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Talent wars in tech: Building skills pipelines instead of poaching

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Professor Fiona Robson, Head of the School of Social Sciences & Edinburgh Business School at Heriot-Watt University Dubai.

Poaching might win a headline, but it rarely builds a team. In the middle of the ongoing talent wars in tech, smart leaders are shifting from bidding wars to building skills pipelines. Instead of chasing the same senior engineers, they are cultivating early-career talent, partnering with universities, and opening internal routes to progress. The payoff is durability: lower churn, stronger culture, and capabilities that match the roadmap.

Talent wars in tech need a new playbook

Raiding competitors is costly and noisy. It also risks morale, because internal colleagues see higher-paid roles filled from outside. Meanwhile, non-compete clauses and premium salaries inflate hiring budgets. Therefore, the strategic move is clear: design a pipeline that brings people in earlier, develops them faster, and keeps them longer.

Work with universities to make pipelines real

Universities are ready partners, especially when collaboration benefits everyone—organisations, academics, and students. Big brands already attract graduates; however, smaller or fast-growing firms often fly under the radar. Consequently, they should amplify their presence through Careers Fairs, guest lectures, and campus projects. University Careers Services can help match lesser-known employers to motivated talent.

Go beyond long internships

Classic internships help, yet they touch only a few students and depend heavily on individual performance. Instead, consider shorter, sharper formats: one-week immersions, structured job shadowing, and skills sprints. These options are easier to resource, still deliver insight, and widen access.

Use “real play,” not role play

Students learn fastest through authentic problems. Co-create real challenges with faculty, then invite student teams to propose solutions. Add a small prize and showcase the winning ideas. You gain fresh thinking and free consultancy; students gain experience that translates to the workplace. As a result, your brand becomes memorable before recruitment begins.

Bring academics into industry

The exchange should flow both ways. Invite lecturers for short “industry residencies” so they can refresh their teaching with live examples and current constraints. Their updated courses, in turn, produce graduates who arrive job-ready.

Join advisory boards and co-design curricula

At a strategic level, apply to a University Advisory Board. Share what skills gaps you see, and help shape course content. Run gap-analysis workshops together; prioritise the capabilities your teams will need in 12–24 months. Include alumni voices, because they bridge the classroom and the shop floor.

Explore knowledge exchange and emerging tech

Universities often house labs, computing resources, or data expertise that can accelerate your R&D. In fast-moving fields—artificial intelligence, for instance—structured knowledge exchange lets both sides move quicker, with clearer ethics and better governance.

Encourage and advance the talent you already have

Pipelines are not only external. Internal mobility keeps knowledge in the building and sends a powerful signal: grow here. Start by identifying high-potential employees through reviews or a simple talent program. Then, provide transparent routes to new roles, including cross-functional projects that expand networks and skills.

Next, offer stretch assignments with visible outcomes. Pair emerging talent with mentors who have navigated similar steps. Crucially, highlight success stories—people need to “see it to be it.” When employees believe progress is possible, retention improves and recruitment spend falls.

Moreover, consider executive education with university partners. Short, targeted programmes can upskill cohorts in data fluency, product thinking, or AI literacy. Because the content is tailored, the impact lands quickly on live projects.

A practical roadmap to start this quarter

First, map your most repeatable entry-level roles and the skills that matter. Second, pick two universities and propose a challenge brief and a one-week immersion. Third, create a lightweight internal mobility guide that spells out pathways, application windows, and evaluation criteria. Finally, name ten mentors and match them to early-career employees.

Within one cycle, you will have a visible pipeline, a stronger campus presence, and early wins that compound over time. Importantly, you will rely less on the churn and noise of the market.

The bottom line

The talent wars in tech won’t disappear. However, companies that build skills pipelines—through genuine university partnerships and deliberate internal growth—will spend less fighting fires and more delivering products. That edge compounds. And so does loyalty.

Check out our previous post, AI facility management: PROVEN Robotics at SFMA 2025

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Cambridge Health Group and Heriot-Watt University to advance research and innovation in the GCC

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Cambridge Health Group (“CHG an international specialist healthcare group providing post-acute care and a subsidiary of Amanat Holdings PJSC (“Amanat”), has signed a three-year Memorandum of Understanding (MoU) with Heriot-Watt University (“Heriot-Watt”) to advance academic research in rehabilitation, long-term care and specialised care.

The agreement brings together CHG’s clinical expertise in long-term care and post-acute rehabilitation across six facilities in the UAE and Saudi Arabia with Heriot-Watt University’s pioneering research in healthy ageing, rehabilitation robotics and assistive technologies. Through its Global Research Institute in Health and Care Technologies and the National Robotarium, Heriot-Watt combines expertise in engineering, artificial intelligence and behavioural science to address complex challenges in health and care. Heriot-Watt’s global presence spans five campuses across Scotland, Dubai and Malaysia, with plans to establish a further campus in Saudi Arabia.

Together, the organisations will connect research with clinical practice, creating opportunities to develop and evaluate innovations that support rehabilitation, maximise independence and improve quality of life for people with complex, long-term care needs. The partners will also pursue national and international research grants, including collaboration with government and industry partners.

The partnership will also support the development of the region’s specialist healthcare workforce through academic training, executive education and tailored development programmes. These will include postgraduate research supervision, internships, industry placements and mentoring, helping connect academic learning with practical experience.

Professor Dame Heather McGregor, member of Heriot-Watt University’s Executive, said: “Universities have an important role in ensuring that research responds to the needs of society and that its benefits extend beyond academia. Our partnership with Cambridge Health Group brings our researchers closer to the questions and challenges shaping healthcare practice, creating opportunities to translate knowledge into meaningful improvements in care. Through education, professional development and practical experience, we look forward to supporting the skills and expertise the region will need as its healthcare sector continues to evolve. We look forward to doing meaningful work together.”

Wael K. Abdallah, Group Chief Executive Officer of Cambridge Health Group, said: “As healthcare systems across the region evolve, advancing specialised care will increasingly depend on our ability to connect research, clinical expertise and real-world healthcare needs. At Cambridge Health Group, we see research and innovation as important enablers of better care outcomes and the continued development of post-acute healthcare across the GCC. Our collaboration with Heriot-Watt creates opportunities to bring academic expertise closer to clinical practice, strengthen the capabilities of our workforce and contribute to the long-term advancement of the sector.”

The partnership represents a step towards translating research into practical advances in specialised care, with the potential to benefit patients, healthcare professionals and the wider sector.

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Leading AI Builders Make Massive Commitments on VAST-Powered Infrastructure

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On the back of the biggest buildout in data infrastructure history, VAST Data, the AI Operating System company, today announced that it is at the center of many of the largest deployments in this space. In the first three quarters of the current fiscal year, just 14 of the more than 1,000 companies VAST serves have made more than $10 billion in aggregate commitments for VAST Data software and supporting platform hardware. The scale and breadth of these investments have no known precedent in the history of data infrastructure and signal that VAST is leading the world in this explosive buildout of superintelligent systems.

The VAST AI OS is the platform of choice for leading AI clouds and frontier AI labs to enable scalable AI training and inference. In 2026, the expansion of AI use cases and the realization of the value of superintelligent systems has reinforced the mandate for organizations to build with industrial-grade storage and database infrastructure to support GPUs and AI accelerators.

The progress VAST has made:

  • 14 customers have each committed over $100M in VAST Data-powered system build outs
  • Four of those 14 customers have each committed over $1B this year
  • VAST Data-powered systems now support 9 of the top 10 frontier AI labs

“Growth at this scale only happens when an entire industry is rebuilding at once,” said Renen Hallak, Founder and CEO of VAST Data. “That’s what the new AI stack is. It’s being built for models and agents, not people and applications, and data sits at the center of it. The companies building it at the largest scale, for people, agents and now robots, are choosing VAST to anchor it.”

Supply Aligned Through 2029

The scale of data capacity VAST’s partners are delivering is unprecedented, and is now representing a significant percentage of the overall global NAND flash produced for enterprise data centers. At a time of such extreme supply chain pressure, VAST is also now taking steps to ensure the next phase of superintelligent system buildout. Increased flash supply takes years to bring online due to the investments in NAND fabs.

Because VAST is partnered with so many of the world’s AI builders, VAST has unique visibility into where capacity demand is headed. The company has structured agreements with its supply chain partners to align more than 200 exabytes of flash capacity through 2029. This forward planning supports VAST’s scaling objectives for the next several years, maps to the growth outlook of its largest customers and helps the AI clouds, labs, enterprises and government organizations building on the VAST AI OS plan their infrastructure with confidence.

“Planning for hundreds of exabytes isn’t only about protecting our customers’ growth projections,” said Jeff Denworth, Co-Founder of VAST Data. “It’s about keeping flash available to hundreds of clouds, so that every AI builder, not just the largest, has the capacity it needs to build and compete.”

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Cloudera to Tackle the Enterprise AI Governance Gap at GITEX Global 2026 

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Cloudera, the only data and AI platform trusted by organisations to bring AI to their data,  announced its participation at GITEX Global 2026, the Middle East’s premier technology showcase. 

As AI adoption accelerates across the Middle East, businesses must ensure their data is accessible, well governed, and secure to support AI advancements. Organizations who handle sensitive data carefully consider where AI workloads run and how data is managed across their public cloud, private cloud, and on-premises environments. 

The UAE’s focus on sovereign AI and a secure digital environment is driven by nationwide digital-first initiatives. The UAE’s cloud computing market is projected to reach $23 billion by 2032, due to numerous government mandates for sovereign cloud adoption across the public sector. 

Alongside these mandates, enterprises within the region are adopting similar sovereignty principles. Organizations are looking to transition their AI workloads from public clouds to private or on-premises environments. However, this migration exposes a critical infrastructure challenge as legacy systems often confine valuable information in isolated data silos. 

The impact of these silos is evident in Cloudera’s recent Data Readiness Index, which reveals that while 91% of IT leaders across EMEA express confidence in their data, only 26% report that it is fully governed. To dismantle these barriers and bridge the gap between AI and data readiness, Cloudera introduces Cloudera Anywhere Cloud, a modular hybrid platform engineered specifically for the agentic era. 

“Our participation at GITEX Global 2026 comes at a time when organisations are looking more closely at how they manage data and deploy AI,” said Ahmad Shakora, Group Vice President, Cloudera Middle East. “Our work with global technology providers and regional partners reflects the different requirements businesses face, from accessing AI models to managing data across hybrid and sovereign environments.” 

To further strengthen its regional ecosystem, Cloudera has forged strategic alliances, including Mistral AI, to assist Cloudera with delivering the hybrid data foundation essential for moving enterprise AI into more organisations. Supported by Cloudera’s Anywhere Cloud platform, this new offering by Cloudera helps equip organizations in the Middle East with a secure, localized platform needed to scale advanced AI securely and independently. 

Based on stand H15-E40, Hall No. S15, Cloudera will feature live demonstrations showing how enterprises can tackle persistent data governance and architectural challenges to allow organisations to utilise AI securely within their own organisations. 

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