In 2026, the UK technology sector remains a cornerstone of economic expansion and competitiveness, not only in traditional hubs such as London and Cambridge, but also across the country. From AI and cybersecurity to immersive tech and digital transformation, technology is reshaping industries, attracting investment, and redefining how executive talent is sourced, evaluated, and retained.
Government data indicate that the UK’s tech ecosystem is valued at over £1 trillion and is considered the third most valuable technology ecosystem in the world and the most valuable in Europe.
For senior leaders and boards, understanding how this sector is evolving and what top executives now expect when considering leadership roles is essential. What is driving the technology sector in 2026? What are the trends shaping executive expectations, and what are the implications for hiring senior technology leaders?
AI and Data Technologies have become Foundational Infrastructure
Artificial Intelligence (AI) is transforming economies, industries, and daily life at an unprecedented pace. According to research by the Department for Science, Innovation & Technology (DSIT), the UK’s AI ecosystem has grown to include more than 5,800 AI companies, an 85% increase between 2023 and 2025. This growth reflects the increasing integration of AI across the economy, from healthcare and finance to manufacturing and professional services.
Alongside AI, parallel fields such as cybersecurity and data governance are also accelerating. Government analysis identifies cybersecurity as a critical pillar of growth, contributing over £13 billion in revenue and supporting tens of thousands of jobs.
Most UK businesses plan to increase cybersecurity budgets in 2026 and strengthen AI capabilities, with eight in ten organisations expecting cyber spend to rise over the next year. Boards are now treating technology risk and AI opportunity as strategic priorities, not back-office concerns.
Together, the pressures of technological adoption, digital risk, and competitive necessity translate into a rapidly expanding market. Significant growth in job openings is expected, especially in AI-related roles and digital transformation functions.
More Demand for Leadership Talent in Technology
The push for AI leadership isn’t just technical but strategic. Companies are increasingly looking for executives who can bridge technology and business outcomes. They want leaders who speak fluently to boards and investors about projected returns, risk profiles, and real operational uplift.
Executives also expect a clear AI vision before they even consider a role. They want to understand not just technical capability, but how your organisation governs, measures, and embeds AI across strategic functions. Candidates probe whether AI investment aligns with business outcomes and ethical governance, especially given expanding regulatory scrutiny.
This shift reflects broader leadership expectations where the ideal candidate must combine deep strategic judgment with technological fluency.
Cybersecurity as Board Agenda
Cybersecurity is now a top boardroom concern instead of a compliance footnote. A survey by PwC shows that over 85% of UK businesses plan to increase their cyber budget in 2026 as organisations continue to evolve to address an expanding set of digital threats. Roles like Chief Information Security Officer (CISO), Security Strategy Lead, and Security Architect have entered executive conversations about risk and competitiveness.
For executive candidates, cybersecurity is no longer a siloed IT concern but a cross-functional strategic mandate. Boards are openly recruiting directors and executives with prior tech sector experience to bolster digital resilience at the highest level. Digital transformation leadership across CRM, cloud infrastructure, data analytics, customer insights, and automation is in high demand.
Executive Talent Prioritise Clear Strategic Mandates
Top executive candidates expect well-defined briefs that articulate what success looks like. Measurably, culturally and within defined timeframes. Ambiguous expectations or vague transformation agendas can dissuade top candidates. Clarity isn’t just about deliverables. Leading executives want to know how authority is distributed, who they report to, and what the decision rights are.
Candidates expect robust governance structures around technology, particularly AI and cybersecurity, with joint responsibility between technology executives and the board. Siloed reporting lines no longer satisfy senior leaders. They want integrated relationships with the CEO, CFO, and strategy functions.
Culture, Psychological Safety and Long-Term Value Attract Technology Leaders
Executive talent pays close attention to organisational culture. Boards that frame culture in behavioural terms rather than through generic slogans are most effective at attracting leaders who want impact over comfort. Leaders want environments that reward innovation, tolerate experiment-and-learn approaches, and protect them from short-term backlash when decisions carry risk.
While competitive pay remains essential, executives also evaluate total value from equity participation and performance incentives to autonomy and long-term career trajectory. Pay is important, but leaders also weigh meaningful equity stakes, outcome-linked performance rewards and real influence on strategic direction.
This emphasis on shared value creation reflects a broader trend where executives are not just operators but equity partners in growth journeys.
Technology Skills and Leadership Profiles in Demand
The technology sector is evolving faster than standard academic cycles. This creates gaps between existing talent and what organisations require at the executive level. Key leadership profiles now in high demand include:
- AI Strategy Leaders: Comfortable translating AI potential into organisational outcomes.
- Cybersecurity Chiefs: With mixed expertise in governance and enterprise risk.
- Digital Transformation Officers: Skilled at leading cross-functional change.
- Cloud and Infrastructure Strategists: Delivering scalable, secure digital platforms.
These roles reflect a broader market reality. Although traditional technology leadership remains crucial, the best leaders combine tech fluency, business judgment, and stakeholder leadership in equal measure. Candidates with hybrid experience, such as AI ethics, cross-domain transformation leadership, or strategic cybersecurity governance, command both higher interest and better positioning in negotiations.
Where Boards Looking for Technology Leaders Should Focus in 2026
For organisations looking to attract and retain top technology executives in 2026, the priorities are clear:
Craft purpose-led, data-informed briefs. Articulate strategic goals backed by market data. Executive candidates expect rigorous clarity on what success looks like, including investment plans, risk tolerance, and cross-functional dependencies.
Elevate governance discussions early. Technology executives want early board engagement on AI oversight, cybersecurity posture, and digital transformation governance. These conversations build trust and readiness for collaboration.
Invest in culture and empowerment. Organisations that show behavioural evidence of psychological safety, innovation frameworks, and cross-team collaboration are more likely to attract executives who can deliver change.
Align reward with long-term value. Competitive salary is important, but the promise of shared success through equity, outcome-linked incentives, and strategic autonomy carries equal weight for senior leaders.
Novo Conclusion
In 2026, the UK technology sector stands at a pivotal moment. Growth is accelerating, strategic complexity is rising, and executive talent is refining what it seeks in leadership roles. Boards and recruiters that understand what matters most to top candidates, such as clarity of mandate, governance sophistication, cultural integrity, and long-term value, will be best placed to secure the leaders capable of driving future success.
As the sector continues to evolve, so too must the way the UK engages, recruits, and supports its top executive talent, not as passengers of growth, but as architects of it.
