1、February 2024Unlocking the UKs tech talent potential Executive summary Talent plays an important role in the success of any business.Hiring individuals with the right skills can allow businesses to realise their potential and execute their vision,but the skills required are constantly evolving.The U

2、K tech sector is dynamic and rapidly changing,employing over 3m people.New technologies such as artificial intelligence(AI)are changing the skills that tech companies need,while the shift towards hybrid and flexible working models,accelerated by the COVID-19 pandemic,has broadened the geographical s

3、cope for job seekers.This report investigates digital skills and hiring in the tech industry in this context through the analysis of 15k active high-growth UK tech companies.Technological developments are leading to skill gaps in the tech industry,with demand outstripping supply on many occasions.Th

4、is imbalance has led to increased competition among businesses for talent,which has led to a rise in median salary for in-demand skills,such as the programming language Python.The digital skill gap is impacting the UK economy through loss of GDP.The Digital Skills Council,a collaborative effort betw

5、een government and industry to address the digital skills shortage,aims to develop solutions that ensure the UK remains competitive in the global economy.Diversity and inclusion have been major issues within the tech sector,at times companies within the industry have failed to hire those from a rang

6、e of gender,ethnic and socioeconomic backgrounds.Initiatives addressing these issues are becoming increasingly common,a positive sign for the development of the industry.Unsurprisingly,companies in London are at the epicentre of tech hiring,followed by the South East and the East of England.Companie

7、s at the venture stage of evolution are hiring the most employees.Software-as-a-Service(SaaS)businesses are making the most hires within the broader tech sector.Universities and industry networks play a crucial role in attracting and retaining talent by nurturing the next generation of tech professi

8、onals.Universities are often at the forefront of education in emerging technologies,while industry networks facilitate the exchange of knowledge and foster collaboration.AI has the potential to transform recruitment for employees and employers.While there is already evidence of technology transformi

9、ng the recruitment process,recruiters need to be wary of the potential for AI to perpetuate biases.Recruitment processes may need to be altered to accommodate the increasing use of AI,to ensure candidates are fairly tested for their suitability and are not abusing this technology.As the companies an

10、d those employed in the UK tech sector navigate these changes,the commitment to training and development,diversity and inclusion,and adapting to emerging technologies will be the key to unlocking the sectors full potential and maintaining its global competitiveness.Page 1Executive summary Introducti

11、on Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutUnderstanding skills and hiring in the tech industry The evolving nature of the technology sector has highlighted the importance of both skill sets and hiring practices for businesses.Employing

12、over 3m people,the UK tech sector is leading amongst its European counterparts.1 With the advent of new technologies,many traditional tech roles are changing whilst new roles are emerging.In recent years,tech roles have diversified to include specialised fields such as artificial intelligence(AI),cy

13、bersecurity,and data science.Skills in machine learning and data analysis have become increasingly vital,alongside a growing emphasis on soft skills like adaptability,problem-solving,and communication.This shift in skill requirements reflects the industrys progression and impact on employment trends

14、.As digital transformation accelerates,the demand for skilled tech professionals continues to grow,outpacing the supply in many areas.The rapid pace of technological advancement requires entrepreneurs to continuously adapt their talent requirements to stay competitive.This competition is driving hig

15、her salaries and more comprehensive benefits packages as businesses strive to differentiate themselves to prospective employees.Resultant of the global pandemic,hybrid and flexible working arrangements have become an essential part of company culture.These models have expanded the geographical scope

16、 for job seekers,enabling them to explore employment opportunities in a broader range of locations.However,the gap between the skills available in the workforce and those needed by employers continues to widen.2,3 This gap poses significant challenges for businesses and in some cases has hindered po

17、tential growth.Digital skills,which encompass a range of competencies such as computer literacy to technology expertise,are becoming increasingly important in the economy.The digital skills gap is estimated to cost the UK economy 63b per year in lost potential gross domestic product(GDP).4 However,a

18、s reinforced in the UK Digital Strategy,there is a concerted effort towards upskilling current employees to meet the demands of new technologies and methodologies.An example of initiatives being established to combat this is the Digital Skills Partnership(DSP),which aims to close the gap through the

19、 provision of training and education resources.By increasing the supply of digitally and tech-enabled workers,the UK aims to enhance its global competitive reach and innovation.The tech industry has historically struggled with diversity,particularly in terms of gender,ethnicity,and disability repres

20、entation.Although women make up about half of the global workforce,they are significantly underrepresented in the tech sector.Only 24%of jobs within the tech sector are occupied by women,with female representation dropping further in sub-sectors such as cybersecurity.5 Prioritising diversity and inc

21、lusion can enhance a companys reputation and increase attraction to potential talent.Some UK businesses have adopted blind and inclusive hiring practices and conduct unconscious bias training to enhance awareness as well as diverse and inclusive behaviours.Diverse teams have been shown to be more in

22、novative and efficient,due to their varied perspectives and experiences.6 This report examines digital skills and hiring in the tech industry through the evaluation of over 15,000 active high-growth tech companies.The term“actively hiring”for the purpose of this report has been used to describe busi

23、nesses with a live job advertisement on Page 2Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology Abouttheir website.The report also leverages labour market data provided by the job advertisement platform Adzuna.Page 31 Dep

24、artment for Digital,Culture,Media&Sport,and Paul Scully MP.UK Tech Sector Retains#1 Spot in Europe and#3 in World as Sector Resilience Brings Continued Growth.GOV.UK,21 Dec.2022 2 Skills Shortage Increase Sends an Important Message to Us All.Speakers for Schools3 HR Review.The Skills Gap Is Widening

25、:How Can the Talent Shortage Come to an End?,6 May.2022 4 UK Government.UK Digital Strategy.GOV.UK.4 Oct.20225 TechUK.As the Technology Industry Continues to Grow,So Does the Number of Women Working in IT,2023 6 Forbes Insights.Diversity Confirmed to Boost Innovation and Financial Results.Forbes,Jan

26、uary 15,2020Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutPage 4As of January 2024,London leads the UKs tech hiring with 1,664 companies,followed by South East England(418)and East England(252).Key hiring sectors

27、 include SaaS(1,157 companies),internet platforms(889),and mobile apps(544).Venture-stage companies dominate hiring(31.3%),closely followed by growth-stage(25.5%)and seed-stage(22.3%).The East of England is also becoming increasingly prominent,with 252 hiring companies,drawing on the intellectual ca

28、pital of Cambridge and other innovation-rich areas.Trends in hiringExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutRegional distribution of actively hiring companiesAs of January 2024,London is the most actively hi

29、ring region,leading with a significant 1,664 companies seeking new talent.This is a testament to the abundance of co-working spaces,networking events,and London being a melting pot of global talent enriched by a large business population.The South East of England follows with 418 actively hiring fir

30、ms,benefiting from the spill-over from Londons tech ecosystem and the famed M4 corridors tech clusters.The East of England is also becoming increasingly prominent,with 252 hiring companies,drawing on the intellectual capital of Cambridge and other innovation-rich areas.In parallel,the North-West wit

31、h 207 actively hiring companies,is undergoing a remarkable transformation.Once known for their industrial heritage,cities like Manchester and Liverpool are now at the forefront of the digital revolution.Consequently,they are actively seeking to attract and nurture local talent.Scotland also stands s

32、trong as a tech powerhouse,with 179 actively hiring companies.This growth can be attributed to a combination of strong academic foundations and proactive governmental policies.This necessitated the recruitment of top talent to satisfy the growing demands of the flourishing Scottish technology sector

33、.Distribution of actively hiring technology companiesby region(as of January 2024)0400+179 6871207602521,664418Page 5Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutLocal authority distribution of active

34、ly hiring companies As of January 2024,Westminster and the City of London lead the UKs tech hiring scene,with 242 and 240 actively hiring firms,respectively.Camden and Hackney,with 195 and 177 hiring companies each,are also burgeoning as centres of tech innovation.This observation is reflective of t

35、he capitals attractiveness,with London boroughs reaping the benefits of the citys status as a global financial hub.Londons extensive financial infrastructure not only ensures that tech firms are well-funded but also allows them to attract a diverse workforce,fuelling their growth in a competitive gl

36、obal market.Edinburgh(75),Cambridge(68),and Manchester(68)are also key players in the UKs expanding tech employment.Renowned for their exceptional academic institutions and research,these cities are becoming magnets for tech firms and top talent,especially in specialised areas like life sciences and

37、 AI.This trend highlights a strategic shift in the UKs tech industry,branching out from London to tap into the rich pools of local talent these cities offer.Glasgow,hosting 43 actively hiring companies,stands as a significant tech hub.This upswing in hiring is largely attributed to Glasgows signific

38、ant investment in innovation districts and accelerator programmes.These initiatives are not only significant for spawning a range of promising high-growth companies but also creating demand for diverse talent to fuel their expansion.Page 6Distribution of actively hiring technology companies by local

39、 authority(as of January 2023)WestminsterCity of LondonCamdenHackneyIslingtonSouthwarkTower HamletsCity of EdinburghManchesterCambridgeBristol,city ofHammersmith and FulhamSouth CambridgeshireLeedsGlasgow City2407937584643Executive summary Introduction Trends in hiring Attracti

40、ng talent Developing and retaining talent The future in tech Methodology AboutCompany spotlight:SR2“We need diversity within tech companies because we all use tech every single day,and it needs to be accessible to the customers,”says Alicia Teagle,co-founder,and Director of SR2.“As a woman,I can tel

41、l when a platform has got women in mind;it typically suggests the presence of a diverse team behind it.”Based in Bristol,London,Munich and Austin,SR2 is a BCORP-certified recruitment agency that focuses on connecting tech and digital talent in the UK,USA,and Europe with suitable employers.It was fou

42、nded in 2017 by Chris Sheard,CEO,Nathaniel Smith,Vice President,and Alicia Teagle.SR2 works with hiring businesses to create tailored recruitment strategies.“Companies like to work with us because of our socially responsible values and ethos,and candidates like being represented by us because we wor

43、k with brilliant companies.If you take the time to get to know a business and its culture and values,youll know when youve found the right candidate,”explains Teagle.SR2 was featured on The Sunday Times Hundred 2023,showcasing Britains fastest-growing private companies coming 34th with a 3-year CAGR

44、 of 104%.The development of emerging technologies within tech sector has created new roles in the technology sector.Employers are now seeking candidates with a wide range of skills beyond traditional coding or computing skills.“There are so many different opportunities within technology,be it design

45、ing,game development,or even AI and ML.There are so many different areas,and its important that the next generation are aware of the opportunities that are within technology,”says Teagle.Teagle,emphasising the importance of ethical practices in hiring,says,“Our focus is on our social responsibility

46、through transparency,honesty,and integrity in our recruitment approach.”One of the main issues within the tech sector is the underrepresentation of women and the existing gender pay gap.SR2 aims to address these disparities.We want to help increase the number of women in IT and decrease the gender p

47、ay gap,Teagle explains.Furthermore,Teagle suggests a practical step towards inclusivity in recruitment:Remove the level of seniority or years of experience from ads because it deters people who can do the job but dont tick every box.This approach advocates for a shift in how job qualifications are p

48、resented,aiming to lower barriers for potential applicants who might be deterred by stringent requirements,thereby opening doors to a broader range of talents and contributing to the diversification of the tech workforce.Page 7“Our focus is on our social responsibility through transparency,honesty,a

49、nd integrity in our recruitment approach.”Alicia Teagle Co-Founder and Director,SR27 Tech for Good South West.2023.Episode 2-Recruiting in Tech for Good with Alicia Teagle.Tech for Good South West,February 148,9,10 Lindsay,Ffion.2018.Culture fit is the biggest challenge for startups:Alicia Teagle on

50、 recruiting for Bristols tech industry.CookiesHQ.September 6Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutTop sub-sectors In January 2024,the SaaS sector led with 1,157 actively recruiting firms.This could be inf

51、luenced by an increasing preference among businesses for cloud solutions in areas such as customer relationship management and accounting.The preference for SaaS platforms reflects their potential to offer tailored,efficient solutions for business needs,thereby creating an attraction for specialists

52、 skilled in developing and customising these platforms.Internet platforms,accounting for 889 companies,are central to the digital economy,offering spaces where businesses interact with consumers and execute transactions.The expansion of e-commerce,online services,and virtual communities has accelera

53、ted the need for web developers,digital marketers,and cybersecurity experts.Mobile applications,comprising 544 actively hiring companies,demonstrate a strong hiring trend due to the escalating need for skilled developers and designers.These talents are crucial in enhancing app functionalities and ca

54、tering to the evolving requirements of contemporary mobile users.There are 476 artificial intelligence companies that are actively hiring in the UK and this is reflective of the expanding application of this general technology across industries.It is estimated that around one in six UK organisations

55、 have adopted at least one AI technology,with the technology sector having one of the highest AI adoption rates.7 This high rate of adoption fuels a strong hiring presence,driven by the demand for experts capable of implementing AI solutions tailored to suit diverse industry needs.Fintech,specialisi

56、ng in integrating technology with financial services like banking and investment comprises 257 actively hiring companies.The sectors hiring landscape highlights its demand for talents adept at navigating the rapidly changing online economic landscape.In parallel,the cloud computing sector accounts f

57、or a significant 170 actively hiring companies,driven by the growing complexity and scope of cloud-based systems worldwide.Page 8Top sectors and emerging sectors of actively hiring technology companies(as of January 2024)Software-as-a-service(SaaS)Internet platformAnalytics,insights,toolsMobile apps

58、Artical intelligenceFinTechBusiness banking and nancial servicesSecurity services(physical and virtual)Cloud computingIT consultancy works8891,5476257188170161Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology A

59、boutStage of evolution of actively hiring companies Of companies that are actively hiring,venture-stage companies comprise the largest single group,accounting for 31.3%of all actively hiring companies.At this stage,businesses commonly have marketable products,significant regulatory progression,and h

60、ave demonstrated a clear potential for high growth.These factors,combined with their increased funding from venture capital firms,enables them to actively recruit and expand their operations and product development more aggressively than companies at other stages.Closely following are companies in t

61、he growth stage,representing 25.5%of actively hiring activity.Typically,these are businesses that have been established for over five years,and often have multiple branches.Furthermore,they are also characterised by substantial revenues,some profit,and others by highly valuable technology.This stage

62、 is marked by rapid customer acquisition and considerable market expansion,necessitating the increased recruitment of employees to support and sustain this growth.Seed-stage companies account for a substantial 22.3%of actively hiring companies.This figure stands out as unexpectedly high for early-st

63、age businesses as they usually have limited resources,making significant investments in hiring difficult.The observation might stem from improved access to early-stage funding or could be a result of a preference for a more aggressive growth strategy aimed at swift development and market penetration

64、.On the lower end,established companies make up 20.9%of actively hiring companies.This may reflect a stable workforce situation where fewer new hires are needed,and a business is operating efficiently without the need for workforce expansion.Page 9Stage of evolution of actively hiring technology com

65、panies(as of January 2024)22.3%20.9%25.5%31.3%SeedVentureGrowthEstablishedExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutPage 10Universities and industry networks play an important role in entrepreneurship and inn

66、ovation.Many institutions are offering courses and programmes on specialised technologies such as AI and cybersecurity to equip graduates with competencies in emerging technologies.Many sectors,including the tech sector,have not witnessed as many vacancies as observed in 2019.Trends in quarterly dat

67、a revealed the number of 2023 vacancies has contracted significantly.Attracting talentExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutUniversity and industry networks Industry networks are collaborations between bu

68、sinesses,professionals,and organisations within a specific sector.These networks facilitate knowledge exchange and innovation.Universities often partner with industry networks,providing research,academic expertise,and as well as talent pool of graduates.Universities have adapted to the evolving tech

69、 industry by offering specialised courses and programmes in areas such as AI and cybersecurity while continuously updating traditional curricula in computer science and information technology(IT).By doing this,universities are attempting to equip graduates with proficiency in emerging technologies.B

70、eyond their academic role,universities also act as networking hubs,linking students with industry professionals through diverse platforms.These include career fairs,guest lectures,and mentorship programmes,which provide valuable opportunities for students to engage with and learn from experienced in

71、dustry figures.An example of the relationship between academia and industry is the University of Warwick Science Park(UWSP).Located on the universitys Coventry campus,UWSP stands out as one of Europes leading science parks,supporting growth for companies in technology,science,and the creative sector

72、s.Technology businesses like Bosch,FTI Communication Systems,and LG Electronics operate at UWSP and have access to a pool of talented individuals from the university.These companies often provide students with practical experience through internships and,in many cases,also offer employment opportuni

73、ties after graduation.University-industry networks also play a crucial role in entrepreneurship and innovation within the tech sector.Many universities have established incubators and accelerators that support students and alumni in turning their ideas into viable businesses.These initiatives often

74、provide resources such as mentorship,funding,and networking opportunities.Individuals from industry networks frequent these events and can offer additional funding or support to participating businesses.Industry networks equip students with real-world skills and enhance employability.For universitie

75、s,these collaborations help keep their courses relevant and future-oriented.They also play a key role in attracting prospective students who are keen on gaining practical experiences alongside their academic pursuits.Furthermore,these partnerships can lead to research collaborations,providing facult

76、y members and students with opportunities to work on cutting-edge projects.Alumni who have transitioned into the tech industry often remain connected with their associated university,providing mentorship,participating in speaking engagements,and facilitating the recruitment of graduates.These long-t

77、erm relationships not only benefit the students but also help in building a strong,mutually beneficial ecosystem between the university and the industry.Page 11Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutThe de

78、mand within the tech sector During the peak of the COVID-19 pandemic in Q2 2020,all sectors saw a steep decline in job ads as companies either slowed or stopped hiring plans.Demand in the tech sector dropped by 55.3%from the previous quarter,while consultancy and accounting and finance sectors saw d

79、eclines of 62.9%and 54.7%,respectively.The widespread economic uncertainty,hiring freezes,and layoffs were direct results of the global lockdowns and market disruptions caused by the pandemic.However,the tech sector saw a remarkable turnaround,rebounding to an all-time high by Q1 2022,with a 15.2%in

80、crease from Q1 2019.This recovery was driven by companies quick adoption of digital platforms to support remote work by various companies and a push towards automating cloud systems to enhance digital customer interactions and operational efficiency.This shift to advanced digital infrastructures cre

81、ated a significant demand for tech professionals to manage these transitions.By Q4 2023,the boost in tech jobs seen earlier had diminished,with demand shrinking to just 50.1%of its Q1 2019 levels.This decrease was partly due to the completion of urgent IT projects started during the pandemic.Additio

82、nally,a saturation in the market resulting from the initial wave of extensive hiring to meet the digital demands of that period.This extensive hiring,while initially necessary,led to an eventual workforce surplus as tech companies adjusted to the post-pandemic economic environment.Furthermore,height

83、ened investor expectations for profitability and operational efficiency have prompted tech firms to reassess and streamline their workforce.As such,the tech sector,despite still having higher overall headcounts than pre-pandemic figures,is currently experiencing a trend of workforce reductions,refle

84、cting a broader market correction and a shift towards enhancing per-employee productivity metrics.Page 12Q1 20506070809000Q2 2019Q3 2019Q4 2019Q1 2020Q2 2020Q3 2020Q4 2020Q1 2021Q2 2021Q3 2021Q4 2021Q1 2022Q2 2022Q3 2022Q4 2022Q1 2023Q2 2023Q3 2023Q4 2023Science and

85、QAAllITConsultancyAccounting and nanceChange in job demand by sector(2019-2023)*Beauhurst analysis of Adzuna dataExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutMost sought-after executive positions In 2023,the mos

86、t common executive position within the tech industry was Chief Executive Officer,with CEOs accounting for 28.3%of all executive positions.This proportion has decreased from 2022,when CEOs accounted for 33.5%of all executive positions.Chief Technology Officer(CTO)was the next most common position,acc

87、ounting for 12.1%of positions at tech companies in 2023.The presence of a large number of CEOs in the tech industry is unsurprising,given that almost all companies will have one.The same can be said for CTOs.Given that this analysis looks into tech companies,it is important that these businesses hav

88、e an executive dedicated to managing technical operations.The proportion of Chief Operating Officers,Chief Scientific Officers,Operations Directors,and Executive Directors operating in tech companies has increased between 2022 and 2023.Top technology sector executive positions by proportion of total

89、(2022-2023)Page 13Chief ExecutiveOcerChief TechnologyOcerManaging DirectorChief OperatingOcerTechnical DirectorChief ScienticOcerBusiness DevelopmentDirectorOperations DirectorCommercial DirectorExecutive Director2022202333.51%28.28%12.37%12.08%8.87%8.19%4.52%6.06%3.67%3.17%2.93%3.64%2.86%2.77%2.86%

90、3.20%2.61%2.27%2.55%3.02%Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutCompensation and benefits In the technology sector,compensation and benefits are highly competitive factors when aiming to attract and retain

91、 exceptional talent.Compared to other industries,salaries in tech are significantly higher than the national average.The median wage for technology professionals in England is estimated at 42,758,which is 55.0%higher than the national average.This variance in pay is influenced by factors such as rol

92、e,experience,and geographical location.Particularly in major technology hubs like London,higher salaries are common.Benefits in the tech sector extend beyond financial compensation,with many companies offering health insurance,mental health support and generous holiday allowances.Recognising the cri

93、tical role of mental and physical well-being in a productive workforce,approximately 80%of job seekers prioritise mental health benefits.12 Consequently,numerous tech companies incorporate initiatives like therapy and counselling services alongside gym membership discounts.Professional development o

94、pportunities are becoming increasingly integral to compensation packages.With 65.0%of UK employees considering the absence of personal development as a motive for job change,the significance of these opportunities is evident.13 Tech companies frequently invest in their workforce by offering training

95、 programmes,access to educational courses,and tuition reimbursement for further qualifications.Equity or stock options are commonly provided in both startups and large technology companies,serving as a significant component of employee compensation packages.These options offer employees an opportuni

96、ty to own a portion of the company,thereby not only presenting a financial incentive but also cultivating a sense of belonging and personal investment in the companys future and growth trajectory.One specific form of equity compensation is the enterprise management incentive(EMI)scheme,which is part

97、icularly prevalent in the UK.EMI schemes are designed to help smaller,high-growth companies attract and retain talented staff by offering tax-efficient stock options.Under an EMI,employees can purchase company shares at a fixed price,usually set at the time the option is granted,which can be signifi

98、cantly lower than the market value at the time of purchase.This setup can be lucrative for employees if the companys value increases over time.Flexible work arrangements have become increasingly common,with an increasing number of companies offering remote work opportunities and flexible scheduling

99、options.This shift in working approach reflects a growing emphasis on prioritising work-life balance and accommodating a variety of working styles and personal needs.The adoption of these flexible practices acknowledges that productivity and job satisfaction can be enhanced when employees have great

100、er control over their working environment and hours.Such arrangements cater to a more diverse workforce,including working parents or those living in distant locations.By offering the ability to work from anywhereand at times that suit individual schedulestech companies are not only expanding their t

101、alent pool but are also promoting a culture of trust and autonomy.Furthermore,it allows companies to reduce overhead costs associated with maintaining large office spaces while simultaneously contributing to environmental sustainability,by reducing commuting.Page 14Executive summary Introduction Tre

102、nds in hiring Attracting talent Developing and retaining talent The future in tech Methodology About11 State of the Tech Workforce UK 2023.CompTIA,2023 12,13 Employer News.The Top Five Employee Benefits for 2023/2024Company spotlight:Fertifa“Fertifa is Europes most comprehensive reproductive health

103、benefits provider,and we take pride in the quality of our human-led clinical care.All of our pathways and offerings have been developed in response to demand from UK and European businesses,and we look to continue adding to our provision,”explains Eileen Burbidge,Director of healthtech company Ferti

104、fa.“Our scope encompasses a wide array of reproductive healthcare and wellbeing,including services catering to neurodiversity and offering financial assistance for costly treatments and care.”Established in 2019,London-based Fertifa provides businesses and individuals with reproductive and sexual he

105、alth wellbeing services.By offering such services,Fertifa is dedicated to mitigating the reproductive health challenges that employees face,which are often overlooked.“We work with clients and help them recognise how many of their employees are likely to go through reproductive health journeys,wheth

106、er that be family forming,parenting,hormonal health changes,or otherwise.Then we demonstrate how much Fertifas wellbeing support will improve absences,productivity,and overall wellbeing,”says Burbidge.Notable Fertifa customers include Monzo,Lululemon,and Meta.Fertifa has received 6.78m in equity inv

107、estment via two fundraising rounds.In the UK,fertility and reproductive health assistance are increasingly valued as essential components of employee compensation packages.This trend is driven by declining fertility rates and the upward shift in the age of first-time parents,prompting many job seeke

108、rs to prioritise companies that are offering reproductive health benefits.“Workplace-funded wellbeing support not only demonstrates an employers dedication to diversity,equity,and inclusion but also signifies a commitment to nurturing employee wellbeing during times of challenge,”says Burbidge.Ferti

109、lity and hormonal health services are often expensive,can involve absences,and can be challenging to navigate.“Employees greatly benefit from access to specialist clinical and medical professionals,whether through direct consultations or via our informative webinars and educational resources,”explai

110、ns Burbidge.When compared to competitors,Fertifa has a wider range of support offerings and,according to Burbidge,is also committed to addressing the nuanced and financial needs of individuals during critical phases of their reproductive health journeys.Page 15“Workplace-funded wellbeing support not

111、 only demonstrates an employers dedication to diversity,equity,and inclusion but also signifies a commitment to nurturing employee wellbeing during times of challenge.“Eileen Burbidge Director of FertifaExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent

112、 The future in tech Methodology AboutPage 16Demand for soft and hard skills has risen across the tech sector,with communication being the most sought-after skill.Through analysis of job vacancy data,it is estimated that a large skill gap exists for hard skills,specifically programming languages and

113、software-specific skills,such as Python and AWS(Amazon Web Services).Evaluation of turnover rates indicates that Heads of Marketing roles have the highest churn rate of all executive positions at tech companies,whilst CEOs tend to remain at the company for a longer term.The vast majority of jobs tha

114、t were posted by tech companies were looking for someone with a senior level of experience.Developing and retaining talentExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutUnderstanding desirable skills in the tech e

115、cosystem Across the tech sector,there has been significant growth in the demand for both soft and hard skills.Between 2019 and 2023,the most requested skill by advertising businesses was communication.The most sought-after competency within the tech sector in 2023 was communication,as cited in 48%of

116、 job postings.In the same year,data-related skills closely followed,appearing in 45.0%of listings.The high demand for communication skills is likely due to the increasing prevalence of remote and hybrid work models,necessitating effective communication and teamwork in dispersed teams.2019AprilJulyOc

117、tober2020AprilJulyOctober2021AprilJulyOctober2022AprilJulyOctober2023AprilJulyOctoberCommunicationsDataEngineeringManagementClient ManagementCloud SecurityDigitalReportingTestingSQLAmazon AWSJavaScriptStrategyConsultingProject ManagementMost in-demand skills in the technology sector(2019-2023)The st

118、reamgraph displays data trends over time with each skill being represented by a stream.The width of each layer indicates its value at any given time.The peaks and troughs illustrate increases and decreases respectively.Page 17*Beauhurst analysis of Adzuna dataExecutive summary Introduction Trends in

119、 hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutSkills gap within the UK tech ecosystem The skill gap refers to the differences between the skills companies are demanding and what candidates can bring to the role.Median salary acts as a good proxy for th

120、is.If a skill is in short supply,then the salary businesses are willing to pay should be high.The skills seen in the chart are the highest-paying skills within the tech sector which,therefore,suggests that they have the greatest skill gap.It appears that within the tech industry,skills such AWS(67.1

121、k),DevOps(64.5k)and Python(60.5k)have seen a greater influx of labour equipped with those skills,as the median salary has fallen between 2022 and 2023.This can be broadly seen across most of the top-paying skills,with the median salary having decreased or stagnated over the past year.The decrease or

122、 stagnation in median salary may be resultant of more jobs being offered with lower salaries.Since the median salary includes roles of all levels of seniority,an increase in entry-level or lower-paying positions would lower the overall median salary.Median salary of in-demand skills in the technolog

123、y sector(2019-2023)Page 18*Beauhurst analysis of Adzuna dataAvg.Amazon AWSAvg.ArchitectureAvg.All jobsAvg.C#Avg.IT jobsAvg.DevopsAvg.JavaScriptAvg.Project ManagementAvg.PythonAvg.SQLAvg.Software DevelopmentAvg.Strategy20K25K30K35K40K45K50K55K60K65K70KQ1 2019Q2 2019Q3 2019Q4 2019Q1 2020Q2 2020Q3 2020

124、Q4 2020Q1 2021Q2 2021Q3 2021Q4 2021Q1 2022Q2 2022Q3 2022Q4 2022Q1 2023Q2 2023Q3 2023Q4 2023Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutHighest and lowest churn positions In tech companies,the position with the

125、highest turnover is Head of Marketing as mentioned,with just under half(49.1%)having been at their company for more than three years.This is in contrast to Managing Directors and Chief Executive Officers where,respectively,86.4%and 86.2%of these positions are still active.Based on how this analysis

126、was conducted,positions that are still active are filled by individuals who have been at a company for more than three years.In general,roles operating in the commercial side of a business have a higher churn rate,based on the proportion of positions currently active.This includes Head of Sales(57.6

127、%)and Head of Business Development(61.6%).Those in more technical positions,such as Chief Scientific Officers(82.9%),Technical Directors(81.0%),and Chief Technical Officers(77.7%),tend to have a lower churn rate.Tenure of executive positions at technology companies(2020-2023)Page 19*Beauhurst analys

128、is of Adzuna dataLess than 3 months3-6 months6-12 months12-18 months2-3 years18-24 monthsStill activeManaging DirectorChief Executive OcerChief Scientific OcerExecutive DirectorTechnical DirectorChief Technical OcerOperations DirectorChief Operating OcerChief Technology OcerChief Financial OcerCreat

129、ive DirectorChief Product OcerHead of ProductHead of DevelopmentCommercial DirectorFinance DirectorMarketing DirectorChief Strategy OcerBusiness Development DirectorSales DirectorChief Commercial OcerHead of EngineeringHead of DesignChief Revenue OcerHead of Business DevelopmentHead of OperationsChi

130、ef Marketing OcerHead of SalesHead of PartnershipsHead of MarketingExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutSeniority of advertised positions When looking at job advertisements between 2019 and 2023,where da

131、ta on seniority was available,at least 75%of job postings in each year were for senior-level positions.There appears to be a strong preference among companies for senior positions,particularly in 2021,where 81.6%of job postings were looking specifically for candidates with senior-level experience.Po

132、stings seeking junior-level positions were the second most common throughout the period,with these positions requiring at least some level of experience however,as opposed to entry-level which considers candidates with no prior work experience.In 2023,junior and entry-level positions saw the same le

133、vel of demand,the first time this has occurred in the period,whilst demand for medior-level positions(experience between junior and senior level)fell to its lowest level since 2019.Proportion of job advertisements in the technology sector by role seniority(2019-2023)Page 20*Beauhurst analysis of Adz

134、una dataEntryJuniorMediorSenior20022202379.9%81.4%81.6%77.7%75.8%0.91%1.19%1.27%1.50%1.41%9.61%10.4%9.76%11.3%14.7%9.59%7.03%7.36%9.58%8.15%Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutThe Digital Ski

135、lls communications campaignLaunching in February 2024 by the Department for Science,Innovation and Technology(DSIT),the Digital Skills communications campaign collaborates with the digital industry to increase participation in digital Skill Bootcamps.These Skill Bootcamps will equip young people wit

136、h specialised digital skills for careers within the tech sector.The initiative aims to encourage individuals at the start of their career journey to consider fields like software development,web development,cybersecurity,data and analytics,and cloud computing.Barclays Eagle Labs have launched their

137、new Eagle Labs Academy,funded by the UK Government,designed to support startups and scaleups.The Academy helps to give anyone access to entrepreneurship and investment-readiness training,wherever they are in the UK.This applies to both founders right at the start of their journey all the way up to t

138、hose trying to scale.Tech-enabled founders can expect to gain the skills,knowledge and expertise needed to support them as they launch and grow their business proposition.Long-form insights and bite-size lessons are designed to offer practical,actional insights in a flexible framework so that founde

139、rs can learn what they need at a pace that suits them.In 2022 and 2023,the median salary associated with roles requesting skills in cloud computing stood at 70.1k,followed by software development at 55.1k,data and analytics at 54.6k,cybersecurity at 48k,and web development at 41.1k.These figures sur

140、pass the overall tech role median of 42.2k,highlighting the premium on these specific skills.As more professionals have upskilled and entered the field,the increased supply of qualified candidates may have contributed to the normalisation of the salaries.Page 21Executive summary Introduction Trends

141、in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutDiversity and inclusion Within the UK tech sector,diversity has been a major challenge,with various groups being significantly underrepresented.This lack of diversity extends across gender,ethnicity,and s

142、ocioeconomic backgrounds,creating an environment that can stifle innovation and limit the sectors ability to effectively address a diverse customer base.14 As of 2023,women represented only 24.0%of the tech workforce in the UK,a figure that has seen little growth over the past few years.15 This gend

143、er gap is more pronounced in technical roles and senior leadership positions.For instance,in 2016,only 5.00%of leadership positions in the tech sector were held by women,highlighting a significant gender disparity at the top levels of the industry.16 There are signs of positive change,with many comp

144、anies in the UK tech sector actively working to address these diversity challenges.Initiatives like coding boot camps,mentorship programmes,and partnerships with schools and universities aim to widen access to the tech sector and create pathways for underrepresented groups.One notable example is the

145、 rise of women-centric tech communities and networks,such as Women in Technology,which provides support,resources,and networking opportunities for women in the sector.Such initiatives have shown promise in increasing the number of women entering the tech field and later progressing on to senior role

146、s.Similarly,initiatives targeting racial diversity are also gaining momentum.Specific recruitment strategies aimed at ethnic minorities are key examples of these efforts.They include partnerships with organisations focused on ethnic minority representation,creating internship opportunities for ethni

147、c minority students,and inclusive job advertisements.Disability is a critical aspect of diversity in the tech sector,yet it remains an area with significant room for improvement.Despite the tech industry being at the forefront of embracing diversity and innovation,disabled individuals are still unde

148、rrepresented.The proportion of disabled people who are in employment varies considerably depending on the type of disability or health condition they have.In a recently published white paper,titled“Transforming Support,”the government proposed a comprehensive reform aimed at improving services for i

149、ndividuals with disabilities.It also evaluates methods to help these individuals stay on and succeed in employment.Many companies are actively working to improve the proportion of disabled employees they employ and promote.For instance,KPMG UK has set a target of 15%disability representation at seni

150、or levels by 2030 and has implemented various initiatives to attract more diverse talent,including outreach activities and events for those with disabilities .17 These efforts highlight the ongoing need to address disability inclusion within the tech sector,not just for the sake of diversity but als

151、o to tap into the vast potential of this talent pool.Page 2214 Prospects:Diversity in the tech industry 15 TechUK.As the Technology Industry Continues to Grow,So Does the Number of Women Working in IT,2023 16 Women in tech:Time to close the gender gap-PwC UK17 How to Improve Disability Inclusion&Rep

152、resentation at Work-Fair Play TalksExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutTraining and development The UK government is providing significant training and development to help build a more tech-enabled work

153、force.One of which is,the government-supported Local Digital Skills Partnerships(DSPs)that concentrate on enhancing the tech skills of the existing workforce,from basic digital literacy to advanced technical proficiencies.For example,the Digital Momentum programme empowers women and disadvantaged gr

154、oups by providing them with targeted training in cybersecurity,software development,and digital business management.This initiative significantly enriches the tech workforce with diverse talents and fosters a more inclusive entrepreneurial ecosystem.Separately,the Lancashire Digital Futures 50+progr

155、amme is actively distributing smart devices and online learning resources to people over 50,thus expanding the pool of tech-enabled individuals.Another government initiative is the Digital Skills Bootcamps.As part of the UKs National Skills Fund,they offer free,intensive tech-focused training for an

156、y adults over 19 years of age.These 12-16 week courses in software development,digital marketing,and data analytics are designed to quickly upskill participants.Open to all individuals,these Skill Bootcamps often conclude with a job interview opportunity.By targeting both current and future workforc

157、e needs,these programs indirectly support tech companies by preparing a more skilled and diverse pool of candidates.Furthermore,the government collaborates closely with businesses to ensure their curricula align with industry standards.They also offer financial incentives for industry engagement thr

158、ough apprenticeships and work experience placements.This partnership facilitates the seamless integration of skilled graduates into the workforce,supporting tech companies and helping to address the skills gap effectively.The development of a tech-enabled workforce is crucial for the UKs economic gr

159、owth and global competitiveness.A workforce skilled in technology not only drives innovation and productivity within businesses but also addresses the critical skills gap in rapidly evolving sectors like AI,cybersecurity,and cloud computing.This investment in human capital fosters a dynamic environm

160、ent where businesses can thrive and adapt to new technologies and market demands.Another DSP initiative is CompTIA,which trains teachers to deliver the Digital T-Levels programmes,including Digital Business Services,Digital Production,Design and Development,as well as Digital Support Services.These

161、programmes equip students with essential tech skills such as web development,coding,and network administration.Moreover,a tech-savvy workforce is essential for the UK to maintain its position as a leader in the digital economy.Maintaining this focus on workforce development also plays a significant

162、role in future-proofing the economy,ensuring that the workforce remains adaptable and resilient in the face of technological advancements and changes in the global market.By empowering individuals with tech skills,the UK is also promoting social mobility and economic diversity,contributing to a more

163、 equitable and inclusive society.Page 23Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodolo

164、gy AboutCompany spotlight:Patchwork Hub“There are far too many disabled people who are kept out of work because of barriers in conventional practices that just simply dont need to be there,”explains Beth Kume-Holland,CEO of Patchwork Hub,an accessible employment platform.18“Imagine the potential for

165、 society if we lower the barriers that disabled people face once in work and truly allow them to pursue their full potential”.19Established in 2019,London-based Patchwork Hub is a disabled-led,certified social enterprise dedicated to addressing the employment barriers faced by individuals with disab

166、ilities in the UK.Patchwork Hub facilitates connections between skilled,disabled job seekers and inclusive employers.The enterprise also offers comprehensive training aimed at enhancing employers understanding and implementation of disability inclusion practices.This support assists organisations in

167、 improving their equality,diversity,&inclusion(EDI)and corporate social responsibility(CSR)policies.Through this,companies can become recognised as Disability Confident employers.Disability Confident is a UK government initiative designed to encourage employers to recruit and retain disabled people

168、and those with health conditions.Patchwork Hub seeks to contribute to a more inclusive employment landscape through these efforts and has helped organisations ranging from national charities through to FTSE100 companies on their accessibility journeys.The COVID-19 pandemic inadvertently created oppo

169、rtunities for disabled workers and underscored the value of diversity within the workforce.Kume-Holland offers a perspective on this unforeseen benefit,stating,The pandemic did validate that remote working works,flexible working works.20 Kume-Holland,through the development of Patchwork Hub,aims not

170、 only to promote short-term adjustments but also to advocate for a lasting shift towards a more inclusive work environment.The normalisation and advocacy for remote work as a sustainable option has expanded employment possibilities for disabled individuals.This shift has demonstrated the practicalit

171、y and effectiveness of flexible work arrangements,potentially leading to a broader acceptance and implementation of such practices across various industries.Page 24Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology About18

172、,19,20 Sage.“Sound Advice:From Investors 300k to 30k,Beth Kume-Holland.”August 2023“Imagine the potential for society if we lower the barriers that disabled people face once in work and truly allow them to pursue their full potential.“Beth Kume-Holland CEO of Patchwork HubPage 25The future of hiring

173、 will undoubtedly be heavily influenced by the development of AI.The implementation of AI can streamline processes and assist in decision-making,but there are also concerns about AIs potential to reaffirm human biases if not properly trained.Recruiters will also need to be able to adapt their hiring

174、 practices,as all candidates can now have access to the assistance of AI.Branding has become a key way for companies to differentiate themselves,and candidate experience has a greater influence on a companys future ability to hire.The future of skills and hiring in techExecutive summary Introduction

175、 Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutFuture trends in hiring The future of hiring is an intricate blend of technology,human insight,and strategic branding,evolving rapidly to meet the demands of a dynamic job market.AIs rapid advance

176、ment is reshaping recruitment,expanding its role from streamlining application processes to playing a pivotal role in decision-making.Yet,this technological leap is not without its challenges.As mentioned,a primary concern when integrating AI into recruitment is its potential to perpetuate human bia

177、ses.Without meticulous design and monitoring,AI systems risk reinforcing existing prejudices,thereby hindering efforts towards streamlining diversity and inclusion in hiring.It is essential to develop AI tools with diverse datasets and conduct regular bias audits to mitigate this risk.Additionally,a

178、 balanced approach is crucial,wherein AI simply enhances rather than replaces human judgement.The unique human elements of empathy,intuition,and ethical judgement are irreplaceable for understanding a candidates potential and cultural fit within an organisation.Therefore,AI should be seen as a valua

179、ble tool that complements human decision-making in the complex domain of talent acquisition rather than as a standalone solution.Employer branding has emerged as a key differentiator in attracting top talent,transcending beyond traditional salary competition.Companies are increasingly competing for

180、attention,based on their reputation and the experiences they offer,signalling a shift in the recruitment paradigm.This evolution is particularly evident in how companies are leveraging non-traditional media,especially social media,to craft and disseminate their employer brand.Utilising these platfor

181、ms enables companies to not only enhance their visibility but,more importantly,to resonate with the values and aspirations of potential candidates.One integral part of the success of these branding efforts is the candidates experience.Positive interactions with a company often facilitated and amplif

182、ied through social networks,can transform candidates into brand ambassadors,extending the reach and impact of employer branding.Conversely,negative experiences,particularly those shared on these widely accessible platforms,can reverberate quickly,negatively affecting the companys reputation and fina

183、ncial standing.Therefore,maintaining respectful,clear,and engaging communication throughout the hiring process,facilitated by social media channels,has become a critical component of modern recruitment strategies.There is an increasing recognition of the value of soft skills within the workplace.As

184、we look towards the future,it is evident that roles requiring soft skills such as adaptability,communication,and teamwork are becoming more dominant.This trend highlights the increasing importance of a more holistic evaluation of candidates,where personal attributes and potential are weighed alongsi

185、de working history and expertise.Page 26Executive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutEmerging technologies The skills required in the workplace are constantly evolving.These skills need to keep pace with technol

186、ogical innovations in order for businesses to harness the benefits of these developments.One recent innovation that has been highlighted throughout this report is the further development and adoption of AI.For those looking to utilise AI,it is important to understand the abilities and limitations of

187、 the AI models currently being used,as well as the ability to interpret data and other outputs from AI software.Problem-solving skills will help people to use AI efficiently and to adapt its use,depending on the issue being resolved.For those working within the AI industry,a different set of skills

188、is required.The focus for those using AI is around the understanding of what the programmes can do whilst working in the AI industry requires more technical skills.A key skill is a knowledge of programming,which includes languages such as Python,used in developing AI software.Machine learning skills

189、 are also used to give computers the ability to learn from experiences.Other skills include mathematics,data science and software engineering.It is important to also understand the ethical and legal issues around AI,to ensure the honest and consistent development of the technology.Technology continu

190、es to exert a significant influence on hiring practices,reshaping them in various ways.The digital revolution that was sped up by the COVID-19 pandemic has already had an enormous impact on the way businesses hire-moving more of the hiring process online helps companies save time and money.They can

191、conduct interviews and meetings over the Internet instead of having candidates come into the office.This can also apply to candidates taking tests or completing set tasks to assess their suitability for a role.Application tracking systems(ATS)have become integral during the recruitment process,helpi

192、ng to find candidates,store information and support the overall process management.With large volumes of candidates currently applying for roles,ATS helps recruiters to identify the best applicants.When combined with digital practices,AI can improve the cost and time efficiency of the recruitment pr

193、ocess.It can be used to assess video submissions from candidates,which acts as an additional screening stage.The use of AI in this stage can,as long as designed and trained appropriately,also help recruiters overcome the unconscious bias that they may unintentionally apply to candidates.The automati

194、on of more routine tasks,such as responding to emails or setting up interviews,allows recruiters more time to focus on the human-intensive side of the process.As mentioned however,recruiters may find the need to adapt the traditional recruitment processes,given the fact that AI is capable of writing

195、 CVs and covering letters for candidates,as well as completing take-home tasks.This has led to an increase in online tasks which are completed in meetings or alternatively the use of screen sharing,in order to get a better sense of a candidates ability.Page 27Executive summary Introduction Trends in

196、 hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutMethodologyDefining startup and high-growth companiesBeauhurst identifies high-growth startup companies using eight triggers(outlined on this page)that it believes suggests a company has high-growth potenti

197、al.More detail on Beauhursts tracking triggers is available via its website.Active companiesActive companies refers to companies that are at the seed,venture,growth or established stages of evolution by Beauhurst analysis.The term excludes companies that are zombie or dead,or have exited via an IPO

198、or acquisition.Actively hiring companies Actively hiring companies refers to companies that have met the following criteria:The company itself must have open job roles listings of open job roles at external companies are not sufficient(e.g.recruitment companies hiring into client companies but not i

199、nto themselves would not be actively hiring)A job listing must have a job title and/or job descriptionCompanies that only have a job page that contains a generic message such as“were always looking for new talent get in touch”are not considered to be actively hiring.Adzuna dataThis report uses data

200、from Adzuna,a job advertisement search engine to calculate the median salary across job vacancies and skills.The seniority and skills requirements of advertised roles were determined using data from Adzuna.The data included in this report is true as of January 2024.Page 28High growth triggersEquityi

201、nvestmentAcademic spinoutsScaleupsHigh-growthlistsAccelerator attendancesMajor grant recipientsManagement Buy-outs/Buy-insVenture debtExecutive summary Introduction Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutBarclays Eagle Labs is a growing

202、 national network that provides business incubation,dedicated growth programmes,mentoring as well as co-working,and office space for ambitious high-growth businesses.By cultivating a community of like-minded entrepreneurs and providing a collaborative work environment,access to peers,and opportuniti

203、es to maximise growth through digital connections and growth programmes,curated events,and funding opportunities,Eagle Labs is able to help startups to grow at pace.Eagle Labs also specialises in positively disrupting key industries by bringing together key corporate players,industry bodies,leading

204、universities,and startups to enable rapid innovation and investment,by asking them to collaborate and currently have dedicated lawtech,healthtech,energytech and agritech industry-aligned programmes.With various Eagle Labs dotted all across the UK and many more in the pipeline,our focus is to help to

205、 connect,educate,inspire,and accelerate ambitious UK businesses and entrepreneurs.Find out more at labs.uk.barclaysBarclays Eagle LabsImportant InformationWe have pulled together the resources in this document for you to help with your independent research and business decisions.This document contai

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210、 Trends in hiring Attracting talent Developing and retaining talent The future in tech Methodology AboutBeauhurst is a searchable database of the UKs high-growth companies.Their platform is trusted by thousands of business professionals to help them find,research and monitor the most ambitious busin

211、esses in Britain.They collect data on every company that meets our unique criteria of high-growth;from equity-backed startups to accelerator attendees,academic spinouts and fast-growing scaleups.Beauhursts data is also used by journalists and researchers who seek to understand the high-growth econom

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