I’ve seen a growing narrative suggesting the D&A job market is in a bad way, particularly in the UK and the US. I think that idea is a myth. In truth, we’re not in a “bad” market, we’re in a normal one. And in many ways, it’s more sustainable and focused than ever.
The hiring surge from 2020 to 2022 was extraordinary. Trust me, as a talent solutions organisation, for us it was crazy! New heights of madness were hit as organisations went into overdrive to secure talent in what became a brutally competitive landscape for organisations. We saw people double their salaries to make a move, and if we’re really honest, it was as easy as it will ever be for individuals to secure new jobs, getting an inflated title and salary along the way.
I believe, however, that this has distorted our perception of reality. We’re now seeing a fairly constant narrative about how poor/bad the D&A job market is, and it really isn’t. Sure, some companies have been making layoffs in their D&A function. Partly that is to do with over-hiring during the Covid boom, coupled with (and really because) most organisations simply haven’t seen the return they expected from those huge investments that were absolutely required at that moment in time. As a result, some are reassessing structure, strategy, and ROI.
Despite perceptions, D&A job volumes in 2023, 2024, and 2025 are all higher than pre-COVID levels (2018/19) when we thought that was a ‘good market’. Across both the UK and the US, roles in data engineering, governance, AI, architecture, and analytics have increased significantly. Salaries have also grown, with some roles now commanding their highest median pay to date.
Some will tell you that many large enterprises (FTSE 100) are outsourcing D&A delivery functions overseas. In some instances, this is true and driven by cost-efficiency targets, and in some cases, part of longer-term offshoring strategies. However, that isn’t a blanket fact. There are many other large UK-based organisations that continue to hire domestically across the board. So while outsourcing is real, it’s not universal. The domestic D&A talent market remains highly active.
The major shift we’re seeing isn’t in demand, it’s in approach. Hiring processes are taking longer, largely because organisations are being more conservative and cautious in their approach around who and what they hire.
For the individual, that means the bar is higher. The landscape is more competitive. But the opportunities are still there for those ready to meet today’s expectations.
In a world where there are more people on the market, whether actively or passively looking for work and new opportunities, it seems odd to think that companies would report that they’re still struggling to find the calibre of talent they need. Yes, there are more people, but there’s still a shortage of people who combine technical expertise with business fluency and value-focused thinking. Companies, often unbeknownst to them and in conflict with how they hire, don’t just want dashboards; they want improved business outcomes. In 2025, that is people who can bridge technical, strategy and execution.
Most of the grumbles of a ‘poor market’ are from people of a certain seniority, but again, the market feels down compared to where we’ve been, but remember, those times are the exception and not the rule. Despite the complaints, D&A leadership roles are up from where they were now than pre-COVID (2108/19). The frustration felt by many is that what companies need and what they hire for are often very different things. Too often, organisations prioritise technical credentials rather than transformational capability. As the space matures, hopefully we will see a shift toward execution-focused leadership where those who can turn ambition into action.
Despite all the reported doom and gloom, I’m here to tell you one thing. Data, Analytics & AI remain among the top strategic priorities in boardrooms, and investment is still happening at significant levels.
Also, organisations are asking harder questions… What value are we actually getting? Are we structured to deliver outcomes? Do we have the right people in the right roles? This scrutiny is healthy. It should (hopefully) force stronger alignment between data teams and the business.
So I say, let’s move away from the doom and gloom. The D&A market is not in decline. It is resetting, recalibrating and maturing, and as I said above, it’s better than it was pre-COVID when we all thought it was a good market. Yes, there are some layoffs. Yes, some hiring is being pushed offshore. But many organisations are still investing, still hiring, and still prioritising data as a central pillar of their future.
Compared to 2018 and 2019, we now have more jobs, higher salaries, and more leadership opportunities. The difference is that the market now expects more from you, and rightly so. For individuals, success means being sharper, more commercially minded and more outcomes-focused. For businesses, it means aligning hiring with strategy and thinking critically about the real capabilities that drive value. I’ve not even touched upon AI (intentionally), which over the short-mid term will provide even more roles into our ecosystem.
In comparison, the general employment market in the UK is down circa 8% from where it was pre-covid, whereas our industry is up. Things could be worse.
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