How do you build the business case for strategic IT talent investments during cost optimization periods, and what retention strategies have proven most effective?

Ninety percent of our digital resources are dedicated to maintaining operations, with only 10% focused on new projects driven by business cases. For new initiatives, we often pair internal resources with external partners to implement new technologies, always seeking to do more with less.

We align talent investments with business strategies and strategic initiatives, whether it’s upskilling or technology investment. Recommendations are made collaboratively with the business to ensure alignment and shared decision-making.

Hiring additional IT staff is often a last resort. We partner with the business to support resource requests, sometimes establishing deferred investment funds to advance our digital strategy. Investments in IT talent are most successful when tied to risk management, such as cybersecurity and service delivery.

Talent discussions go beyond headcount to include investments in automation technologies and upskilling current resources. I tie these investments to our master plan and business initiatives, offering the business options—headcount, technology, or training—and outlining the costs and impacts of each. This approach facilitates decision-making and aligns IT investments with business priorities.

All IT growth, whether labor, software, or hardware, is driven by a business case. Otherwise, we are subject to efficiency targets and annual reductions. This discipline helps us understand the value of our investments. Retention is challenging, but our IT department’s 6% turnover rate is a point of pride, likely reflecting current market instability.