Natalie Legg

Technology leaders have never had more opportunities in front of them. AI is unlocking new possibilities, cloud platforms continue to evolve, and digital services are becoming increasingly sophisticated. Yet for many organisations, particularly within government and critical sectors, the defining question is no longer what technology can do. It is whether they can trust it.

Trust sits at the centre of almost every strategic conversation we have today. Trust that systems are secure. Trust that AI is being used responsibly. Trust that critical data remains protected and under the right control. As organisations navigate an increasingly complex environment, the ability to build and maintain trust is becoming one of the most important outcomes technology can deliver.

Zero-trust is moving from strategy to necessity

Security remains the highest priority for many of our customers, particularly across government.

The reality is that traditional security models are struggling to keep pace with modern threats. The idea that organisations can simply build a perimeter around their environment and trust everything inside it no longer reflects how businesses and agencies operate today.

Instead, customers are embracing a zero-trust mindset.

At its core, zero-trust assumes that trust must be earned continuously rather than granted automatically. Every user, device and application must be verified. Access must be appropriate, monitored and constantly reassessed. Organisations are strengthening identity and access management, enforcing least-privilege principles and embedding continuous verification into daily operations.

Importantly, this shift is about far more than compliance.

The organisations making the greatest progress are viewing zero-trust as a resilience strategy. They are building environments where security is woven into every layer of the organisation, reducing risk while enabling people to work confidently and effectively. In a world where cyber threats continue to evolve, trust can no longer be assumed. It must be designed into the system.

AI has entered its practical phase

The conversation around AI has changed significantly over the past year.

Customers are no longer asking whether they should adopt AI. They are asking how to use it responsibly and where it can create genuine value. The focus has shifted away from experimentation and towards practical implementation.

We are seeing organisations explore AI across a range of use cases, from automating repetitive administrative processes through to improving citizen and customer experiences, analysing large datasets and supporting better decision-making.

What is encouraging is that innovation is being matched by a strong focus on governance.

Customers understand that AI adoption cannot come at the expense of trust. They want solutions that are transparent, explainable and aligned with organisational values. Questions around fairness, accountability and oversight are becoming just as important as the technology itself.

For many organisations, success will come from balancing innovation with responsibility. The opportunity is enormous, but long-term value will only be realised when people have confidence in how AI is being used and the outcomes it produces.

Sovereignty is moving higher on the agenda

The third major theme emerging across customer conversations is sovereignty.

Organisations increasingly want assurance that their critical systems, data and technology environments remain under Australian control and supported by local expertise. This is particularly important in sectors where security, continuity and accountability are non-negotiable.

Sovereignty is no longer simply a procurement consideration. It is becoming a strategic priority.

Whether through sovereign cloud environments, local data hosting arrangements or partnerships with Australian-owned organisations, customers are looking for greater certainty around who has access to their information, where it resides and how it is managed.

At its heart, sovereignty is another expression of trust. Organisations want confidence that the critical infrastructure supporting their operations is aligned to their obligations, their risk profile and their long-term interests.

Three priorities, one outcome

What makes these trends particularly interesting is how interconnected they have become.

Zero-trust strengthens security. AI drives efficiency and innovation. Sovereign capability provides control and assurance. Together, they form the foundation of the next phase of digital transformation.

The common thread running through all three is trust.

Customers want to move faster, modernise services and embrace new technologies. But they want to do so with confidence. They need to know that innovation does not create unnecessary risk, that security is embedded from the start and that critical systems remain under trusted stewardship.

The organisations that succeed over the next few years will be those capable of delivering all three simultaneously.

Growth without losing what matters

Internally, our biggest challenge is not finding opportunity.

The market continues to create demand for secure, trusted and innovative technology services. The challenge is ensuring we grow in a way that remains true to who we are.

At a23, we often talk about putting people at the core of everything we do. For us, that is not a slogan or a marketing message. It is the lens through which we make decisions.

Growth creates pressure. New opportunities emerge. Customers need support. Markets evolve. It can be tempting to chase every opportunity that appears.

But sustainable growth requires discipline.

The question we constantly ask ourselves is how we continue expanding while ensuring our people feel supported, connected and proud of the work they are doing. How do we maintain the quality, care and authenticity that built our reputation in the first place?

The answer lies in being deliberate. Choosing the right opportunities. Investing in people. Remaining consistent in our values. And being honest about what success looks like.

Growth only matters if you can look back and say you achieved it without compromising what made your organisation special in the first place.

Managing the business you have

One piece of advice has stayed with me throughout my career: manage the business you have. It sounds simple, but it is remarkably powerful.

There will always be people willing to tell you how to structure your business, what your priorities should be or how leadership should look. The problem is they are not inside your organisation. They do not understand your people, your culture or the unique combination of factors that make your business successful.

That advice has helped me stay grounded throughout our journey.

Of course, there is value in learning from others. Every leader should remain curious and open to new ideas. But ultimately, the only thing you can truly control is how you lead your own business.

For me, managing the business you have means trusting the path you are on, staying connected to your values and blocking out unnecessary noise. It means recognising that authenticity matters more than conformity.

I have never been interested in becoming someone else’s version of a leader. My focus has always been on being authentic to myself, our team and the business we are building.

In my experience, authenticity will always win.

As technology continues to evolve and organisations face increasing complexity, that lesson feels more relevant than ever. Trust is built through consistency. Culture is built through authenticity. And sustainable success comes from staying true to who you are while having the courage to evolve alongside the world around you.