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Transformation in the Age of AI | Executive Lens Episode 7

Mon, 15 Jun 2026 09:32:25 GMT

In today’s business landscape, transformation has become a constant rather than a one-time initiative. Organisations are under pressure to evolve faster than ever, driven by digital disruption, emerging technologies, and shifting customer expectations.

Yet despite the growing investment in transformation programmes, many initiatives fail to deliver meaningful results. According to transformation leader Richard Andrews, the difference between success and failure often comes down to leadership clarity, stakeholder alignment, and the ability to continuously adapt.

Drawing on more than two decades of experience spanning banking, consulting, digital transformation and executive leadership, Andrews shares key insights on what it really takes to lead change in today’s environment.

Transformation Starts With People, Not Technology

While emerging technologies, particularly AI, dominate today’s business conversations, Andrews believes organisations often misunderstand where transformation truly begins.

Technology may enable change, but it does not drive it. “The number one skill you need isn’t being the best strategist or programme manager,” he explains. “It’s stakeholder management.”

In large transformation programmes, misalignment between teams is one of the most common causes of failure. Different departments often focus narrowly on their own objectives rather than understanding how their work contributes to the broader programme.

Successful transformation leaders take a different approach. They map stakeholders early, gather perspectives across the organisation, and surface issues openly. These conversations can be uncomfortable, but they are essential.

When perception gaps between teams are addressed early, organisations can realign around shared goals and dramatically improve delivery outcomes.

AI Is Accelerating Change, but most Organisations Aren’t Ready

Artificial intelligence is rapidly reshaping how organisations operate, but the reality is more complex than many headlines suggest. While many companies claim to be implementing AI transformation, Andrews argues that much of the current activity remains experimental.

“There are a lot of proof-of-concept projects happening,” he says. “But when you look closely, very few organisations are deploying AI at scale.”

Before AI can truly transform operations, businesses must first address foundational issues such as:

Migrating systems to the cloud
Integrating fragmented technology platforms
Ensuring clean, accessible data
Streamlining internal processes

Without these fundamentals in place, AI initiatives risk becoming isolated experiments rather than enterprise-wide capabilities.

For transformation professionals, this means their role remains critical. Organisations still need programme leaders, change specialists, and cross-functional teams to guide the complex work required to modernise their infrastructure.

The Talent Impact: White-Collar Work Is Being Rewritten

One of the most significant implications of AI lies in its potential impact on professional careers.

Historically, automation has primarily affected operational and administrative roles. However, AI’s ability to analyse data and support decision-making means the technology is increasingly moving into areas traditionally occupied by highly educated professionals.

Roles in law, finance, consulting, and accounting could see significant shifts as AI automates large portions of routine analytical work. This shift also raises an important structural challenge for organisations.

Entry-level roles have long served as training grounds for future leaders. If many of these tasks are automated, companies may struggle to develop the next generation of experienced professionals.

“This could break the traditional career ladder,” Andrews notes.

For individuals entering the workforce, the key will be focusing on roles that combine technical understanding with human skills, areas where collaboration, judgement, and leadership remain essential.

Leadership in Transformation: Balancing Today and Tomorrow

For senior leaders, particularly Managing Directors or business unit heads, transformation requires a delicate balance between operational performance and future strategy.

On one hand, leaders must run a disciplined, profitable business today. On the other hand, they must continually evolve their organisation to stay relevant tomorrow. This requires constant monitoring of core business metrics, such as utilisation, revenue, pricing, and pipeline, while also identifying new opportunities for growth.

“Your current products or services won’t necessarily be the ones that define your business in five years,” Andrews explains.

Leaders must regularly assess where the market is heading and adapt accordingly. That may involve launching new service lines, investing in emerging technologies, or even shutting down business units that no longer deliver value. These decisions can be difficult, particularly when they involve teams that leaders have built themselves, but avoiding change often creates far greater risks.

Continuous Learning Is the Real Competitive Advantage

In an environment defined by rapid change, Andrews believes one mindset stands above all others, continuous learning.

Throughout his career, he has consistently invested in developing new skills, whether through executive education programmes, consulting training, or learning new languages. The goal is not simply acquiring knowledge. It is maintaining mental agility.

“I think continuous learning keeps your brain firing on all cylinders,” he says. “It helps you analyse problems faster and respond to challenges more effectively.”

For leaders navigating complex transformation programmes, this intellectual flexibility is invaluable.

The Power of Career Leaps

Looking back on his own career, Andrews highlights the importance of taking calculated risks.

Early in his career, he left a stable role in retail banking to join a digital agency during the early days of the internet, accepting a pay cut and losing traditional benefits in the process. The move proved transformative.

It placed him at the centre of the first wave of digital innovation and set the trajectory for the rest of his career in transformation and consulting. Opportunities like this often appear risky at the time. However, they can open doors to entirely new industries and experiences.

“Sometimes you have to grab an opportunity with both hands and run with it,” he says.

Transformation Never Stops

If there is one lesson Andrews emphasises above all others, it is that transformation is never truly finished.

Markets evolve. Technology advances. Customer expectations shift.

The organisations that thrive are those that embrace continuous reinvention, led by leaders who remain curious, adaptable, and focused on the future. Technology may be changing the rules of business, but ultimately the success of transformation still comes down to the same core principle.

People leading change with clarity, courage, and vision.

Transformation Is Never Finished | Executive Lens Episode 6

Mon, 15 Jun 2026 09:15:14 GMT

Transformation has become one of the most commonly used words in leadership conversations. Yet despite the billions invested in transformation programmes each year, many fail to deliver meaningful, lasting results.

According to transformation leader David Glaze, the problem is not the ambition. It is the execution.

With more than 25 years of experience across FMCG, health and beauty, consumer electronics, and satellite communications, David Glaze has spent his career helping organisations navigate change. His journey from commercial roles to leading major transformation initiatives across global markets offers valuable insight into what truly makes transformation work.

From Process Curiosity to Transformation Leadership

David Glaze's path into transformation was not planned. Early in his career at a large FMCG company, he found himself questioning why successful organisations still operated with inefficient processes.

"I could not quite believe how poor many working practices were," he explains. "Even in hugely successful companies, there was money being left on the table because of inefficiencies."

What began as curiosity, what he describes as a high level of process awareness, evolved into a professional strength: the ability to analyse systems, identify what was not working, and rebuild processes to perform better.

The Power of Cross-Industry Experience

One defining feature of David Glaze's career is his willingness to move across industries, from consumer goods to telecommunications and space technology.

"The remarkable thing when you move industries is how similar organisations actually are," he explains. "The way companies work, or do not work, is often very transferable."

But it also requires humility. Entering a new industry means not knowing the language, the terminology, or sometimes even the basics. And that, he argues, is an advantage.

That position gives permission to ask questions, often the ones others are too comfortable to ask. Something as simple as asking different teams to define the word customer can reveal surprising misalignment across an organisation.

Why Most Transformation Projects Fail

Despite widespread investment in transformation initiatives, many fail to deliver lasting results. According to David Glaze, the problem often lies in organisations focusing too heavily on the beginning of a project and not enough on what comes after launch.

"Companies spend millions designing transformation programmes," he says. "But once the project is launched, the focus shifts back to day-to-day business and the change slowly fades away."

The biggest successes I have seen are initiatives that lasted decades, where the culture, the processes, and the mindset continued evolving long after the initial programme ended. Transformation should not be treated as a temporary project with a clear start and finish. It must become part of an organisation's operating philosophy.

Technology Is an Enabler, Not the Solution

As organisations rush to adopt digital tools and AI, David Glaze cautions against overestimating technology's role in transformation.

"The correct sequence is always process first, people second, and technology third."

Only once organisations fully understand their processes and people can technology effectively support change. This perspective is especially relevant right now. "AI will have a role to play. But like every new technology wave, it is often misunderstood and misapplied at first."

The Real Measure of Leadership

For David Glaze, the most meaningful impact of transformation lies not in profit growth or operational metrics but in developing people.

"The most satisfying part of the job is helping others reach their potential." Early in his career, he tried to solve problems himself. Over time, he learned that empowering others to take ownership created far stronger and more sustainable results.

"You teach people how to do it, you let them try, you let them make mistakes, and eventually they do it better than you. That is the true measure of successful leadership."

I recruit transformation and change leadership for organisations navigating complex change. If you are building this capability, or exploring your next move, I would be happy to talk.

Technology Leadership Beyond Infrastructure | Executive Lens Episode 4

Mon, 15 Jun 2026 08:48:18 GMT

Technology leadership is at a critical inflexion point. As artificial intelligence, low-code platforms, and automation make technology more accessible than ever, the traditional boundaries of the CIO role are being redrawn. The question many organisations now face is no longer whether technology matters, but how technology leadership delivers measurable business value.

According to experienced CIO Eleni Kelly, this moment represents both a risk and an opportunity. For CIOs who remain focused solely on infrastructure and operations, influence is eroding. For those who can translate technology into commercial outcomes, the role has never been more important.

From Technologist to Business Leader

Eleni’s career spans both the private and public sectors, with senior leadership roles across financial services, government, and complex transformation environments. Having started her career as a developer, she retains a deep technical foundation, but her leadership philosophy has evolved well beyond code.

“The principles of IT don’t really change,” she explains. “What changes is the context, the stakeholders, the scrutiny, and the need to explain why something matters.”

Her experience in the public sector proved particularly formative. Navigating ministers, departments, regulators, and delivery teams required a different kind of leadership, one rooted in communication, accessibility, and alignment. Technology initiatives could not succeed unless they were understood and supported at every level.

That experience now shapes how she approaches CIO roles: not as a technologist protecting a domain, but as a business leader connecting the dots.

Why the CIO Seat Is Under Pressure

AI has fundamentally changed the technology landscape. Tools that once required deep technical expertise are now accessible to non-technical users. Board members can ask AI to explain APIs, data architectures, or integration strategies in plain language.

This accessibility is powerful but it also shifts expectations. “If technology becomes understandable to everyone,” Eleni notes, “then CIOs can no longer justify their seat at the table by technical knowledge alone.”

Without a clear commercial narrative, ownership of technology decisions risks drifting elsewhere — to CFOs managing cost, COOs managing efficiency, or Chief Product Officers owning innovation. The CIO becomes relegated to infrastructure oversight unless they actively reclaim strategic relevance.

The answer, Eleni believes, lies in reframing the role around outcomes.

From Technology Spend to Business Value

One of the most persistent challenges for CIOs is securing investment in areas that are essential but not immediately visible particularly technical debt. “Technical debt is not exciting,” Eleni says. “No CFO wants to fund a server upgrade just because the code is old.”

The mistake many organisations make is framing these conversations in technical terms. Faster code or cleaner architecture rarely resonates outside IT. What does resonate is risk reduction, resilience, scalability, and enablement.

Whether it is reducing exposure to cyber threats, enabling AI adoption through better data foundations, or improving customer experience through modern platforms, technical debt must be translated into business impact.

In this sense, the CIO becomes a storyteller not in abstract terms, but in commercial language that aligns technology decisions to organisational priorities.

Architecture, Governance, and the Long View

As low-code platforms and “citizen developers” become more prevalent, Eleni sees governance and architectural clarity as more important than ever.

“Accessibility doesn’t remove complexity,” she explains. “It changes who can create it.”

Without strong architectural oversight, organisations risk fragmented systems, inconsistent data, and hidden long-term costs. The CIO’s role is to hold an end-to-end view, ensuring innovation happens within a framework that supports scale, security, and sustainability.

This also reshapes the relationship between CIOs, CTOs, and Chief Product Officers. While the CTO may build the engine and the product team defines features, the CIO ensures the organisation can actually run the car — safely, efficiently, and with a clear destination in mind.

Leadership, Impact, and the Human Dimension

For Eleni, technology leadership has always been about more than systems. One of the defining moments of her career came outside the corporate environment, when she served as a digital governor at a primary school during the early stages of COVID-19.

By enabling access to digital learning tools for children who would not otherwise have had them, technology became tangible in its impact.

“That’s when it really hit me,” she reflects. “This isn’t just about building systems. This is about changing lives.”

That perspective underpins her leadership approach today. Technology must be purposeful. If what is being built does not materially improve outcomes for users, customers, or communities, then it is worth questioning whether it should be built at all.

What CIOs Must Get Right

When asked about the non-negotiables for modern CIOs, Eleni is clear:

Commercial fluency — understanding financial metrics, P&L dynamics, and how the business wins and loses clients
Client proximity — spending time with customers to understand whether technology is actually delivering value
Narrative ownership — explaining technology in outcomes, not abstractions
Depth with curiosity — maintaining technical credibility while remaining open to change

In an era where technology roles are increasingly blurred, these capabilities differentiate leaders who remain influential from those who become marginalised.

What This Means for Hiring

The traditional CIO profile is no longer sufficient. Organisations navigating AI adoption, digital transformation, or complex change need technology leaders who can operate as full business partners. They need CIOs who:

Translate complexity into clarity
Balance innovation with governance
Connect technology investment to commercial outcomes
Lead across functions, not just IT

At EBC, we work closely with boards, executive teams, and founders to identify technology leaders who can operate effectively at these inflexion points, where judgement, communication, and strategic alignment matter as much as technical expertise.

This article forms part of EBC’s ongoing leadership series exploring how executive roles are evolving in response to structural change across technology, finance, and growth.

Conviction, Pattern Recognition & Leadership at Scale | Executive Lens Episode 5

Mon, 15 Jun 2026 07:59:37 GMT

In venture and growth investing, access to capital is no longer the differentiator. Information is abundant, AI can analyse markets in seconds, and data rooms are increasingly standardised.

What remains scarce is judgement.

In a recent conversation as part of EBC’s executive leadership series, Chris Duffy shared his perspective on how experienced investors separate signal from noise, and why leadership quality remains the single greatest predictor of long-term success.

Pattern Recognition Over Hype

The pace of technological change has accelerated dramatically. AI in particular has created a surge of opportunity, and a surge of noise.

For seasoned investors, the challenge is not understanding the technology itself. It is recognising where durable value will be created versus where enthusiasm will outpace execution.

Pattern recognition plays a critical role. Leaders who have experienced multiple market cycles develop an instinct for the difference between:

Sustainable advantage and short-term momentum
Genuine product-market fit and polished storytelling
Structural innovation and incremental iteration

This does not mean avoiding risk. It means calibrating conviction.

Leadership Quality as the Core Variable

Across sectors and cycles, one factor consistently outweighs others: leadership capability.

Strong founders and executive teams demonstrate:

Clarity of thought under pressure
Intellectual honesty about risk
The ability to adapt strategy without abandoning direction
Operational discipline alongside vision

Technology can be replicated. Capital can be raised. Markets evolve. But leadership maturity — particularly in moments of stress is far harder to manufacture.

As Chris emphasises, early signals of resilience, accountability, and learning agility often determine whether a business compounds value or stalls when conditions tighten.

Execution Discipline Beats Vision Alone

Ambition is expected. Every founder can articulate a large total addressable market. What distinguishes scalable businesses is execution discipline. Investors increasingly scrutinise:

Capital efficiency
Hiring quality and team composition
Product focus versus feature sprawl
Governance and reporting clarity

Growth at any cost is no longer a sustainable thesis. Instead, boards and investors are prioritising durable unit economics and operational control.

This shift has implications for executive hiring. Leaders who thrive in high-liquidity environments are not always the same leaders required during consolidation or recalibration phases.

The Role of AI in Investment Decision-Making

AI tools have enhanced diligence processes, accelerating research, surfacing comparable data, and stress-testing scenarios. But they do not replace judgement.

Data volume has increased. Decision quality still depends on interpretation.

Experienced investors understand that models are only as strong as the assumptions underpinning them. Human judgement remains central in assessing founder credibility, team dynamics, and cultural resilience, variables that rarely appear neatly in spreadsheets.

What This Means for Boards and Founders

As capital becomes more selective, boards are reassessing what “investable leadership” looks like.

Increasingly, they are prioritising:

Commercial rigour alongside innovation
Clear communication with stakeholders
Financial fluency at executive level
Leaders who understand governance expectations early
Adaptability without strategic drift

In short, capital is aligning with competence. For founders, this means building teams capable not only of scaling products, but of sustaining organisational maturity.

The Hiring Implications

For investors and scaling companies alike, leadership selection has become more forensic.

It is no longer sufficient to hire for pedigree or prior brand exposure. Boards are looking for executives who:

Demonstrate pattern recognition and informed conviction
Understand capital allocation discipline
Operate effectively in ambiguity
Build high-performance cultures
Communicate with credibility across investors, employees, and customers

At EBC, we work closely with investors, boards, and executive teams to identify leaders who can operate at these moments of inflexion where strategic judgement, operational discipline, and cultural resilience define long-term outcomes.

This article forms part of our ongoing leadership series exploring how executive roles across technology, finance, and growth are evolving in response to structural market shifts.

Reach out to David Webb to discuss market opportunities.

Beyond the Numbers | Executive Lens Episode 3

Mon, 15 Jun 2026 07:22:01 GMT

In today’s environment of rapid growth, data overload, and constant disruption, the role of the CFO has evolved far beyond traditional finance stewardship. According to global finance leader Sumit Chaudhary, the modern CFO’s mandate is clear: understand the business deeply, drive value intentionally, and lead with clarity under pressure.

With over two decades of experience across e-commerce, retail, technology, and SaaS, Sumit has operated in hypergrowth environments, stressed organisations, and large-scale multinational businesses. His career has centred not just on building robust finance functions, but on shaping strategy, capital allocation, and long-term value creation.

Finance Beyond the “Factory”

Sumit describes traditional finance operations as the “finance factory”, ensuring the books close, compliance is met, and reporting runs efficiently.

But he is clear that this is only the foundation.

“The real role of a finance leader is less about managing the factory and more about understanding the core drivers of the business and influencing them.”

His background in sales and marketing earlier in his career gave him a perspective that many finance leaders lack. It allows him to sit across from commercial teams not just as a controller of numbers, but as a strategic partner who understands market dynamics, competitive positioning, and revenue realities.

For clients seeking CFOs who can bridge commercial and financial thinking, this distinction matters.

Career Acceleration: Go After Problems

When reflecting on what accelerated his progression to senior finance leadership, Sumit points to one consistent theme:

“Don’t go after titles. Go after problems.”

Early in his career, a mentor advised him to seek out the most complex, ambiguous situations because solving problems builds credibility, capability, and resilience. Rather than avoiding difficult assignments, he leaned into them.

This mindset of taking ownership in hypergrowth, restructuring, or uncertain environments has shaped his leadership profile and is often what differentiates strong operators from true strategic leaders.

The Critical “Get Rights” for Today’s CFO

For organisations hiring senior finance talent, Sumit believes there are several non-negotiables:

Know the Business, Completely
Understanding the business goes beyond market positioning. It requires a full 360° grasp of:

P&L drivers
Unit economics
Cash generation dynamics
Value flow across the organisation

Without this depth, finance remains reactive.

Credibility Under Pressure
Disruption is inevitable, whether industry-driven, macroeconomic, or internally triggered. A CFO must be able to:

Isolate signal from noise
Use data with clarity
Stay calm in high-stakes moments
Communicate confidently to stakeholders

In volatile environments, composure becomes a strategic asset.

Storytelling Is Table Stakes, Delivery Is the Differentiator
While many CFOs are now described as “storytellers”, Sumit believes that is only the beginning. “The question isn’t whether you can tell the story. It’s whether you are part of delivering it.” Finance leaders must move beyond insight to execution, partnering with the business to shift outcomes, not just explain them.

Building High-Performance Finance Teams

As his career evolved from individual contributor to global finance leader, his approach to team building became equally important. Three principles guide his leadership:

Treat your team the way you wish to be led
Create space for intellectual honesty and challenge
Relentlessly prioritise and empower others to say no

By encouraging disagreement and fostering curiosity, he builds teams that think critically rather than operate transactionally.

In increasingly complex organisations, this cultural foundation becomes a multiplier.

The Future of the Finance Function

Looking ahead, Sumit sees four defining trends shaping the CFO role over the next decade:

The Data Deluge
With exponential growth in available data, both AI-generated and human-driven, the ability to distinguish insight from noise will become a critical leadership skill.
Automation of Repetitive Tasks
As AI and machine learning codify routine processes, finance professionals must shift toward creativity, judgement, and higher-value decision-making.
Human and Machine Collaboration
The next evolution is not just digital transformation, it is learning to work effectively alongside intelligent systems while leading human teams.
Continuous Learning as a Strategic Imperative
Curiosity, adaptability, and intellectual humility will define long-term leadership relevance.

For organisations building future-ready finance functions, these capabilities are increasingly non-negotiable.

What This Means for Hiring

Clients seeking senior finance leadership today are not simply hiring for technical competence. They are hiring for:

Commercial fluency
Strategic clarity
Resilience under pressure
Cultural leadership
The ability to turn insight into action

At EBC, we work closely with high-growth and multinational organisations to identify finance leaders who combine operational discipline with strategic influence.

The CFO role has changed. The expectations have risen. And the talent market reflects that shift.

If you are assessing your finance leadership capability for the next phase of growth, we would be pleased to share further insight into the calibre of leaders currently available in the market.

Quality, Architecture & the Human Element | Executive Lens Episode 2

Mon, 15 Jun 2026 06:11:31 GMT

In fast-moving tech environments, it’s easy for leaders to chase speed, innovation, and AI hype. But according to an expert in the field, Simon Keen, the real differentiator isn’t velocity; it’s quality, architecture, and people.

Simon breaks down the critical gaps he sees inside engineering organisations and the human skills that define great technical leadership.

The CTO as Translator, the Most Underrated Role in Tech

As an interim CTO, Simon often steps into chaotic environments: unclear roadmaps, rushed builds, and teams under pressure. His job? Translate technical reality into business language.

From timelines to budgets to feasibility, the CTO must explain “why things work the way they do” to non-technical stakeholders and protect teams from unrealistic expectations.

It’s not just engineering leadership. It’s communication, negotiation, and problem-solving at scale.

The Quality Crisis: When Software Becomes Invisible, Standards Drop

One of Simon’s biggest concerns is the industry-wide decline in quality. Software is intangible, executives can’t “see” engineering progress like bricks on a building and that leads to:

Unrealistic deadlines
Cutting corners
Over-prioritising speed
Falling for hype cycles (especially AI)

When quality slips, consequences become severe, from business outages to real-world harm.

Architecture & Planning: The Real Hard Work (Not the Coding)

For Simon, the single most important success factor is product management, knowing exactly what you’re building and why before writing a line of code. Key principles he believes every organisation must get right:

Architect for 3–5 years ahead
Avoid short-termism — “rush jobs” destroy structure
Treat software like building a housing estate, not a shed
Prioritise continuous improvement
Remember: coding is the easy part — design is the real challenge

His approach works, Simon once delivered a major network management system 10% under cost with only two minor bugs in 18 months. Quality isn’t slow, bad planning is.

The Human Element: Know Yourself to Lead Well

Simon credits his dyslexia as his “secret weapon” giving him strong conceptual thinking and an extraordinary memory for past projects. But his broader message is universal: Great tech leaders know themselves.

They understand their strengths, weaknesses, motivations, and limits. They stay curious, ask “why,” and constantly challenge assumptions.

In an industry that moves fast, the ability to learn about technology and about yourself becomes a strategic advantage.

What This Means for Hiring

Organisations chasing AI maturity or engineering excellence often overlook the fundamentals that Simon champions:

Strong product management
Clear technical communication
High-quality architecture
Leaders who can translate between tech and business
Teams who value continuous improvement
Individuals with curiosity and self-awareness

These aren’t easy skills to find, and the gap is widening.

We work closely with founders, CTOs, and tech leaders to identify engineering and product talent who can deliver not just speed, but scalability, quality, and long-term value.

2026 | Banking & Financial Services Report (Fintech)

Thu, 11 Jun 2026 09:39:39 GMT

EBC Latest Report

Compiled from live mandates, candidate conversations, and real-time market movements, EBC's 2026 Banking & Financial Services Report brings together on-the-ground intelligence from our specialists across Fintech, Private Banking & Wealth Management, Investment Banking, Corporate & Transaction Banking, and Global Markets.

Download your copy today!

2026 | Banking & Financial Services Report

Thu, 11 Jun 2026 09:13:19 GMT

EBC Latest Report

Compiled from live mandates, candidate conversations, and real-time market movements, EBC's 2026 Banking & Financial Services Report brings together on-the-ground intelligence from our specialists across Private Banking & Wealth Management, Investment Banking, Corporate & Transaction Banking, Global Markets, and Fintech.

Download your copy today!

2026 CFO Insights

Thu, 04 Jun 2026 04:00:57 GMT

EBC Latest Report

Gain insights into the evolving CFO mandate, the skills shaping finance leadership hiring, and the growing impact of AI on finance functions.

Drawing on key discussions from DigitalCFO Asia Forum 2026, this report explores talent challenges and the capabilities organisations are prioritising in today's finance leaders.

Download your copy today!

Q2 2026 | Legal Private Practice Market Movers & Shakers

Tue, 02 Jun 2026 01:05:51 GMT

EBC Latest Report

EBC’s Legal Private Practice Movers and Shakers is a quarterly market update designed to keep legal professionals informed of the most significant partner hires, team moves, and senior appointments across Hong Kong, Singapore, and China.

Download your copy today!

Preparing IT for AI | Executive Lens Episode 1

Fri, 29 May 2026 09:02:06 GMT

Every technology conversation right now starts with AI.

Which tools to adopt. Which vendors to trust. Which use cases to prioritise. How fast to move.

But Larry Tampkins — an IT strategist who has led global IT across private equity-backed, acquisitive and multinational businesses, covering strategy, transformation and navigating multiple M&A integrations along the way — thinks most organisations are asking the wrong questions first.

The uncomfortable truth about AI readiness

Larry's view is simple and not particularly comfortable: AI doesn't fix bad data. It amplifies it.

If your processes are messy, your data is siloed, and your systems weren't built to talk to each other, then adopting AI doesn't solve those problems. It makes them move faster.

"Crap, really fast."

The uncomfortable reality is that data silos were being discussed twenty years ago.

Most organisations never fixed them — not because the solutions didn't exist, but because they never built the internal muscle to keep data clean as new systems arrived. AI is now exposing that in a way that's very difficult to ignore.

The foundation that actually matters

What Larry advocates for — and what he built during years of M&A work — is a clean separation between operational systems and data platforms.

Every acquisition added another ERP. The only way to maintain coherent reporting and scenario planning across that complexity was to pull data into a separate platform entirely. That separation protected core systems, gave teams real-time visibility, and made it possible to plan across a fragmented business.

That same principle now applies to AI. If you want to use AI to make better decisions, you need a platform where clean, structured, accessible data lives.

Without that, you're building on sand.

The skill nobody is talking about

Beyond data architecture, Larry makes a point that gets overlooked in almost every conversation about technology leadership: communication.

Not soft-skills-as-an-afterthought communication. Communication as a strategic capability. His framing: every document an IT leader produces is a sales document.

If it's unclear, leadership loses confidence in technology. If it's jargon-heavy, budgets don't get approved.

The IT leaders who succeed long-term can translate complexity into clarity for a CFO, a COO, a board, and an operations team — all in the same week.

What this means for hiring

The most in-demand IT professionals right now aren't defined by their tool stack.

They're defined by their ability to build the foundations that make everything else possible — and explain why those foundations matter to people who don't speak technology.

That's a rare combination. And as AI accelerates, the gap between organisations that have it and those that don't is going to become very visible, very quickly.

2026 | Engineering & Data Centre Trends & Salary Guide

Tue, 26 May 2026 03:21:29 GMT

EBC Latest Report

Explore the latest salary benchmarks, hiring trends, and talent insights shaping Asia’s Engineering and Data Centre market with EBC's Engineering & Data Centre Salary Guide.

Download the report to stay informed on market movements, in-demand skills, and compensation trends across key functions.

Download your copy today!

From Scorekeeper to Architect: EBC at the CFO Leadership Forum 2026

Thu, 21 May 2026 09:14:51 GMT

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.

If you're thinking about your finance leadership team and want a perspective from the market, reach out to us at fs@ethosbc.com

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Why Senior Professionals Could Be Your Smartest Hire in 2026 Introduction

Tue, 19 May 2026 07:42:54 GMT

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.

Employers continue to face familiar challenges, including talent shortages, changing workforce expectations, and ongoing market uncertainty. Increasingly, organisations are rethinking who they hire, with experienced senior professionals emerging as a valuable source of stability, expertise, and mentorship. Our experienced consultant, Vivian Tay, Director, Consumer Asia Sales & Marketing, recently contributed insights to Workforce Singapore’s (WSG) article on why senior workers deserve greater consideration in workforce planning.

Rethinking the Value of Senior Talent

Senior workers are increasingly being recognised for more than their years of experience. Today, professionals aged 60 and above bring institutional knowledge, resilience, and practical judgement that can strengthen businesses navigating transformation and uncertainty.

At a recent workforce engagement, Desmond Tan, Deputy Secretary-General of NTUC and Senior Minister of State in the Prime Minister’s Office, highlighted three broad profiles of senior workers employers are seeing today. Some wish to continue working for as long as they are healthy, others seek more flexibility while contributing meaningfully, and some require additional support after re-entering the workforce following job loss.

For employers, this reinforces the importance of moving beyond a one-size-fits-all hiring strategy. Flexible work arrangements, thoughtful job design, and inclusive workforce planning are becoming increasingly important in engaging senior talent effectively.

The Business Impact of Experienced Professionals

Senior workers offer more than technical experience. They bring stability, sound judgement, and the ability to guide teams through periods of change.

Vivian explains, “Across Singapore and the wider APAC region, many employers are trying to do several difficult things at once. They are preserving deep industry knowledge, driving business transformation, and keeping up with rapid AI, digital and market shifts, all against a backdrop of geopolitical and policy uncertainty.”

She adds, “This is where senior talent can make a very real difference. They bring depth of experience, sound judgment, and a level of resilience that is hard to replace. In my experience, they are less focused on titles or fast promotions, and more motivated by meaningful contribution, mentoring others, and maintaining a sense of purpose and self-worth.”

When matched to the right roles, senior professionals can reduce learning curves, strengthen team stability, and contribute meaningfully in advisory, leadership, and specialist capacities.

Where Senior Workers Add the Greatest Value

Rather than traditional full-time positions, many senior professionals excel in roles where experience, stakeholder management, and strategic thinking matter most.

According to Vivian, “We consistently see strong impact in areas such as advisory and governance roles, compliance, operations excellence, client relationship management, mentoring, training, and project-based assignments.”

Many organisations are increasingly engaging senior workers as part-time advisors, transformation consultants, interim managers, and mentors who support succession planning and leadership development.

Vivian also notes, “Flexible work arrangements, such as reduced hours, work-from-anywhere setups, or fixed-term contracts, work particularly well. These models allow companies to tap critical expertise while respecting the lifestyle preferences of senior professionals. When done well, it is genuinely a win-win arrangement.”

How Employers Are Approaching Senior Hiring Differently

Some organisations are already redesigning roles to better attract and retain senior talent. Businesses such as Mandai Rainforest Resort by Banyan Tree have adopted alternative hiring approaches, including hobby-based recruitment, to align work with seniors’ personal interests and encourage meaningful employment.

Similarly, organisations such as The Courage Chapter have shown how experienced professionals, known as “Reternees,” can contribute as strategic stabilisers, mentors, and capability builders. These professionals support organisations through coaching, business transformation, succession planning, and project-based work.

The shift reflects a growing understanding that senior workers can create impact beyond traditional employment models, particularly in flexible, specialist, or advisory capacities.

How the PTRG Supports Employers

For employers looking to engage senior workers more effectively, the Part-Time Re-Employment Grant (PTRG) provides up to $125,000 to organisations offering part-time re-employment, flexible work arrangements, and structured career planning.

Vivian shares, “From an employer’s perspective, the refreshed PTRG helps lower both the psychological and financial barriers to engaging senior talent.”

She explains, “PTRG helps bridge that gap by encouraging employers to move from good intentions to practical action, whether that means reshaping roles, piloting flexible work models, or rethinking how productivity is measured beyond the traditional full-time setup.”

More importantly, Vivian believes the grant reinforces age-inclusive hiring as, “not a short-term fix, but a strategic response to Singapore’s long-term realities.”

Practical Steps Employers Can Take

For employers looking to strengthen workforce planning, the first step is to rethink how work is designed and measured.

Vivian recommends focusing on outcomes rather than hours worked, “Shift the focus to deliverables and impact rather than time spent. This immediately opens up more opportunities for senior professionals to contribute meaningfully.”

She also encourages employers to introduce flexible engagement models, create opportunities for mentorship and capability transfer, and redesign roles to better align with the strengths and preferences of senior workers.

Why 2026 Is the Time to Prioritise Senior Talent

As organisations prepare for the year ahead, senior workers are proving to be far more than a short-term solution to labour shortages. They offer stability during uncertainty, mentorship in multi-generational teams, and valuable expertise during times of transformation.

For employers willing to rethink who they hire and how they structure work, experienced senior professionals may become some of the most strategic hires they make in 2026.

This article incorporates insights from Vivian Tay, 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 .

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Navigating Singapore’s 2026 Labour Market: What PMETs Should Expect

Tue, 19 May 2026 06:46:44 GMT

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 .

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2026 | SG Risk & Compliance Trends & Salary Guide

Tue, 05 May 2026 03:28:41 GMT

EBC Latest Report

EBC’s 2026 Risk & Compliance Report provides a comprehensive overview of evolving market conditions, key regulatory developments, and the shifting priorities shaping risk and compliance functions across the region.

It also features up-to-date salary benchmarks to support informed hiring and career decisions.

Download your copy today!

2026 | SG Industrial & Manufacturing Trends & Salary Guide

Mon, 27 Apr 2026 03:44:21 GMT

EBC Latest Report

Stay ahead in a fast-changing industrial and manufacturing landscape with EBC’s 2026 Trends and Salary Guide.

Explore a comprehensive market overview, key developments, emerging trends, and hiring challenges, alongside up-to-date salary benchmarks for sales and marketing roles.

Download your report today to stay informed and ahead of the curve.

HR & Finance: The Dual Engine Behind Transformation

Fri, 17 Apr 2026 10:59:53 GMT

As some organisations approach the end of their financial year while others begin a new chapter, I recognise that this is not the first time I have written about the interplay between HR and Finance. However, in today’s climate marked by ongoing geopolitical uncertainty, tighter cost controls, and an unrelenting need for high-quality talent, the partnership between these two functions has never been more critical.

Organisations are being challenged to do more with less, while simultaneously building capabilities for the future. This creates a natural tension: cost discipline vs. talent investment.

Finance drives accountability, efficiency, and return on investment. HR ensures the organisation has the capability, agility, and leadership to deliver on those expectations. The reality is that transformation today sits squarely at the intersection of both. Without financial discipline, transformation lacks sustainability. Without the right talent, it fails in execution

Most transformation failures are not due to flawed strategy, but poor execution, whereby common breakdowns include:

Misaligned leadership priorities
Cultural resistance to change
Critical talent gaps

From a finance perspective, these show up as cost overruns, delayed ROI, and unrealised value creation. From an HR perspective, they manifest as disengagement, capability gaps, and organisational friction. The takeaway is clear: financial outcomes are deeply tied to people outcomes.

Where HR & Finance Jointly Drive Impact

Linking Talent Investment to Business Strategy

Transformation requires capital, but increasingly, that capital is deployed into talent. Take organisations shifting toward sustainability as an example. This shift requires more than strategic intent, it demands new skill sets, new roles, and a rethinking of workforce priorities. In such cases, HR plays a critical role in realigning talent strategy to support long-term business goals, ensuring the organisation is equipped to execute effectively.

From a finance perspective, this is about disciplined capital allocation into high-impact, strategic roles. From an HR perspective, it is about building capabilities and aligning the workforce to evolving business needs.

Culture as a Measurable Performance Lever

Culture may be difficult to quantify, but its impact on business performance is undeniable. Rigid or low-trust environments often lead to slower decision-making, weaker innovation, reduced productivity, and higher turnover. Organisations who address this by embedding candid, open feedback mechanisms, encourages challenge, experimentation, and faster problem-solving.

From a finance perspective, this drives higher productivity and faster innovation cycles. From a HR perspective, it builds psychological safety and stronger employee engagement. The outcome is a culture that accelerates execution and delivers sustained commercial performance.

Reskilling as a Capital Allocation Strategy

In a constrained hiring market, “build vs. buy” is no longer just a talent question, it has become a capital allocation decision. Organisations that invest strategically in upskilling and reskilling can future-proof their workforce while reducing reliance on external hiring.

From a finance lens, this results in improved return on talent investment and lower recruitment costs. From a HR lens, this promotes greater workforce agility, internal mobility and even succession planning.

Driving Execution Through Leadership Alignment

Even the best strategies can fail without aligned execution across leadership teams. HR plays a critical role in ensuring that leaders are coordinated, priorities are clear, and the organisation is equipped to deliver strategic initiatives effectively. When leadership is aligned, organisations deploy resources more efficiently, accelerate the realisation of financial and strategic goals, and reduce the risk of costly delays or misdirected investments. Clear alignment also ensures that investments in talent, such as reskilling, development, and leadership programs, translate into measurable business outcomes.

The result is a cohesive organisation capable of executing complex strategies efficiently, driving sustainable growth, and maximising the return on both capital and human resources.

In conclusion, organisations that successfully integrate both Finance and HR perspectives are better positioned to:

Deliver transformation on time and within budget
Maximise return on talent investments
Build resilience in an increasingly uncertain environment

In today’s landscape, competitive advantage no longer comes from strategy alone, it comes from the ability to align financial discipline with workforce capability.

For organisations navigating transformation, having the right people in place is critical. If you would like to discuss this topic in more detail, explore market insights, or get support in identifying and recruiting the talent your team needs to succeed, feel free to reach out to Jillian Yip , Director, Accounting & Finance.

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Inside the CFO Playbook

Thu, 16 Apr 2026 07:43:55 GMT

Event Overview

Join us for an exclusive, closed-door discussion designed for senior finance leaders navigating today’s rapidly evolving landscape. Led by senior leaders within EBC's Banking & Financial Services team, this intimate session will explore how CFOs are driving efficiency through AI, rethinking talent strategies, and building resilience amid growing complexity.

What to Expect

A candid, peer-led conversation covering:

Practical applications of AI within finance functions
Evolving talent needs and workforce strategies
Strengthening organisational resilience in uncertain markets

Date: Friday, 3 July 2026

Time: 9A M – 11 AM

Location: EBC Office, Twenty Anson, #19-01

We look forward to welcoming you to our office for an engaging roundtable discussion with fellow industry leaders.

The EBC Team

Note: Registrations are subject to approval. This event is exclusively for financial services professionals.

Commodities & Trade Risk: Managing Disruption, Sanctions and Contract Stress

Tue, 14 Apr 2026 04:56:51 GMT

Event Overview

Global commodities and supply chains continue to face unprecedented pressure — from geopolitical instability and trade sanctions to extreme market volatility and unforeseen disruption. For legal and commercial teams, these challenges raise difficult questions around contractual risk, performance and dispute strategy.

In collaboration with HFW, we're pleased to host a seminar exploring how organisations can navigate these issues in practice.

Drawing on recent market experience and live matters, the session will examine:

Managing contractual disruption, including force majeure, hardship and impossibility considerations
The practical impact of sanctions, tariffs and regulatory change on commodities and trade contracts
Risk allocation and mitigation strategies across supply and distribution chains
When disputes arise, what works in practice , including enforcement and cross‑border considerations

Date: Wednesday, 13 May 2026

Time: 4:30 PM – 6:00 PM

Location: EBC Office, Twenty Anson, 19-01

Speakers

Adam Richardson

Partner, HFW

Adam is a Partner in HFW’s Commodities team and leads the Singapore office with a focus on international trade, trade finance, physical commodities, and shipping. He advises on both contentious and non-contentious matters, including international arbitration, commercial litigation involving trade finance fraud and letters of credit, as well as structuring physical commodities contracts and trade finance arrangements. He is recognised as one of Asia’s leading legal talents, including being named in Asian Legal Business’ ’40 Under 40’ list and among Singapore’s top emerging legal luminaries.

Anastasia Magid

Senior Associate, HFW

Anastasia is a Senior Associate in HFW’s Singapore Shipping team, specialising in regulatory and compliance matters, with a focus on financial sanctions and export controls. She advises clients across shipping, commodities, energy, insurance, financial services, and technology sectors, and is recognised as a leading sanctions lawyer by Pravo.ru 300 (2021). She is dual qualified in England & Wales and Russia.

Shaun Leong

Partner, HFW

Shaun Leong is an international arbitration specialist with over 15 years’ experience in complex cross-border commercial disputes, with a focus on strategy in multi-jurisdictional matters. He is a leading practitioner in emerging technologies, including AI and blockchain, and also advises on energy and sustainability disputes. Shaun is widely recognised for his expertise in digital assets and Web3 disputes, including landmark cases involving NFTs, crypto collapses, and AI-related trading system liability, as well as his work in renewable energy and sustainability frameworks. He has received multiple international accolades and is known for his commercially focused, strategic approach to complex disputes.

We look forward to welcoming you to our office for an engaging roundtable discussion with fellow industry leaders.

The EBC Team

2026 | HK Private Practice Trends & Salary Guide

Thu, 02 Apr 2026 09:15:30 GMT

EBC Latest Report

Gain a clear view of Hong Kong’s evolving Private Practice landscape with EBC’s Private Practice Trends & Salary Guide.

Curated by our specialist legal recruitment team, this report brings together key market insights and salary benchmarks across firms and roles. It also highlights the trends shaping hiring decisions, and the skillsets and practice areas that are increasingly in demand.

Download your copy today!

AI and the Workplace Fairness Act: Four Things Every Employer in Singapore Must Get Right

Wed, 01 Apr 2026 06:57:54 GMT

The intersection of artificial intelligence and employment law is no longer a future concern for Singapore businesses — it is a present-day compliance challenge. With the Workplace Fairness Act (WFA) now in force, employers who are deploying AI tools across hiring, performance management, and workforce planning face a clear obligation: ensure that every decision made — or supported — by technology meets the same standard of fairness, accountability, and transparency as one made by a human.

At a recent EBC roundtable on AI and WFA compliance, practitioners from across Singapore's business community came together to examine what good practice looks like — and where the gaps remain. Four clear priorities emerged.

1. Fairness Must Be Demonstrable — Not Just Intended

Good intentions are no longer sufficient. Under the WFA, every HR decision — whether it relates to hiring, promotion, or termination — must be transparent, accountable, and defensible. This means documentation is not a back-office function; it is a frontline compliance requirement.

For organisations using AI in any part of their talent process, this raises an important question: can you explain, in plain terms, why a candidate was shortlisted or rejected? If the answer is no, you are exposed. Employers need to be able to produce a clear, human-readable rationale for decisions — one that will withstand scrutiny from regulators, employees, and tribunals alike.

2. Strong HR Foundations Come Before AI Tools

There is a temptation to treat AI as a solution to HR inefficiencies. In practice, AI amplifies what is already there — for better or worse. If your processes are unclear, your decision-making authority is ambiguous, or your team is inconsistently applying policies, AI will not fix that. It will embed it.

Before deploying any AI tool, organisations should conduct an honest review of their existing HR processes, clarify who owns key decision points, and ensure that teams are equipped to implement WFA requirements confidently and consistently. The technology should follow the process — not substitute for it.

3. AI Governance Is an Ongoing Discipline, Not a One-Off Exercise

Implementing an AI tool and walking away is not governance — it is a liability. The roundtable was clear on this point: test, audit, and monitor AI tools before use and at every stage thereafter.

One practical approach gaining traction is the use of scenario workshops and playout exercises to surface hidden biases before they affect real decisions. Running your AI tool through edge cases — diverse candidate profiles, non-traditional career paths, candidates with employment gaps — helps identify where the system may be producing skewed outcomes. Doing this before launch, and regularly thereafter, is fast becoming a baseline expectation for responsible AI deployment in HR.

4. Human Judgement Remains Non-Negotiable

Perhaps the most important message from the discussion: AI should assist human decision-making, not replace it. Automating low-risk, administrative tasks — scheduling, initial screening, data collation — is appropriate and efficient. But critical people decisions must remain in human hands.

This is not simply a legal position — it is a practical one. AI systems, however sophisticated, do not carry accountability. The organisation does. Keeping humans at the centre of consequential decisions is both a compliance requirement under the WFA and a sound risk management principle.

The Bottom Line

Singapore's WFA has raised the bar for every employer, regardless of size or sector. For organisations integrating AI into their workforce processes, the bar is higher still. The firms that will navigate this landscape most effectively are those that treat fairness as a design requirement, not an afterthought — building it into their processes, their technology choices, and their governance structures from the ground up.

EBC's consultants across banking & financial services, technology, legal, risk & compliance, insurance, and commerce & industry are available to provide expert commentary on these themes. For interview requests or data inquiries, contact the EBC Marketing team at marketing@ethosbc.com

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2026 | SG In-House Trends & Salary Guide

Tue, 31 Mar 2026 02:57:44 GMT

EBC Latest Report

EBC’s Singapore In-House Trends & Salary Guide is an annual market report offering expert insights from our Legal team on the evolving in-house landscape.

It brings together a review of 2025, a forward-looking 2026 outlook with key market trends, salary benchmarks across roles and organisations, and a spotlight on the critical skillsets lawyers need, both now and in the years ahead.

Simply share your details below, and we’ll send the report straight to your inbox.

Singapore Budget 2026: Hiring Trends Reshaping Talent Strategy Across Industries

Thu, 19 Mar 2026 01:00:05 GMT

Following the announcement of Singapore Budget 2026 , early signals across multiple sectors point to a hiring market that is not slowing down, but becoming more deliberate, performance-driven, and increasingly shaped by AI.

Insights from legal and compliance, consumer, and technology hiring desks reveal a consistent theme: organisations are recalibrating how and where they invest in talent, balancing cost discipline with the need to build future-ready capabilities.

Hiring Is Holding Steady, But More Selective

Across industries, hiring sentiment remains cautiously stable rather than expansionary.

In legal and compliance, demand continues for junior to mid-level professionals across core areas such as regulatory, governance, and investigations, particularly within financial services and other regulated sectors. However, hiring is largely focused on replacement and risk-critical roles , rather than headcount growth.

A similar pattern is emerging within consumer, FMCG, and retail organisations. Rather than broad-based hiring, companies are prioritising revenue-driving functions , including commercial, growth, and trade marketing roles, while deprioritising more traditional brand-focused positions.

This reflects a broader shift in hiring philosophy. Organisations are still investing in talent, but with a sharper focus on roles that directly support business continuity, revenue generation, and operational resilience.

Cost Discipline Is Redefining Compensation and Headcount Strategy

Cost management is now a central consideration in hiring decisions.

In legal and compliance, base salaries have generally held steady, while bonuses are trending towards the lower to moderate range as firms navigate rising costs and macroeconomic uncertainty. At the same time, changes such as higher Employment Pass salary thresholds are prompting organisations to more carefully evaluate the cost-benefit balance of hiring foreign talent versus developing local capabilities.

Within consumer and commercial functions, this discipline is even more pronounced. Companies are tightening salary bands and placing greater emphasis on variable, performance-linked compensation , with clearer expectations on return on investment per hire.

The result is a shift away from headcount expansion towards efficiency and productivity per employee, where each hire is expected to deliver measurable business impact.

AI Is Reshaping What “Talent” Looks Like

While cost discipline is shaping short-term hiring decisions, AI investment is defining the long-term direction of the talent market.

Singapore’s continued commitment to AI, supported by significant national investment and initiatives such as SkillsFuture Singapore and the expansion of the TechSkills Accelerator , is accelerating both demand for specialised talent and the evolution of existing roles.

At the high-skill end, increased funding for AI research, infrastructure, and innovation ecosystems is expected to drive strong demand for AI engineers, data scientists, machine learning specialists, and AI product leaders. Enhancements to the Enterprise Innovation Scheme and the expansion of the Productivity Solutions Grant are also encouraging organisations across industries to invest in AI capabilities, further widening the talent gap.

However, the impact of AI is not limited to technical roles.

In legal and compliance, employers are beginning to prioritise candidates who can work alongside tools such as contract review platforms, compliance monitoring systems, and regulatory analytics solutions. Similarly, in consumer and marketing functions, there is growing demand for professionals with experience in AI-enabled campaign optimisation, CRM automation, and data analytics.

This signals a broader shift towards AI-enabled professionals , where digital fluency and the ability to leverage technology are becoming core requirements, rather than optional skill sets.

At the same time, the increasing focus on AI governance is creating new demand for professionals who can navigate areas such as AI ethics, risk, compliance, and cybersecurity, further expanding the scope of hiring needs.

The Bigger Picture: Evolution, Not Reduction

Taken together, these trends point to a clear conclusion: the Singapore hiring market is evolving, not contracting.

Organisations are not stepping back from hiring, but becoming more intentional in how they build their teams. Roles that are critical to revenue, risk management, and transformation continue to see demand, while compensation structures are being recalibrated to reflect a stronger focus on performance and cost efficiency.

At the same time, AI is emerging as the single most important force reshaping the definition of talent. From highly specialised technical roles to non-technical functions, the ability to work with and alongside AI is quickly becoming a baseline expectation.

Key Takeaways

Singapore Budget 2026 reinforces a consistent message for employers and professionals alike: the future of hiring will be defined by precision, performance, and adaptability.

Hiring remains steady for critical roles, salary growth is measured, and organisations are placing greater emphasis on value creation per hire. Over the medium to long term, the most significant shift will not be in the number of roles available, but in the capabilities required to succeed in them.

For businesses, this means rethinking hiring strategies to balance immediate needs with long-term transformation. For professionals, it underscores the growing importance of building AI literacy and staying relevant in an increasingly digital and data-driven environment.

We continue to track how these trends evolve across the Singapore market. For more insights and sector-specific perspectives, reach out to our team.

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2026 | SG Private Practice Trends & Salary Guide

Wed, 18 Mar 2026 03:38:22 GMT

EBC Latest Report

EBC’s Singapore Private Practice Trends & Salary Guide is a yearly market update where our Legal team shares their insights on the Private Practice space in Singapore. The report includes:

2025: A Year in Review
2026 Outlook & Industry Trends
Salary Expectations for various roles and firms within Singapore's Private Practice space

Simply share your details below, and we’ll send the report straight to your inbox.

AI and the Workplace Fairness Act: What Employers Need to Know for Compliance in 2026

Wed, 18 Mar 2026 01:30:10 GMT

As artificial intelligence becomes increasingly embedded in hiring, performance management, and workplace decision-making, organisations in Singapore are facing a critical question: how can companies adopt AI while remaining compliant with the upcoming Workplace Fairness Act (WFA)?

At a recent Ethos BeathChapman panel discussion in Singapore, industry leaders from legal, HR, and governance explored the implications of AI adoption under the new regulatory environment and what organisations should prioritise as they prepare for 2026.

Below are four key takeaways from the discussion.

1. Fairness Must Be Demonstrable

Under the Workplace Fairness Act, organisations must ensure that employment decisions are transparent, accountable, and defensible.

This is particularly important when AI is involved in processes such as recruitment screening, promotion decisions, or performance evaluation. Employers should ensure that decisions influenced by AI can be clearly explained and supported with documentation.

Proper record-keeping and structured decision-making processes will be critical in demonstrating compliance.

2. Strong HR Foundations Are Essential

Before implementing advanced AI tools, companies need to ensure their core HR processes and governance frameworks are robust. This includes:

Clearly defined decision-making structures
Consistent hiring and promotion criteria
Documented evaluation processes

AI should be introduced into systems that are already well-structured. Weak HR foundations can amplify bias and inconsistencies rather than improve decision-making.

3. AI Governance Must Be Proactive

Rather than treating AI adoption as a purely technological decision, organisations need to approach it through a governance lens. Responsible implementation involves:

Testing AI tools before deployment
Monitoring their outputs regularly

Running scenario testing to identify potential bias or unintended outcomes

In practice, this means involving HR, legal, compliance, and technology teams early in the process.

4. Humans Must Remain at the Centre

AI should support decision-making, not replace it.

While automation can improve efficiency in lower-risk tasks, critical employment decisions should remain human-led. Maintaining human oversight ensures that contextual judgment, fairness considerations, and organisational values remain part of the process.

Preparing for AI Compliance in Singapore

The introduction of the Workplace Fairness Act signals a shift toward greater accountability in workplace decisions. As organisations adopt AI across talent and workforce management functions, the ability to demonstrate fairness and transparency will become increasingly important.

For companies operating in Singapore, this means building governance frameworks today that allow AI to be deployed responsibly and compliantly in the years ahead.

Ethos BeathChapman regularly brings together leaders across HR, legal, and business to discuss the evolving landscape of talent, regulation, and technology.

Follow our insights for future discussions on AI, hiring strategy, and workplace governance in Singapore.

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Contracting Trivia Night

Wed, 04 Mar 2026 02:27:50 GMT

Event Overview

Join EBC’s Contracting & Interim Solutions team for a lively evening of trivia.

Put your knowledge to the test across a mix of questions — from general knowledge to contracting insights, EBC fun facts, pop culture, and more. Whether you’re competitive by nature or just in it for the laughs, there’s something for everyone.

Enjoy canapés, drinks, and the opportunity to connect with fellow professionals in a relaxed setting. Expect friendly competition, engaging conversations, and a fun way to unwind after work.

Date: Thursday, 23rd April 2026

Time: 6 :00 PM* – 8:00 PM

Location: EBC Office, Twenty Anson, #19-01

*Registration starts at 5.30pm

We look forward to seeing you there!

The EBC Team

MOM-Compliant Background Screening: What Employers in Singapore Need to Know

Tue, 24 Feb 2026 02:26:06 GMT

This article draws on insights from RMI, a specialist background screening provider and partner to EBC.

Hiring foreign talent in Singapore comes with a key regulatory responsibility: ensuring that all work pass applications comply with Ministry of Manpower (MOM) standards. Employers must submit verification reports from approved screening providers, complete with an official MOM reference number. Failure to meet these requirements can delay applications, trigger rejections, or even jeopardise hiring plans.

With rising competition for skilled talent, understanding how to navigate MOM-compliant background screening is essential for HR teams and hiring managers.

Why MOM Compliance Matters

MOM requires that educational qualifications and relevant employment history be verified by selected background screening companies. Reports must include a unique MOM reference number to be accepted with Employment Pass, S Pass, or OnePass applications.

For employers, this ensures that:

Applications are processed efficiently
Candidates meet eligibility requirements
Compliance obligations are fully documented

Without proper screening, organisations risk project delays, financial penalties, and damage to their reputation.

Common Pitfalls in Background Screening

Even experienced HR teams encounter recurring challenges with MOM verification:

Missing or outdated reference numbers – Any report issued before September 2023 may require re-issuance.
Incomplete documentation – Missing education or employment verification details can trigger delays.
Unverified overseas qualifications – Degrees from foreign institutions must be checked through accredited channels.
Misalignment with pass type requirements – OnePass, S Pass, and EP applications have differing verification standards.

By understanding these pitfalls, employers can proactively address compliance issues and reduce administrative bottlenecks.

What to Look for in a Screening Provider

When selecting a provider for MOM-compliant checks, employers should prioritise:

MOM recognition: Only verified providers are accepted by MOM.
Comprehensive services: Beyond education checks, look for employment history, professional licenses, and sector-specific verification capabilities.
Global verification network: Providers should be able to authenticate overseas qualifications efficiently.
Dedicated support: A single point of contact helps guide HR teams and candidates through the process.
Fast turnaround: Efficient processing supports tight hiring timelines without compromising accuracy.

RMI, for example, offers a combination of these capabilities, with insights drawn from over a decade of Singapore-specific experience.

Operational Implications for Hiring

Employers should treat background screening as an integral part of workforce planning rather than a one-off administrative task. Effective compliance strategies help organisations:

Avoid rejected applications or delays
Maintain continuity in project delivery
Minimise legal and financial risk
Ensure candidates are properly qualified and fit for their roles

Integrating screening early in the hiring process allows HR teams to focus on strategic priorities rather than remediation and follow-ups.

Planning for a Smooth Verification Process

Practical steps for HR teams include:

Initiate verification immediately after candidate selection
Confirm that educational and employment credentials meet MOM’s standards
Document all verification steps to demonstrate due diligence
Coordinate with accredited providers who can deliver timely and compliant reports

Proactive planning ensures that candidates clear MOM requirements efficiently and reduces pressure on HR teams during peak hiring periods.

Key Takeaways for Employers

MOM-compliant verification is mandatory for all work passes and cannot be skipped.
Using a recognised provider ensures that reports include the necessary MOM reference number.
Global verification capabilities and sector-specific checks help manage risks when hiring internationally.
Early planning and dedicated support streamline the hiring process and prevent costly delays.

Insights from RMI show that organisations which implement structured screening processes experience fewer compliance issues and faster time-to-hire.

EBC supports organisations in navigating APAC’s work pass regulations efficiently. Discover how our advisory solutions can simplify compliance and strengthen your hiring strategy.

Click here to access the original source on RMI’s website.

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MOM Verification Guide: What Employers Need to Know About Compliant Background Checks in Singapore

Tue, 24 Feb 2026 01:47:43 GMT

This article draws on insights from RMI , a specialist background screening provider.

Hiring foreign talent in Singapore requires more than identifying the right candidate. Ensuring that background checks align with the requirements of the Ministry of Manpower (MOM) is a critical part of the work pass application process and a key factor in avoiding delays or rejections.

MOM’s verification framework exists to protect the integrity of Singapore’s workforce by confirming that candidates’ qualifications and employment claims are accurate and legitimate. For employers, understanding what must be verified, and how, is essential to keeping hiring timelines on track.

Why MOM-Compliant Verification Matters

Non-compliant or incomplete verification documentation is a common cause of work pass delays. In some cases, applications are rejected outright, requiring organisations to restart the process and re-engage candidates who may already be in transition.

By ensuring verification requirements are met from the outset, employers reduce administrative risk, maintain credibility with regulators, and improve the overall candidate experience.

Key Requirements for MOM-Compliant Background Checks

1. Work with a MOM-Recognised Screening Partner

MOM only accepts verification reports issued by approved background screening providers. Using a recognised partner ensures that verification documentation meets MOM’s prescribed format and evidentiary standards for Employment Pass (EP), S Pass, and One Pass applications.

This removes uncertainty and helps applications progress without unnecessary clarification requests.

2. Ensure Education Verification Meets MOM Standards

MOM requires verification of all declared post-secondary diplomas and higher education qualifications. This applies regardless of where the qualification was obtained.

Compliant verification involves confirming the authenticity of certificates directly with issuing institutions or relevant authorities. Given the global nature of today’s talent pool, this often requires coordination across multiple jurisdictions.

3. Confirm Inclusion of a MOM Verification Reference Number

Since 1 September 2023, all compliant education verification reports must include a unique MOM verification reference number. Reports issued before this date without the reference number may need to be reissued.

This remains one of the most common technical issues that delays otherwise complete applications.

4. Understand Role-Specific and Pass-Specific Requirements

While education verification is a core requirement, different work passes carry different obligations. For example, One Pass applications require more extensive employment checks, including salary verification, to confirm historical earnings.

It is also important to note that education qualifications only need to be verified once. If a candidate’s qualifications have already been verified and accepted, repeat verification is not required.

Reducing Risk and Administrative Burden

For HR and talent teams managing multiple applications or working under tight timelines, MOM verification requirements can quickly become resource-intensive. Standard verification timelines may extend hiring schedules, while incomplete submissions often result in repeated follow-ups and resubmissions.

A structured, compliant approach helps organisations avoid these friction points and allows HR teams to focus on strategic hiring priorities rather than regulatory troubleshooting.

Supporting Smarter Workforce Planning

Background verification is one part of a broader compliance and workforce planning landscape. Alongside verification requirements, employers must also navigate evolving salary benchmarks and pass eligibility thresholds.

To support informed hiring decisions, EBC’s Salary Guide provides up-to-date market benchmarks across key roles and functions in Asia-Pacific. Click here to view the salary guide.

For the full original article, visit the RMI website.

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S Pass Eligibility in Singapore: What Employers Need to Consider in 2026

Tue, 24 Feb 2026 01:27:58 GMT

This article draws on insights from RMI, a specialist background screening provider and partner to EBC.

The S Pass remains a critical hiring pathway for employers seeking mid-skilled foreign professionals in technical, operational, and supervisory roles. However, S Pass applications in Singapore have become more competitive, more tightly regulated, and more closely scrutinised than in previous years.

With rising salary thresholds, stricter verification standards, and tighter quota controls, employers must approach S Pass hiring with far greater planning and discipline. In 2026, successful applications are defined not just by candidate quality, but by how well employers manage compliance, cost, and workforce structure.

The role of the S Pass in Singapore’s workforce framework

The S Pass sits between Work Permits and Employment Passes, supporting industries where technical expertise and supervisory capability are required but may not rise to senior professional level. Typical roles include technicians, team leaders, quality assurance specialists, project coordinators, and skilled trades professionals.

Unlike Employment Pass applications, S Pass eligibility places greater emphasis on practical skills and role relevance rather than academic prestige alone. However, expectations around verification, job matching, and employer compliance have increased significantly.

Employers must demonstrate that:

The role genuinely requires mid-skilled expertise
The candidate’s qualifications and experience align with the job scope
Salary and seniority are realistic for the sector
Quota and levy requirements are met

Salary thresholds are only the starting point

S Pass minimum salary levels increased again in 2025, reflecting Singapore’s focus on maintaining workforce quality and wage parity. However, meeting the published minimum does not guarantee approval.

Salary expectations scale with age and experience. Older or more experienced candidates must be paid significantly more than the base threshold, and offers are assessed against local wage benchmarks. Under-pricing a role remains one of the most common causes of rejection.

For employers, this means S Pass hiring must be aligned with broader compensation strategy rather than treated as a cost-saving alternative.

Quotas and levies: the constraints that define feasibility

Beyond individual eligibility, S Pass hiring is governed by strict Dependency Ratio Ceilings (DRCs) and ongoing levy obligations. If a company has reached its S Pass quota, applications will be rejected regardless of candidate suitability.

Monthly levies also represent a material cost that continues throughout employment. Without proper workforce planning, levy exposure can significantly increase total hiring costs and strain budgets.

Organisations that succeed with S Pass hiring typically assess quota availability, levy impact, and headcount strategy before extending offers.

Verification standards are tightening

Educational and technical qualification verification has become increasingly rigorous. MOM now expects all documents to be authentic, issued by recognised institutions, and verifiable through official channels.

Qualifications from unfamiliar institutions or high-risk jurisdictions often require additional checks, extending processing timelines. Industry-specific certifications, particularly in construction, healthcare, marine, and process sectors, are strictly enforced.

Verification delays or inconsistencies frequently result in application rejection or prolonged processing.

Job scope and experience alignment matter more than titles

S Pass applications are assessed holistically. MOM evaluates whether the job scope genuinely reflects mid-skilled responsibilities and whether the candidate’s experience supports that classification.

Misaligned titles, vague job descriptions, or roles that resemble Work Permit-level duties are common red flags. Employers must ensure that responsibilities, skills, and seniority are clearly articulated and defensible.

Why preparation is the deciding factor

As enforcement intensifies, S Pass approvals increasingly favour employers who treat hiring as a structured compliance process rather than a transactional submission.

Strong outcomes are driven by early salary benchmarking, verified qualifications, realistic job design, and proactive quota management. Employers that embed these disciplines into their hiring workflows reduce risk, avoid delays, and improve approval rates.

As S Pass requirements continue to tighten, organisations must ensure their hiring decisions balance compliance, cost control, and workforce capability.

Access the full original article on RMI’s website.

To support informed hiring decisions, EBC’s latest Salary Guide provides up-to-date benchmarks across key roles and functions in Asia-Pacific. Download the latest salary guide.

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Employment Pass Eligibility in Singapore: What Employers Need to Know in 2026

Tue, 24 Feb 2026 01:07:15 GMT

This article draws on insights from RMI, a specialist background screening provider and partner to EBC.

Singapore’s Work Permit framework plays a critical role in supporting industries such as construction, manufacturing, marine, and services. While Work Permit holders are typically classified as semi-skilled workers, the compliance burden placed on employers has increased significantly in recent years.

As foreign job applications continue to rise across Asia, regulatory scrutiny has intensified. Employers are now expected to demonstrate stronger due diligence across identity verification, right-to-work assurance, and workforce compliance. In this environment, background screening is no longer optional — it is a core requirement for sustaining access to foreign labour.

Understanding Work Permit eligibility and compliance complexity

Work Permits in Singapore are issued based on multiple criteria, including industry, nationality, age limits, and skill classification. Eligibility rules are not static, and requirements can change with little notice.

Beyond individual worker eligibility, employers must also comply with a broader framework that includes:

Sector-specific quotas
Levy obligations
Medical insurance and healthcare requirements
Security bond conditions
Housing and salary compliance

Each of these areas introduces additional verification and documentation requirements. When overlooked, applications are often delayed or rejected outright, increasing operational risk and cost.

Are background checks required for Work Permit holders?

Yes. While Work Permit applicants are not subject to the same academic verification standards as Employment Pass or S Pass holders, employers are still required to conduct due diligence on identity, eligibility, and work history where relevant.

A common misconception is that “semi-skilled” equates to minimal verification. In practice, background screening has become a non-negotiable expectation across all Ministry of Manpower work pass categories.

Key screening considerations include:

Identity verification

Employers must confirm the worker’s legal identity, including name, date of birth, nationality, passport validity, and source-country eligibility. This step is critical in preventing identity fraud, which has become increasingly sophisticated and difficult to detect without specialist tools and expertise.

Skills and experience validation (where applicable)

In technical and safety-critical sectors, certain roles require trade tests, skill upgrading certificates, or proof of prior experience. Proper verification supports workplace safety and reduces legal exposure in the event of incidents.

Medical and health screening

Pre-employment medical examinations, communicable disease checks, and sector-specific vaccination requirements are now enforced more strictly than ever. Gaps in health clearance frequently lead to processing delays or rejections.

Employer compliance obligations

Screening also extends to confirming that employers meet requirements related to housing, insurance, security bonds, and salary payments. Non-compliance can result in fines, suspension, or loss of hiring privileges.

Why screening protects employers beyond application approval

Effective Work Permit screening does more than satisfy regulatory requirements at the point of hire. It directly impacts operational continuity, project timelines, and long-term access to foreign labour.

Thorough screening helps employers:

Avoid fraudulent documentation
Pass Ministry of Manpower audits
Reduce safety risks at worksites
Prevent hiring banned or ineligible workers
Minimise levy losses and insurance exposure
Avoid fines, debarment, or licence suspension

The true cost of inadequate screening often appears later — through rejected permits, project delays, higher liability, or restricted workforce access.

Building a disciplined Work Permit screening process

Given the regulatory intensity surrounding Work Permit hiring, leading employers treat screening as a structured operational process rather than a one-off administrative task. Best practice includes consistent identity checks, verification of source-country eligibility, use of accredited testing centres, and clear documentation to support audits.

As enforcement tightens, employers that embed verification into their hiring workflows are better positioned to maintain compliance and workforce stability.

For the full original article, click here.

EBC partners with organisations across Asia-Pacific on senior, specialist, and leadership hiring, supporting compliant and sustainable workforce growth in regulated and high-demand sectors. To learn more, click here .

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Work Permit Hiring in Singapore: Why Background Checks Matter More Than Ever

Mon, 23 Feb 2026 08:14:12 GMT

This article draws on insights from RMI, a specialist background screening provider and partner to EBC.

Understanding Work Permit eligibility and compliance complexity

Beyond individual worker eligibility, employers must also comply with a broader framework that includes:

Sector-specific quotas
Levy obligations
Medical insurance and healthcare requirements
Security bond conditions
Housing and salary compliance

Each of these areas introduces additional verification and documentation requirements. When overlooked, applications are often delayed or rejected outright, increasing operational risk and cost.

Are background checks required for Work Permit holders?

Key screening considerations include:

Identity verification

Skills and experience validation (where applicable)

Medical and health screening

Employer compliance obligations

Why screening protects employers beyond application approval

Thorough screening helps employers:

Avoid fraudulent documentation
Pass Ministry of Manpower audits
Reduce safety risks at worksites
Prevent hiring banned or ineligible workers
Minimise levy losses and insurance exposure
Avoid fines, debarment, or licence suspension

The true cost of inadequate screening often appears later — through rejected permits, project delays, higher liability, or restricted workforce access.

Building a disciplined Work Permit screening process

As enforcement tightens, employers that embed verification into their hiring workflows are better positioned to maintain compliance and workforce stability.

For the full original article, click here.

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Background Screening in Singapore: What Employers Should Look for in 2026

Sun, 22 Feb 2026 21:38:47 GMT

This article draws on insights from RMI , a specialist background screening provider.

As Singapore’s workforce becomes increasingly global, background screening has shifted from an administrative task to a strategic hiring priority. With foreign workforce participation continuing to rise and regulatory expectations remaining high, HR and compliance leaders face growing pressure to ensure employment and education credentials are accurate, verifiable, and compliant.

In 2026, effective background screening is no longer about speed alone. It is about accuracy, cross-border capability, and risk management. Employers that invest in the right screening approach are better positioned to protect their organisations, maintain trust, and support sustainable growth.

Why background screening matters more than ever

Singapore’s position as a global talent hub brings significant opportunity, but also increased complexity. Many candidates now present employment histories and academic qualifications spanning multiple jurisdictions, each with its own verification standards and legal considerations.

Robust employment and education verification plays a critical role in:

Reducing hiring and reputational risk
Supporting regulatory and data privacy compliance
Building transparency and trust within teams
Strengthening long-term organisational resilience

For HR and compliance leaders, background screening has become a core component of governance rather than a box-ticking exercise.

What defines a strong background screening provider in Singapore

Not all screening providers are equipped to meet the demands of a globalised hiring environment. In Singapore, where compliance standards are particularly rigorous, leading providers tend to demonstrate strength across several key areas.

Local and cross-border expertise

Strong providers understand both Singapore’s regulatory framework and the realities of international verification. This includes navigating jurisdiction-specific processes across Asia-Pacific and global markets.

Regulatory and data privacy compliance

Compliance with the Personal Data Protection Act (PDPA) is essential. Screening partners must ensure lawful data handling, explicit candidate consent, and secure processing throughout the verification lifecycle.

Technology-enabled efficiency

Advanced platforms help streamline workflows, reduce manual effort, and shorten time-to-hire. Automation also improves consistency and auditability across high-volume hiring.

Scalability and sector understanding

Different industries face different risk profiles. Financial services, education, healthcare, and other regulated sectors often require deeper and more frequent checks. Leading providers tailor their screening approach accordingly.

Accuracy and candidate experience

Speed matters, but accuracy matters more. Effective screening balances thorough verification with a transparent and respectful candidate experience.

The background screening landscape in Singapore

Singapore is home to several MOM-verified background screening providers supporting employment and education verification across local and international markets. These include Risk Management Intelligence, Veremark, eeCheck, First Advantage, and Avvanz.

While each provider brings different strengths, employers increasingly differentiate partners based on their ability to manage cross-border verification, regulatory complexity, and high-growth hiring needs without compromising compliance or quality.

Choosing the right partner for 2026

As hiring models evolve, background screening should be viewed as a long-term capability rather than a transactional service. Organisations planning regional expansion or managing diverse talent pipelines benefit most from partners that combine local regulatory knowledge with global reach.

For HR and compliance leaders, the right screening approach supports faster hiring decisions, reduces exposure to fraud or misrepresentation, and strengthens governance across the employee lifecycle.

You can read the full original article on RMI’s website, click here. To understand how EBC helps organisations navigate complex hiring needs, view our services.

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How Fresh Graduates Can Stand Out in Singapore’s Banking and Finance Sector

Fri, 20 Feb 2026 07:12:34 GMT

The financial sector is competitive, and fresh graduates need the right mix of technical and soft skills to shine. Our consultant Claudia Wong , Senior Consultant, Banking and Financial Services at Ethos BeathChapman, recently shared her insights with Workforce Singapore on what employers look for in today’s market.

Understanding the Graduate Job Market

Singapore’s financial services sector grew by 6.8% in 2024, but momentum is expected to ease in the coming years. The latest Joint Graduate Employment Survey shows that 84.4% of fresh business graduates secured full-time roles in 2024, down from 88.3% in 2023. With fewer opportunities and more selective hiring, graduates must sharpen their skills, highlight their experiences, and demonstrate the right mindset to employers.

Making the Resume Stand Out

According to Claudia Wong, “An added advantage goes to fresh graduates with degrees in business, banking and finance, accounting and finance, or analytics. The theoretical knowledge gained provides a solid foundation, helping them integrate more easily into roles that require technical proficiency. This is particularly relevant for non-technology roles, where a grounding in finance or analytics equips them to adapt quickly.”

She also emphasises the importance of internship or work experience, noting, “What matters most is seeing how graduates have actively sought out real-world experience and used those opportunities to develop skills they can apply in professional settings.”

Technical and Soft Skills That Give an Edge

Claudia believes graduates who combine technical proficiency with strong interpersonal skills demonstrate that they can learn, adapt, and contribute effectively, a balance that sets them apart to employers.

She notes, “Emerging technical competencies such as data literacy, familiarity with FinTech and digital banking, and knowledge of ESG principles are increasingly important. Advanced Excel proficiency continues to serve as a practical differentiator.”

She adds that soft skills remain equally essential: “Agility, adaptability, and the ability to communicate ideas clearly are crucial as digitisation, automation, and regulatory shifts reshape workflows. At the foundation of all these skills is integrity and strong ethics. Employers consistently prioritise candidates who demonstrate honesty and ethical judgment, ensuring that technical and professional capabilities are matched by a commitment to responsible conduct.”

Courses to Build Skills

Building these skills doesn’t have to be overwhelming. There are many courses available that can help you strengthen both your technical capabilities and soft-skill competencies. Here are some courses to consider:

Data Analytics Using Power BI by SMU: Learn how to acquire, transform, and visualise data using Power BI — enabling you to generate insightful reports and dashboards for data-driven decision making.
Certificate in ESG for Professionals in Banking & Finance: Sustainable Finance and Impact Investing by SMU: Gain foundational knowledge in ESG principles, sustainable finance frameworks, and impact investing. Learn how to assess and integrate sustainability into finance decisions.
Ethics, Financial Crime and Regulatory Compliance in Singapore by NYP: Get practical skills in ethical decision-making, AML (Anti-Money Laundering)/CFT (Countering the Financing of Terrorism), and regulatory compliance. Learn how to foster accountability and integrity in Singapore’s financial services and asset management sector.
Essential Thinking: Adopting a Growth Mindset for Critical Thinking and Problem Solving in the Digital Age by SMU: Cultivate a growth mindset and essential digital-age thinking skills — critical thinking, problem-solving, innovation, and resilience. Turn these insights into actionable strategies for the future of work.

Interview Preparation Tips

Claudia also provides practical advice for interview preparation. She recommends that graduates research the company and role thoroughly, practice answers to common interview questions, and prepare examples that demonstrate skills, achievements, and adaptability.

She explains, “Those who struggle to explain their contributions in internships, projects, or part-time work may come across as unprepared.” She further suggests asking thoughtful, professional questions such as, “What does a typical day look like for someone in this role? How do you measure success for this position? Can you describe the team structure and how different functions collaborate?”

She adds, “Show curiosity while staying professional, avoiding personal or compensation-focused questions, as well as questions that can be easily answered with a quick online search.”

Key Takeaways

Standing out in banking and finance requires clear presentation of experiences and skills, technical proficiency in areas like analytics, FinTech, ESG, and Excel, strong soft skills such as communication and collaboration, active learning through courses and internships, and confidence and preparedness in interviews. Graduates who integrate these elements can position themselves for success in one of Singapore’s most competitive job markets.

This article incorporates insights from Claudia Wong, 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 .

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Fresh Graduates, Want a Job in Healthcare? Here’s What You Need to Know

Fri, 20 Feb 2026 02:51:27 GMT

The healthcare sector continues to expand as Singapore’s population ages, and the demand for skilled professionals remains robust. Our consultant Ann Marie Christopher , Director, Life Sciences at Ethos BeathChapman, recently shared her insights with Workforce Singapore on how fresh graduates can stand out and secure their first roles.

Understanding the Healthcare Job Market

As Singapore’s population continues ageing, more people require ongoing care, and the need for skilled healthcare professionals is expected to stay strong. This means simply meeting baseline qualifications may not be enough, graduates need to distinguish themselves by demonstrating relevant experience, transferable skills, and a commitment to the sector.

Making the Resume Stand Out

Ann Marie emphasises that employers understand fresh graduates may have limited hands-on experience. She explains, “What matters more is your potential, commitment, and alignment with healthcare. To stand out, you should focus on showcasing meaningful exposure and transferable strengths.”

Graduates should highlight internships, lab attachments, research stints, or short placements during semester breaks, specifying techniques used, software or equipment handled, and collaboration with clinicians or research teams. Independent projects, academic papers, or presentations with measurable outcomes or recognition also help demonstrate initiative and genuine interest in healthcare.

Technical and Soft Skills That Give an Edge

In a sector as broad as healthcare, Ann Marie stresses the importance of first identifying your functional area, whether clinical research, regulatory or quality roles, biomedical/R&D, or HealthTech, so you can tailor your skills accordingly. She said, “Soft skills are equally important. Communication, teamwork, adaptability, and a willingness to learn are essential in healthcare environments. The ability to actively listen, stay composed in fast-paced settings, and manage diverse situations mindfully can strongly differentiate you from the rest.”

For technical skills, relevant courses include Good Clinical Practice (GCP), Clinical Research Coordinator certification, ISO standards, medical device regulations, Quality Management Systems (QMS), data analytics with Python or R, lab automation, biostatistics, and HealthTech-focused coding or data visualisation. Ann Marie also recommends increasing visibility by attending seminars, webinars, networking events, and joining professional organisations or LinkedIn groups to build meaningful industry connections.

Courses That Build Capabilities

To strengthen technical and practical skills, graduates can consider programmes such as:

Good Dispensing Practice (Republic Polytechnic): Advance dispensing and clinical skills and provide specialised counselling.
Medical Device Regulation in ASEAN and Asia-Pacific (NUS): Understand regulatory requirements across the region.
Data Analytics and AI for Healthcare (Tertiary Infotech): Apply AI insights to improve healthcare outcomes and manage data effectively.
Master Class in Advanced MedTech and HealthTech (SIMTech): Gain practical skills in emerging technologies and digital healthcare applications.

Interview Preparation Tips

Ann Marie advises thorough preparation for interviews, including researching the company’s therapeutic areas, products, and pipeline, reviewing your CV and job description, and preparing for fundamental questions such as “Why healthcare?”, “Why this company?”, and “Why this position?”. She also suggests structuring examples from internship experiences using a reflection method, considering what went well, what could be improved, and what to avoid in the future. This demonstrates reflection, self-awareness, and a commitment to growth. She encourages asking meaningful questions during interviews to show curiosity and a growth mindset, such as:

“What does a typical day in this role look like?”

“What qualities are most important for someone to succeed here?”

“Are there opportunities to learn across functions or contribute to the wider patient journey?”

Key Takeaways

Differentiation in healthcare comes from presenting experience clearly, building the right combination of technical and soft skills, committing to continuous learning, and entering interviews well-prepared and confident. Graduates who integrate these elements can stand out in Singapore’s competitive healthcare job market.

This article incorporates insights from Ann Marie Christopher, 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 .

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Q1 2026 | Legal Private Practice Market Movers & Shakers

Tue, 10 Feb 2026 03:45:42 GMT

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Why “Job Hugging” Is Becoming the Preferred Career Approach in Singapore

Thu, 08 Jan 2026 08:59:50 GMT

Why “Job Hugging” Is Becoming the Preferred Career Approach in Singapore

Instead of frequently switching roles, more professionals are opting to stay longer in their positions, a trend known as “job hugging.” Our experienced consultants, Wanyee Pang, Principal Consultant, Industrial, and Jillian Yip, Director, Accounting and Finance, recently shared their insights with Workforce Singapore (WSG) on this evolving career behaviour and its implications for both employees and employers.

Career loyalty is making a quiet comeback in Singapore. While job hopping has long been seen as a way to accelerate growth, many workers are now recognising the benefits of committing to a single role or organisation for longer periods.

Defining the Trend: Why Employees Are Clinging to Their Jobs

“Job hugging” describes the tendency of employees to stay in their current roles, even when they feel unfulfilled. Often, this behaviour stems from a cautious outlook on the economy, concerns about potential layoffs, or simply staying in their comfort zone. While it may provide short-term security, it also raises questions about long-term career growth and personal fulfilment.

The Employer Perspective

SMEs and MNCs alike are noticing the effects of job hugging. Wanyee Pang said, “Over the past few years, uncertainty in the market has made employees far more cautious about changing jobs. Many fear the “last-in, first-out” risk if downsizing occurs. For those with families or significant financial commitments, stability tends to outweigh the desire for change. Employees who already enjoy hybrid or flexible work arrangements are less inclined to take the risk of moving, especially when it’s unclear if a new employer can offer the same balance. Increasingly, these non-monetary factors have become just as important as pay or title.”

Companies are adopting retention strategies, including job redesign, performance frameworks, and talent assessments to ensure cultural fit. Meanwhile, some are investing in AI technology and outsourcing certain roles to maintain productivity and compliance.

Benefits and Risks for Employees

Jillian Yip highlights “Employees who choose to “wait it out” in their current firm may stand to gain, especially if they are staying for the right reasons and in a supportive environment. On the flip side, “job hugging” can be counterproductive when employees choose to stay in their current role for one sole reason — comfort and stability, even at the risk of stagnation.”

Staying longer in a role can be advantageous if employees continue to grow, gain new responsibilities, or deepen expertise. Conversely, remaining in a position purely for comfort may lead to stagnation, skill atrophy, or reduced marketability. Making deliberate choices about career moves ensures that stability does not come at the expense of long-term prospects.

Advice for Job Huggers

Employees should evaluate whether their current role aligns with their mid- to long-term career goals. Jillian Yip advises, “My advice would be to have clarity on your mid- to long-term career aspirations. If staying in your current role does not hinder your overall career trajectory or the direction you aim to move toward, then there is no harm in staying. This is especially if it offers you growth in other forms, such as broader exposure, deeper expertise, or leadership opportunities.”

This article includes insights from Wanyee Pang, Jillian Yip, and Stef Chua, contributed in collaboration with Workforce Singapore. Read the full original article here.

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Market Insights 2025 - Risk Management

Wed, 17 Dec 2025 07:49:49 GMT

Market Insights 2025

Our experts share their insights on the legal private practice space in Australia. The report includes:

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RISK MANAGEMENT

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Market Insights 2025 -Project Services

Wed, 17 Dec 2025 07:49:18 GMT

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Market Insights 2025 - Insurance

Wed, 17 Dec 2025 07:49:02 GMT

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Market Insights 2025 - Energy

Wed, 17 Dec 2025 07:48:19 GMT

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ENERGY

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Market Insights 2025 -Audit & Technology Risk

Wed, 17 Dec 2025 07:47:51 GMT

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Our experts share their insights on the legal private practice space in Australia. The report includes:

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AUDIT & TECHNOLOGY RISK

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Market Insights 2025 - Actuarial

Wed, 17 Dec 2025 07:47:20 GMT

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Market Insights 2025 - Accounting & Finance

Wed, 17 Dec 2025 07:45:52 GMT

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2025 | SG Private Practice Trends & Salary Guide

Mon, 03 Nov 2025 09:03:45 GMT

LEGAL PRIVATE PRACTICE | SINGAPORE

Our experts share their insights on the legal private practice space in Singapore. The report includes:

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2025 | In-House SG Trends & Salary Guide

Mon, 03 Nov 2025 08:55:42 GMT

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Our experts share their insights on the legal in-house space in Singapore. The report includes:

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2025 Trends & Salary Guide

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2025 | In-House Trends & Salary Guide

Mon, 03 Nov 2025 08:41:21 GMT

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Our experts share their insights on the legal in-house space in Hong Kong.

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2025 | HK Private Practice Trends & Salary Guide

Mon, 03 Nov 2025 08:36:43 GMT

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Our experts share their insights on the legal private practice space in Hong Kong.

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2025 | Risk & Compliance Trends & Salary Guide

Fri, 31 Oct 2025 18:26:50 GMT

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Our experts share their insights on the Risk and Compliance space in Singapore.

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2025 | Chemicals Trends & Salary Guide

Fri, 31 Oct 2025 18:23:09 GMT

CHEMICALS | SINGAPORE

Our experts share their insights into the latest industry trends and salary expectations across Chemical roles in Singapore.

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Legal Market Movers & Shakers - Q1 2023

Fri, 31 Oct 2025 18:15:39 GMT

Legal Market Movers & Shakers - Q1 2023

EBC’s legal private practice market movers and shakers is a quarterly resource that reports the latest partner moves, team moves and senior appointments within law firms in Hong Kong, Singapore and China.

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Preparing IT for AI | Executive Lens Episode 1

The uncomfortable truth about AI readiness

The foundation that actually matters

The skill nobody is talking about

What this means for hiring

2026 | Engineering & Data Centre Trends & Salary Guide

EBC Latest Report

From Scorekeeper to Architect: EBC at the CFO Leadership Forum 2026

Why Senior Professionals Could Be Your Smartest Hire in 2026 Introduction

Navigating Singapore’s 2026 Labour Market: What PMETs Should Expect

2026 | SG Risk & Compliance Trends & Salary Guide

EBC Latest Report

2026 | SG Industrial & Manufacturing Trends & Salary Guide

EBC Latest Report

HR & Finance: The Dual Engine Behind Transformation

Inside the CFO Playbook

Commodities & Trade Risk: Managing Disruption, Sanctions and Contract Stress

Event Overview

Speakers

Adam Richardson

Anastasia Magid

Shaun Leong

2026 | HK Private Practice Trends & Salary Guide

EBC Latest Report

AI and the Workplace Fairness Act: Four Things Every Employer in Singapore Must Get Right

1. Fairness Must Be Demonstrable — Not Just Intended

2. Strong HR Foundations Come Before AI Tools

3. AI Governance Is an Ongoing Discipline, Not a One-Off Exercise

4. Human Judgement Remains Non-Negotiable

2026 | SG In-House Trends & Salary Guide

EBC Latest Report

Singapore Budget 2026: Hiring Trends Reshaping Talent Strategy Across Industries

2026 | SG Private Practice Trends & Salary Guide

EBC Latest Report

AI and the Workplace Fairness Act: What Employers Need to Know for Compliance in 2026

Contracting Trivia Night

Event Overview

MOM-Compliant Background Screening: What Employers in Singapore Need to Know

MOM Verification Guide: What Employers Need to Know About Compliant Background Checks in Singapore

S Pass Eligibility in Singapore: What Employers Need to Consider in 2026

Employment Pass Eligibility in Singapore: What Employers Need to Know in 2026

Work Permit Hiring in Singapore: Why Background Checks Matter More Than Ever

Background Screening in Singapore: What Employers Should Look for in 2026

How Fresh Graduates Can Stand Out in Singapore’s Banking and Finance Sector

Fresh Graduates, Want a Job in Healthcare? Here’s What You Need to Know

Q1 2026 | Legal Private Practice Market Movers & Shakers

EBC Latest Report

Why “Job Hugging” Is Becoming the Preferred Career Approach in Singapore

​ Why “Job Hugging” Is Becoming the Preferred Career Approach in Singapore

Market Insights 2025 - Risk Management

​Market Insights 2025

​RISK MANAGEMENT

Market Insights 2025 -Project Services

​Market Insights 2025

​PROJECT SERVICES

Market Insights 2025 - Insurance

​Market Insights 2025

​INSURANCE

Market Insights 2025 - Energy

​Market Insights 2025

​ENERGY

Market Insights 2025 -Audit & Technology Risk

​Market Insights 2025

​AUDIT & TECHNOLOGY RISK

Market Insights 2025 - Actuarial

Why “Job Hugging” Is Becoming the Preferred Career Approach in Singapore

Market Insights 2025

RISK MANAGEMENT

Market Insights 2025

PROJECT SERVICES

Market Insights 2025

INSURANCE

Market Insights 2025

ENERGY

Market Insights 2025

AUDIT & TECHNOLOGY RISK

Market Insights 2025

ACTUARIAL

Market Insights 2025

ACCOUNTING & FINANCE

LEGAL PRIVATE PRACTICE | SINGAPORE

2025 Trends & Salary Guide

LEGAL IN-HOUSE | SINGAPORE

2025 Trends & Salary Guide

LEGAL IN-HOUSE | HONG KONG

2025 Trends & Salary Guide

LEGAL PRIVATE PRACTICE | HONG KONG

2025 Trends & Salary Guide

RISK & COMPLIANCE | SINGAPORE

2025 Trends & Salary Guide

CHEMICALS | SINGAPORE

2025 Trends & Salary Guide

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