging to make decisions and move forward.
Q: What industry trends do you believe will define the future of the technology sector?
Mark: The future of our sector will be heavily influenced by emerging technologies such as AI, blockchain, and quantum computing. These technologies will not only shape the way companies operate but also how leadership teams adapt to these changes. Additionally, AI governance and ethical concerns around emerging tech will be important areas of focus.
Daniel: I believe AI ethics and governance will be a key trend, especially as companies increasingly integrate AI into their operations. Remote collaboration will continue to evolve, and as more companies work from distributed locations, they will need leaders who can manage across borders effectively and maintain cohesion.
Q: What are the most critical skills for executives in the technology sector in 2025?
Mark: In 2025, the most important skills for executives in my sector will be resilience, strong leadership capabilities, and the ability to move at pace. With the rapid changes in technology, executives must be able to make decisions quickly, manage change effectively, and remain focused under pressure.
Daniel: For me, the key skills in 2025 will be tech-savviness, particularly around emerging technologies, and a strong ability to foster innovation. As we move further into the digital age, executives will need to make informed decisions about adopting new technologies and ensuring these tools drive growth and development.
Q: What do you see as the biggest hurdle for executives in the technology sector next year?
Mark: The biggest hurdle I foresee for executives in my industry will be lack of investment, especially from private equity (PE) firms. This could hinder the growth of tech and telecom companies as they struggle to secure the capital needed to scale or innovate. Executives will need to be creative in how they manage these constraints.
Daniel: One of the main hurdles will be competition for talent. As technology continues to advance, cyber threats and data privacy regulations will require executives to find ways to protect their organisations, while still attracting and retaining top talent. The adoption of AI will also pose challenges, particularly as companies face the ethical and regulatory implications of its use.
Q: How can companies in the technology sector prepare for these upcoming challenges?
Mark: Companies can prepare by strengthening client relationships and improving their sales and marketing functions. They should also invest in their products and remain focused on innovation to stay competitive. Having a clear strategy for attracting and retaining talent will be critical in navigating uncertain times.
Daniel: To prepare, companies need to develop robust talent attraction strategies and focus on continuous learning and development. Interim Managers always make a difference, ensuring your current talent remains up-to-date with the latest technological advancements and will help your leadership strategy.
Q: How are hybrid and remote work models impacting the technology sector’s approach to leadership?
Mark: Hybrid work models have become essential for attracting candidates, as they offer greater flexibility. We’ve found that leadership teams tend to be more productive in a hybrid model, and employees feel less micromanaged, which enhances overall performance and engagement.
Daniel: For my part, hybrid and remote work are no longer new concepts, and most organisations I work with have already adapted well to these models. Many companies now sit within a 2-3 days a week in-office model, and it has become part of the fabric of how leadership teams operate.
Q: What changes in work models do you anticipate for the technology sector in 2025?
Mark: I don’t anticipate any significant changes compared to this year. However, the adoption of AI will continue to grow across all functions and may become even more integrated into remote and hybrid work structures to boost productivity and efficiency.
Daniel: I expect little drastic change in the work models, but AI will continue to be adopted in increasing volumes across all functions, from decision-making to operations. We’ll see more focus on digital collaboration tools and remote leadership as organisations adapt to an increasingly digital and dispersed workforce.
Q: What one piece of advice would you give to leaders navigating the challenges in the technology sector?
Mark: My advice is to build your network outside your company by attending events, summits, and conferences. This will keep you informed of the latest trends and help you identify future leaders who can help drive your business forward.
Daniel: I’d recommend that leaders stay informed about the trends relevant to their organisation and embrace change. The technology and digital landscapes are evolving rapidly, and leaders who are proactive in adapting to these shifts will be better equipped to guide their teams successfully.
Mark Soden and Daniel Harrison’s insights offer valuable perspectives on how leadership in the technology, digital, and telecom sectors must adapt to ongoing challenges and emerging trends. By focusing on innovation, tech-savvy decision-making, and strategic talent development, companies in these industries can build resilient, future-ready leadership teams.
