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Taking the unusual route into a career in tech | Computer Weekly

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Taking the unusual route into a career in tech | Computer Weekly


For years, the traditional entry route into the tech sector was to obtain a degree in computer science, engineering or another related field and join the profession as a graduate.

But things are undoubtedly changing now as less conventional approaches, such as apprenticeships, T-level qualifications and coding bootcamps, become more widespread. They are also increasingly popular among new entrants and employers alike.

One professional who followed a decidedly squiggly career pathway before doing a six-month bootcamp in 2020 is Lucy Ironmonger, a tech lead at fintech Zuto, who studied English with creative writing at the University of Birmingham 13 years earlier.

While there, she found a bar job and, due to her love of music, seized the opportunity to run the establishment’s music night every Tuesday. On leaving, Ironmonger moved to Manchester to pursue her music dreams, undertaking a diploma in electronic music production and commercial sound engineering at the School of Electronic Music (SEM).

After writing the school’s first blog, SEM subsequently hired her, and she rose through the ranks over the next nine years to become operations director. One of her earlier jobs was as course supervisor, where she discovered a widespread fear of tech, particularly among girls.

“Part of my job was to convince them they’d enjoy it and to nurture them while they were there,” Ironmonger says. “The course changed lives, and I found that if you nurture people in the right way, they often become passionate and great at their job.”

As a result, she now takes her role as a people manager very seriously and makes time to prepare before one-to-ones with any member of her team.

“It’s about coaching people, so you want to maximise the time and help direct them in ways they want to go,” she says. “People need guidance, and it gives me the most satisfaction in my role to see people go from x to y to z.”

The growing need for soft skills

She also believes the need for all tech professionals to develop effective ‘soft skills’ will only continue to grow.

“It’s about how you communicate, how you problem-solve as tech is always changing, and how you learn to learn effectively,” Ironmonger says. “You have to have a growth mindset – it’s one of the secrets to success.”

She can demonstrate just such an approach in spades. For example, after working at SEM for four years, Ironmonger took a year’s sabbatical to practice as a plumber and electrician at her friend’s business – skills she had learned at night school to refurbish her own newly purchased house.

Despite initially experiencing anxiety about being the only woman in the room, she quickly became comfortable.“I realised that difference doesn’t need to separate you as other things can bring you together,” she says. “We talked about music and, before I knew it, I was part of the team, one of the lads, so it’s important not to let things like that hold you back.”

But developing a website for her friend’s plumbing company “sowed a seed”. So, after her wife had a baby following the first Covid lockdown when SEM was unable to offer the flexibility working opportunities she desired, Ironmonger followed friends’ advice and started to explore careers in tech.

Secrets to success

This led to her joining the Manchester Codes software engineering bootcamp. On completion of the course, she spent a week firing off a “ridiculous” number of job applications – to no response. This was when she learned the value of networking, which included building a rapport with recruitment agents and attending in-person events.

It was through such an event that she was approached by her first tech employer, Synch.Money. From there, she moved to Zuto, where she has now been for nearly four years, despite a disastrous first interview for which she was 10 minutes late.

“The hurdle of being late could have put me off, but it was a Sliding Doors moment,” Ironmonger says. “You just have to push through when your back’s against the wall – you can’t wait for a second opportunity.”

The lesson she learned is that it is impossible to “second-guess what people will think of you” as it boils down to whether recruiters think they can work with you or not.

But, Ironmonger says, if she was going to do it all again, she would advise that people “learn how to learn” by using a system such as notetaking or the Feynman Technique.

“Also make yourself visible in what you do – for example, by creating a ‘brag doc’ and regularly updating it,” she adds. “Finally, develop your confidence by exploring with your manager how to widen opportunities that help you move out of your comfort zone.”

Learning by trial and error

Another professional who took an unconventional route into the tech sector is David Parry-Jones, chief revenue officer at AI-based language platform DeepL. After undertaking a physics degree at Bangor University, Parry-Jones qualified as a teacher of maths and combined science, which he did for a year.

After discovering that teaching was not for him, Parry-Jones then started working on oil rigs in the North Sea, where he undertook geo-physical seismic surveys to understand “where to point the drill bit”, adding: “It was a mixture of electrical engineering, computers and geology – none of which I was particularly good at, so I revisited what I wanted from my career.”

Taking advice received early on that his strengths lay in working with people, Parry-Jones’ next step was to take a sales job with a Lexus car dealership. After moving into the tech sector a year later, he has not looked back, particularly since moving into management.

But he did learn a number of lessons from “blundering my way through my early life, not knowing what I wanted to do and learning by trial and error”. The first was just how important it is to “find something you like, and something you’re good at. Then, to some extent, your career looks after itself.”

“It’s what I learned from my early jobs when I had either one or neither of those things, and it’s why I kept changing direction until I found them,” he adds.

Finding a good cultural fit

A third leg of the stool, meanwhile, is finding a company whose culture suits your personality and values, he believes. This was something he learned after working for nearly seven years at Microsoft.

“I found the culture was very aligned to those at the top and the traits of those individuals, and I didn’t share them,” Parry Jones says. “I didn’t enjoy the culture, but it’s important to find an organisation that’s at least close enough culturally for you to be yourself.”

He discovered that having to “display attributes that aren’t really me” was hard work as it involved “wearing a mask and pretending to be someone you’re not”. As a result, his next move was to VMWare in a bid to find an organisation that was “culturally closer to how I behaved myself, and where I would potentially be valued more”.

Another lesson that Parry-Jones learned along the way is that the tech industry is not a place for those who are uncomfortable with change or lack resilience – particularly as life in the sector appears to be constantly speeding up rather than slowing down.

But that is not to say that careers are equally quick to build, he says: “Some people focus on progression before they’re ready to go, but it’s important to be patient and learn how to excel in a role. Nothing replaces hard work – if you have the right attributes, you will succeed.”

By the same token, Parry-Jones also advises professionals never to be afraid of failure. “I’ve managed teams that have and have not failed collectively and, as long as they can stay together, those that fail perform significantly better after doing so,” he says. “I wouldn’t wish it on anyone, but you can learn a lot and you certainly become more resilient.”



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Colt announces subsea, terrestrial network routes | Computer Weekly

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Colt announces subsea, terrestrial network routes | Computer Weekly


Financial services firms, content providers, neocloud companies and hyperscalers are all claimed to be among the primary beneficiaries of a digital infrastructure from Colt Technology Services linking the US West Coast to Asia.

The announcement marks the latest phase of the global digital infrastructure company’s global network expansion, and the investment it made in the infrastructure is said to support customers’ international growth strategies and include a transpacific subsea cable route linking the US and Japan.

Colt says the expansion elevates it from its position as the largest European B2B fibre provider to one of the largest in the world, reinforcing its role as a key player in the global digital infrastructure market.

The enhanced infrastructure is seen by Colt as strengthening its network resilience for organisations – by delivering secure, high‑performance backup and routing options for mission‑critical applications. Congested networks mean lags, delays and service interruptions – expensive setbacks which stall progress.

Colt’s network investment is designed to directly addresses surging demand driven by AI traffic. The infrastructure is attributed with giving customers greater choice of offerings, performance and cost, especially for busy transpacific routes already under pressure from rising traffic volumes.

As part of the investment, Colt will deliver a transpacific backbone route through Juno – one of the world’s newest and most advanced subsea cable systems – connecting Tokyo, Japan to Los Angeles on the West Coast of the US.

Having come into service in May 2025 and operated by Seren Juno Network Co, the Juno cable is around 11,700km (7,270 miles) long and engineered to deliver up to 350Tbps across 20 fibre pairs, using next-generation Space Division Multiplexing technology. In Japan, it lands at Minamiboso (Chiba Prefecture) and Shima (Mie Prefecture), connecting with Grover Beach, California. It extends to terrestrial points of presence in Tokyo, Osaka, Los Angeles and San Jose.

The Colt network is intended to offer customers a diverse route, connecting Colt’s existing terrestrial networks in Japan and the US, providing greater resilience and higher bandwidth options to provide greater resilience on transpacific services.

This is said to make the services ideal for businesses with global operations across Asia and the US. Another benefit is said to be an expansion in the global digital footprint, extending its “on-net” capabilities. Colt can connect directly into multiple sites across Tokyo, with on‑net coverage throughout the city’s key metro datacentres.

Commenting on the expansion, Buddy Bayer, chief operating officer of Colt Technology Services, said: “The world’s economies run on digital infrastructure, but there will come a point when existing capacity across some routes isn’t enough. This risks disrupting or even reversing the progress countries have made in connecting markets, organisations and societies. At Colt, we have a deep commitment to solving problems for our customers so they can grow and scale. This investment in our digital infrastructure connecting the US West Coast to Tokyo, Japan not only solves the capacity problem for our customers – it’s also a gateway to global growth.”

News of the new subsea infrastructure comes shortly after Colt announced an expansion and investment into new routes connecting the East Coast of the US to Europe. Specifically, the low-latency routes along the US East Coast and between the US East Coast and Europe are designed to “supercharge” capacity for customers as AI traffic surges across what is said to be the world’s busiest data pathway.



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Anthropic Supply-Chain-Risk Designation Halted by Judge

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Anthropic Supply-Chain-Risk Designation Halted by Judge


Anthropic won a preliminary injunction barring the US Department of Defense from labeling it a supply-chain risk, potentially clearing the way for customers to resume working with the company. The ruling on Thursday by Rita Lin, a federal district judge in San Francisco, is a symbolic setback for the Pentagon and a significant boost for the generative AI company as it tries to preserve its business and reputation.

“Defendants’ designation of Anthropic as a ‘supply chain risk’ is likely both contrary to law and arbitrary and capricious,” Lin wrote in justifying the temporary relief. “The Department of War provides no legitimate basis to infer from Anthropic’s forthright insistence on usage restrictions that it might become a saboteur.”

Anthropic and the Pentagon did not immediately respond to requests to comment on the ruling.

The Department of Defense, which under Trump calls itself the Department of War, has relied on Anthropic’s Claude AI tools for writing sensitive documents and analyzing classified data over the past couple of years. But this month, it began pulling the plug on Claude after determining that Anthropic could not be trusted. Pentagon officials cited numerous instances in which Anthropic allegedly placed or sought to put usage restrictions on its technology that the Trump administration found unnecessary.

The administration ultimately issued several directives, including designating the company a supply-chain risk, which have had the effect of slowly halting Claude usage across the federal government and hurting Anthropic’s sales and public reputation. The company filed two lawsuits challenging the sanctions as unconstitutional. In a hearing on Tuesday, Lin said the government had appeared to illegally “cripple” and “punish” Anthropic.

Lin’s ruling on Thursday “restores the status quo” to February 27, before the directives were issued. “It does not bar any defendant from taking any lawful action that would have been available to it” on that date, she wrote. “For example, this order does not require the Department of War to use Anthropic’s products or services and does not prevent the Department of War from transitioning to other artificial intelligence providers, so long as those actions are consistent with applicable regulations, statutes, and constitutional provisions.”

The ruling suggests the Pentagon and other federal agencies are still free to cancel deals with Anthropic and ask contractors that integrate Claude into their own tools to stop doing so, but without citing the supply-chain-risk designation as the basis.

The immediate impact is unclear because Lin’s order won’t take effect for a week. And a federal appeals court in Washington, DC, has yet to rule on the second lawsuit Anthropic filed, which focuses on a different law under which the company was also barred from providing software to the military.

But Anthropic could use Lin’s ruling to demonstrate to some customers concerned about working with an industry pariah that the law may be on its side in the long run. Lin has not set a schedule to make a final ruling.



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How Trump’s Plot to Grab Iran’s Nuclear Fuel Would Actually Work

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How Trump’s Plot to Grab Iran’s Nuclear Fuel Would Actually Work


President Donald Trump and top defense officials are reportedly weighing whether to send ground troops to Iran in order to retrieve the country’s highly enriched uranium. However, the administration has shared little information about which troops would be deployed, how they would retrieve the nuclear material, or where the material would go next.

“People are going to have to go and get it,” secretary of state Marco Rubio said at a congressional briefing earlier this month, referring to the possible operation.

There are some indications that an operation is close on the horizon. On Tuesday, The Wall Street Journal reported that the Pentagon has imminent plans to deploy 3,000 brigade combat troops to the Middle East. (At the time of writing, the order has not been made.) The troops would come from the Army’s 82nd Airborne Division, which specializes in “joint forcible entry operations.” On Wednesday, Iran’s government rejected Trump’s 15-point plan to end the war, and White House press secretary Karoline Leavitt said that the president “is prepared to unleash hell” in Iran if a peace deal is not reached—a plan some lawmakers have reportedly expressed concern about.

Drawing from publicly available intelligence and their own experience, two experts outlined the likely contours of a ground operation targeting nuclear sites. They tell WIRED that any version of a ground operation would be incredibly complicated and pose a huge risk to the lives of American troops.

“I personally think a ground operation using special forces supported by a larger force is extremely, extremely risky and ultimately infeasible,” Spencer Faragasso, a senior research fellow at the Institute for Science and International Security, tells WIRED.

Nuclear Ambitions

Any version of the operation would likely take several weeks and involve simultaneous actions at multiple target locations that aren’t in close proximity to each other, the experts say. Jonathan Hackett, a former operations specialist for the Marines and the Defense Intelligence Agency, tells WIRED that as many as 10 locations could be targeted: the Isfahan, Arak, and Darkhovin research reactors; the Natanz, Fordow, and Parchin enrichment facilities; the Saghand, Chine, and Yazd mines; and the Bushehr power plant.

According to the International Atomic Energy Agency, Isfahan likely has the majority of the country’s 60 percent highly enriched uranium, which may be able to support a self-sustaining nuclear chain reaction, though weapon-grade material generally consists of 90 percent enriched uranium. Hackett says that the other two enrichment facilities may also have 60 percent highly enriched uranium, and that the power plant and all three research reactors may have 20 percent enriched uranium. Faragasso emphasizes that any such supplies deserve careful attention.

Hackett says that eight of the 10 sites—with the exception of Isfahan, which is likely intact underground, and “Pickaxe Mountain,” a relatively new enrichment facility near Natanz—were mostly or partially buried after last June’s air raids. Just before the war, Faragasso says, Iran backfilled the tunnel entrances to the Isfahan facility with dirt.

The riskiest version of a ground operation would involve American troops physically retrieving nuclear material. Hackett says that this material would be stored in the form of uranium hexafluoride gas inside “large cement vats.” Faragasso adds that it’s unclear how many of these vats may have been broken or damaged. At damaged sites, troops would have to bring excavators and heavy equipment capable of moving immense amounts of dirt to retrieve them

A comparatively less risky version of the operation would still necessitate ground troops, according to Hackett. However, it would primarily use air strikes to entomb nuclear material inside of their facilities. Ensuring that nuclear material is inaccessible in the short to medium term, Faragasso says, would entail destroying the entrances to underground facilities and ideally collapsing the facilities’ underground roofs.

Softening the Area

Hackett tells WIRED that based on his experience and all publicly available information, Trump’s negotiations with Iran are “probably a ruse” that buys time to move troops into place.

Hackett says that an operation would most likely begin with aerial bombardments in the areas surrounding the target sites. These bombers, he says, would likely be from the 82nd Airborne Division or the 11th or 31st Marine Expeditionary Units (MEU). The 11th MEU, a “rapid-response” force, and the 31st MEU, the only Marine unit continuously deployed abroad in strategic areas, have reportedly both been deployed to the Middle East.



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