Blog – Launch Recruitment Agency Sydney, Melbourne, Brisbane

Victoria’s Tech Sector Shows Stability Amid Selective Hiring

Tue, 03 Mar 2026 21:00:03 GMT

Hiring Trends Reflect a Measured Market

Victoria's tech sector held steady through 2025, avoiding the large-scale job losses seen in other states and overseas, according to Launch Group's latest Victorian Tech Market Update for 2026.

While activity has eased from the highs of recent years, there is still demand for tech professionals, particularly in specialist disciplines such as AI, cybersecurity, data and cloud. Launch's General Manager – Victoria, Edward Fletcher , says the market has become more measured, with employers taking a more strategic approach to where and how they hire.

Victoria recorded an 8.8% fall in overall job vacancies between May and August 2025, according to the ABS. Compared to the 2.7% national average, it's a notable decline. Sydney, by comparison, saw vacancies rise slightly over the same period. Although this data covers all industries, and technology has remained more resilient, it does highlight a more cautious approach to hiring across Victoria.

"Most of the movement Victoria is seeing now is targeted rather than widespread," Ed says. "It's still an active market, but the intensity of the past few years has come off. Businesses are hiring more deliberately."

Restructures Add Experienced Talent to the Workforce

Workforce reshaping has occurred nationally through 2025 as technology firms align operations around AI and cost efficiency. Atlassian cut 150 roles, primarily in customer support, while Canva reduced 10 of its 12 technical writing roles as part of an AI integration shift. Microsoft cut 120 roles in Australia, and Commonwealth Bank reduced 164 technology positions nationwide.

Locally, the most notable workforce adjustments have come from government. Up to 3,000 public service roles are being reduced to pre-pandemic levels, including 350 positions at the Department of Energy, Environment and Climate Action (DEECA).

Those changes have placed more experienced digital and project professionals back into circulation, creating greater competition for both contract and permanent roles across government suppliers and delivery partners.

"Projects are still moving forward,” Ed encourages, “but people are thinking harder about how and where they hire. It's just a more careful market than it was two years ago."

Demand Concentrates Around Key Technical Roles

The strongest demand is for mid-to-senior technical roles, particularly in AI, cybersecurity, cloud and data. While rates and salaries have been reducing across the tech space, these are the areas still commanding above-market remuneration.

"It's not just a slowdown at the junior end," Ed says. "We're seeing some of those functions disappear altogether as teams offshore, consolidate, automate, and look to AI-driven solutions."

Investment Strengthens Victoria’s Digital Economy

Despite tighter budgets and workforce reshaping, investor confidence in Victoria's digital economy is strong. Investments are flowing into both large-scale private projects and targeted government programs aimed at strengthening the state's technology base.

Breakthrough Victoria invested $29 million in quantum computing firm Infleqtion in 2025, helping to cement Melbourne's reputation as a hub for emerging technologies. Amazon Web Services also announced a $20 billion expansion of its Australian data-centre infrastructure, with Melbourne identified as a key region alongside Sydney.

Melbourne now hosts Australia's largest AI cluster , with around 188 companies, according to Information and Data Management News. That concentration of expertise is reinforcing the city's position as a centre for innovation and advanced technology development.

On the public side, the Victorian Government allocated $100 million to cybersecurity initiatives, including $20.2 million for digital upgrades in the health sector. It also launched a $15 million Industry R&D Infrastructure Fund to support business innovation. Existing initiatives, such as those through LaunchVic and Innovate Victoria , continue to support local startups and accelerate technology adoption across various industries.

Ed believes this level of investment highlights continued confidence in the state's technology capability. "The money coming into Victoria — whether it's cloud infrastructure, quantum computing or cybersecurity — shows that businesses and government see tech as critical to the state's growth," he says.

Hiring Behaviour Highlights a Drop in Candidate Care

While candidates at the technical senior end of the market are highly sought after, many in project services, particularly those in less technical or junior roles, are experiencing high competition in a 'buyer's market', where organisations have the pick of the bunch.

Many of those candidates say they feel they are being left in limbo. "It's become pretty common to hear from candidates that they've had no feedback at all," he says. "Some are waiting weeks after final interviews and still don't get a response. Others are having rates pushed down well below what's fair."

Ed says the tone of the market has shifted as businesses lean harder on commercial pressure. "There's a difference between being commercial and being fair,” he cautions.

Outlook for 2026: Stability, Capability and Careful Hiring

Victoria's tech market remains tentatively stable but cautious. Overall, job vacancies have reduced, with an 8.8% decline in mid-2025 compared to 2.7% nationally, yet demand for experienced professionals in AI, cybersecurity, cloud and data is still strong. These roles are proving the hardest to fill, making them the most sought after by employers across both the public and private sectors.

More broadly, tech hiring is cautious rather than contracting. Targeted restructures in both the public and private sectors have added competition but not derailed hiring momentum, and strong investment—from Breakthrough Victoria's $29 million quantum funding to AWS's $20 billion cloud expansion—continues to underpin confidence in the state's digital economy.

Looking ahead to 2026, Victoria's tech market is expected to hold steady, with focus shifting to capability, efficiency and delivery. Employers are hiring more selectively and looking for deeper technical expertise, while high-demand candidates are becoming more selective about opportunities, and mid-demand candidates are prioritising transparency and respect in the process. For both sides, fairness and clear communication are likely to deliver stronger long-term outcomes than short-term savings or rushed decisions.

Download our free guide below.

But at the lower end of the market, many employers are rethinking how they resource their technical functions. Routine and support work is increasingly being moved offshore — particularly to the Philippines — as businesses look for lower-cost delivery models. Combined with automation, this is tightening local opportunities for entry-level developers and IT support roles.

NSW Leads Job Growth While Tech Market Splits Into Two Speeds

Mon, 02 Mar 2026 21:00:10 GMT

Reshaping, Reprioritising and Reallocating

While there are strong labour indicators in the NSW economy, the tech market has seen some high-profile shifts. The most prominent have come from targeted restructures across government, media and financial services.

In the public sector, Transport for NSW has proposed reducing around 950 roles , and the Department of Primary Industries is set to cut about 165 positions , reshaping corporate, planning and digital-adjacent areas. On top of that, the NSW Government has driven initiatives to cut consultant spending, which has now dropped from $130 million to $58 million , and contingent labour expenditure is down 17 per cent .

Private-sector changes sit in parallel. Nine Entertainment is streamlining its broadcast and streaming operations with up to 50 job reductions , and national workforce programs in the banking sector have consolidated technology and operations teams. While these programs are national, Sydney absorbs a meaningful portion of the change due to its concentration of financial institutions.

New South Wales was the country's most active employment market in 2025. More than 90 per cent of Australia's October job growth came from NSW, and unemployment has eased to 4.3 per cent. Job ads remain elevated, and hours worked have increased, suggesting that internal teams are carrying an extra load and may need to expand capacity in 2026.

For technology leaders, the market is steady but complex. Restructures across government, media and financial services have placed experienced professionals back into the market, but the demand for deep technical capability remains strong. As Launch's GM for NSW, Hayden Lines , puts it, the market "is not as dire as people claim" .

"People talk about the market being tough, but we are still getting roles coming through daily," he says. "The slowdown is in the senior and generalist mid-level project services roles. Technical roles at the mid-level are still competitive, and organisations still find it hard to secure the right experience."

Active, But Uneven

Through 2025, the NSW tech market developed two speeds. On one side sits a growing pool of senior, project-facing and early-career candidates. While on the other, there is a shortage of specialist technical capability.

Project services has slowed considerably as organisations redirect spend from transformation programs toward consolidation, operational efficiency and regulatory uplift. This has contributed to greater competition across BA, PM and delivery-aligned roles. That same increase in supply is being felt in the senior and management layers, where restructures have pushed more experienced professionals into the market. "There is a layer below the executive level where a lot of people are looking," says Hayden.

Young professionals are encountering similar conditions. Much routine or lower-complexity work is now automated or offshored, reducing entry-level pathways. "It's a tough time coming out of university right now," Hayden notes, "… there's just not the demand for inexperienced tech talent."

Running parallel to this, there is a huge demand for specialist technical capability. Cyber uplift, data governance, infrastructure resilience and early AI strategy work are all placing pressure on the talent pool. Cloud engineers, cyber security specialists, data professionals and emerging AI skill sets are among the hardest roles to fill.

"You can have three hundred applicants for a PMO or senior BA role, and still struggle to find a cloud engineer," says Hayden. "It's two different markets operating at the same time."

Investments and Strategic Initiatives

Investment activity across NSW reinforces the need for those specialist technical skills. One of the largest commitments comes from AWS, which plans to invest 20 billion dollars into data centre expansion across Melbourne and Sydney between 2025 and 2029. This scale of infrastructure growth strengthens long-term demand for cloud engineering, platform reliability, security and operations talent.

Telecommunications is also undergoing a period of adjustment and reinvestment. Optus is reshaping critical functions, with plans to create 300 new call-centre roles, establish a 150-person Process Centre of Excellence , and onshore network activities previously managed by an external provider. These moves are expected to support ongoing hiring across network engineering, service operations and process improvement.

In financial services, banking modernisation, like Westpac's Unite program and similar initiatives at other major institutions, is central to their medium-term plans. While some elements of these programs are linked to cost savings and rationalisation, they also involve continued investment in core platforms, cyber resilience, data capabilities and regulatory compliance. 

As NSW moves into 2026, the technology employment market is expected to remain steady, although it will continue to operate at two disparate speeds.

The volume of roles has eased compared to the peak hiring years of large-scale transformation, but the underlying need for specialist capability has not shifted and will more likely increase. Technical skill sets in cloud, cyber security, data and emerging AI disciplines will continue to underpin business-critical priorities, regulatory uplift and resilience work.

Contracting demand is likely to lift in areas where organisations need flexibility to progress core initiatives without committing to permanent headcount. Hybrid working patterns are also settling, with three days in the office becoming more common across NSW teams.

The senior, management and early-career layers will remain competitive, shaped by the flow-on effects of restructures and the reduction of lower-complexity work. In contrast, mid-level technical professionals will continue to move quickly through processes and remain hard to secure.

Overall, NSW enters 2026 with a stable, selective and structurally constrained technology market.

Download our market report below.

Outlook for 2026: Steady Conditions and Diverging Demand

Launch Expands Its Environmental Impact With 60 New Trees Planted in the Daintree

Mon, 02 Feb 2026 20:15:00 GMT

A Meaningful Project in a Globally Significant Ecosystem

Launch has proudly partnered with 15TREES once again in 2025, funding the planting of an additional 60 native trees in the Daintree Rainforest in Far North Queensland.

This latest planting brings Launch’s total contribution to 180 trees, planted across Queensland, New South Wales and Victoria. It is another tangible step in our long-standing ESG partnership focused on real, traceable environmental outcomes.

The 2025 planting took place at Newell in Far North Queensland, on Nulu Country, as part of the Bells Road Project. Delivered by Daintree Life in partnership with local community volunteers, the project forms part of a broader effort to restore areas previously cleared for agriculture back to authentic rainforest.

Over several days and weeks, 121 people took part, including students from local schools. Alongside planting, students learned about the geography of the region, the wildlife unique to the Daintree, and how reforestation supports habitat, food sources and long-term carbon sequestration.

A wide range of indigenous species were planted, including figs, eucalypts, melaleucas, acacias, red cedar, silky oak and golden penda. These species play an important role in rebuilding biodiversity and supporting insects and wildlife that rely on specific native trees to survive.

The planting site sits within the Lower Daintree rainforest, with waterways that feed directly into the Great Barrier Reef. Returning this land to rainforest provides both habitat and food resources while protecting the area for the long term through formal conservation measures.

Launch’s Long-Standing ESG Partnership

Launch’s partnership with 15TREES has grown steadily over several years. Each project is carefully selected, delivered by local environmental groups, and supported with detailed reporting so outcomes are clear and transparent.

Previous plantings have included projects at Axe Creek in Victoria and Bombay in New South Wales, supporting habitat restoration, erosion control and wildlife corridors. The Daintree project builds on this work, extending Launch’s environmental contribution into one of Australia’s most ecologically significant regions.

Reaching 180 trees planted is an important milestone, but the focus remains on consistency. Each year adds to the last, creating cumulative impact rather than one-off gestures.

Committed to Caring

Environmental initiatives form part of Launch’s broader commitment to caring for people, communities and the environments in which it operates. Tree planting is one practical way Launch contributes beyond its core recruitment and workforce solutions work.

By supporting projects that involve local landholders, schools and volunteers, Launch is pleased to play a small but meaningful role in restoring ecosystems and building stronger connections between communities and the land.

About 15TREES

15TREES is an Australian organisation that supports revegetation, habitat restoration and carbon reduction through verified tree-planting projects.

Working closely with local landholders, Landcare groups, community organisations and environmental partners, 15TREES ensures trees are planted where they will have the greatest long-term benefit. Each project focuses on native species, ecological suitability and ongoing protection.

All plantings are tracked and reported, giving partners confidence that their contribution delivers measurable and lasting environmental outcomes.

You can learn more about Launch’s partnership with 15TREES and view detailed information about each planting location here:
https://15trees.com.au/tree-plantings/launch_recruitment/

Sarah Kiely to Lead Launch Group as Chief Executive Officer

Tue, 20 Jan 2026 20:44:30 GMT

Launch Group is pleased to announce Sarah Kiely as Chief Executive Officer, succeeding outgoing CEO Damien Ross.

Sarah steps into the CEO role after serving as Chief Operating Officer and Head of Talent Solutions, where she has led the operational and customer delivery engine of the business. She brings more than 20 years’ senior leadership experience across recruitment, managed services, and talent and workforce solutions in Australia, New Zealand and the UK.

As CEO, Sarah will lead Launch Group through its next phase of growth, with a continued focus on strong governance, operational excellence and long-term customer partnerships. Her experience includes leading large and small outsourced recruitment solutions, driving operational and technology transformation, designing offshore solutions and operating models, and supporting complex, long-term SME and enterprise customers.

“Sarah is exceptionally well-positioned to lead Launch forward,” says outgoing CEO Damien Ross. “She understands this business deeply and has already played a central role in shaping how Launch operates. The business is in very capable hands under her leadership.”

"I am incredibly humbled and proud to be part of this amazing team," said Sarah Kiely. "Every day, I see how much the team genuinely looks out for each other, how passionate they are about delivering an amazing customer experience, and how much they care about making a positive impact in the communities we serve. It’s an exciting time at Launch as we build on this strong foundation, and I am thrilled to be on this journey. I can’t wait to see what we achieve together next."

For customers and partners, there is no change. Launch remains values-driven and focused on continuity, quality and accountability.

We thank Damien for his professional and personal influence on Launch and all of its people.

Why Counteroffers Rarely Work – For Candidates or Employers

Mon, 12 Jan 2026 06:00:23 GMT

The whole process of exploring and securing a new role, then resigning from the old one, is emotional. Nervousness, excitement, relief, and doubt all bundle together. And the same thing happens for employers. The shock and fear of losing a valued employee triggers crisis mode. If they're not ready to let them go, a counteroffer is the likely response.

This can seem like a win for both sides. The employee feels valued, the employer retains a key person, and the disruptive change on both sides is avoided. But the reasons for exploring greener pastures to begin with are rarely resolved.

According to Launch Corporate Services specialist Jaz Kuthubdeen , counteroffers rarely work out the way either side hopes.

"Ultimately, the reason why they are leaving can't always be changed. Seventy per cent of candidates who accept a counteroffer leave within a year, anyway, according to SEEK ."

The most common reasons for resigning are pay, wanting a change, burnout and dissatisfaction with management. Only one of those is addressed in a counteroffer.

People don't resign spontaneously. It is the result of serious reflection that usually comes from repeated frustrations. Most commonly with culture, leadership, or a lack of growth. These frustrations build over time and become the anchoring reasons to leave. Taking the step to move on most often means that those problems are considered too big to fix.

Yet, still, when a counteroffer is presented, the relief of being wanted and valued can blur those reasons.

As Jaz explains, "You have to remember the reasons why you're leaving. That's really important. What were your original motivations to leave?"

A counteroffer can feel validating, but it rarely changes the factors that led to the initial decision. "Once they say, 'I'm leaving,' and the manager says, 'We'll give you more,' they're not remembering that bad company culture or their other motivating factors," Jaz says.

Her advice to candidates is this: "Money will follow. You have to go with what feels right at the time. You shouldn't have to resign for them to realise your worth and what you bring to the company."

Accepting a counteroffer can also have longer-term consequences. "It can limit your market value," she explains. "It tarnishes relationships with the organisation that's spent time taking you through the process. People talk."

How Counteroffers Fail Employees

How Counteroffers Fail Employers

For employers, the instinct to respond quickly to the threat of a resignation is understandable. Retaining them feels like the safest outcome. You have less disruption, less recruitment pressure, less loss of knowledge. But a counteroffer usually only pauses the inevitable if the underlying reason for leaving can't actually be changed.

As Jaz explains, "When someone hands in their resignation, find out the motivating factors, but don't go straight to a counteroffer. Ultimately, the reason why they're leaving sometimes can't be changed. Seventy per cent of candidates who accept a counteroffer leave within a year."

Rather than treating a resignation as a threat, Jaz encourages leaders to view it as insight. "Use it as a learning opportunity," she says. "If there are valid reasons, address those root causes."

Otherwise, a counteroffer risks doing more harm than good . "It almost rewards the threat of leaving and not performance," Jaz says. "You keep the person, but they're not engaged. They're there in body, not in spirit."

And even when an employee accepts and stays, it's hard to get back the original dynamic. Trust shifts on both sides. "When someone hands in their notice, you start wondering when they'll leave again or what they're really thinking," Jaz adds.

For employers, retaining someone who's already disengaged can be more costly than replacing them. "It's usually more cost-effective to recruit a motivated replacement who actually wants to be there," Jaz says.

What To Consider Before a Counteroffer

Before saying yes to a counteroffer, take a step back and think beyond the short-term gain.

What's changed since I made the decision to leave — the role, the culture, or just the salary?
If I stay, what specific commitments has my employer made, and how realistic are they?
Have I already mentally moved on? Would staying feel like progress or compromise?
What would my next 12 months look like if I accepted? Would that version of me be fulfilled?
Am I reacting to fear or acting on conviction?

For employees

For employers

When an employee resigns, before extending a counteroffer, ask:

What is this person actually telling me by choosing to leave?
Can I fix what's prompting them to go, or am I trying to delay it?
If they stay, what will be different in six months — in the team, the workload, or leadership?
How will this decision affect the culture?
Would my energy be better spent understanding how to retain the rest of my team?

Counteroffers may buy time, but they rarely build trust or change outcomes. If you're navigating a career move or considering how best to strengthen your team, Launch can help. Contact our national offices or Jaz Kuthubdeen for corporate services recruitment in Sydney.

Corporate Services Contracting: Rethinking Tenure And Expectations

Mon, 08 Dec 2025 20:45:01 GMT

The Tenure Trap

In recent years there has been an increasing trend toward contracting positions for job types that had, in the past, been the domain of the permanent employee. While the market traditionally has been conditioned towards seeing contract in project-based work—such as technology and other capital projects—today, business functions such as Human Resources, payroll, administration and executive support also consist of teams of permanent and contingent staff.

Budget constraints, project-based work, and headcount freezes have all contributed to this shift. Recent market data reflects the same trend: Deloitte's CFO Sentiment Report shows more than half of Australian CFOs expect tighter margins and are prioritising cost discipline. Additionally, the Reserve Bank notes that job vacancies and hiring intentions have levelled off from the highs of 2022–23. Under these conditions, contracting offers the fiscal flexibility to maintain delivery without increasing fixed headcount.

"Contracting is actually the new normal," says Ariana Harris , Launch Recruitment's Corporate Services Practice Lead.

Yet, while contracting has become embedded in corporate services structures, there is a legacy lens through which employers view candidates. Tenure and loyalty are seen as the markers of quality, even when the engagement itself is temporary.

The idea that long service signals reliability is deeply ingrained in many organisations. In permanent recruitment, it can still be a useful indicator of stability. In contract hiring, however, it can distort how employers assess capability.

"A lot of clients say they really like someone with good tenure," she explains. "But gone are the days when you stayed with one company for ten years. People now move every couple of years or take on contracting roles instead."

Ariana says she often sees strong candidates overlooked because their experience is spread across several shorter assignments. And this is coming up even when the open role itself is an assignment.

"For me, as long as somebody is gainfully employed without big breaks, and you can see that it's contracting work, that's equal to being employed by one organisation," says Ariana.

As a guide, here are some indicative tenure periods for various role types that would be considered ideal.

Permanent roles – 3 to 5 years with some growth or promotion throughout the tenure.
Project contract roles – 18 to 36 months in each project with proven delivery success and minimal breaks in between projects.
Corporate services temporary/contract roles – 9-to-24-month tenure, often extended beyond the initial 3/6/9 month engagement.

With markets now moving so quickly, adaptability is often a better indicator of performance than tenure alone. Employers who equate longevity with capability risk overlooking professionals who have built a track record of consistent delivery across multiple settings.

This evolving view of reliability requires a different perspective on what "experience" looks like. Contractors demonstrate commitment through continuity of work, references from repeat clients, and their ability to integrate and perform within new environments. Length of service does not demonstrate the qualities companies need from a contractor.

From a contractor, businesses need people who can pick up new systems, adapt to new environments and ways of working quickly and deliver results from day one.

In contracting, speed is often the driver. Organisations turn to short-term engagements when they need outcomes quickly, but urgency and perfection rarely align. It's common for there to be a blur in what is realistic in the hiring process.

"There are three things that every client wants," Ariana explains. "They want good candidates, they want them quickly, and they want them low-cost. That's what everyone wants, whether you're hiring staff or need a contractor for your kitchen. But it's unrealistic to expect to have all three."

Setting Realistic Expectations

Understanding which two matter most can help to set expectations ahead of hiring processes.

When quality is essential and the project is time-sensitive, rates will rise. The best contractors are already in demand, and attracting them quickly means paying market premiums or extending contract lengths to secure commitment.

When immediacy and cost savings drive the decision, quality becomes the variable. That doesn't mean incompetent hires, but it likely means a compromise in the criteria. The high-demand specialist is not cheap or immediately available.

Fast and good

Good and low-cost

Fast and low-cost

When budgets are fixed but capability cannot be compromised, time becomes the trade-off. It will take longer to find someone who is available, has the right skill set, and is affordable.

"If you know which two are non-negotiable, you can get the best result to fit the purpose of the contract."

The appeal of contracting is, more often than not, flexibility. It gives organisations the freedom to scale up and down as priorities shift. But that same flexibility works both ways. Contractors can move on just as easily if a role does not meet their expectations, whether that is around pay, purpose or the project itself.

Getting The Best Corporate Services Contractors

Ariana says this is where some employers underestimate the balance of attraction and retention in short-term engagements.

To attract and keep quality contractors, employers can focus on a few fundamentals:

Define what success looks like in the contract. A clear brief, timeline and deliverables help contractors deliver at pace and limit confusion once work begins.

1. Offer clarity from the start.

2. Pay fairly for capability.

Rates need to reflect the urgency or complexity of the role. As Ariana notes, "If you want someone just to come in and clear work through, 80 per cent is good enough. If you're looking for perfection in a contractor, the rates will have to reflect that."

3. Provide a professional and inclusive environment.

Even temporary hires want to feel part of a capable team. Contractors stay longer when they have access to the information, systems and support they need to do their job well.

4. Communicate and stay connected.

Regular updates and feedback create engagement. A quick check-in can make a short-term role feel more structured and supported.

5. Sell the opportunity.

"Even contractors care about who they're working for and what the experience will be like," Ariana says. “It’s important to think about how they (and we) sell their organisation.”

Contracting works best when both sides see it as a professional partnership. Employers who approach it that way attract stronger contractors, achieve stronger delivery outcomes and protect their reputation in a tight market.

To find the right mix for your next project, contact Launch Recruitment or speak directly with Ariana Harris about your corporate services contract needs.

Get in Touch

Launch Wins Back Office of the Year at the 2025 TIARA Awards

Mon, 08 Dec 2025 02:13:47 GMT

About Launch Recruitment

SYDNEY, 21 November 2025 — Launch has been named the winner of Back Office of the Year at the 2025 TIARA Recruitment Awards, recognising the exceptional contribution of the Launchers who keep the business running smoothly behind the scenes.

Presented annually by TALiNT Partners, the TIARA Awards recognise outstanding achievements across the recruitment industry in Australia and New Zealand. The awards span key areas of excellence, including client service, candidate experience, diversity and inclusion, technology innovation, community impact, operational performance, specialist recruitment, employer brand, RPO and talent solutions, consultant development, leadership and workplace culture.

This year’s Back Office of the Year award highlights the strength, consistency and care demonstrated by Launch’s internal teams. From governance and compliance to marketing, finance, research and digital transformation, this small but expert team is the engine driving our business forward. Over the past year, they have expanded ESG and sustainability initiatives, maintained ISO 9001 quality assurance and J-Sox compliance, and supported consultants to deliver outstanding experiences for clients and candidates.

“Our back office teams power everything we do,” said Sarah Kiely , Chief Operating Officer at Launch. “This award is a fabulous recognition for the people who support our consultants and deliver an exceptional experience for candidates and clients every day. Their work is often unseen, yet it has a significant impact across our business. We are incredibly proud of them.”

“Our consultants can only deliver their best when the foundations behind them are strong,” said Damien Ross, CEO at Launch. “This win reflects the professionalism, dedication and heart our internal teams bring to their work. They uphold our values every day and make Launch a better place for our people, candidates and clients.”

The recognition comes during a period of strong operational growth across Launch’s Australian offices, supported by investment in systems, process improvement and an increasingly integrated approach between consulting and back office functions.

Launch extends congratulations to all finalists and winners recognised at this year’s TIARAs for their contribution to the recruitment and staffing industry.

Founded in 2006, Launch Recruitment is a values-led recruitment agency with capabilities across Australia and the Asia Pacific region. Specialising in technology, telecommunications, project services, corporate services and more, Launch helps organisations build high-performing teams through a personalised, people-first approach. Our culture is grounded in five core values: Caring, Authenticity, Excellence, Accountability and Trust. These values guide how we work with each other, our clients and our candidates.

About the TIARA Awards

The TIARA Recruitment Awards, presented by TALiNT Partners, recognise excellence across the recruitment industry. The awards celebrate firms achieving outstanding results in client delivery, candidate experience, innovation, operations, sustainability and leadership.

Media Contact

Stephanie O’Brien, Content Manager

Stephanie.Obrien@launchgrp.com.au

0435 902 967

FY26 Cyber Security Hiring Trends: Threat Detection, Identity, and AI Security

Mon, 20 Oct 2025 20:30:00 GMT

FY25 was a defining year for cyber in Australia. The Australian Signals Directorate’s Annual Cyber Threat Report , published late 2024, recorded more than 36,700 calls to the Cyber Security Hotline, 12% up from the previous year, and over 1,100 significant incidents affecting governments, critical infrastructure, and businesses. State-sponsored actors and organised criminals both intensified their activity, with essential services a particularly favoured target.

Regulations tightened in parallel. Updates to the Security of Critical Infrastructure (SOCI) Act , alongside the SLACIP and ERP Acts , expanded obligations across energy, communications, financial services, health care, transport, and water. The reforms also extended to new sectors, including data centres, food and grocery supply chains, higher education, defence contractors, and space technology. Operators must now maintain risk management programs, report incidents quickly, and for Systems of National Significance, comply with vulnerability assessments, cyber exercises, and potential government-led interventions.

Outside critical infrastructure, APRA reinforced CPS 234 standards , warning regulated entities about gaps in authentication and incident controls. The new Cyber Security Act 2024 introduced mandatory ransomware reporting and set a baseline of governance, incident, and control requirements for all medium and large organisations. For banks, insurers, and super funds, CPS 234 continues to require strict incident reporting and controls to safeguard financial data.

The natural response to these heightened regulations has been to increase or introduce investment in the people, processes, and technologies that strengthen detection, identity, and governance. For many organisations, this has meant building new internal teams where functions were previously outsourced, modernising access frameworks, and allocating budget to emerging AI security programs.

Launch Recruitment’s Practice Lead – Cyber Security & GRC, Sophie Garrison , sees three major cyber security hiring trends influencing the market for FY26: Threat detection, identity, and AI security. “Every company will have some form of use for one of them,” suggests Sophie. “Companies will have to look at it … there is no other option.”

Key Takeaways

As highlighted in the Australian Signals Directorate’s Annual Cyber Threat Report , cyberattacks are becoming increasingly frequent and sophisticated, ranging from ransomware and phishing to state-sponsored threats. As a result, demand is growing for professionals with skills in threat detection, incident response, and cyber threat intelligence (CTI).

Organisations across critical infrastructure, finance, healthcare and government are expanding their cyber resilience programs. This has led to a noticeable increase in hiring for roles such as threat hunters, incident responders and CTI analysts.

The recent updates to the Security of Critical Infrastructure (SOCI) Act and the Australian Cyber Security Strategy have reinforced the need for proactive security measures. Both private and public sectors are building teams to identify, analyse, and mitigate threats before they impact operations.

This is reshaping team structures. “A lot of organisations are starting to build out their internal threat detection and CTI capabilities,” shares Sophie. While SOCs (Security Operations Centre) – the 24/7 units that monitor and respond to alerts – still tend to remain outsourced, Sophie finds that “mid to large organisations are now bringing detection in-house.”

Identity and Privileged Access Management (IAM and PAM)

The shift to remote and hybrid work, along with cloud transformation, has intensified the need for secure identity and access frameworks. Identity and Access Management (IAM) and Privileged Access Management (PAM) are now critical to managing user access and protecting sensitive systems.

PAM has gained particular momentum due to heightened awareness of insider threats and the targeting of administrative accounts. Regulatory updates, including changes to the Australian Privacy Act and APRA’s CPS 234, have further increased demand. As a result, professionals who can modernise legacy identity systems, enforce least-privilege principles, and implement robust access controls are now highly sought after.

“Identity has been in demand in the market for the past 18 months,” shares Sophie. Before, this was a security specialisation mostly managed offshore. However, “In the last two years, companies have brought these people onshore. Naturally, they would like their information and access to be in Australia.”

The demand for certified engineers remains strong, with CyberArk and SailPoint specialists particularly sought after. Yet the talent pool is narrow. “It’s a very tight market,” Sophie notes. “People who do have those certifications onshore are often on visas, and government roles usually need citizens with clearance.”

For organisations, this means recruitment strategies must be flexible. Alongside external hiring, Sophie points to upskilling and internal referrals as viable options. Industry meetups and vendor networks also remain important channels for sourcing IAM and PAM professionals.

Competition for recruitment in this space will be strong, with both enterprise and government organisations prioritising IAM and PAM expertise as part of their broader cybersecurity strategies.

AI Security

With AI now integrated into many business processes, cybersecurity strategies must adapt to new risks. AI security focuses on protecting machine learning systems from threats like data poisoning, adversarial attacks, model inversion, and algorithmic bias.

Industries such as finance, healthcare, and infrastructure are rapidly adopting AI, and they’re looking for professionals who can secure these technologies while maintaining ethical and regulatory standards.

Global investment trends suggest this will accelerate. Gartner forecasts that worldwide spending on security and risk management will grow by around 10% in 2025 (to $213 billion USD ), with AI-related security capabilities a major driver.

“It’s still fairly greenfield for most organisations,” says Sophie, “but this is an area that will have the most rapid growth this financial year, and probably get sign-off for the most budget.”

At present, very few professionals are working in AI security full-time. Most are exploring it alongside broader security roles. As organisations ramp up their AI adoption, that is likely to change quickly. For employers, preparing now means building frameworks for AI governance, threat detection, and secure development practices. Security teams need to be able to match the pace of innovation.

Secure AI development, AI governance, and AI-specific threat detection are the skills that will be growing in demand.

Salaries in cyber are quite inflated, particularly for technically strong engineers in detection and identity. Mid-to-senior detection engineers are currently earning between $135,000 and $175,000 plus super. And some organisations are paying well above this to retain key staff. “I spoke with one engineer who was on $180,000 including super, not managing people, not strategic — just so technically good that the company doubled his salary to keep him,” Sophie recalls.

The surge in cyber security hiring after COVID pushed people up the ladder faster than usual. Salaries jumped, promotions came quickly, and in many cases, professionals skipped over the time needed to build depth in the fundamentals. As Sophie explains, “After COVID, there was a huge increase in cyber requirements. Salaries went up, and a lot of people were promoted very quickly. Now we’re really seeing a gap in knowledge and skill set in this area, just due to that boom.” For employers, the result is a workforce where not every senior-titled candidate will bring the expected experience. It will be vital to assess candidates on depth as well as breadth.

Cyber is a discipline that struggles with diversity at the best of times. Despite Sophie being an industry leader in DEI, placing 49 women into tech roles in Q4 24/25, she suggests that these new role types require clients to be realistic. Clients are pushing for female candidates in threat detection and identity roles, but the pool is limited: “All of my clients are passionate about gender diversity and want to hire more women in these roles. Unfortunately, the reality is that the pipeline just isn’t there yet.” While diversity is a priority, Sophie cautions that it will take sustained effort in training and outreach to shift the balance.

While demand outstrips supply, organisations have to rethink their rigid cyber security hiring criteria. The perfect skills match probably doesn’t exist. Sophie recommends focusing on transferable skills and supporting professional development. “Some tools do exactly the same thing,” she explains. “If you can use Rapid7, you can pick up Qualys. Employers need to be open to that and back it with an L&D budget.” Flexibility will be critical for filling hard-to-source roles.

FY26 will require pragmatism. Be flexible on toolsets and transferable skills, and invest in upskilling as part of recruitment. Expect inflated salaries for the top 5–10% of engineers, and build diversity into long-term strategies, understanding that it’s not always a practical short-term hiring target. Most importantly, prepare early for the rapid rate of expansion predicted in AI-driven security.

For more on these cyber security hiring trends, or further guidance, benchmarks, and hiring strategies to help organisations meet the challenges of FY26, get in touch with Sophie or the team at Launch .

Threat, Detection and CTI

Detection and CTI are moving in-house. Mid to large organisations that once outsourced detection are now building internal teams, driving demand for engineers and analysts with depth as well as breadth.
Identity and PAM expertise is scarce. Offshore roles are being brought back to Australia, but the local pool of certified CyberArk and SailPoint specialists is narrow, particularly for government roles requiring clearance.
AI security is the next frontier. Still greenfield for most organisations, but budgets are opening and demand for AI governance, secure development, and AI-specific threat detection is expected to surge in FY26.
Cross-market dynamics are challenging cyber security hiring trends. Salaries are inflated, skill gaps persist from rapid post-COVID promotions, diversity remains a challenge, and employers must embrace upskilling and flexibility to secure capability.

Cross-Cutting Market Dynamics

Salary pressures and retention

Skill gaps from rapid promotions

Diversity challenges

Upskilling vs ready-made talent

Planning for FY26

How to Manage and Recover From Burnout

Tue, 14 Oct 2025 04:47:00 GMT

Burnout sucks, and sadly, it’s something that will at some point affect the majority of Australians. While it is hard to study and pin down concrete numbers, the figures show that somewhere around 60% of Australians will experience varying levels of burnout. That’s a huge number and worryingly, it’s well above the global average of 48% .

What Causes Burnout?

With burnout so pervasive, the tools we have to prevent and manage it are to understand it, spot it and deploy tactics that can reduce it.

For immediate support, you can access free counselling services through:

Lifeline on 13 11 14 or visit lifeline.org.au
Beyond Blue on 1300 22 4636 or beyondblue.org.au

While the particular pressures will be personal to every individual, the cause of burnout is chronic, excessive stress. While life stressors can be a cause and certainly play a compounding role, most often (and in all of the cases of the above statistics), burnout happens at work. Approximately 40% of employee resignations cite burnout as the reason.

Why is that? When it comes to work-life balance, Australia ranks poorly. Although we rank 7th on the OECD Better Life Index , we are 32nd out of 41 countries when it comes to work-life balance. Almost 13% of Australian full-time workers are working very long hours. In Switzerland, that rate is just 0.4%.

If we look at the Globe Project , it suggests that our culture plays a great part. Australia falls into a category called the Anglo cluster, which scores highly on a metric called Performance Orientation. We reward high performance and value competition. Conversely, we score poorly on In-Group Collectivism, making us more individualistic.

This combination makes us particularly prone to burnout. Culturally, it is normal to place great importance on performance and to feel like it is our responsibility alone.

Add to that the aspiration for the ‘Great Australian Dream.’ Despite high rates of housing unaffordability—Sydney has the second most unaffordable housing in the world, and Adelaide, Brisbane, and Melbourne rank in the top 10—home ownership is the ultimate goal for most Australians.

Australians are under a lot of pressure to perform at work, and while norms around mental health awareness are improving, individualism can hinder many from seeking support.

Core Strategies for Managing Burnout

Managing burnout requires some action. The lifestyle that leads us there is not going to support its management or prevention. Specialist mental health organisations, like Beyond Blue , Mental Health First Aid , and Help Guide , recommend a combination of proactive self-care steps, setting clear boundaries, seeking support, and finding ways to recharge, physically and emotionally.

At Work

Prioritise personal wellbeing: Make self-care a non-negotiable part of daily life. Things like keeping regular meal times, hydrating, exercising and resting.
Take breaks and time off: Schedule breaks during your workday and take regular leave to prevent exhaustion from building up.
Set boundaries between work and personal life: Leave work at work, stay off emails after hours, and make time for activities outside of work. Learn how to say no and communicate your boundaries to colleagues.
Develop a “stop doing” list : Keep a list of habits or obligations to let go of, including streamlining workload and preserving energy for what truly matters at work and at home.

In Life

Practise mindfulness: Incorporate techniques like meditation, deep breathing, or gratitude journaling to stay grounded and become more aware of your stressors and emotions.
Engage in enjoyable and meaningful activities: Recharge your battery by reconnecting with hobbies, interests, or creative outlets beyond your professional responsibilities.
Seek social and professional support: Reach out to friends and family, seek professional help from therapists, or join support groups to share and gain coping techniques.

In Your Body

Maintain regular sleep: Aim for 7–9 hours of restful sleep per night. Fatigue is a major contributor to burnout.
Eat nutritious food and stay hydrated: Healthy nutrition and hydration are known to support energy levels and mood stability.
Keep moving: Physical activity, whether it’s casual walking, yoga, stretching, or going to the gym, helps reduce stress and clear the mind.

Small changes can make a big difference.

Burnout Resources and Support

Beyond Blue

What they offer:

Information on workplace burnout, stress management, coping strategies.
Free counselling via phone/chat (24/7).
“NewAccess” mental health coaching program (focused on everyday issues)

How to access:

Call 1300 22 4636
Chat online
See their resource library

Mental Health Online

What they offer:

Free resources
Online self-assessment
Structured evidence-based programs (some with therapist support) for mental health issues, including stress, depression, and anxiety. ( Mental Health Online )

How to access:

Via their website

Centre for Clinical Interventions (CCI)

What they offer:

Self-help modules
Workbooks
Worksheets addressing stress, perfectionism, distress tolerance, etc.

How to access:

Their “ Looking After Yourself ” section.

Health Direct

What they offer:

Curated lists of mental health resources
Advice
General information about improving mental wellbeing. ( Healthdirect )

How to access:

Via their “ Mental health resources ” portal.

Fair Work Ombudsman

What they offer:

Guidance on health & wellbeing support in workplace settings, including what options employees may have.

How to access:

Their “ Health and wellbeing support ” section.

Lifeline Australia

What they offer:

Crisis support line (24/7) for emotional distress, suicidal thoughts, overwhelming stress.

How to access:

Call 13 11 14 any time.

If it’s time for a change, contact the team at Launch Recruitment. We care deeply about the wellbeing of those we work with and take the time to understand your needs and role responsibilities and expectations to find the right fit.

Beyond Code: The Impact of AI on Software Engineering Roles in Australia

Mon, 06 Oct 2025 21:41:00 GMT

Like every other profession in the world, artificial intelligence is fast redefining software engineering roles in Australia. Routine tasks like coding, testing and deployment are increasingly automated. The skills that set candidates apart are, as a result, changing.

As Launch Senior Recruitment Consultant, Imogen Hough , puts it, “AI is being used for prompts, code generation, debugging and deployment. We are seeing companies look for people who are strong in system design, design patterns, architecture and problem solving, not just coding.”

Naturally, these developments alter the expectations for software engineering roles, especially for junior engineers, pushing everyone to think more strategically about systems, design and architecture.

How AI is Changing Software Engineering Roles in Australia

In the last year, especially, AI has become an almost universally standard tool in the developer workflow. Platforms like GitHub, Copilot , and Amazon Code Whisperer are already widely adopted, with surveys showing that more than 60% of software engineers in Australia use AI assistants in some part of their coding process.

As Imogen points out, “The engineers that are upskilling themselves within AI and machine learning are the ones that are having a competitive edge in the market.”

The impact of AI adoption is twofold. On one side, companies can accelerate delivery by offloading repetitive tasks. On the other, engineers are expected to step into more complex work, requiring greater judgment and foresight. This is the shift leading employers to give greater weight to problem-solving ability, system design and architecture skills when they hire.

Why System and Architecture Skills Are Most in Demand

While AI takes care of the repetitive elements of coding, the work that’s left is the tasks that cannot (yet) be automated. Robust system design, scalable architecture and an understanding of design patterns still require a high level of human touch and have become the markers of seniority and capability. These skills ensure that software remains maintainable, secure and efficient even as development speeds up with AI tools.

Imogen explains, “Clients aren’t asking for a ‘typical’ developer anymore. They want the top-tier talent with experience in system design, design patterns and architecture. Having that broad understanding is what is going to make people really stand out.”

This expectation isn’t limited to the big tech firms. Australian banks, consultancies, and start-ups are all asking the same questions. They want candidates to demonstrate how they approach architecture and complex problem-solving, not just which languages they can code in.

What This Means for Junior Engineers

It’s clear that senior engineers in Australia will need to show breadth and depth across their tech stacks and their ability to design resilient systems that last. But what about junior engineers who haven’t yet developed that experience?

This deviation in expectations presents a big challenge for graduates and early-career developers. Most juniors cut their teeth in entry-level roles, focusing on bug fixes or basic testing, the tasks that are now partly absorbed by AI.

“It’s going to be a slightly tougher market for juniors,” says Imogen, “the simpler tasks are now being covered by AI.”

That doesn’t mean juniors have no path forward. It just means the bar has moved. Rather than looking for a degree and coding basics, they will be looking for evidence of AI capability and a strategic systems mindset. Imogen advises junior candidates to:

Build AI literacy early : understand how tools like Copilot and CodeWhisperer work, even at a basic level.
Seek exposure to design concepts : learn the principles of clean design and architecture, not just syntax.
Network with intent : industry connections and referrals often open doors that job boards alone cannot.
Customise every CV : show alignment with the role and organisation instead of submitting generic applications.

For early-career engineers, standing out will increasingly come down to showing potential: the willingness to learn, the ability to collaborate, and evidence of initiative outside of formal coursework.

Upskilling Paths That Give You an Edge

For both juniors and experienced engineers, the consistent theme is the need to keep learning. The market is rewarding those who extend their skills beyond core coding into AI, ML and systems thinking.

Practical ways to build that edge include:

Take structured courses : explore Coursera , Udemy and edX modules in machine learning, generative AI and LLMs.
Practise system design : use resources like Grokking the System Design Interview or contribute to open-source architecture projects.
Experiment with AI tools : go beyond code generation to understand where tools fit into workflows.
Showcase initiative : maintain a GitHub profile or blog with recent projects that highlight curiosity and growth.
Stay language-agnostic : being open to multiple stacks signals adaptability and readiness for enterprise-scale roles.

“If you’re active on GitHub or a blog, you already have a competitive edge before the interview stage,” advises Imogen. “Clients are then not just looking at a piece of paper with your listed skills, they’re actively looking at your code.”

Standing Out to Employers

Learning the right skills is one part of the picture. To be considered seriously, the other has to be showing employers clear evidence of those skills before and during the interview process.

Before the interview

Make your application specific : employers expect a CV that reflects their role and organisation, not something generic.
Provide evidence upfront : a link to GitHub, a blog, or recent projects so hiring managers can see your work before meeting you.
Show progression : highlight how you’ve added new tools, stacks or approaches over time, signalling adaptability.

During the interview

Explain your thinking: be ready to talk through design or architecture choices and the trade-offs you made.
Connect skills to outcomes : describe how your work improved scalability, performance, or resilience.
Demonstrate adaptability : share a story of how you learned a new language, framework, or AI tool quickly and applied it effectively.

The key to standing out is to effectively show how you can work alongside AI while adding the human judgment, creativity and design skills that machines cannot replicate.

Software Engineering Roles Still Have a Bright Future

There may be a lot of rapid change, with a lot more sure to come, but there is no reason to believe that AI is replacing demand for software engineering roles in Australia.

The automation of routine work is just shifting the spotlight to the skills that only people can bring: system thinking, architectural design, problem-solving and adaptability.

For senior engineers, that means demonstrating breadth and depth across stacks and the ability to design resilient systems that scale. For juniors, it means finding ways to show potential through AI literacy, curiosity and initiative, even without years of experience.

As Imogen emphasises, those who invest in upskilling and show how they apply their knowledge are the ones gaining the edge. The engineers who will thrive are those who can integrate AI into their workflow while proving the creativity and judgment that no algorithm can replace.

To learn more about AI’s impact on Australia’s software engineering market, contact Imogen in Sydney or our Melbourne software engineering consultant, Aimee Thompson.

How to Reduce Time to Hire: Faster Approvals and Better Candidate Outcomes

Mon, 29 Sep 2025 21:30:00 GMT

When a role gets signed off, it rarely arrives with calm planning. It usually lands on the desk of a talent acquisition team with the message that the person was needed yesterday. Headcount approvals have been debated, budgets stretched, and leaders are already feeling the gap. By the time the requisition is released, urgency is of the utmost priority. Everyone hopes to reduce the time to hire.

So recruiters respond in kind. Shortlists are pulled together at speed. For an urgent contract, that can be within 24-48 hours. But while the first stage moves quickly, the momentum often fades once CVs are submitted. CV reviews can drag on, interview panels can’t find time, and in the worst cases, feedback can take weeks. By the time the internal wheels turn, the best candidates have already moved on.

According to recent research, the average time to hire permanent employees in Australia is now 44 days. That’s an all-time high and one of the slowest turnaround times we’ve seen in years. In sectors like energy and defence, the cycle can stretch up to 67 days .

Contracting should, in theory, be faster. Organisations turn to contractors because they need skills quickly. But contracting processes are tending to mirror permanent hiring, with the same approval chains, scheduling delays, and compliance bottlenecks. The result is that contractors, who are often available immediately, go on to other roles while organisations are still waiting for final sign-off.

Why You Need to Reduce Time to Hire Now More Than Ever

“Speed is the difference between hiring the best and missing out,” says Liz Frank , Launch’s Melbourne recruitment consultant specialising in government recruitment. “Good candidates don’t wait around.”

Recruitment is more competitive than it may appear. Even in the current market, which is flooded with applicants, where roles can attract hundreds for a single posting, the strongest people are always sought after. They’re never on the market for long. They either accept offers quickly, by employers who recognise they will be in demand, or they’re approached directly by other employers.

While it’s understandable and often unavoidable to have thorough processes and a level of internal red tape, delays in approvals and scheduling risk sending a message that an organisation is indecisive or unorganised. Candidates interpret silence as disinterest, and many will walk away. Research shows that 70% of job seekers say they would ghost a company if the process took too long.

This is true for both permanent and contract candidates. But in the case of contractors, it’s more likely they will already be in their next role while ignoring old, delayed responses. Companies need to reduce the time to hire without losing the structure and rigour that the process requires.

“It doesn’t give the end client a good reputation when delays mean candidates drop out,” Liz explains. “We can’t keep telling candidates ‘we’ve not heard anything back yet’ without it leaving a sour taste.”

The Bottlenecks Slowing Down Hiring

Across both permanent and contracting recruitment, there are predictable pinch points that slow the process. In government and other regulated environments, these challenges are amplified by the number of stakeholders involved.

One is the review of CVs: Strong candidates can be submitted quickly, but when diaries are full and approvals take more time than necessary (due to internal coordination lags rather than genuine due diligence), the days add up and momentum is lost. Even short delays can mean the difference between securing a preferred candidate and seeing them go somewhere else.

Interview scheduling is another: Initial interviews, often conducted in a panel format, are difficult to align, especially when senior managers are involved. When time is not reserved in advance, interviews are confirmed at the last minute. For candidates already in demanding roles, short-notice scheduling can be inconsiderate and challenging to turn around, forcing them to juggle work commitments or decline altogether.

Finally, feedback can be slower than expected. Even after interviews, Liz commonly sees one or two weeks pass before the next steps are confirmed. That pace can be manageable for permanent hires who are invested in a long-term career move, but contractors rarely have the luxury of waiting. They can’t hold on and hope for the best; they have to accept another project.

The good news is that because these pinch points are predictable, they can also be planned for. With small adjustments to internal efficiencies, it’s possible to reduce time to hire without compromising on process.

Practical Ways to Reduce Time to Hire

The delays we see most often are recurring gaps in coordination and planning. Because they’re predictable, they can be addressed with straightforward changes that save days, sometimes weeks, off the process.

Liz notes that CVs can be submitted within 24–48 hours, yet approvals often wait on already full diaries. That lost time is often not due to poor process; it’s the pauses in between the steps. Interviews and approvals face the same issue: organisations want immediate turnaround, but the time needed to review, meet, and decide hasn’t been reserved in advance. When calendars are already full, the process stalls, even though speed was the original priority.

Here’s a breakdown of the common friction points, their impact, and how to close the gaps:

Set service-level agreements (SLAs) for each stage of recruitment so responsibility is clear and delays don’t creep in.

SLAs to Keep Recruitment on Track

The Payoff: Faster Hiring, Stronger Candidates

The role of internal talent acquisition is not an easy one. We don’t envy the masterful juggle it takes to keep multiple stakeholders aligned while moving candidates through a process that is often complex and highly visible. Every organisation has competing priorities, shifting diaries, and approval chains that can’t always be simplified.

But what can be controlled is how predictable pinch points are handled. Protecting time for CV reviews, interview panels, and approvals in advance reduces the time to hire and shows candidates that the organisation is organised, respectful, and decisive. That reputation is just as important as filling a role.

Permanent hires will remember how efficient or frustrating their experience was, and contractors will make choices based on which clients can move quickly. In both cases, speed is a differentiator.

By planning ahead, setting SLAs, and holding stakeholders accountable, organisations can move from reactive urgency to a repeatable rhythm. And in a market where the best candidates disappear fast, that rhythm is often the difference between securing first choice and settling for second best.

If you’d like to explore how to streamline your hiring process and secure the strongest candidates, get in touch with Liz Frank or the team at Launch.

Launch Group Appoints Hayden Lines as General Manager – New South Wales

Wed, 24 Sep 2025 05:14:00 GMT

Launch Group is pleased to announce the appointment of Hayden Lines as General Manager – New South Wales.

This appointment marks an important step in strengthening Launch’s leadership in Sydney, one of our most competitive and fast-growing markets. With a strong track record in technology recruitment and senior leadership, Hayden will help us accelerate growth, deepen client relationships and build on nearly 20 years of Launch’s reputation for caring, excellence and long-term partnerships.

Since 2006, Launch has been trusted by organisations across Australia for our specialist focus in technology, telecommunications and corporate services. Hayden’s leadership will ensure we continue to deliver recruitment solutions that meet the developing needs of clients and open new opportunities for candidates across New South Wales.

Hayden brings nearly two decades of experience in IT and digital recruitment, with a proven track record of building high-performing teams and delivering for clients in both established and start-up environments. Prior to joining Launch, Hayden led NSW operations for Tech & Data People, following seven years overseeing the technology function at Profusion.

“I’ve always respected and admired the Launch brand,” says Lines. “There is so much excitement for where the future is heading. I’m looking forward to being part of that journey.”

On the appointment, Damien Ross, CEO of Launch Group, said, “We are thrilled to welcome Hayden to our leadership team. His experience, market insight, and people-first approach make him an excellent fit to lead our NSW business. Hayden will play a key role in developing our people and ensuring we continue to deliver exceptional service to our enviable list of clients.”

This appointment further strengthens Launch’s leadership across Australia and supports our mission of changing lives for the better by building skilled, engaged teams that deliver long-term value.

We’re delighted to welcome Hayden to the NSW team and look forward to the value he’ll bring to our clients, candidates and people.

Australia’s Railway 5G Transition: FRMCS Technology and Transformation Projects

Mon, 22 Sep 2025 11:47:00 GMT

Australia’s railway industry is undergoing a significant technological upgrade as operators transition from 2G communication systems to 5G-based technology, paving the way for Future Railway Mobile Communication System (FRMCS) technology. Over the next two years, this infrastructure modernisation is going to create many new career opportunities for telecommunications professionals with mobile network experience.

Key Points

Australia’s rail networks are shifting from 2G to 5G systems, creating the foundation for future FRMCS migration. Major projects like Perth’s METRONET and Melbourne’s Metro Tunnel a re already underway, with industry and government planning for broader rollout.
FRMCS, built on 5G standards but radio-agnostic, will enable capabilities such as driverless train operations, real-time monitoring, stronger connectivity, and improved passenger experience.
These upgrades are large-scale, multi-year infrastructure programs requiring teams of RF engineers, systems designers, project managers, safety specialists, and technicians.
Telecommunications professionals with 3G, 4G or 5G expertise are well positioned to transfer into rail, provided they can adapt their skills to industry frameworks and safety standards.

Australia’s Current Railway Communication Systems

For more than two decades, Australia’s railways have relied on GSM-R, a 2G-based communication standard developed specifically for train operations. Introduced globally in the 1990s as part of the European Train Control System, GSM-R offered what rail needed most at the time: safe, reliable voice communications, group calling for drivers and controllers, and guaranteed spectrum reserved for rail.

Unlike mobile carriers, which quickly advanced through 3G and 4G, railway networks stayed on 2G. GSM-R was safety-critical and interoperable. Once embedded into signalling systems, it was costly and risky to replace.

“GSM-R lasted because it was purpose-built for rail,” explains Andy Mansoori , Telco Portfolio Account Director – National at Launch Group. “It gave operators dependable voice and signalling. But today, rail needs far greater bandwidth and flexibility than GSM-R can provide.”

Modern networks must support real-time CCTV, predictive maintenance, and the connectivity required for driverless train operations, all of which exceed GSM-R’s capabilities. As a result, the sector is preparing to leapfrog directly from 2G to FRMCS, the 5G-based system designed to meet the data demands of contemporary railway operations.

This transition is already in motion in Australia, with upgrades underway in Perth and Melbourne. Both METRONET in Western Australia and the Metro Tunnel in Victoria are deploying new 5G communications infrastructure to prepare their networks for future FRMCS migration.

As part of Perth’s program, the Public Transport Authority has contracted Nokia to deliver a new digital radio system capable of supporting FRMCS. Momentum is building elsewhere across the nation as well. In July 2025, the Australasian Railway Association (ARA) convened a workshop with operators, government agencies, and suppliers to coordinate plans for both ETCS and FRMCS, signalling a more unified approach.

Understanding FRMCS Technology

The Future Railway Mobile Communication System ( FRMCS ) is the designated successor to GSM-R. Built on 5G standards, FRMCS is designed from the ground up to handle both the safety-critical needs of rail and the bandwidth demands of today’s digital operations.

“FRMCS is still in its early stages, but it’s the first communication system designed with today’s data-driven railway in mind,” notes Andy. “It advances us past GSM’s voice-only networks to support everything from real-time monitoring to automated operations.”

FRMCS is being developed under the leadership of the International Union of Railways (UIC). Unlike GSM-R, which is tied to 2G, FRMCS is radio-agnostic; it can operate on 5G New Radio, LTE, or future evolutions, giving it a far longer lifecycle.

In August 2025, Nokia unveiled the first commercial 5G solution for the FRMCS band (1900 MHz), pairing a rail-optimised 5G standalone core with purpose-built radios.

The benefits of this will be significant:

Driverless train capability : supporting automatic train operations and real-time control.
Stronger connectivity : eliminating blackspots that currently interrupt mobile and signalling systems.
Mission-critical services : supporting voice, data, and video through features like MCX (Mission-Critical Push-to-Talk, Data, and Video).
Efficiency and safety : enabling predictive maintenance, live CCTV feeds, and improved passenger communications.
Passenger experience : providing seamless connectivity onboard, making journeys more productive and enjoyable, helping rail compete with road travel.
Environmental impact: delivering more efficient, automated operations that encourage public transport uptake, reduce carbon emissions, and ease urban congestion.

Career Opportunities for Telecommunications Professionals

Over the next two years, Andy expects a significant uptick in the number of roles this transition will require. “These projects will need people in every discipline. From RF engineers and systems designers through to project managers, health and safety specialists, and field technicians.”

That breadth of demand shows how significant the shift to FRMCS will be. Australia’s railway upgrades are large-scale infrastructure projects that require full project teams, comprising engineers, supervisors, managers, and technical specialists, working together over many years. While projects like Perth’s METRONET and Melbourne’s Metro Tunnel are already underway, similar programs are coming as other networks begin preparing for FRMCS. as other networks begin preparing for FRMCS.

This level of demand opens the door for professionals outside the rail sector. Mobile and wireless engineers, network designers, and telecommunications specialists already hold the technical foundations rail operators are seeking. “If you’ve worked on 3G, 4G, or 5G networks,” says Andy, “that knowledge transfers directly into the communications upgrades rail projects are beginning to roll out.”

5G Project Roles in Demand

Andy highlights that demand will span across:

Radio frequency (RF) engineers and systems designers : developing and configuring 5G-based railway communication systems.
Project managers and directors : leading complex, multi-year programs and coordinating contractors, suppliers, and government stakeholders.
Site supervisors and field engineers : overseeing on-the-ground installation and integration of new equipment.
Health and safety managers : ensuring projects meet rail safety standards and regulatory compliance.
Quality managers : monitoring and assuring system performance during deployment.
Technicians : maintaining and troubleshooting the networks once they are operational.

Positioning Yourself for Railway Communications Roles

For telecommunications professionals, the transition to FRMCS offers a clear entry point into rail. The skills developed in mobile and wireless environments already align with the technical requirements of these upgrades. The opportunity lies in showing how those capabilities can be applied to large infrastructure programs that are modernising Australia’s transport networks.

Andy says, “The baseline is mobile technology. If you’ve worked on 3G, 4G, or 5G networks, that knowledge is directly relevant. What matters is being able to adapt those skills to a new industry with its own standards and ways of operating.”

Professionals looking to move into this space can strengthen their position by:

Emphasising mobile network experience : highlight projects involving RF engineering, network design, or deployment of 4G and 5G systems.
Demonstrating project delivery skills : large-scale rollouts in telco mirror the complexity of railway upgrades.
Becoming familiar with industry frameworks : knowledge of signalling integration, transport infrastructure requirements, or exposure to ETCS/FRMCS concepts will stand out.
Engaging with the sector : attending rail industry events, following updates from the Australasian Railway Association, and networking with operators and contractors shows commitment.

To stay ahead of the opportunities in the railway 5G transition or to explore other roles in the telco and wireless sector, reach out to Andy for a confidential conversation.

Launch Named Finalist in Three Categories at the 2025 TIARA Awards

Mon, 15 Sep 2025 04:54:00 GMT

SYDNEY, September 2025 — Launch has been announced as a finalist in three categories at the 2025 TIARA Recruitment Awards: Community Impact, Back Office Team of the Year, and Managed Service Provider (MSP) of the Year.

The TIARAs, presented annually by TALiNT Partners, are regarded as the benchmark of excellence for the recruitment industry. Judged by an independent panel of industry experts, the awards celebrate the organisations setting new standards in service, innovation and impact. To be shortlisted across three categories is recognition of Launch’s values-driven approach, operational excellence, and dedication to clients, candidates and community.

Award Categories

Community Impact

Launch Giving has been part of our DNA since day one. This year marks 20 years of our charitable giving program, which has grown to encompass not only financial donations but also pro bono services, staff volunteering, and facilitating connections across our network. Our focus areas for the year have included environmental charities, children’s health, and organisations supporting women.

“Community is at the heart of Launch,” said Leanne Smith, General Manager, Governance and Impact at Launch. “We believe giving back should be a shared responsibility. Our Launch Giving program continues to inspire our people, strengthen our culture, and create impact well beyond the workplace.”

Back Office Team of the Year

The strength of Launch’s operations lies in the dedication of our back office team. From governance and compliance to marketing, finance, research and digital transformation, this small but expert team is the engine driving our business forward. Over the past year, they have expanded ESG and sustainability initiatives, maintained ISO 9001 quality assurance and J-Sox compliance, and supported consultants to deliver outstanding experiences for clients and candidates.

“This nomination reflects the big outcomes our lean but highly capable back office team delivers,” said Damien Ross, CEO at Launch. “Their commitment to excellence underpins every success story at Launch.”

RPO/MSP/Talent Solutions Company of the Year

Our Talent Solutions business has continued its strong growth, demonstrated by the appointment of Sarah Kiely as Head of MSP and the expansion of client programs tailored to the mid-market. LaunchConnect, our proprietary CRM/VMS platform, is at the core of this service, providing transparency, flexibility and efficiency for clients. By combining innovative technology with award-winning ESG initiatives, our RPO and MSP offerings are designed to deliver measurable outcomes for clients while aligning with their values.

“Clients are increasingly seeking bespoke workforce solutions that balance efficiency with accountability,” said Sarah Kiely, Head of MSP. “Through LaunchConnect and our consultative approach, we’re showing how we can be agile, scalable and values-driven.”

Thanks to Our Launchers

“Being recognised across three categories at this year’s TIARAs is a tremendous honour,” added Damien Ross, CEO at Launch. “It reflects the passion and expertise of our people in every part of the business, from our consultants and back office to Talent Solutions and the community. We are proud of these achievements, which are only possible because of the values that guide us.”

The winners of the 2025 TIARA Awards will be announced in November at the prestigious gala ceremony in Sydney.

About Launch Group

Founded in 2006, The Launch Group is a values-led recruitment, talent solutions and consulting company with offices across Australia and capabilities spanning New Zealand and the Asia Pacific. We specialise in technology, telecommunications, project services, business support and more. Our five core values – Caring, Authenticity, Excellence, Accountability and Trust – shape how we work with each other, our clients and our community. They also underpin the consistency, quality and innovation that have seen Launch recognised by industry awards year after year.

About the TIARA Awards

The TIARA Recruitment Awards are a hallmark of excellence in the recruitment industry. In Australia and New Zealand, they bring together leading organisations to celebrate achievements in service, innovation, people and community impact.

Congratulations to all of the finalists. Find out more about this year’s awards and finalists here .

Senior Project Services Roles in a Cost Conscious, Regulation Driven Market

Mon, 08 Sep 2025 03:21:00 GMT

Australia’s project services market has shifted. Since 2023, cost-cutting and tighter budgets have delayed or cancelled many large programs, with organisations opting to redirect resources back into business-as-usual activities. The result for the market is a surge of experienced professionals now competing for fewer opportunities.

Launch Recruitment Melbourne’s Project Services specialist, Steph Hodak , explains: “There are a lot of senior project services candidates in the market right now, but not enough senior project services roles. Hiring managers are looking for people who can show they’ve delivered strong benefits, not just run large programs.”

The transformation programs that were previously in abundance have slowed, but regulatory and resilience projects are still moving ahead. In fact, their importance has grown. Cybersecurity and operational risk work has steadily increased since high-profile breaches, and with APRA’s CPS 230 standard now in effect, organisations are putting even more focus on compliance and resilience.

For project services candidates, this means the most active opportunities are in compliance, risk, and resilience. Candidates who can show impact in these types of programs are more likely to attract attention from hiring managers.

Why Senior Project Services Roles Have Slowed

The slowdown in hiring of senior project services roles stems from a shift in organisational priorities. With budgets under pressure, investment that once supported enterprise-wide transformation is being redirected to mandatory initiatives.

“Organisations are now moving attention to regulatory change, operational resilience, and cyber uplift rather than broad transformation,” shares Steph.

Naturally, it’s regulated industries like superannuation, banking, insurance, and utilities with the greatest program needs in compliance and resilience. The introduction of APRA’s CPS 230 on 1 July 2025 has amplified this shift, requiring entities to strengthen operational risk management, continuity, and oversight of third-party providers. At the same time, APRA’s CPS 234 on information security has required organisations to keep strengthening their cybersecurity controls, a priority heightened by major breaches such as Medibank .

c The public and private sectors are experiencing the shift differently. In government, transformation projects have slowed while departments focus on cost-out measures and system consolidation. In the private sector, companies are concentrating on risk mitigation, business continuity and resilience (BC&R), and measurable benefits realisation.

These different pressures have left employers with more candidates to choose from and a sharper focus on the skills that matter most in today’s projects. Namely, resilience, compliance, and demonstrable outcomes.

What Project Services Hiring Managers Are Looking For

With more experienced project services candidates on the market, hiring managers are more selective about who they bring forward.

Steph says this comes through in conversations she has every week: “Hiring managers want candidates who can prove they’ve delivered benefits in difficult conditions. That might mean steering a team through a crisis, embedding regulatory change, or showing how resilience planning actually protected the business.”

This sharper lens reflects the current priorities. Compliance-driven projects need leaders who can navigate complex regulations, manage multiple stakeholders, and keep delivery on track under scrutiny. Cyber resilience programs demand candidates who can explain not just the technical controls in place, but the organisational impact of those controls.

Unfortunately, with more candidates than jobs, pay expectations have flattened , particularly for contractors , giving employers more choice. That extra leverage is changing how they run interviews. Managers are drilling deeper into case studies, asking for specific outcomes, and testing whether candidates can connect project activity to measurable organisational benefits.

How Senior Project Services Candidates Can Stand Out

For many senior project services professionals, this is the first time in years they’ve faced such a competitive market. Steph says she often speaks with candidates who are surprised by how long searches are taking: “There’s a much bigger pool of senior people in the market right now, which makes it harder for individuals to stand out in the way they used to.”

So it’s back to some CV and interviewing optimisations. In practice, this means being specific about the value delivered and being more mindful that the competition is tough. Interviewers will be looking to dig deep.

Senior project services professionals should:

Highlight regulatory and resilience experience — detail any involvement in CPS 230 or CPS 234 programs, or similar governance and compliance initiatives.
Quantify outcomes — instead of writing “led a program of work,” spell out benefits realised: reduced downtime, faster recovery times, improved compliance scores, or cost savings achieved.
Demonstrate adaptability — include examples of steering projects through sudden changes, restructures, or budget cuts.
Translate technical detail into business impact — employers want to see how cyber or resilience projects protected operations, not just the frameworks put in place.

Steph says this sharper focus means senior candidates need to revisit how they present themselves, “CVs that lean too heavily on the size of programs don’t cut through anymore. What employers want is proof that you can deliver under pressure and make a tangible difference to the organisation.”

Key Takeaways for Senior Project Services Professionals

The past few years have been tough for the project services market. Transformation programs that once drove demand have somewhat slowed, while compliance, resilience, and cybersecurity initiatives have moved to the forefront. For candidates, the result is a more competitive market where employers have greater choice and sharper expectations.

Success now depends on showing more than technical delivery. Employers want to see evidence of resilience under pressure, measurable benefits, and the ability to translate complex programs into business outcomes. As Steph puts it, the candidates who stand out are “those who can prove their impact, not just their involvement.”

For senior project services professionals, that means reassessing how experience is presented, whether it’s on paper, in interviews, or in conversations with hiring managers.

If you’d like to discuss how these trends affect your career, reach out to Steph Hodak or connect with the team at Launch.

Australia’s Job Market Enters New Phase as Economic Conditions Improve

Tue, 02 Sep 2025 00:55:00 GMT

Australia’s job market is undergoing a consequential transition as FY2026 begins, with economic indicators pointing toward normalisation after years of volatility, according to Launch Group’s latest CEO Market Report. Yet, while the fundamentals are improving, businesses face ongoing challenges, including high candidate mobility and cost-of-living pressures that continue to influence hiring strategies and workforce planning decisions.

Economic Indicators Show Promise Amid Caution

For the new financial year, the Australian economy shows a mixed but increasingly positive outlook. Inflation has eased dramatically to 2.4% from its peak of 7.8% in December 2022. The Reserve Bank has then responded with three interest rate cuts this year, bringing rates down to 3.6% as monetary policy shifts to support growth.

“Australia’s economy is finding its balance after a turbulent few years,” notes Damien Ross , CEO of Launch Group. “Household spending, which had been flat for some time, is starting to pick up again, giving the labour market a steadier footing as we head into the second half of 2025.”

Unemployment has settled at 4.1%, representing a return to pre-COVID levels and aligning closely with the 4% target that policymakers consider optimal for maintaining price stability. With population growth forecast to average 1.4% over the next five years—the third-fastest rate in the Asia-Pacific region—underlying employment demand remains robust.

The consumer recovery appears particularly encouraging, with household consumption returning to growth across both essential and discretionary categories. Discretionary spending has rebounded strongly, showing a 13% increase since pre-COVID levels, reflecting improved consumer confidence and easing cost pressures.

Hiring Intentions Reflect Strategic Caution

Despite improving economic fundamentals, business hiring intentions reveal a more measured approach to workforce expansion. Just over one in five Australian businesses (21%) plan to grow headcount in the coming months, with Information Technology leading predicted demand for Q1 FY2026.

This cautious optimism is reflected in job advertisement patterns, with SEEK job ads returning to their long-term index level of 100 after the post-COVID boom, signalling what industry analysts describe as stable and sustainable recruitment activity, rather than the frenzied hiring of recent years.

“Unlike recent downturns of the GFC (2008) and Covid (2020), we are not expecting to see a significant spike in higher demand that would place the supply and demand of the labour market in a position of imbalance,” Ross explains. “This should mean that wage and contract rates will increase relative to and in line with CPI inflation.”

Talent Mobility Driven by Financial Pressures

Candidate behaviour reveals high levels of market activity, with 77% of professionals either actively job hunting or open to new opportunities. Notably, the highest-paid professionals are showing the greatest mobility, leveraging their market position as competition for talent intensifies.

For those actively seeking new roles, salary has been flagged as the primary motivator, with four in ten candidates reporting discomfort with their current compensation levels. This reflects ongoing cost-of-living pressures that, despite easing inflation, continue to impact household budgets across Australia.

“Candidates are valuing more certainty as the cost of living remains at the top of the agenda for many Australians,” Ross observes, highlighting how financial security has become a dominant factor in career decision-making.

Business Uncertainty Shapes Workforce Strategy

While economic indicators improve, business confidence remains fragmented. Nearly half of surveyed businesses (49%) report difficulty controlling outcomes in the current market environment, with more than a third expressing concerns about their future prospects.

This uncertainty is leading to adjustments in workforce strategy, with one in five businesses having reduced their temporary or contract staff over the past year. The trend suggests companies are prioritising core permanent roles while maintaining flexibility through reduced reliance on contingent workers.

The caution reflects ongoing global uncertainties, including geopolitical instability in the Middle East and potential trade disruptions from US policy changes. While these factors may create short-term volatility in sectors such as energy, resources, and manufacturing, the domestic economic outlook remains relatively resilient.

Strategic Workforce Planning Implications for FY2026

This shift in market conditions has created distinct challenges and opportunities for different stakeholders. For employers, the key lies in striking a balance between efficiency and competitiveness in recruitment processes.

“As competition grows for talent over the coming year, we recommend employers run thorough but efficient hiring processes,” Ross advises. “Those employers who drag their heels with next stage feedback or offer documentation approval will lose out on top talent.”

The retention challenge requires equal attention, with Ross emphasising the importance of “regular feedback and formal annual reviews, along with aligning remuneration, reward and recognition with inflation levels and business outcomes.”

For contract and temporary roles, the strategy shifts toward longer-term thinking. “For contract hires, sensible rates with longer-term engagements will win the day,” reflecting candidates’ desire for financial certainty in an environment where cost-of-living concerns remain paramount.

Business Investment Outlook Improves

Looking ahead, Ross anticipates broader economic improvements that could stimulate employment growth. “With further interest rate reductions expected over FY2026, we should see consumer spending increase, and as a result, see continuous stimulation of the Australian economy.”

This optimism extends to capital investment, with expectations of increased project spending across corporate Australia. “We anticipate an improvement in capital spend in projects across corporate Australia, many of whom have held back on such initiatives in recent years,” Ross explains.

The projection aligns with population growth forecasts that suggest sustained employment demand over the medium term, providing a foundation for steady job market expansion without the dramatic fluctuations that have characterised recent years.

A Market in Transition

Rather than achieving full stability, Australia’s job market appears to be successfully navigating a transition from post-pandemic volatility toward more predictable patterns. The challenge for businesses and candidates alike lies in adapting strategies developed during crisis conditions to this developing environment.

“The market is healthy, but it requires a different approach than we’ve needed in recent years,” Ross concludes. “This represents both an opportunity and a responsibility for how we help both sides of the equation navigate this transition successfully.”

As FY2026 progresses, the interplay between improving economic fundamentals and persistent business caution will likely define the pace and character of employment growth. For now, the signs point toward a market that, while not without challenges, offers genuine reasons for measured optimism.

For insights on Australia’s changing job market or to discuss organisational hiring strategies, contact Damien Ross at damien.ross@launchgrp.com.au

Powerful Examples of Augmented Reality in Action

Mon, 25 Aug 2025 00:06:00 GMT

*Updated 2025

Back in 2020, the headlines were abuzz with news of augmented reality, its exciting applications, and the bold predictions we made about how it would drastically alter the way we live, work, and connect.

To capture the excitement of that time and illustrate the use cases beyond the hype, we put together examples of AR in action.

While still applicable today, the subsequent years of the 2020s have been an era of rapid change, endless announcements about brand new revolutionary tech, and naturally, augmented reality has dropped from the big news cycle. But it’s still very much making waves and influencing how we live, work and connect.

Launch’s Cyber & Infrastructure Recruitment Consultant, Ben Moffatt , sat down with AR and XR expert, Harri , to chart its path.

1990s

Boeing

You may not be aware that augmented reality has actually been around since the 90s, used by the aerospace sector for training. The term augmented reality was actually coined by Boeing researcher Tom Caudell in 1990. Today, Boeing still use AR through Skylight AR Glasses to help engineers access instructions without needing their laptops or papers.

NASA

Throughout that decade, AR was used by the likes of the U.S Air Force Research Laboratory and NASA’s X-38 spacecraft for navigation. This kind of utilisation of AR continues today, as the perfect tool to enhance navigation in both manned and unmanned vehicles. It’s also used to improve workflow for design, maintenance and assembly of these aircraft.

2000s

Nokia

2000 saw the first AR game hit the market, and in 2005, this technology reached our phones when AR Tennis was released – a two-player AR game developed for Nokia phones. Since then, gamers have, unsurprisingly, been the greatest user base for augmented reality, and Pokémon Go was the first to take that trend mainstream.

BMW

BMW was one of the very first brands to use AR for commercial use in 2008 when they utilised the technology to enhance their print advertising with augmented reality. The brand has gone on to use the technology extensively for training, and consumer services like their BMW i Visualizer app, where users can create their own personal BMW i3 or i8, customising the interior and exterior, which then links to a service where users can arrange a test drive.

2010s

Airwalk

In 2010, Airwalk put its faith in marketing firm Y&R when it created an AR campaign to promote the relaunch of some limited-edition shoes, which were in high demand, making them perfect for a teaser campaign such as this. Using geolocation, they made invisible pop-up stores at various locations around the world where users could buy the shoes. The campaign created a huge buzz, attracting massive crowds and significant sales for the limited-edition shoes.

Specsavers

In 2016, Specsavers (and now numerous other glasses retailers across the world) adopted AR to help customers try on glasses via an app or online to help facilitate purchases online. Through their Virtual Try On AR solution, customers simply take a selfie and try on specs to see which suits them best.

AccuVein

In 2016, AR reached the medical world when AccuVein designed a handheld device which is used to scan the vein network of patients, displaying a map of the vasculature directly onto the patients’ skin. This technology led to a 45% reduction in escalations, allowing doctors and nurses to clearly identify what they need to access or avoid.

Cleveland Clinic

Continuing in the medical space, 2016 saw augmented reality being used to teach anatomy to students at the Cleveland Clinic and Case Western Reserve University , using an AR headset. With the technology, students can explore the human body in an interactive 3D format.

NuEyes

Also in 2016, NuEyes was developed – a visual prosthetic that uses specially adapted AR glasses to empower people with visual impairment to see with the help of AR. NuEyes made it possible for many who have not previously been able to see, to now view the world around them while keeping their hands free and without heavy headsets.

Hyundai

Hyundai Australia jumped onto AR in 2017 to help sales staff in dealerships across the country to effectively exhibit the features of the new ‘Reinvented i30’ hatchback. Their in-house AR app gives sales staff the power to really get under the hood and show potential buyers the car’s built-in safety features and a quick, realistic view of how it would look in different colours or with different accessory options.

IKEA

The masters of visual merchandising, IKEA, adopted augmented reality to take their in-store game online. With the IKEA Place app, customers can virtually place IKEA furniture and other products in their home to visualise how it would look, making customers more comfortable to purchase online. In 2017, when the app was launched, more than two million people downloaded it.

Apple and Google

2017 was also the year that Apple launched ARKit and Google launched ARCore for Android, making it easier than ever before for developers to create AR apps. What followed was a boom.

Coca-Cola

Showing how AR can be utilised in the B2B space, Coca-Cola developed an AR solution in 2017 to help retailers visualise what their branded fridges would look like in-store, giving a variety of colour and size options to test out around the store to select the best possible option for their floor plan.

CoverGirl

For on-mobile makeovers, CoverGirl’s 2018 Virtual Makeover became a powerful selling tool that lets their audience try on makeup, using AR and a selfie, before purchasing it online. Through this solution, their entire range can be tested for colour matching and checking combinations.

Gatwick Airport

Gatwick Airport developed its award-winning augmented reality passenger app in 2018 using 2,000 navigation beacons throughout the airport to accurately map travellers’ location and offer valuable information to make their time at the airport as smooth an experience as possible. The services include helping travellers to navigate the airport, as well as personalised, real-time flight updates, gate information and check-in and security queue times.

2020s

Now comprehensively adopted, AR has moved from solely product novelties into everyday workflows across industries.

Cultural preservation and education

Indigital – Launched in 2020, the Indigital Schools program uses AR to bring Indigenous cultural knowledge, history and language to life for students. Through workshops, children learn traditional stories from Elders and then use AR tools to share these stories in their own animated, interactive formats.

Museums and cultural sites – Cultural institutions are increasingly using AR overlays to add depth to exhibitions , allowing visitors to see historical reconstructions, translations, or hidden artefacts via their phones or AR glasses.

Workforce optimisation

DHL Vision Picking – DHL has rolled out AR “ Vision Picking ” smart glasses in warehouses to guide workers along the most efficient routes to items ready for shipment. The tool reduces unnecessary walking, speeds up order fulfilment, and, as a result, helps to keep energy levels higher across shifts.

Manufacturing and field service – In manufacturing, AR is supporting critical infrastructure mapping , overlaying maintenance instructions directly onto equipment, and enabling remote expert guidance for complex repairs.

Healthcare innovation

Surgical guidance – Surgeons are trialling, on real people, devices like the Apple Vision Pro to overlay 3D anatomical data and patient vitals in the operating room to improve precision and reduce the need to look away from the surgical field of view.

Therapy and rehabilitation – AR is also being used in physical therapy programs to track patient movement, provide visual cues, and gamify exercises to increase engagement.

Consumer and creative experiences

Smart glasses – Devices such as Meta’s Ray-Ban smart glasses , Xiaomi Smart Audio Glasses , and early prototypes like Meta’s Orion show the steady push toward lightweight AR eyewear. While current models focus on media capture, communication and basic overlays, they set the stage for richer AR experiences.

Music learning gamification – New AR-powered platforms deliver “Duolingo-style” interactive lessons for music , overlaying notation and feedback in real time as users play.

Virtual try-on (VTO) – From makeup to eyewear, AR try-on tech is now standard in many e-commerce experiences. Solutions like Perfect Corp enable customers to test looks on their own face via phone camera before buying.

Immersive remote working – Platforms such as Immersed create multi-monitor virtual workspaces inside AR/VR headsets, allowing teams to collaborate in a shared 3D environment from anywhere.

Hardware Insight

For AR headset hardware, there are two parallel tracks: consumer-friendly smart glasses and high-fidelity mixed reality headsets.

Meta’s Ray-Ban glasses are an example of consumer-friendly smart glasses. They are slim and stylish, helping to normalise wearable displays, even if their current capabilities are limited.

In contrast, advanced AR experiences – like those delivered by Apple Vision Pro or Meta Quest 3 – still rely on bulkier headsets. Viewing AR through a headset is called Mixed Reality. It delivers high-fidelity AR, able to process and render complex 3D environments with semantic understanding, just not through the slim and light glasses, which are seen as the desired form.

As the technology matures, these tracks are likely to converge. Meta’s Orion glasses and Snapchat’s Spectacles are the closest to this convergence, with a high level of interactivity and nudging toward the realism that is currently the domain of mixed reality headsets.

The Future of AR

Even though augmented reality has been around for quite some time now, it’s fair to say that it’s still developing in terms of its potential uses. In the professional realm, AR is well and truly established with demonstrative value. For consumers, the current battle for the best hardware will determine just how mainstream our smart glasses will become.

If you’re interested in a career at the forefront of emerging technology, check out Launch Recruitment’s IT jobs .

AI and the Changing Skillset of Australia’s Accounting and Finance Professionals

Sun, 17 Aug 2025 23:43:00 GMT

Let’s start with this: Artificial intelligence is not replacing accounting and finance professionals. But it is – like with all industries – altering what the professions look like.

“I see firsthand how this shift is playing out across the Australian market,” says Senior Recruitment Consultant, David Wood , a specialist in finance recruitment at Launch. “Employers want the same professionals, but every brief requests a little extra. AI is automating the profession’s most repetitive components and freeing professionals to focus on higher-value work. Employers want to tap into those benefits.”

Automation is Reshaping the Finance Function

Automation has been the aim of the game for years now, and AI is powering this at high speed within the finance function. This push for automation has supported finance professionals by streamlining manual tasks like transaction matching, invoice processing, and report generation. It’s been a win for both employees and employers, as tedious tasks are taken away, allowing both parties to focus on the core of their roles.

But naturally, as automation improves and AI supercharges just how efficient it’s become, there are critical questions being asked in boardrooms and finance teams across Australia:

If much of the work is automated, and collaboration is increasingly remote, do we still need full in-house teams?
Could we leverage AI or offshoring at a lower cost?

The result is a shift in the balance of power. Employers are rethinking cost structures, while finance professionals are under pressure to add deeper, more strategic value.

What AI Can’t Replace

A report by Microsoft and the Tech Council of Australia suggests that generative AI could automate over one-third of accounting tasks in Australia (36%) and help shift professionals toward more advisory work, while also contributing up to A$13 billion annually to the professional and financial services sector by 2030.

These kinds of reports sound both encouraging and alarming. If it’s taking over so much, where does that leave those in the industry?

Despite the discussions around greater AI utilisation and the ominous headlines circulating online, this technology is not eliminating the need for accountants. It’s evolving their role and raising the bar.

Yes, AI can reconcile thousands of transactions in seconds. But it can’t build trusted client relationships, exercise ethical judgement, contextualise financial data within a complex business strategy, or explain the real-world impact of a variance on a family’s future or a business’s survival. It can’t mentor a junior analyst, de-escalate a stakeholder’s concerns, or understand the story behind the numbers.

These are the skills that have always and will continue to set professionals apart. And they’re becoming more valuable, not less.

From Processing to Strategic Insight

As AI takes care of the routine, the opportunity for finance professionals is to move further up the value chain.

A recent survey found that 72% of professionals believe AI will shift accounting roles from compliance to advisory, with users saving between 46 and 79 minutes per day depending on their AI fluency.

The finance professionals who stand out today, and will lead in the future, are those who pair technical excellence with emotional intelligence; the ability to influence, interpret and lead.

That combination of insight, judgement and leadership is what employers are really looking for. This shift is pushing the profession from a focus on process to a focus on impact.

By automating time-consuming tasks, AI is giving professionals more room to:

Think strategically
Interpret data through a commercial lens
Advise clients and business leaders with confidence
Craft financial narratives that support growth and transformation.

Rather than losing relevance, finance professionals are gaining capacity. Those willing to grow alongside the technology can open the door to more meaningful, future-focused work.

Expert Insights: AI Monitor Report

The Association of Chartered Certified Accountants (ACCA) recently released its AI Monitor report , which outlined four key work trends for accountants:

A contraction in routine processing : Automation will be handling high-volume transactional work
Expansion in strategic and advisory decision-making : Professionals will be empowered to shift into more value-driven roles
Evolution of mid-level roles : These positions will require more judgment and greater client interaction
New responsibilities around governance, controls and compliance: Professionals moving forward will need the AI literacy to verify AI outputs, maintain standards, and ensure ethical implementation.

What This Means for Employers and Professionals

AI is changing the accounting and finance professions. It’s not eliminating roles, but it is becoming a requirement that professionals in this industry know how to optimise and automate using AI tools. If a skilled AI user can save about an hour a day, that candidate has an edge over one who cannot.

If you’re looking for a role or an ambitious person eager to get ahead, there is simply no way around using AI. Not just using it but mastering its use.

For hiring managers, it’s time to look more intently for talent who can combine financial expertise with strategic thinking and adaptability. Roles will become ever more fluid, more analytical, and more human-centric. Hires today need to fit how the business will look tomorrow.

For finance professionals, now’s the time to upskill. A strong foundation in accounting will remain essential, but those who embrace AI tools, data literacy, and change leadership will be those with the edge to thrive in the AI-influenced years ahead.

Helping You Navigate the AI Future of Finance

At Launch Recruitment, we specialise in helping accounting and finance professionals, and the companies that hire them, to stay ahead and adaptable to the changing market.

Whether you’re recruiting future-ready talent or planning your next move, Launch can help you make confident decisions about your future in finance. Contact us today.

Top 10 Sydney Meetups for Tech Professionals

Wed, 23 Jul 2025 23:00:00 GMT

* Updated for 2025  

There is no shortage of Sydney Meetups available to help an ambitious tech expert with their professional development. However, with so many now in operation, we understand it can be tough to filter through to the good stuff. Allow us to save you time and pain going through the arduous process.

Here are our picks for the 10 best Sydney Meetups to educate, inspire and challenge tech professionals in no particular order.

Sydney Tech Meetup

A laid-back and welcoming event, Sydney Tech Meetup brings together developers, engineers, data scientists, and curious minds for casual monthly catch-ups. This one is all about showing up, grabbing your preferred drink, and chatting about anything from software and AI to side projects and industry shifts. If you’re looking to meet other local professionals without a formal agenda, this is one worth checking out.