With the digital age truly upon us, the world of work is becoming increasingly global, with talent crossing borders to seek new opportunities and experiences. So, for hiring managers and those looking to start a post-Brexit life in Europe, it’s never been more crucial to stay informed about the various incentives and benefits available to international talent.

One such advantage is the 30% tax rule, a policy that can greatly benefit both employers and employees. In this article, we will explore the 30% tax rule and discuss how international talent or those considering a move can leverage this opportunity by taking up work in the city of Amsterdam.


What is the tax rule?

The Netherlands: The Netherlands offers the 30% tax ruling, also known as the “30% ruling” or “30% facility,” which allows qualifying expatriates to receive a tax-free allowance of up to 30% of their salary.


Understanding the 30% Tax Rule

To fully grasp the significance of the tax benefits in Europe, it is essential to understand their core principles. The 30% tax rule is a provision offered by some European countries that allow employers to provide tax-free compensation of up to 30% of an employee’s salary. This means that employees could potentially receive a significant portion of their income without being subject to income tax. The rule is intended to attract skilled workers from abroad and make the transition to a new country more financially viable.


Benefits of the 30% Tax Rule for International Talent

For international talent and ex-pats considering a move to Europe, the 30% tax rule offers numerous advantages. First and foremost, it provides a significant financial incentive. By allowing a portion of income to be tax-free, individuals can enjoy a higher disposable income and potentially save more money compared to their home countries. This financial boost not only improves the quality of life but also creates opportunities for investment and long-term financial security.

The 30% tax rule also enhances the attractiveness of working in Europe. It not only ensures a competitive salary but also allows individuals to experience the diverse cultures, vibrant cities, and excellent quality of life that many European countries offer. By taking advantage of this rule, international talent and ex-pats can seize the opportunity to work in globally renowned industries while enjoying the benefits of an international environment.


Leveraging the 30% Tax Rule: Tips for International Talent

If you are an international professional seeking to leverage the 30% tax rule, there are a few essential steps to consider. Start by researching the countries that offer this provision and understand their specific requirements and limitations. Each country may have its own criteria for eligibility, such as minimum income thresholds or duration of employment.

It is crucial to consult with tax experts and immigration advisors who are well-versed in the regulations of the specific country you are considering. They can guide you through the process and ensure that you meet all the necessary requirements, allowing you to make the most of the tax benefits available.

Countries such as the Netherlands, Belgium, and Denmark are popular choices for international talent seeking to take advantage of the 30% tax rule. These nations not only provide favourable tax benefits but also offer vibrant professional ecosystems, excellent work-life balance, and high standards of living.


Challenges and Considerations

While the 30% tax rule offers exciting opportunities, it is important to be aware of potential challenges and considerations. Each country may have different tax laws and regulations, which can be complex to navigate. It is essential to familiarise yourself with the local tax system and understand your rights and obligations as an employee.

Additionally, financial planning and budgeting become crucial when leveraging the 30% tax rule. Although a significant portion of your income may be tax-free, it is still essential to allocate funds wisely, considering other expenses and potential future tax liabilities. Seeking professional financial advice can help you make informed decisions and maximise your financial gains.


Should Your Business be Embracing International Talent?

As hiring managers, it is important to recognise the advantages that the 30% tax rule brings to the table. Embracing international talent who can leverage this rule can enhance the diversity and expertise within your organisation, spark innovation, and contribute to its overall success. Consider the potential of attracting highly skilled professionals who can bring fresh perspectives and valuable contributions to your team.

To fully capitalise on the opportunities provided by the 30% tax rule, international talent must conduct thorough research, seek professional advice, and plan their financial strategies wisely. By doing so, they can maximise the benefits, overcome potential challenges, and pave the way for a successful and fulfilling career in Europe.

The 30% tax rule holds great promise for international talent and ex-pats seeking to expand their horizons in Europe. By harnessing this opportunity, both individuals and businesses can benefit greatly. So why not embrace the potential of this rule, and create a global workforce that thrives on diversity, innovation, and shared success?

If you’d like to chat about opportunities in Amsterdam, or if you’re looking to grow your team, then please reach out to Julius Drok.

Our preliminary findings have been compiled using data collected from direct response to our 2023 Tech Industries Census, of which 478 professionals completed over a 8-week period. With over 10,000 data points, this is our most comprehensive survey on careers, salaries, and workplace trends.

Diversity representation from our survey respondents:

  • Gender: 84% males vs 11% female, 1% non-binary and 4% preferring not to say
  • Age: 73% were aged between 18-44 years old, whilst almost one-fifth (18%) were aged 45-54
  • Ethnicity: 51% identified as Black, Asian or Minority Ethnic, with over 30% from the Asian community
  • Sexuality & Identity: 6% identified as being LGBTQIA+
  • Disability & Neurodivergence: 8% had either a mental health condition (3%) or Neurodiversity (5%)


Despite difficult trading conditions, the Tech Industries continue to be a key contributor to the UK economy, adding over £150 billion and employing over 1.7 million people. Figures from the Government suggest that if investment continues, the sector could create a further 678,000 new jobs by 2025, adding an additional £41.5bn to the UK economy. Despite downsizing, economic turbulence and global instability, over half of businesses (52%) are still looking to hire, showcasing the resilience of the sector.

Our Census highlights that 39% of respondents are open to moving roles within the next 6 months, with the majority in permanent roles stating that a more attractive salary and bonus structure (92%); good work/life balance (85%) and career progression (84%) as their top motivations for doing so. Those in permanent roles earn on average £72,000, with over 61% having received a pay increase in the last 12 months.

Those in contract roles consider day rate (86%), flexibility of working (83%) and having interesting work/projects (82%) as important factors when considering their next project. The average day rate within the UK Tech Industries is £525 per day, with 47% increasing their daily charge rate within the year.

Whilst inflation has decelerated in recent weeks, this is still 4 times the expected rate. With 67% earning less than £80,000 per annum, coupled with the fact that only 31% of respondents had reported their company had put in place cost-of-living provisions, means that many have lower living standards than previous years.

Interestingly over 20% of respondents had reported that their workplace policy had changed recently, and anecdotally we are seeing many organisations mandate days back into the office. This is at odds with what employees want, with over 50% preferring hybrid models and 47% desiring remote working.

These findings present just a small snapshot of some of the data analysed from our 2023 Census, but despite the challenging start to the year, the UK Tech Industries have plenty of room for optimism. For opportunistic business, and job seekers alike, there are fantastic opportunities to hire great talent and put their skills to the test.

If you’d like to receive an exclusive copy of the 2023 Census, due to be published in June, then please fill in the contact form below.

This week is Mental Health Awareness Week which is why we want to discuss the importance of addressing mental health issues and managing work stress. Mental well-being directly influences our behaviours, interactions, and productivity, and subsequently, the overall business success. Particularly prevalent in today’s work environments are burnout and anxiety, which we are going to discuss in the article.

Unpacking Burnout and Anxiety in the Workplace

Burnout, often the result of prolonged and unmanaged work stress, is a state of chronic physical and emotional exhaustion. This goes beyond everyday fatigue. It can be characterised by an employee feeling cynical, feelings of detachment, a sense of ineffectiveness, and a lack of accomplishment.

However, anxiety disorders can be characterised by excessive and uncontrollable worry, fear, and a constant feeling of impending doom. These feelings can be so intense that they interfere with an individual’s ability to function effectively at work.

Both burnout and anxiety can significantly impact an individual’s job performance, affecting their concentration, decision-making abilities, and interpersonal relationships.

In fact, a recent study from AXA UK and the Centre for Business and Economic Research has stated that stress, burnout and poor mental health are resulting in a massive 23.3 million sick days a year at a cost of £ 28 billion per year.

And that’s not all, the study also revealed that almost half of the country is currently struggling or experiencing an absence of positive well-being or in emotional distress. This means it’s time to take action in managing work stress and to put in well-being strategies to protect your employees and your business.

The Future of Work

The future of work is evolving, with mental health becoming a critical consideration. Companies are beginning to understand that prioritising mental health is not only a moral obligation but also a strategic business decision. Good mental health can boost employee retention, engagement, and productivity.

Managers, as the nexus between the organisation and its employees, play a pivotal role in improving employee mental health at work. They can set the tone for open dialogue about mental health, build an inclusive culture, and ensure that business policies and practices support mental well-being.

The Role of a Mental Health (MH) First Aider in the Workplace and Why You Need One

A MH First Aider is a trained professional who supports the mental health of employees. Providing guidance, facilitating mental health programmes, and offering the necessary support to those experiencing any mental health issues. Some of their key functions include organising mental health and well-being training sessions, raising awareness about the importance of mental well-being, and offering confidential advice and support to employees.

Companies that have incorporated MH Aider in their workplace wellness programmes have reported tangible positive impacts, including improved employee well-being, reduced absenteeism, and increased productivity.

Actionable Strategies for Addressing Burnout and Anxiety at Work

Combating burnout and anxiety in the workplace calls for a strategic, multi-pronged approach. It’s not simply about putting policies in place but also ensuring they’re fully implemented and embraced.

  • Implement Robust Mental Health Policies: It’s essential to develop comprehensive policies that promote mental health. This could include flexible work hours and remote working options. Such policies don’t just tick boxes; they are an acknowledgement of the various roles and responsibilities that employees juggle. They demonstrate that the business respects and values its employees’ time and personal commitments. This, in itself, can go a long way in reducing workplace stress

  • Promote Work-Life Balance: Beyond policies, it’s also about developing a culture that genuinely respects work-life boundaries. Encourage employees to take regular breaks, use their holiday time, and disconnect from work after business hours. It’s essential to lead by example here. If managers regularly send after-hours emails, employees may feel pressured to do the same. Respect for downtime can help prevent burnout and promote overall well-being

  • Encourage Open Communication: Creating a psychologically safe space where employees can discuss their mental health concerns without fear of judgement or repercussions is paramount. This requires an atmosphere of trust and openness, where mental health is not a taboo topic but a recognised aspect of overall health

  • Regular Mental Health Training and Workshops: This isn’t just about bringing in a speaker once a year during Mental Health Awareness Week. Regular training sessions are crucial to equip employees with the skills to manage stress, recognise signs of burnout and anxiety in themselves and their colleagues, and know where to seek help when needed. Mental health literacy should be an ongoing part of professional development, keeping pace with the latest research and best practices

  • Create a Supportive Work Culture: The role of empathy and understanding in work culture cannot be overstated. It’s about creating an environment where employees feel valued, supported, and understood. A positive and supportive work culture can act as a buffer against workplace stressors and reduce the likelihood of burnout and anxiety

Remember, these strategies are not standalone. They must be pursued in tandem, reinforcing each other to create a healthy, supportive workplace environment. Addressing mental health at work is a continuous process that requires commitment, empathy, and action.

How Hiring Managers Can Act

Hiring managers are uniquely placed to champion MH Aider interventions. Their close interaction with employees provides them with insights that can be instrumental in identifying and addressing mental health concerns. Here are some in-depth steps they can take:

  • Identify Signs of Burnout and Anxiety: Training hiring managers to spot employee burnout signs is a proactive step towards maintaining a healthy work environment. This could include noticing changes in work performance, frequent absences, increased irritability, or a lack of engagement. It’s important to remember that these symptoms are not indicative of an employee’s professional capabilities but may be signs of deeper, underlying issues. Early identification paves the way for early intervention, which can significantly improve outcomes and demonstrates the organisation’s commitment to employee well-being.

  • Facilitate MH Aider Strategies: Hiring managers can be instrumental in facilitating the implementation of MH Aider strategies. This could involve coordinating training sessions, distributing educational materials, or arranging for individual consultations with the MH Aider. By taking an active role in these initiatives, hiring managers signal the importance of these programs, encouraging more employees to participate and benefit.

  • Promote a Proactive Approach: Encouraging employees to take advantage of available resources, such as mental health days, counselling services, and wellness programs, is critical. It’s equally important to reinforce the message that seeking help is a sign of strength, not weakness. Hiring managers should advocate for mental health resources as they would for any other professional tool, underscoring their value in maintaining a healthy, productive workforce.

  • Maintain Confidentiality and Trust: Trust is at the core of any effective mental health initiative. Assuring employees that their discussions about mental health will be kept confidential and will not impact their job security or advancement opportunities is crucial. This requires clear communication about privacy policies and consistent follow-through.

Managers, as the human link between an organisation and its employees, are key to driving any mental health initiative. By embracing this role, they can help to create a work environment where mental health is acknowledged, understood, and supported.

The importance of addressing mental health in the workplace is more important now than ever. A holistic approach, combining sound organisational strategies with the dedicated work of MH First Aiders, can significantly improve the mental well-being of employees and the overall success of a company.

As we commemorate Mental Health Awareness Week, it’s essential for managers to take the lead in promoting mental health awareness. This involves creating a culture of understanding, facilitating necessary support systems, and taking proactive steps to prevent burnout and anxiety at work.

Remember, mental health is not a destination but a journey, and it’s a journey that we, as a society and as businesses, must undertake together. By prioritising mental health, we can create a future of work that truly values and supports the well-being of its most important asset: its people.

For more information visit Mental Health Awareness Week 2023 | Mental Health Foundation or Home – Mind.

In the second instalment of our 5 Minutes With series, Team Leader, Dan Sullivan, sat down with Tessian’s Vojtech Mares, sharing his thoughts on the ever changing world of cybersecurity, and specific challenges businesses and individuals face within their Cloud Email Security. 


Can you share a bit about yourself and what you do? 

I moved to London to pursue studies in games technology, and today, I’m proud to call London my home and live here with my family. My career in tech began as a C# engineer with a finance start-up, but as I grew into my role, I discovered a passion for building teams and helping gifted individuals create exceptional products. Currently, I lead two teams, both devoted to protecting our customers’ inboxes from malicious actors by analyzing threats and constructing advanced ML models. My professional journey has been an incredibly fulfilling one. At JustGiving, I helped those in need; at JustEAT, I enabled large-scale food delivery to a massive customer base. And now, at Tessian, I take pride in protecting customers’ inboxes from malicious content. 


What does a day look like in your role?

As an Engineering Manager, I enjoy the dynamic and ever-changing nature of my work. My days are typically filled with a variety of tasks, including stand-ups, assessing any urgent matters that require attention, and holding regular 1:1 meetings with colleagues to stay up-to-date on their progress and goals. In between meetings, I devote my time to strategic planning, identifying areas where we can improve operational efficiency and optimize our resources.    


What are some of the biggest challenges you face as a cybersecurity professional, and how do you stay ahead of emerging threats? 

Staying ahead is the biggest challenge in today’s rapidly evolving landscape. The emergence of new threats makes the conventional rule-based/block list approach to security less effective since they demand pre-emptive detection before we can respond. We have optimized our system to deploy new rules or indicators within a matter of minutes. The utilization of advanced ML models enables us to identify new, unseen threats. Another challenge is the safeguarding of Personal Identifying Information (PII). As working with customer data means a well-defined, robust process, getting the right balance is crucial to ensure that people can effectively perform their duties. 


What challenges do you see emerging in the email security space, and how is Tessian preparing to address them?  

Threat actors are constantly refining their tactics to bypass legacy security systems like secure email gateways. Tessian Cloud Email Security intelligently prevents these advanced email threats and protects against data loss by using machine learning combined with threat intelligence and data science research. 


With the increasing adoption of cloud technologies and remote work, how can organisations ensure their cybersecurity strategies keep up? 

As a minimum, enforce strong authentication and access controls, such as multi-factor authentication and role-based access, and make sure all your software is always up to date. Security is a team sport, so define security best practices and share them with all employees. Tessian offers ‘in the moment’ training, alerting the end user when suspicious or misdirected emails are seen.  


Finally, what advice would you give to organizations looking to improve their email security posture, and how can they evaluate and choose the right solution for their needs?

My advice would be to align with your organisation’s overall objectives, which means working with the wider business, particularly the C-Suite. Security isn’t just about products, however, it’s about support from partners like Tessian. From a technical perspective, the move to the cloud means complex legacy security stacks are rapidly becoming a thing of the past. Today, products like Microsoft 365 E5 offer a strong foundation on which users can add Tessian for a fully comprehensive security strategy for both inbound and outbound threats. But at the end of the day security is about two things: risk and trust, and every organization differs on how much they’re prepared to accept.


Looking to scale your tech teams with the industry’s top talent at the helm?  

Arrows Group are the Technology Talent Experts for the Hyper-Growth Era. From household names to pioneering start-ups, all around the world, we ensure all our clients have access to the best tech talent and workforce management services on the market to enable their growth and expansion. Learn more about how we can help you here. 

As companies grapple with challenging and dynamic market conditions, the importance of retaining employees has never been more paramount. While attracting new talent is crucial to remain competitive, businesses can look inward and capitalise on their existing workforce. 

Preliminary findings from our 2023 Tech Industries Census shows that 92% of respondents say that Training & Development is a key consideration when looking at opportunities for their next role. In addition, a recent LinkedIn survey showed that investing in employees’ learning and growth can result in a longer tenure and increased job satisfaction. These results underscore the significance of providing professional development opportunities to tech employees. 

By implementing strategic Learning & Development programmes, companies can boost employee engagement and job satisfaction while reducing the risk of turnover and workforce instability. Emphasising upskilling and internal mobility is not just a driver of organisational success; it also serves as a testament to a company’s commitment to its staff and its reputation as a desirable workplace for top tech talent. Business leaders who prioritise these practices demonstrate their commitment to the long-term success of their organisation. 

As tech professionals increasingly value personal development, companies are advised to scrutinise their progression offerings to better attract both new and former employees, colloquially known as ‘boomerang employees.’ This trend of rehiring ex-employees is gaining momentum, with LinkedIn reporting that 4.5% of all new hires in 2021 were boomerang employees, up from 3.9% in 2019. This hiring approach can expedite the onboarding process, allowing returning staff members to contribute to business success more quickly. Additionally, they bring a renewed knowledge base, key market intelligence, and a fresh perspective to the organization. 

For managers and leaders, boomerang employees provide valuable insight into a company’s strengths and weaknesses, revealing why employees leave and what entices them back. Therefore, leaders and hiring teams should assess the potential benefits and consequences of rehiring employees who quit earlier in the pandemic, particularly since hiring and retention are top business priorities. 

There are several compelling reasons to consider boomerang rehiring, including reduced time to productivity and cost savings. However, it is critical to determine whether this aligns with a company’s long-term hiring strategy before making any decisions. This is where the expertise of talent professionals comes in.  

At Arrows, we are dedicated to providing innovative and transformational talent solutions for the hypergrowth era. As Europe’s leading tech and data talent partner, we are proud to offer agile solutions that help organizations shape the future of work. Reach out to our team here to learn more about how we can help you. 

At times like this, outsourcing the development of your software to an engineering team aboard is a popular route to delivering a product at lower cost. But how often does it work, and is it an effective method or just a false economy? MD for Solutions & Consultancy, Charlie Sell looks at the pros and cons of outsourcing development to an offshore team.

The risks of outsourcing

Over the years, I’ve worked with many clients who have experimented with outsourced development. One model involves a handful of experts in a London office and 100 mid-level developers in India. In theory, each team plays to its own strengths, but in this blended approach the outcome is often plagued by difficulties with quality control, troubleshooting, bug fixing and frustration.

If an engineer has a question that could be answered in 30 seconds, everyone is in the same room (or on Slack), English is their first language and there’s an understanding of the culture among the team, it will get solved quickly and efficiently.

In distributed team situations where the engineer has no relationship with senior colleagues 10,000 miles away – and especially if a them-and-us culture exists – the engineer may not have the confidence to raise the query at all, or if they do, may not get an answer and productivity is lost.

I’ve seen companies attempt to build remote teams in places like Ukraine where the language barrier has been the main driver of issues, though there are also risks in setting up in countries with political uncertainty.

Cultural differences can also derail a project. In India, language is not a barrier as their English is often excellent, but engineering teams have a tendency to agree rather than challenge, which can cause huge problems.

Nine times out of 10, outsourcing is done because of price but unless you consider these barriers and weight up the many factors, it can proves to be a false economy that dooms your project to failure.


Weighing up the benefits

Speed to market, quality and cost all play into the decision to outsource some or all of your engineering capability. On the one hand, an outsourcing solution may take more time but be delivered more cost effectively, whereas internal teams will get you there quicker but at greater cost.

Sometimes, offshore teams are seen as the solution to situations where UK teams are under pressure to deliver and extra resource is needed to avoid technical debt. There’s a perception that many hands make light work, but the experience of many of our clients over the years shows that rarely happens.

Flexibility is another attractive feature of outsourcing your technology, as it enables you to quickly upscale resource in your team. You can triple your engineering capacity almost immediately, and downsize it too. If you’re working towards a major product release or need resource for a specific project, outsourcing can support the delivery and avoid redundancies afterwards.

If you’re attracted by these and other upsides to outsourcing, just bear in mind there will still be an upfront investment of your time and energy to transfer knowledge and expertise across to the remote team.


How can outsourcing be done right?

Fortunately, there is rarely a question mark over ability, as engineers in locations like India or Africa will be every bit as good as engineers in Europe.

The success stories we hear from clients all share common themes, where risks are mitigated by leadership and guidance.

Instead of outsourcing to a third-party, the most effective models involve embedding a company’s own people into an outsourced office, where they can develop relationships, train and mentor the new team.

Some of our clients have set up a new office, sent their leadership and welcomed the offshore team’s senior staff back to the UK to fully share knowledge and integrate the teams.

A software company I know are a great example of a company that has chosen outsourcing and supported it with a great strategy.  They chose to create an engineering hub in Poland, but made it their engineering headquarters and moved their CTO and many of the senior engineers there.

It’s also next to a technical university which they sponsor, ensuring they get the best graduates as they leave. For the graduates, the company is an attractive proposition as they can learn from internationally-minded engineers and sector leaders and benefit from a proper training and development infrastructure.

Engineers are treated the same wherever they are in the business, and viewed more as rock stars than a rock bottom cost solution. That model, making use of access to talent, is very different to most peoples’ assumptions on outsourcing, yet it’s a fantastic example where everyone wins.

If however you still really want to outsource your entire operation to a third-party, then look for subject matter experts who have greater experience than you. This kind of model is effective for founders who have an idea, see an opportunity, but lack the technical knowledge, but it relies completely on expertise and trust.

There are always arguments in favour working with remote teams, and always risks that must be considered. What’s important is that your strategy fits your business and products, and that once you’ve made your decision, you fully commit. For tech-first businesses with teams in multiple countries, the engineers must have the same capability and get the same respect if you the relationship is to succeed.


If you’d like to discuss the pros and cons of outsourcing your development team, then get in touch with us.

Arrows Group Global have signed up to Earn Your Worth – a campaign championing fair pay for all.

A growing understanding of the importance of diverse teams has brought renewed urgency to addressing one of the tech industries most persistent problems: gender pay inequity. According to Diversity in Tech, Around 78% of large organisations admitted to having a gender pay gap in the technology sector, with women earning up to 28% less than their male colleagues in the same tech roles.

As part of our commitment to eradicating pay disparities, we have teamed up with Major Players, who launched the campaign in 2019, and will no longer ask our candidates to divulge their salary history. We believe for a candidates salary history only perpetuates gender, ethnicity, sexuality, and disability inequality; and allows for unconscious bias to take control. There is clear evidence which indicates that when making this simple, low-cast change to the hiring process, we can positively impact pay inequality.

As one of the UK’s leading technology recruiters, we have a responsibility to play our part in closing pay gaps across marginalised groups; and championing fair pay for all. If you’d like to find out more about Earn Your Worth, and our commitments to creating equitable futures for all, then please reach out to us using the contact form below.

Meet the Team at Arrows Group Global: Europe’s Pioneers in Tech and Data Talent 

At Arrows Group Global, we are dedicated to providing innovative and transformational talent solutions for the hypergrowth era. As Europe’s leading tech and data talent partner, we are proud to offer agile solutions that help organizations shape the future of work. 

With experience spanning over 20 years, we’ve connected talent with leading brands such as Sky, Just Eat and Virgin Media, helping to scale global powerhouses in tech. Our teams specialise in four key areas, each with its own unique set of expertise and experience. Here’s a closer look at what each team has to offer:


Software Engineering 

Our software engineering team is comprised of highly skilled and experienced consultants who have a passion for building innovative and cutting-edge technology teams. With a focus on collaboration, we recruit engineers who work closely with clients to design and implement software solutions that drive business growth and success. Please reach out to our team for more information:

Backend – Contract

Jack Woodard
Team Leader – Backend Contract

E: Jack.Woodard@arrowsgroup.com
T: 447458143190

Connect with Jack





Sam Thomas
Recruitment Consultant – Backend Contract

E: Sam.Thomas@arrowsgroup.com
T: +44 7488 821 977

Connect with Sam






Backend – Perm 

Daniel Sullivan
Team Leader – Backend Perm

E: Daniel.Sullivan@arrowsgroup.com
T: +44 7458 143 156

Connect with Dan





Daniel Talbot

Daniel Talbot
Recruitment Consultant – Backend Perm

E: daniel.talbot@arrowsgroup.com
T: +44 7458 143 215

Connect with Dan




Millie Salmon

Millie Salmon 
Recruitment Consultant – Backend Perm

E: millie.salmon@arrowsgroup.com
T: +44 7458 143 157

Connect with Millie






Front End – Contract

Natalie Jones
Senior Consultant – Front End Contract

E: Natalie.Jones@arrowsgroup.com
T: +44 7458 143 126

Connect with Natalie





Cavan Barry
Recruitment Consultant – Front End Contract

E: Cavan.Barry@arrowsgroup.com
T: +44 7458 143 217

Connect with Cavan






Front End – Perm

Najmul Chowdhury

Najmul Chowdhury
Executive Assistant – Front End Perm

E: Najmul.Chowdhury@arrowsgroup.com
T: +44 7458 143 192

Connect with Naj






Mobile – Contract 

Hallam Baker-Howard
Recruitment Consultant – Mobile

E: Hallam.Baker-Howard@arrowsgroup.com
T: +44 7458 160 613

Connect with Hallam





Karvan Patel

Karvan Patel
Recruitment Consultant – Mobile

E: karvan.patel@arrowsgroup.com
T: +44 7458 143 199

Connect with Karvan






Data Science & Data Engineering 

Data is at the heart of the modern business landscape, and our data science and engineering talent teams are at the forefront of this trend. Whether you need help with sourcing data analysis, data visualization, or data modelling professionals, our experts are ready to help you unlock the full potential of your data-led operations.

Maleek Montgomery
Recruitment Consultant – Data Perm & Contract

E: Maleek.Montgomery@arrowsgroup.com
T: +44 7458 160 614

Connect with Maleek






Digital Transformation & Change 

In today’s fast-paced business environment, organizations must be ready to adapt and evolve. That’s where our digital transformation and change talent team comes in. With a focus on driving change and empowering organizations to embrace the future of work, our experts help match you with the very best in digital transformation talent. 

Charlie Fountain 
Business Manager – Digital Transformation & Chance Contract

E: Charlie.Fountain@arrowsgroup.com
T: +44 7458 143 208

Connect with Charlie





Wayne Smith 
Senior Recruitment Consultant – Digital Transformation & Chance Contract

E: wayne.smith@arrowsgroup.com
T: +44 7893 920 526

Connect with Wayne






Technical Project & Product Management 

Successful projects and products require strong teams. Our technical project and product management recruiters are dedicated to helping you scale the very best in technical project and product teams. Whether you need help with project management, product strategy, or product development, our experts have the knowledge and experience to help you achieve your goals. 

Charlie Fountain 
Business Manager – Transformation & Chance Contract

E: Charlie.Fountain@arrowsgroup.com
T: +44 7458 143 208

Connect with Charlie





Wayne Smith 
Senior Recruitment Consultant – Transformation & Chance Contract

E: wayne.smith@arrowsgroup.com
T: +44 7893 920 526

Connect with Wayne





At Arrows Group Global, we are proud to be Europe’s pioneers in tech and data talent. With a team of experts across four key areas, we are ready to help you shape the future of work and achieve success in the hypergrowth era. Our specialist talent partners are dedicated to providing you with agile solutions that cater to your specific needs. If you’d like to learn more, or if you need additional support in building out your tech teams, then please reach out to us on the contact form below:

Introducing our new interview series, 5 Minutes With, where we sit down with the Tech industry’s leaders to discuss the evolving world of tech and share their insights for the future. To kick off, Dan Sullivan, Team Leader, sat down with Aaron Hammond, CTO of leading European cryptocurrency exchange, BitPanda Pro. Aaron shares more about his role as CTO and his insights into the volatile, exciting cryptocurrency space. 


Can you share a bit about yourself and what you do? 

I’m currently the CTO at Bitpanda pro, I’m in charge of the technical teams on the exchange side of the business. I’ve worked at a lot of growth phase startups early in my career and then switched to running a consultancy focused on helping large scale cloud based platforms in the latter years prior to joining Bitpanda pro. 


Tell us more about Bitpanda Pro  

Bitpanda pro is a cryptocurrency exchange licensed in Europe. We offer sophisticated trading solutions suitable to both retail and institutional customers. Primarily, we deal with complex types of trading like automated algorithmic trading via API’s and trading that is considerably price sensitive. 


What challenges have you faced while building and scaling the platform and how have you overcome them? 

When I first joined Bitpanda Pro, I joined an existing team that had been working together for a long time, they were arranged by competency, with a front end and a backend team that covered the whole domain problem. My main objective was to scale the team to tackle an increase in the number of work streams that we were looking to add.  

In order to not overload the team cognitively, we went about breaking the system down into its domain boundaries and then slowly building out those teams to capacity. Although this is a people problem first, it was intended with the idea was that Conway’s law would take over and we would end up with a well architected platform that could serve the needs of the business as it scaled.  

The main drawback to this was shifting everyone out of their comfort zone into a new way of working, it forces people to be uncomfortable. Despite this, the team really backed the idea and now we have the foundations of something that’s scalable and well architected for growth as a result.  

The other main challenges come from the things you can’t control, crypto markets, economic situations, bad actors, you have to be constantly adjusting the business to account for things that a week ago would have been unthinkable.  

My theory here is that if we set the people up right and give them a foundational platform that is hard wired to the non-changing elements, i.e. the domain, then we can somewhat incubate them from the external factors we can’t control and just empower them to react when necessary.  


What new advancements in blockchain technology and cryptocurrency are you keeping an eye on? 

I think there is a lot of discourse around the subject both negative and positive. I like to focus on some of the problem solving around the known technical limitations.  

We know scaling and throughput has been an issue in the past so solutions like ZK-rollups are interesting to think about. Whereas, transfer between networks is a problem that projects like Polkadot are solving in interesting ways. 

A lot of people seem to believe that the environmental impact is generally negative, the switch to proof of stake on the Ethereum mainnet has been one way to counter this issue but for what you gain in the reduction in environmental cost you’re paying for in what we’ve seen with the loss of decentralisation. 

I think the most interesting thing is all of the ways in which people are trying to use the blockchain. We’re going through a period of rapid growth in the area and the charge is being led in the UK for sure. Some of it’s useful and some of it isn’t but it’s interesting to see it evolve. Where the problem is a transparent movement of value then the blockchain can help. 


How do you plan to continue to innovate and improve your platform in the future? 

Given some of the points around the environmental impact of the blockchain I’m currently pushing the tech team to think about a serverless first approach to projects, not having servers running 24/7 and utilising on demand compute power can go some of the way to offsetting the impact that people think our industry is having.  

We’re also looking to build out some new trading instruments that should really offer our customers something special in the next 6 months. 


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