I’ve talked a lot in the past about cybersecurity: what it is, why it matters and how businesses should be approaching it.
But the acceleration of tech-based operating practices and the associated risks to business need an increasing number of knowledgeable professionals who can help companies understand and mitigate those risks. Currently there’s simply not enough of them to go round – so how do we solve the cybersecurity skills gap?
We think it starts with attitude: skills can be taught, certifications can be earned but it’s the willingness to learn, to adapt, and to support others that really drives long-term success in our industry.
We also need to bring in people whose expertise in other walks of life can bring to our table a wealth of personal and professional skills that help the business reach new levels, and we need to break down the stereotypes of what we think an apprentice looks like. Take Dawid, for example. He joined ALTO after working as a hotel concierge, with a real interest in IT but limited hands-on experience. Through an apprenticeship programme and a lot of hard graft, he gained Microsoft qualifications, dove deep into cybersecurity, earned vendor certifications in Cisco Meraki and Microsoft 365 — and, five years later, he’s our Chief Technology Officer. That journey says a lot about him, and about what’s possible when the right opportunity meets the right attitude.
Dawid isn’t the only one. One of our project engineers used to be a duty manager in a busy city-centre restaurant and others have come to us through training providers like QA. Some have stayed and grown with us, while others have moved on to new opportunities – and that’s something we celebrate. Many employers worry that apprentices will leave for pastures new upon completion of their training, forgetting that very few employees stay with a company forever!
We feel people choose to pass through Alto. For some, that’s a few years and for others, it’s longer — but we always want their time with us to matter. Whether someone stays with us for two years or ten, if they leave stronger and our business improved because of their time here, that’s a win. Our goal is that they leave more capable, more confident, and more informed than when they arrived – and, ideally, as ambassadors for our sector. It’s also why we invest time in schools, careers events, and early engagement — because we want to light a spark early and show young people that there are many paths into the industry.
The tech sector needs to stop talking about the skills shortage and start actively doing something about it, and that means removing assumptions: that apprentices need to be 17, or that SMEs are too small to train talent. None of that is true. People are capable of incredible growth when given the right support — and as employers, we have a responsibility to create those environments.
To find out more, visit www.itsalto.com