News, insight and events
from across the Group.

“If we don’t get our act together and open up banking, the next-gen banking will not be here.” Jost Stollmann, Tyro

Over the past six months, I have been fortunate to work with many of the businesses and thought leaders that are shaping the future of FinTech in Australia. I recently stated my perspective of the FinTech ecosystem in Australia drawing contrasts to the growth I witnessed back home in the UK. This week, instead of spouting my own opinion, I was able to sit down with the leaders that I look up to; those that are pioneering FinTech in this country. Here, we are able to look back at the industry over the last 12 months in Australia and reflect on the year that was and what we can expect from the year ahead.

Launching earlier this year, EduGrowth caught our attention with this decisive and ambitious mission: 100 million students educated globally per annum, through Australian education by 2025. EduGrowth realises Australia has the expertise, drive and collective vision to be a top-five country globally in borderless education, and they’re working with more than 200 Australian Education companies to revolutionise education as we know it, in order to ready us for a rapidly changing world.

I recently graduated from a Product Management program here in San Francisco. For those who are unfamiliar with what a product manager does, the short answer is that they do many things. PMs wear multiple hats at once: they are a liaison between internal and external stakeholders to bring a product vision to life, they constantly collect feedback from customers to ensure that the product reflects market demand, as well as conduct research their competition to become an expert in their industry. But perhaps most importantly, a product manager must take full ownership of the success of a product. They must own whether consumers love or hate a product, and are in charge of making any necessary changes to guarantee that buyers have a good enough experience to become repeat customers. In short, product management is a strategic, process-oriented and user-centered way of working.

Roller coasters for “fun”? No, thank you. For those of you who know me, I am not one to rush into line for a roller coaster. Don’t get me wrong, rides (think Indiana Jones at Disneyland) are a blast, roller coasters (think Tower of Terror at California Adventure), not so much. The feeling of having your life in the hands of some 16-year-old kid on summer vacation and having complete faith in some metal and bolts holding the entire structure together is unsettling. Roller coaster rides are similar to the ups and downs that we recruiters are all too familiar with in many ways. We have all dealt with the anticipation of finding the perfect candidate and working with them throughout the entire process, and dealing with the anticipation to help them over the finish line.

For many women in the workforce the balance on demands between family and work are difficult. I feel that the world of recruiting brings a whole new level to the balance given the timing and demands of the position. Having only heard about how tough it was to balance motherhood and recruiting; I only recently did I experience it for myself as my first child came into the world. I wanted to share some of my personal experiences in hopes that others may learn, make decisions, or perhaps be inspired to make the right decisions for themselves about how to tackle motherhood and work.

Here at the MitchelLake Group we work with a lot of hi-tech startups. We love helping innovative people bring great ideas to life by matching them with other intelligent, innovative people. It’s just what we do.

In the course of working with a great many startups over the years, we have seen the full gamut of approaches to hiring from the good to the bad to the downright ugly. So much so that we could probably publish a list of the top 47 things people do wrong (or right for that matter) when hiring. But since you’re not going to read through a list of 47, I thought I’d highlight a much shorter list of the major mistakes we see startup hiring managers making time and time again. So here are the 4.5 mistakes that many hiring managers are making. Chances are you are doing or have done at least one of these.