On the lighter side of things, we ask Matt Smith, Director of Technology, Transformation & CIO Practices, Investigo, what makes him tick
What would you describe as your most memorable achievement?
My four children, firstly. I’ve had some amazing personal and professional highs. In my football career, playing at an international level taught me that being a great leader isn’t just about talent, it’s about spirit, camaraderie, support, positivity and empathy. These qualities are just as important in business.
Professionally, one of my biggest achievements has been developing great leaders and creating cultures that help them grow. I’ve had the privilege of doing this many times, working with people who have gone on to have impactful senior careers. Some are now with The IN Group, while others have joined different firms or even built their own successful businesses.
What first made you think of a career in technology?
I started at the bottom in tech recruitment, placing people into roles with technologies that no longer exist. I found success by being curious about technology, genuinely interested in people and working hard, which paid off. After initially focusing on a career in professional football, I realised it wouldn’t be as successful as I needed it to be. That led me to choose tech recruitment because I knew I wanted to be in a people-centred business, and I felt I could excel under the manager there and I’m still fortunate to call him a friend.
Today, I lead a major division as the MD of Investigo and InX’s Technology, Transformation and CIO Practices, and I’m also an Operating Partner at Haatch, a multi-fund VC company with a portfolio of SaaS businesses. Technology allows me to continually learn every day, and I love working with some truly great people.
What style of management philosophy do you employ in your current position?
Firstly, I aim to give everyone a voice while recognising that I ultimately need to make decisions and stand by them. I work with smart people, and my role is to listen and make the best decisions to help the business and its people move forward. I also strive to create a work culture that people enjoy, where work isn’t seen as a chore but as something fulfilling. I promote behaviours that reward achievements while fostering a mature, collaborative environment.
I focus on building strong, trust-based relationships within the leadership team and creating a ‘North Star’ for everyone to strive towards. I believe in a mixture of relational, vision-led and solution-oriented leadership, and prioritise the well-being of those who work alongside me and those who are up-and-coming – just as much as I do my fellow board members. I encourage this ethos in others. It may sound cliché, but I’m genuinely a people person, both within the company and in my interactions with the external community of technology leaders. By working together and supporting each other, we can achieve more.
What do you think has emerged as the technology trend of this year and why?
Generative AI is currently a major focus, with its use cases expanding across various disciplines in both our client’s businesses and our own. This year, many businesses have shifted from merely theorising about AI’s potential to running pilots that are now being scaled and delivering tangible benefits. These applications span corporate areas like marketing and finance, supply chains, and beyond.
Clients are increasingly turning to a range of partners to support their AI decision-making. While major consultancies are still involved, there’s a growing trend towards engaging niche AI businesses and specialist recruitment firms that excel in sourcing talent in emerging tech areas. The key is to hire individuals who not only discuss AI but have hands-on experience with its implementation and the accompanying business and process changes. This talent pool is expanding and is a focus of our talent businesses.
AI has transitioned from a key theme to a core concern for all business leaders this year. With a range of new, potentially game-changing products becoming widely available, leaders are now intensely focused on leveraging AI to gain a competitive edge while navigating the significant risks associated with this evolving field.
What do you currently identify as the major areas of investment in your industry?
We recently conducted a survey with an independent polling company, where we asked over 700 board members in the UK, US, Germany and the Netherlands about their technology priorities. The big investment areas were cyber and AI. It’s no surprise that these are at the top of the list. In a world with ever-increasing cyberthreats, businesses risk reputational damage and substantial revenue loss if cybersecurity isn’t robust.
On the other hand, boards are worried about being left behind if they don’t leverage AI to allow their people to achieve more through augmented working practices, and their customers to have slicker and more intelligent interactions with their businesses. There’s a real dichotomy here though – cyber is about reducing risk, and the use of AI can open up risks. It’s a balancing act that the C-Suite need to master.
How do you deal with stress and unwind outside of the office?
Our toddler can wrap me around her finger and can command my full attention with just a look. No matter what happens in the office, my family keep me grounded. It’s a joke among my colleagues that I’m always on holiday, as my wife and I love to travel. The ability to work remotely helps, of course. I also cycle and still play football, but these days it’s more for friendship and exercise than the trophies.
If you could go back and change one career decision, what would it be?
While I might have considered a career in sports at one point, I truly love my current career choice. It keeps me engaged and challenged every day – I have no regrets and wouldn’t change a thing.
What are the region-specific challenges when implementing new technologies in Europe?
When implementing new technologies in Europe, the challenges can vary by region. These challenges include navigating different legal regulations, handling currency fluctuations, integrating with existing systems and addressing talent availability.
What changes to your job role have you seen in the last year and how do you see these developing in the next 12 months?
I’ve transitioned from being CRO across our talent group to serving as MD of one of our largest business areas. This role involves more hands-on people leadership, as I now oversee several talented Directors who manage teams and navigate market challenges.
Additionally, I’ve become an Operating Partner with Haatch, a multi-fund VC company. I enjoy learning about their SaaS businesses, the problems they address, and the entrepreneurs behind them.
Over the next 12 months I’ll continue to contribute to the direction of our group, I’ll help the leaders I work with to grow their markets and I’m sure I’ll continue to expand my knowledge in the ever-changing world of technology.
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