On the 18th of September, a new era began for Peoplebank Australia and Leaders IT as Tim Moran took the helm as their Executive General Manager. With over two decades of experience in the recruitment industry, Tim brings a wealth of knowledge and leadership to the table.

Tim assumes the role of Executive General Manager, succeeding Brent Leahy, who we are happy to share was promoted into the position of Chief Executive Officer with our parent company RGF Staffing APEJ.

Kicking off his career at Michael Page, Tim went on to spend over 11 years at SThree, where his knack for business growth was evident. Tim's journey led him to become the Regional Director for Asia Pacific at SThree and later, the CEO of Ignite. More recently, he co-founded The Cypher Network, specialising in digital and cyber advisory and talent management.

Today, we sit down with Tim to unravel his vision for Peoplebank and Leaders IT, discover why he chose to lead our dynamic organisations, and gain insights into his unique leadership style. Get ready to delve into the mind of a seasoned industry professional and innovative thinker.

1. What appealed to you initially about becoming the new leader of Peoplebank Australia and Leaders IT?
   The opportunity to, first of all, work for a market leader. Also, the bulk of my background is in recruitment in technology and the STEM market, and I was eager to maintain a foothold in the technology space. So, when I was looking at organisations to join, Peoplebank with its established market-leading reputation in technology, its pure-play focus, and being a large-scale technology specialist stood out to me as still being quite unique in the market. Also, when I investigated Leaders IT, it felt like a really strong recruitment brand and a business going through a high growth phase with genuinely innovative products being offered to the market, CUSP (Capacity Uplift Solutions Program) being a great example of that.
   
   
2. Could you describe your leadership philosophy?
   Firstly, establishing and articulating the vision and direction of the business, this involves working collaboratively with my leadership team to put the strategy and vision in place. Secondly, is deciding what we need to do to get there, which means understanding our position in the market, how we are perceived by our customers, and making sure that we’ve got the right structure in place to be able to deliver on that strategy and vision. I've been in sales since I was 18 years of age so I have always liked to be in businesses that are trying to grow and achieve strong results. I will always be a salesperson at heart in that respect, but I am also a people person which is why I've always enjoyed working in the recruitment industry, it fosters a strong team environment and always feels very collaborative. I still like to carry that through in a leadership role. I enjoy spending time with the people I work with, I like to work with good people and empower them, with the right tools, to go and deliver their part of our vision.
   
   
3. What do you see for the future of Peoplebank?
   Peoplebank has a very bright future ahead of it. I still go back to the point that there are not that many large-scale technology recruitment and professional services specialists that are also multi-sector. We have a very strong presence in financial services, a strong presence in government, both federal and state, and an excellent commercial team. I think this breadth in our offering means we can react to market conditions, and being a technology specialist allows us to set up our business properly, in a way that supports our clients without having to make compromises.
   
   Another reason I see a bright future ahead is because we are offering something that's quite unique, for example there are aspects of Leaders IT that are countercyclical in terms of the economy, so we can offer cost savings for clients while also addressing diversity goals, such as gender diversity through CUSP. We offer something more than supplying labour, regardless of the economic landscape at the time. We are here to help and we've got the solution tool to do it.
   
   
4. What is one of your favourite ‘wild-card’ questions to ask when interviewing a potential new hire?
   (Laughs) Back in the day, I used to ask trainees how their parents would describe them. Their response helped me gauge their attitude and character. I could also mix it up and ask how their partner would describe them, if they had communicated that they are in a relationship, which could lighten the mood and make the applicant open up.
   
   
5. We all have our guilty pleasures. What's your go-to stress relief activity when you're not leading the company?
   I play football (soccer), 11-a-side, despite the fact I’m in my 40s. It’s good playing a team sport and I’m fortunate to play with some great mates I’ve known for 15 to 20 years. This gives me a break from work and the cheerful chaos of 3 kids at home.
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