The Emerging Technology Leader Report

EXECUTIVE SUMMARY

Over the past several months, Halcyon Knights interviewed a group of CIOs, CISOs, and senior technology executives to better understand what separates those who successfully transition into executive leadership from those who remain in technical or middle management roles.


Despite different industries, backgrounds and leadership styles, several consistent themes emerged:


  • The journey to the C-suite was rarely linear.
  • Technical expertise was important, but rarely the deciding factor.
  • Business acumen, communication, confidence, stakeholder management and commercial awareness consistently separated executive leaders from their peers.


Below are the top 9 lessons from Australia's technology leaders for aspiring managers and leaders in Tech.

Lesson 1:

There is no perfect path to the C-suite

WHAT WE HEARD

The prominent theme throughout the interviews we conducted was that very few executives followed a carefully planned path.


Many entered technology through unconventional routes, stepped into leadership when others stepped away, or only recognised executive leadership as achievable after being exposed to greater responsibility.


Progression occurred through curiosity, initiative and a willingness to take ownership, not through master plans.

60%+ never originally planned to become a CIO or CISO

80%+ described their career path as non-linear

advice for emerging leaders

  • Focus on the next opportunity, not the final destination.
  • Raise your hand for challenging projects
  • Volunteer for responsibility
  • Seek exposure outside your immediate function.


Most executive careers are built through momentum. Stop waiting until you feel completely ready

Many capable leaders hold themselves back by underestimating their ability to step into bigger roles.

- Matt Hoskin – CIO, Peninsula Hot Springs

Lesson 2:

TECHNICAL SKILLS GET YOU IN. BUSINESS SKILLS GET YOU UP.

WHAT WE HEARD

Every executive described the same shift: early career progression is driven by technical capability, while executive progression is driven by business capability. 


The further leaders progressed, the more discussion centred on commercial outcomes, financial performance, strategic priorities, organisational risk and business growth. 


Technology remained important, but became a means to an end rather than the end itself.

100% said business acumen becomes more important than technical expertise at executive level

75%+ wished they had developed stronger financial and commercial capability earlier

advice for emerging leaders

  • Start developing commercial capability now.
  • Focus on budget ownership, business case development, vendor negotiations, financial literacy and strategic planning.


Future executives should be as comfortable discussing financial trade-offs as they are discussing technical architecture.

If you understand the business well, you can create value with or without the technology label.

- Matt Hoskin – CIO, Peninsula Hot Springs

Lesson 3:

LEADERSHIP IS INFLUENCE, NOT AUTHORITY

WHAT WE HEARD

Senior leadership is rarely about directing people. 


It involves aligning competing priorities, building consensus and influencing outcomes across multiple stakeholder groups, without relying on hierarchy.


The strongest leaders demonstrated an ability to adapt communication styles, navigate conflict and drive outcomes through relationships rather than authority.

100% identified stakeholder management as a critical executive skill

80%+ identified communication as one of the most important leadership capabilities.

advice for emerging leaders

Invest in communication, executive presentation skills, stakeholder management, negotiation and relationship building. 


Technical capability may get you noticed, influence gets things done.

Be clear about what you want, and more importantly, why you want it.

- Sam Fariboz – CISO, David Jones

Lesson 4:

DECISION MAKING UNDER UNCERTAINTY

WHAT WE HEARD

Many aspiring leaders assume that executive roles provide greater certainty. 


The reality is often the opposite. Whether dealing with cyber incidents, investment decisions, organisational change or strategic planning, executives must make timely decisions with incomplete information.


Strong leaders focus on making the best possible call with what is available, then learning from outcomes.

100% said executive leadership requires making decisions with incomplete information

70%+said this was one of the biggest surprises when entering executive leadership.

advice for emerging leaders

Build decision-making confidence by understanding risks, seeking diverse perspectives and making timely calls rather than waiting for perfect information. 


Accept that imperfect decisions made with good judgment will always outperform inaction.

You cannot influence every decision, you can only influence what you can control.

- Bernard Wansink CIO, Victorian Institute of Forensic Medicine

Lesson 5:

CONFIDENCE IS THE HIDDEN DIFFERENTIATOR

WHAT WE HEARD

Almost every executive discussed confidence. Many admitted they questioned whether they were ready for bigger roles.

 

The common difference was not the absence of self-doubt, it was the willingness to move forward despite it. 


Confidence, as the interviews consistently revealed, follows action rather than precedes it.

80%+ said confidence and self-belief were major contributors to progression

60%+ referenced impostor syndrome during career advancement.

advice for emerging leaders

  • Take on larger challenges
  • Speak up more often 
  • Volunteer for exposure
  • Build a network of supporters 
  • Stop waiting for permission


Confidence grows through experience; the fastest way to build it is to act before you feel ready.

If you want to step into a bigger role, you need a value offering from day one, not just ambition.

- Bernard Wansink CIO, Victorian Institute of Forensic Medicine

Lesson 6:

WHAT SENIOR LEADERS ARE ACTUALLY LOOKING FOR

WHAT WE HEARD

Technical capability was consistently viewed as the entry ticket, not the differentiator.


What separated exceptional leaders was how they thought, communicated and behaved.


The traits most valued at the senior level: curiosity, ownership, resilience, adaptability, communication and learning agility.

100% prioritised soft skills once technical competence was established

70%+ identified curiosity as a defining leadership trait.

advice for emerging leaders

Deliberately develop curiosity, ownership, emotional intelligence and executive communication. 


Technical skills may get you shortlisted, but leadership capability gets you promoted.

Will beats skill. Skills can be learned. The will to succeed is harder to teach.

- Chintan Jajal – CIO, AFS Logistics

Lesson 7:

MENTORS ACCELERATE CAREERS

WHAT WE HEARD

Mentorship was one of the most consistent themes across all interviews.


Executives repeatedly referenced leaders who challenged them, backed them, expanded their thinking and increased their confidence. Many now actively mentor others, recognising the impact these relationships had on their own careers.

80%+ credited mentors, sponsors or influential leaders for accelerating their progression

75%+ actively mentor future leaders themselves

advice for emerging leaders

Deliberately develop curiosity, ownership, emotional intelligence and executive communication. 


Technical skills may get you shortlisted, but leadership capability gets you promoted.

Will beats skill. Skills can be learned. The will to succeed is harder to teach.

- Chintan Jajal – CIO, AFS Logistics

Lesson 8:

FUTURE LEADERS MUST BECOME MORE COMMERCIAL

WHAT WE HEARD

The strongest executives consistently linked technology decisions to business outcomes.


Successful leaders understood risk, cost, value, investment and strategic priorities, and were as comfortable discussing financial trade-offs as technical architecture. Many suggested aspiring leaders significantly underestimate the importance of commercial and financial acumen.

75%+ identified commercial capability as an area they wished they had developed earlier

100% said executive decisions ultimately align with business outcomes

advice for emerging leaders

Develop confidence in business cases, financial management, risk discussions and investment decisions.


The ability to speak the language of the CFO and the board is no longer optional; it is a prerequisite for executive leadership.

If you don't understand risk and the language of risk, you're going to fail at some point.

- Jason Ha – CISO, MyCISO

Lesson 9:

DO THE JOB BEFORE YOU GET THE TITLE

WHAT WE HEARD

The strongest leaders consistently demonstrated capability before receiving recognition.


They solved larger problems, influenced stakeholders, built business cases and mentored colleagues.


The title followed the behaviour, not the other way around.

80%+ took on executive-level responsibilities before formal promotion

100% said ownership accelerated career progression.

advice for emerging leaders

  • Start solving bigger problems
  • Take ownership beyond your current remit
  • Volunteer for strategic work
  • Develop future leaders
  • Build executive visibility


Act like the leader you want to become before the role is formally yours.

You do not need the title before you start doing the role. 

- Charles Gilman – CISO, SuperChoice

Final Thoughts

The report's most important finding is also its most counterintuitive: executive leadership has far less to do with technology than most aspiring leaders expect.


The CIOs and CISOs interviewed described their roles not as technologists, but as business leaders, strategists, communicators, coaches, and decision-makers who influence outcomes across the organisation.



Technology matters, of course, but those who reach the C-suite are ultimately the ones who can bridge it with people, risk, and commercial reality to serve a broader business strategy.


The message from Australia's technology leaders is clear:

Be curious. Build relationships. Learn the business. Take ownership. Start before you're ready.

Report compiled and presented by George England — Halcyon Knights

Woman on computer

The Hidden Cost of a Bad Tech Hire

January 16, 2025
What’s the real price of hiring the wrong tech candidate? Spoiler alert—it’s far more than what you’ll find on an invoice.
A close up of a mastercard and visa card on a table.

Case Study: Enhancing Diversity in Tech Leadership for a Leading Bank

July 24, 2024
Case Study: Enhancing Diversity in Tech Leadership for a Leading Bank. One of Australia's leading banks faced a significant challenge in enhancing diversity within their technology leadership teams and niche areas such as cybersecurity. Despite their reputation and market position, they struggled to attract a diverse pool of talent, particularly from underrepresented groups in tech. The Challenge The primary issues identified were: > Lack of Diversity Talent Applying: The bank was not receiving enough applications from diverse candidates, which was crucial for filling leadership and specialized roles in tech. > Perception of the Financial Services Industry: Many potential candidates, especially women and minorities, were hesitant to join the financial services sector. The industry was often perceived as predominantly white and male-dominated. > Large Team Dynamics: Candidates were concerned about the inability to make a significant impact within large teams, a common structure in financial services. Complex Hiring Process: The bank's in-depth hiring process, involving multiple rounds of interviews, was a deterrent for many candidates. The Solution Halcyon Knights deployed a seasoned consultant who leveraged his extensive network and relationships with tech professionals to address these challenges. The key strategies included: > Leveraging Long-term Relationships: The consultant had nurtured relationships with engineers and tech talent throughout their careers, fostering trust and understanding their career aspirations. > Transparent and Effective Communication: By clearly communicating the benefits of working for the bank and transparently addressing concerns, the consultant was able to sell the opportunity effectively. This included highlighting the potential for high-impact work, career growth, and the bank’s commitment to diversity. > Streamlined Recruitment Process: Although the bank had a complex hiring process, the consultant worked to ensure candidates were well-prepared and understood each stage. This preparation helped alleviate concerns and improved the candidate experience. > Tailored Candidate Approach: By understanding the unique needs and preferences of each candidate, the consultant could tailor the approach to each individual, ensuring a better fit for both the candidate and the bank. The Results The concerted efforts led to impressive outcomes: > Diverse Leadership: Five women were successfully placed into various leadership and engineering roles within the bank. > High Impact: These candidates have now been in their roles for 8-9 months, making significant contributions and driving impactful projects. > Balanced Diversity Targets: The placements have helped the bank balance its diversity targets, fostering a more inclusive work environment. Through strategic relationship management and a tailored recruitment approach, Halcyon Knights addressed the bank’s diversity challenges, placing high-impact candidates in leadership roles. This case study highlights the importance of trust, transparent communication, and understanding candidate needs in achieving diversity and inclusion goals in the tech industry.
To help you decide if contracting is right for you, we’ve highlighted both the benefits and drawback

The Tech Contracting Dilemma

May 16, 2024
To help you decide if contracting is right for you, we’ve highlighted both the benefits and drawbacks of contracting in IT below.
Show More