Last week, EBC's CEO Richard Bradshaw and Managing Director Shalynn Ler joined the CFO Leadership Forum 2026 to share what we're seeing on the ground in finance leadership hiring. The conversation centred on one big shift: the CFO role has fundamentally changed. The 2026 CFO isn't hired to protect the business. They're hired to transform it. The briefs landing on our desks reflect this. Skills like AI fluency, finance-to-data team translation, and change leadership are no longer nice-to-haves. They're the whole conversation. And yet most finance functions know AI matters but very few are operationally ready for it. That gap, between awareness and execution, is exactly where the hiring challenge lives right now. Richard and Shalynn also walked through the key dilemma facing finance leaders today: do you build capability from within, buy specialist talent from the market, or redesign your workflows first? There's no single right answer, but knowing which path fits your organisation is half the battle. It was a great room, full of sharp questions and honest conversation about where the finance function is heading. It was a great room, full of sharp questions and honest conversation about where the finance function is heading.  If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com

Last week, EBC's CEO Richard Bradshaw and Managing Director Shalynn Ler joined the CFO Leadership Forum 2026 to share what we're seeing on the ground in finance leadership hiring. The conversation centred on one big shift: the CFO role has fundamentally changed. The 2026 CFO isn't hired to protect the business. They're hired to transform it. The briefs landing on our desks reflect this. Skills like AI fluency, finance-to-data team translation, and change leadership are no longer nice-to-haves. They're the whole conversation. And yet most finance functions know AI matters but very few are operationally ready for it. That gap, between awareness and execution, is exactly where the hiring challenge lives right now. Richard and Shalynn also walked through the key dilemma facing finance leaders today: do you build capability from within, buy specialist talent from the market, or redesign your workflows first? There's no single right answer, but knowing which path fits your organisation is half the battle. It was a great room, full of sharp questions and honest conversation about where the finance function is heading. It was a great room, full of sharp questions and honest conversation about where the finance function is heading.  If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com

Last week, EBC's CEO Richard Bradshaw and Managing Director Shalynn Ler joined the CFO Leadership Forum 2026 to share what we're seeing on the ground in finance leadership hiring. The conversation centred on one big shift: the CFO role has fundamentally changed. The 2026 CFO isn't hired to protect the business. They're hired to transform it. The briefs landing on our desks reflect this. Skills like AI fluency, finance-to-data team translation, and change leadership are no longer nice-to-haves. They're the whole conversation. And yet most finance functions know AI matters but very few are operationally ready for it. That gap, between awareness and execution, is exactly where the hiring challenge lives right now. Richard and Shalynn also walked through the key dilemma facing finance leaders today: do you build capability from within, buy specialist talent from the market, or redesign your workflows first? There's no single right answer, but knowing which path fits your organisation is half the battle. It was a great room, full of sharp questions and honest conversation about where the finance function is heading. It was a great room, full of sharp questions and honest conversation about where the finance function is heading.  If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com

Last week, EBC's CEO Richard Bradshaw and Managing Director Shalynn Ler joined the CFO Leadership Forum 2026 to share what we're seeing on the ground in finance leadership hiring. The conversation centred on one big shift: the CFO role has fundamentally changed. The 2026 CFO isn't hired to protect the business. They're hired to transform it. The briefs landing on our desks reflect this. Skills like AI fluency, finance-to-data team translation, and change leadership are no longer nice-to-haves. They're the whole conversation. And yet most finance functions know AI matters but very few are operationally ready for it. That gap, between awareness and execution, is exactly where the hiring challenge lives right now. Richard and Shalynn also walked through the key dilemma facing finance leaders today: do you build capability from within, buy specialist talent from the market, or redesign your workflows first? There's no single right answer, but knowing which path fits your organisation is half the battle. It was a great room, full of sharp questions and honest conversation about where the finance function is heading. It was a great room, full of sharp questions and honest conversation about where the finance function is heading.  If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com

Last week, EBC's CEO Richard Bradshaw and Managing Director Shalynn Ler joined the CFO Leadership Forum 2026 to share what we're seeing on the ground in finance leadership hiring. The conversation centred on one big shift: the CFO role has fundamentally changed. The 2026 CFO isn't hired to protect the business. They're hired to transform it. The briefs landing on our desks reflect this. Skills like AI fluency, finance-to-data team translation, and change leadership are no longer nice-to-haves. They're the whole conversation. And yet most finance functions know AI matters but very few are operationally ready for it. That gap, between awareness and execution, is exactly where the hiring challenge lives right now. Richard and Shalynn also walked through the key dilemma facing finance leaders today: do you build capability from within, buy specialist talent from the market, or redesign your workflows first? There's no single right answer, but knowing which path fits your organisation is half the battle. It was a great room, full of sharp questions and honest conversation about where the finance function is heading. It was a great room, full of sharp questions and honest conversation about where the finance function is heading.  If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com

Last week, EBC's CEO Richard Bradshaw and Managing Director Shalynn Ler joined the CFO Leadership Forum 2026 to share what we're seeing on the ground in finance leadership hiring. The conversation centred on one big shift: the CFO role has fundamentally changed. The 2026 CFO isn't hired to protect the business. They're hired to transform it. The briefs landing on our desks reflect this. Skills like AI fluency, finance-to-data team translation, and change leadership are no longer nice-to-haves. They're the whole conversation. And yet most finance functions know AI matters but very few are operationally ready for it. That gap, between awareness and execution, is exactly where the hiring challenge lives right now. Richard and Shalynn also walked through the key dilemma facing finance leaders today: do you build capability from within, buy specialist talent from the market, or redesign your workflows first? There's no single right answer, but knowing which path fits your organisation is half the battle. It was a great room, full of sharp questions and honest conversation about where the finance function is heading. It was a great room, full of sharp questions and honest conversation about where the finance function is heading.  If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com

As part of our ongoing content collaboration with Workforce Singapore, Ethos BeathChapman continues to share market intelligence and hiring insights to support professionals and employers navigating Singapore’s evolving talent landscape. Singapore’s labour market remains resilient, but professionals are increasingly questioning what opportunities look like in a more cautious hiring environment. While employment growth continues and unemployment remains low, the outlook for 2026 signals a shift toward more targeted hiring, skills-based demand, and measured business expansion. Our experienced consultant, Stuart Clark, Head of Contracting & Interim Solutions, recently shared his insights with Workforce Singapore (WSG) on what PMETs can expect in the year ahead. A More Selective Yet Stable Labour Market Singapore’s labour market continues to demonstrate stability, with PMET roles maintaining relatively lower recruitment and resignation rates compared to other worker groups. However, this does not necessarily mean the market is accelerating at the same pace as before. Stuart Clark explains, “Hiring is currently quite subdued. Concerns about global instability have made a lot of our clients reluctant to commit to senior hiring on a permanent basis, but due to the presence of ongoing projects, we still see demand for contract-based positions.” Rather than shrinking, the labour market is evolving into one that is more measured and selective. Employers are continuing to hire, but with tighter role requirements and stronger alignment to immediate business priorities. For PMETs, opportunities remain available, though securing them may require stronger positioning and patience. Where Hiring Demand Remains Strong Despite broader caution, some sectors continue to experience healthy hiring demand. Technology, AI-driven industries, and insurance remain key growth areas as organisations continue investing in digital transformation, automation, and productivity. According to Stuart Clark, “We are seeing hiring concentrated in problem-solving areas. The technology sector shows active hiring, with strong demand in emerging areas such as AI. The insurance sector, too, continues to see robust hiring activity.” This reflects a broader hiring shift, with employers focusing on business-critical roles that can deliver immediate value. Mid-level professionals, particularly those within the three- to eight-year experience range, continue to be highly sought after. Hiring demand is largely concentrated within the 3–8 years’ experience bracket. Employers are prioritising mid-level professionals who can deliver immediate impact,” says Stuart Clark As a result, technical expertise, digital literacy, and problem-solving capabilities are increasingly becoming key differentiators in the labour market. Understanding Mobility Versus Career Progression While some sectors continue to hire actively, higher recruitment activity does not always translate to stronger long-term career progression. Areas with higher turnover, such as Administrative and Support Services, tend to prioritise faster, volume-driven hiring to maintain operational continuity. Stuart notes, “Lower-barrier sectors typically see faster, volume-driven hiring due to higher turnover, with a focus on quickly filling roles to maintain operations.” He adds that PMET hiring tends to be more strategic,“PMET hiring is more strategic and measured, as the cost of a mis-hire is significantly higher. Employers prioritise long-term fit and value, resulting in more rigorous processes.” For professionals considering a move, the distinction matters. Career decisions should focus not only on availability of opportunities, but whether those opportunities align with long-term growth and progression. The Impact of Global Uncertainty on Hiring Decisions Global developments continue to influence business confidence and hiring behaviour in Singapore. Geopolitical tensions, inflationary pressures, supply chain disruptions, and rising costs are all contributing to a more cautious outlook across industries. However, Stuart emphasises that uncertainty is not stopping hiring altogether, “It is certainly an area of concern among our clients, with the obvious impact in sectors such as shipping and logistics, but for most, it isn’t directly impacting the need for business-critical hiring. Instead, employers are becoming more selective, prioritising essential roles while delaying broader workforce expansion plans. What This Means for PMETs in 2026 The signals for 2026 point to a labour market that remains opportunity-rich, but increasingly focused on skills, immediate impact, and strategic hiring. PMET roles continue to offer stability, while growth areas such as AI, technology, insurance, and specialised functions are expected to remain in demand. At the same time, Stuart cautions, “Support functions may face greater pressure if uncertainty persists, as companies prioritise cost optimisation and efficiency.” For jobseekers and mid-career professionals, success may come less from moving quickly and more from making deliberate, informed career decisions. Understanding where growth lies, strengthening relevant skills, and positioning yourself strategically will be increasingly important in a more competitive market. This article incorporates insights from Stuart Clark, shared in collaboration with Workforce Singapore. Read the full original article here. If you would like to discuss current market trends and reports, please reach out to us at marketing@ethosbc.com .

As part of our ongoing content collaboration with Workforce Singapore, Ethos BeathChapman continues to share market intelligence and hiring insights to support professionals and employers navigating Singapore’s evolving talent landscape. Singapore’s labour market remains resilient, but professionals are increasingly questioning what opportunities look like in a more cautious hiring environment. While employment growth continues and unemployment remains low, the outlook for 2026 signals a shift toward more targeted hiring, skills-based demand, and measured business expansion. Our experienced consultant, Stuart Clark, Head of Contracting & Interim Solutions, recently shared his insights with Workforce Singapore (WSG) on what PMETs can expect in the year ahead. A More Selective Yet Stable Labour Market Singapore’s labour market continues to demonstrate stability, with PMET roles maintaining relatively lower recruitment and resignation rates compared to other worker groups. However, this does not necessarily mean the market is accelerating at the same pace as before. Stuart Clark explains, “Hiring is currently quite subdued. Concerns about global instability have made a lot of our clients reluctant to commit to senior hiring on a permanent basis, but due to the presence of ongoing projects, we still see demand for contract-based positions.” Rather than shrinking, the labour market is evolving into one that is more measured and selective. Employers are continuing to hire, but with tighter role requirements and stronger alignment to immediate business priorities. For PMETs, opportunities remain available, though securing them may require stronger positioning and patience. Where Hiring Demand Remains Strong Despite broader caution, some sectors continue to experience healthy hiring demand. Technology, AI-driven industries, and insurance remain key growth areas as organisations continue investing in digital transformation, automation, and productivity. According to Stuart Clark, “We are seeing hiring concentrated in problem-solving areas. The technology sector shows active hiring, with strong demand in emerging areas such as AI. The insurance sector, too, continues to see robust hiring activity.” This reflects a broader hiring shift, with employers focusing on business-critical roles that can deliver immediate value. Mid-level professionals, particularly those within the three- to eight-year experience range, continue to be highly sought after. Hiring demand is largely concentrated within the 3–8 years’ experience bracket. Employers are prioritising mid-level professionals who can deliver immediate impact,” says Stuart Clark As a result, technical expertise, digital literacy, and problem-solving capabilities are increasingly becoming key differentiators in the labour market. Understanding Mobility Versus Career Progression While some sectors continue to hire actively, higher recruitment activity does not always translate to stronger long-term career progression. Areas with higher turnover, such as Administrative and Support Services, tend to prioritise faster, volume-driven hiring to maintain operational continuity. Stuart notes, “Lower-barrier sectors typically see faster, volume-driven hiring due to higher turnover, with a focus on quickly filling roles to maintain operations.” He adds that PMET hiring tends to be more strategic,“PMET hiring is more strategic and measured, as the cost of a mis-hire is significantly higher. Employers prioritise long-term fit and value, resulting in more rigorous processes.” For professionals considering a move, the distinction matters. Career decisions should focus not only on availability of opportunities, but whether those opportunities align with long-term growth and progression. The Impact of Global Uncertainty on Hiring Decisions Global developments continue to influence business confidence and hiring behaviour in Singapore. Geopolitical tensions, inflationary pressures, supply chain disruptions, and rising costs are all contributing to a more cautious outlook across industries. However, Stuart emphasises that uncertainty is not stopping hiring altogether, “It is certainly an area of concern among our clients, with the obvious impact in sectors such as shipping and logistics, but for most, it isn’t directly impacting the need for business-critical hiring. Instead, employers are becoming more selective, prioritising essential roles while delaying broader workforce expansion plans. What This Means for PMETs in 2026 The signals for 2026 point to a labour market that remains opportunity-rich, but increasingly focused on skills, immediate impact, and strategic hiring. PMET roles continue to offer stability, while growth areas such as AI, technology, insurance, and specialised functions are expected to remain in demand. At the same time, Stuart cautions, “Support functions may face greater pressure if uncertainty persists, as companies prioritise cost optimisation and efficiency.” For jobseekers and mid-career professionals, success may come less from moving quickly and more from making deliberate, informed career decisions. Understanding where growth lies, strengthening relevant skills, and positioning yourself strategically will be increasingly important in a more competitive market. This article incorporates insights from Stuart Clark, shared in collaboration with Workforce Singapore. Read the full original article here. If you would like to discuss current market trends and reports, please reach out to us at marketing@ethosbc.com .

As part of our ongoing content collaboration with Workforce Singapore, Ethos BeathChapman continues to share market intelligence and hiring insights to support professionals and employers navigating Singapore’s evolving talent landscape. Singapore’s labour market remains resilient, but professionals are increasingly questioning what opportunities look like in a more cautious hiring environment. While employment growth continues and unemployment remains low, the outlook for 2026 signals a shift toward more targeted hiring, skills-based demand, and measured business expansion. Our experienced consultant, Stuart Clark, Head of Contracting & Interim Solutions, recently shared his insights with Workforce Singapore (WSG) on what PMETs can expect in the year ahead. A More Selective Yet Stable Labour Market Singapore’s labour market continues to demonstrate stability, with PMET roles maintaining relatively lower recruitment and resignation rates compared to other worker groups. However, this does not necessarily mean the market is accelerating at the same pace as before. Stuart Clark explains, “Hiring is currently quite subdued. Concerns about global instability have made a lot of our clients reluctant to commit to senior hiring on a permanent basis, but due to the presence of ongoing projects, we still see demand for contract-based positions.” Rather than shrinking, the labour market is evolving into one that is more measured and selective. Employers are continuing to hire, but with tighter role requirements and stronger alignment to immediate business priorities. For PMETs, opportunities remain available, though securing them may require stronger positioning and patience. Where Hiring Demand Remains Strong Despite broader caution, some sectors continue to experience healthy hiring demand. Technology, AI-driven industries, and insurance remain key growth areas as organisations continue investing in digital transformation, automation, and productivity. According to Stuart Clark, “We are seeing hiring concentrated in problem-solving areas. The technology sector shows active hiring, with strong demand in emerging areas such as AI. The insurance sector, too, continues to see robust hiring activity.” This reflects a broader hiring shift, with employers focusing on business-critical roles that can deliver immediate value. Mid-level professionals, particularly those within the three- to eight-year experience range, continue to be highly sought after. Hiring demand is largely concentrated within the 3–8 years’ experience bracket. Employers are prioritising mid-level professionals who can deliver immediate impact,” says Stuart Clark As a result, technical expertise, digital literacy, and problem-solving capabilities are increasingly becoming key differentiators in the labour market. Understanding Mobility Versus Career Progression While some sectors continue to hire actively, higher recruitment activity does not always translate to stronger long-term career progression. Areas with higher turnover, such as Administrative and Support Services, tend to prioritise faster, volume-driven hiring to maintain operational continuity. Stuart notes, “Lower-barrier sectors typically see faster, volume-driven hiring due to higher turnover, with a focus on quickly filling roles to maintain operations.” He adds that PMET hiring tends to be more strategic,“PMET hiring is more strategic and measured, as the cost of a mis-hire is significantly higher. Employers prioritise long-term fit and value, resulting in more rigorous processes.” For professionals considering a move, the distinction matters. Career decisions should focus not only on availability of opportunities, but whether those opportunities align with long-term growth and progression. The Impact of Global Uncertainty on Hiring Decisions Global developments continue to influence business confidence and hiring behaviour in Singapore. Geopolitical tensions, inflationary pressures, supply chain disruptions, and rising costs are all contributing to a more cautious outlook across industries. However, Stuart emphasises that uncertainty is not stopping hiring altogether, “It is certainly an area of concern among our clients, with the obvious impact in sectors such as shipping and logistics, but for most, it isn’t directly impacting the need for business-critical hiring. Instead, employers are becoming more selective, prioritising essential roles while delaying broader workforce expansion plans. What This Means for PMETs in 2026 The signals for 2026 point to a labour market that remains opportunity-rich, but increasingly focused on skills, immediate impact, and strategic hiring. PMET roles continue to offer stability, while growth areas such as AI, technology, insurance, and specialised functions are expected to remain in demand. At the same time, Stuart cautions, “Support functions may face greater pressure if uncertainty persists, as companies prioritise cost optimisation and efficiency.” For jobseekers and mid-career professionals, success may come less from moving quickly and more from making deliberate, informed career decisions. Understanding where growth lies, strengthening relevant skills, and positioning yourself strategically will be increasingly important in a more competitive market. This article incorporates insights from Stuart Clark, shared in collaboration with Workforce Singapore. Read the full original article here. If you would like to discuss current market trends and reports, please reach out to us at marketing@ethosbc.com .