Tech
How to build a data dream team | Computer Weekly
Data is critically important to almost any business – it’s the lifeblood that makes an organisation function. But managing, leveraging and realising the commercial advantage of data is also hard.
If fully leveraging data is difficult enough, the bar is only getting higher – with AI changing the game. Traditionally, approaches to data have been through a systems-focused lens, ensuring that the systems a business operates on have the requisite data flowing through them. But now, the task has moved to ensuring that data is AI-ready. This means that it needs to be properly tagged so that AI applications know what the information is, where it came from and how it has been used before. This enables the AI to understand what the data signifies without having to interpret it for itself. Without this, the AI might guess incorrectly, leading to mistakes, unintended consequences and even hallucinations.
In the AI age, robust data governance has bever been more critical. Organisations need clear policies, rigorous standards and well-defined processes to ensure data quality. Equally important is the systematic management of data throughout its lifecycle, including consistent curation, secure storage and management so that data remains accurate, reliable and fit for advanced analytical and AI applications.
Building the data team
All of this means that having the right data team in place is imperative. However, it has also led to increased competition in the market for professionals with advanced data skills and experience. Clarity over the team and roles you are trying to build is therefore essential. So, what does a ‘data dream team’ look like?
In our experience, both from the recruitment side servicing the market and as a data practitioner building and running a team, you have to get the data team right, along with the necessary data processes and structures, before you can even think about pushing far into AI.
Several roles are critical. Firstly, data engineers are fundamental because they set the processes to collect, manage and store the data for the business to use; they lay the foundations. Data architects ensure that the data flows and connections between systems align to business needs, and can be properly scaled and supported. Then, skilled data scientists and data analysts use the data to draw out actionable insights including applying AI techniques and potentially starting the evolution towards machine learning and automation stages. BI (business intelligence) analysts also play an important role by bringing a business/sectoral lens to what the data is showing. As a business becomes more mature with both data and AI, the need develops for AI/ML engineers to design intelligent systems using the data flows created.
Another key emerging role is what one might describe as a ‘data translator’ or perhaps a ‘data solutions engineer’. These individuals form the link between the data team and the business, acting as a conduit to help translate the insights from the data into business actions that can be taken. This demands both technical skills and knowledge, and business acumen and understanding. It’s a role that often gets overlooked, although more businesses seem to be realising that it’s a vital part of the puzzle.
It is worth noting that these roles are all in high demand, and can be hard to fill. As a result, data-related salaries have jumped significantly in the last 18 months or so. Whereas many tech role salaries have only risen at or around the rate of inflation, some data roles have put on perhaps 15-20%. A good analyst may command somewhere in the region of £70-90k, engineers and scientists perhaps £80-110k, while an accomplished data translator/solutions engineer could attract £120k or more.
As can be seen from the above, a good data approach is about having a multi-discipline team comprised of different roles, working closely together. Therefore, it’s by no means simply about finding people with the right technical skills – cultural fit within the team and the business should also be key considerations. As so often the case, it’s as much about the people as it is about the technology. Businesses shouldn’t expect to assemble the right data team overnight. It’s an organic and incremental process that can take perhaps 12-18 months to fully reach fruition.
The leadership question
Then there is the issue of leadership: who should take executive responsibility for data and the data team? Most businesses have a Chief Data Officer or equivalent (Director of Data or Head of Data etc) – the key question is where this individual sits in the management hierarchy. In an ideal world, the head of data would be on a par with the heads of technology and product, and have a seat in the boardroom. In practice, this is often still not the case – but is something that we expect will change in the coming years, especially with the continuing march of AI. There are other variations. For example, in companies undertaking large-scale implementations of AI, we sometimes see a Chief Data Officer working alongside a Chief AI Officer, but in some businesses the two roles are merged into one. There are no ‘right’ answers here – it really is down to the individual dynamics within an organisation.
Finally, it is also crucial to realise that data is not only a matter for the data team: everyone is a data user. Therefore, data literacy across the business must be on the agenda, with training and resources available to help everyone increase their data competency and confidence. Only in this way will you fully realise the benefits of all the work you have put in to make high quality, granular and relevant data flow around the organisation, feeding business decision-making and unlocking commercial returns.
Jack Capel is UK south director of Harvey Nash. Adam Asprey is director of Data at Maximus UK.
Tech
Almost 90% of women leave tech industry within 10 years | Computer Weekly
Almost 90% of women choose to leave their tech career within 10 years of starting it, according to research from Akamai.
The tech services provider found that more than half of women leave their tech roles within the first five years of their career, and almost 90% within 10, making the average career length for a woman in tech in the UK six years. But the research also found that women would be willing to return to their tech career under the right circumstances.
Natalie Billingham, EMEA managing director at Akamai, said: “These insights illustrate that the UK tech industry has a window of opportunity to impact the choices of women in tech – from the past and present, and in the future.
“By providing opportunities for progression, flexible work and appropriate remuneration, tech leaders on the precipice of technological innovation have the chance to create impactful change on the tech workforce, fostering longer-lasting tenures, diverse leadership and an environment where women can thrive.”
The stagnant number of women in the UK’s technology sector is nothing new, with previous research finding multiple reasons why the tech industry cannot retain women workers even when it has succeeded in the equally difficult task of attracting them.
As well as a lack of visible and accessible role models, poor opportunities for career progression and lack of flexibility are reasons women often cite for opting out of the tech industry. The top reason women gave for quitting their tech roles was a lack of inclusive culture.
More than 50% said they left because they didn’t feel as though they belonged, 40% said it was because of a lack of gender diversity in leadership positions, and 10% said gender bias played a role in their exit from the technology sector.
Nearly three-quarters of women cited a lack of career progression as playing a part in their decision to leave the sector, while 19% stated it was their definitive reason for moving away from tech.
Flexible working has been an ongoing challenge for women in the technology sector, who often leave because they cannot balance working in an inflexible workplace when they often carry a disproportionate amount of the care burden at home.
More than half of women who have left the sector said they did so because of stringent working hours, with 15% outlining that there was no ability to work flexibly and more than 40% stated there was a lack of work-life balance. This could tie in with the 19% of women who said their main reason for leaving tech was due to burnout and a negative impact on their mental health.
Out of the large number of women who have left the technology sector, 15% are currently not working, while 13% moved into finance, 13% moved into teaching, and 12% chose to work in healthcare.
Just over 30% said they left the technology industry of their own volition and prefer their new employment situation, while many said they had no plans to return to tech.
But almost 40% claimed they would be willing to come back to their technology career under the right circumstances, of which pay, career progression and better flexibility were key factors. Just under 20% said better opportunities for career progression could entice them back to tech, while 48% said a higher salary would be the defining factor in their decision to return, and 38% would come back for better flexibility.
Out of those who have come back to the sector after having left, more than half did so because of an increase in pay, and 43% did so because of renewed opportunities for career progression.
Over 40% also claimed they returned to their tech career because they were given better work-life balance, and 37% of women who have left tech said they would consider returning to the industry if they were able to work flexibly, such as working part-time, job sharing or hybrid working. Those who have returned 90% said they’re likely to stay at least two more years if not more.
Hazel Little, CEO of Career Returners, said: “The findings provide a valuable picture of what mid‑career women are looking for to return to tech, and it’s encouraging to see that the majority could be persuaded to come back under the right conditions.
“Progression pathways are crucial for retaining talent, but equally important is ensuring that women who want to return have clear, supported ways to re-enter the sector in the first place. When employers build both return pathways and progression pathways, they create an environment where women can come back, grow and stay.”
Tech
Port of Tyne advances connected mobility, autonomous logistics | Computer Weekly
The North East Automotive Alliance (NEAA), alongside the Port of Tyne, autonomous driving technology provider Oxa and a consortium of leading industry and academic partners, has delivered the Port‑Connected and Automated Logistics (P-CAL) project.
The Port of Tyne is one of the UK’s major deep-sea ports handling specialised bulk and containerised products, alongside delivery logistics, and assisting growing passenger numbers via its International Passenger Terminal.
Overall, the Port of Tyne adds £658m to the local economy, supporting 10,400 jobs directly and indirectly, and as one of the UK’s largest trust ports. Fully self-financing, it runs on a commercial basis, reinvesting all of its profits back into facilities along the River Tyne for the benefit of the North East and its stakeholders.
Delivered and funded through the UK government’s CAM [Connected and Automated Mobility] Pathfinder programme, NEAA – a collaborative, industry-led cluster dedicated to fostering a competitive and sustainable environment for businesses – is working with its partners to deliver P-CAL to demonstrate autonomous container transport at the Port of Tyne. The initiative will see the deployment of a fully autonomous terminal tractor and secure mesh communication network to move containers between the dockside and the container compound, creating a UK first in waterside port automation.
P-CAL was designed to push the boundaries of autonomous logistics by deploying and validating a fully autonomous terminal tractor in a live port environment. Building on the North East’s earlier 5G CAL and V‑CAL initiatives – which looked to assess the commercial viability of deploying autonomous yard tractors on the Vantec-Nissan route in Sunderland – the project worked to move autonomous technology from proof‑of‑concept trials into a complex, safety‑critical, real‑world operational setting.
Over the course of the project, the consortium is said to have successfully designed, integrated and tested an autonomous container transport service capable of operating on a busy quayside. The scope of work included the deployment of a fully autonomous terminal tractor; a resilient mesh communication network; the capability to integrate with terminal operating systems; real‑time coordination with live crane movements; and the implementation of a cyber security framework to enable safe, remote and automated operations.
The system was developed and tested in a newly defined and highly complex operational design domain. This is said to reflect the realities of a working port environment where traffic density, variable conditions and human interaction present unique challenges.
The regional and national partnership delivering the project combined expertise across autonomous systems, logistics, cyber security, academia, legal compliance and industrial operations. The consortium believes its project has generated valuable technical, operational and regulatory insight that will inform the future deployment of CAM services across ports, logistics hubs and industrial sites nationwide.
By augmenting the capability of the existing workforce, it says it has shown that autonomous systems can take on repetitive or more hazardous tasks, allowing skilled workers to focus on higher-value roles. This is seen as particularly vital for the North East, ensuring the region remains at the forefront of industrial evolution while creating a more resilient and tech-enabled labour market.
“Delivering autonomous logistics in a live port environment has been a major step forward for the sector,” said Graeme Hardie, operations director at the Port of Tyne. “P-CAL has shown what’s possible when innovation is applied to real operational challenges, improving safety, efficiency and sustainability. The Port of Tyne is proud to have played a leading role in a project that will influence how ports across the UK and beyond approach automation.”
Oxa founder and CEO Paul Newman added: “The success of P-CAL proves how autonomy will enable the future of resilient logistics operations. Through the project, we’ve demonstrated that existing work vehicles can be turned into a digital workforce – successfully completing autonomous container movements in a dynamic quayside environment, while providing worksite intelligence necessary for real-time industrial optimisation. P-CAL provides a blueprint for how ports and industrial hubs worldwide can deploy autonomous technology to drive productivity, efficiency and safety.”
CAM Pathfinder is funded by the UK government, delivered by the Department for Business and Trade in partnership with automated mobility firm Zenzic and Innovate UK, the UK’s national innovation agency.
Zenzic programme director Mark Cracknell said: “P-CAL is a strong example of how government and industry can work together to accelerate the commercial readiness of CAM technologies. Projects like this are vital in turning innovation into deployment, creating high‑value jobs and ensuring the UK remains globally competitive in connected and automated mobility. As the project closes, the outcomes and learning from P-CAL will continue to shape future CAM initiatives, investment opportunities and policy development, both regionally and nationally.”
The next phase of the project will examine how the system performs across broader port operations, including the added pressures of multiple vehicles working alongside people, equipment and live commercial activity.
Tech
‘STAGED’: Conspiracy Theories Are Everywhere Following White House Correspondents’ Dinner Shooting
In the immediate aftermath of the attack on the White House Correspondents’ Dinner on Saturday night, influencers, pundits, and random posters lit up social media platforms like X, Bluesky, and Instagram with conspiracy theories about the attack and the alleged shooter.
Both left and right-wing accounts claimed, without evidence, that the attack was staged.
President Donald Trump, Vice President JD Vance, and dozens of other high-profile administration officials and journalists were attending the dinner at the Hilton hotel in Washington, DC, when a suspect, later identified by media reports as Cole Tomas Allen from California, allegedly ran past security towards the event. He was detained by law enforcement while the president and vice president were evacuated. Police said that they believe Cole acted alone, but did not expand on who his intended target was or what his motive may have been. “We believe the suspect was targeting administration officials,” acting attorney general Todd Blanche told NBC’s Meet the Press on Sunday morning.
On Bluesky, which has a predominantly left-leaning user base, many people simply wrote the word “STAGED” over and over again, echoing the response to the Trump assassination attempt in Butler, Pennsylvania in 2024.
On X, many claimed the shooting was staged as a way to bolster support for Trump’s plan to build a new ballroom in the White House. The president referenced the ballroom in a press conference after the incident and a Truth Social post on Sunday morning. Many prominent online Trump boosters echoed the need for the ballroom, including far-right podcaster Jack Posobiec, Libs of TikTok creator Chaya Raichik, and Tom Fitton, the right-wing activist who runs Judicial Watch.
Their quick response, conspiracy theorists claimed, was evidence of a coordinated campaign following the shooting. “Is this another staged event,” one X user asked in a post that has been viewed more than 5 million times.
Other social media users who claimed the incident was staged pointed to a Fox News clip that featured the station’s White House correspondent Aishah Hasnie speaking from the Hilton hotel. Hasnie told viewers that prior to the shooting, press secretary Karoline Leavitt’s husband allegedly told her “you need to be very safe,” before the call was cut off.
“Fox News just cut one of their reporters off as they seemed to indicate the shooting was a pre-planned false flag,” one X user wrote in a post that has been viewed more than 2 million times. Hasnie later clarified in an X post that her cell service had cut out in a location with notoriously bad service, adding: “He was telling me to be careful with my own safety because the world is crazy. He was expressing his concern for my safety.”
“I don’t want to be fomenting conspiracies,” wrote Angelo Carusone, the chair and president of Media Matters, on Bluesky about the Fox News interview. “But I mean…this was super weird. Super weird.”
Leavitt herself was also the focus of conspiracy theories after she said “shots will be fired” in an interview ahead of the dinner, referring to the jokes Trump was scheduled to deliver. Following the attack, X users claimed the comment was “strange,” “sus,” or a “curious choice of words,” while sharing memes that suggested the shooting was staged. At least one mainstream outlet appeared to amplify the conspiracy theory as well, describing Leavitt’s comment as “eerie” and “bizarre.”
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