Gigged.AI marks 4th anniversary with £1m investment success
Read more:
"Delivering large-scale digital and AI projects isn't really something that happens much to SMEs," he explained. "The problem of tech skills shortages, especially AI skill shortages, is really acute in larger enterprises."
The company, which has raised a total of £3.1m to date, plans to hire further sales, marketing and customer support staff as it builds its presence in the UK and the US. It currently has 12 enterprise clients such as Fortune 500 firms Leidos and Concentrix in the US, along with Aggreko and Arnold Clark in the UK.
The expansion push will be accompanied by the launch of a new feature called Sia (Skills Intelligence Agent), which is designed to help enterprise tech teams instantly find staff with specific digital abilities. Mr Wilson likens it to ChatGPT "for your internal skills".
Read more:
"Instead of logging into a dashboard where you normally would with a SaaS platform, the first thing you have is this agent will come up, and you can talk to it, or you can type in, and you can ask questions based on your data," he explained.
"So you can ask it how many .NET developers do I have in my organisation, and it will come back and tell you quickly. You could ask how many people have critical thinking skills - it's just a very quick way to get the information you need, because we realised the user behaviour has changed so much because of OpenAI and Anthropic, people don't want to log into a dashboard any more and spend the time going into that - it's just not happening."
A survey earlier this year by Gigged.AI of 300 senior enterprise tech leaders found that 69% are concerned about the tech talent shortage in 2025, while 26% worry they lack the internal skills to fill roles. According to IDC, the inability to secure tech talent will cost organisations $5.5 trillion globally in revenue losses, delays and quality issues.
'The future of work is a fast-growing segment," said Paul Atkinson, a staffing industry veteran and partner at Par Equity. "Over the last 12 months Gigged.AI has successfully pivoted to enterprise and is now well positioned to be a category leader with huge market potential.'
Read more:
Gigged.AI has also joined the Microsoft Azure Marketplace, allowing enterprise customers to procure its Skills Intelligence Platform through their existing Microsoft agreements.
'Making our products available within the Microsoft Azure ecosystem streamlines procurement, accelerates onboarding, and ensures enterprise-grade scalability,' Mr Wilson said. 'It's now easier than ever for large enterprises to deploy skills intelligence with confidence.'
He added: 'We launched Gigged.AI four years ago this week and I am excited to announce the fresh funding, our new Agentic AI features and Microsoft Azure listing on this day.
"We are a proud Scottish start-up with ambitions to scale globally. This support from Par Equity, Scottish Enterprise and high-profile angels with a Scottish connection will help propel us forward.'
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Metro
3 hours ago
- Metro
Competition does not drive innovation in video games, talent does
A reader argues that the games industry does not need Xbox or competition to drive innovation, just well-paid and properly appreciated developer. One recurring trope regarding the demise of the Xbox brand, is the effect this has on competition. I, as many readers are, am appalled by the merciless culling of jobs to increase shareholder value and the detrimental effects of rationalisations generally on video games as an industry and artform. While it is a basic truism that all privately owned companies exist primarily for profit, profit can be generated through practices, as Nintendo testify, that do not sacrifice jobs and job security to maintain surplus value (the value a worker adds above the amount they receive in wages). What Nintendo recognises, that Microsoft and even Sony seem oblivious to, is that quality and profitability does come at a price, the price of maintaining wage levels that attracts talent and job security to enable that talent to focus on producing great video games. For those directly or indirectly under the employment of Microsoft, no matter how talented they are or committed to producing great video games, their focus today is more likely to be on maintaining a job, seeking other forms of employment, and worrying about paying their mortgages, rents, and supporting families. Under pressure from a blinkered managerial class obsessed with shareholder value, where that talent is still of use, it is put to the service of making games that chase trends rather than marshalling the collective imagination to produce genuinely innovative and fun video games. It is not competition that drives innovation, but the nurturing and harnessing of talent by establishing the material basis for people to do the things they are passionate about, many entering the industry in the first place because of their love of the medium, not simply to earn a wage. But wages are crucial, as is working in an industry in which satisfaction can be drawn from the activity itself. It is why many people, if given the chance, prefer to work in so-called creative industries, preferring even to work in occupations that'll never make them rich. Nobody wants to make a living from stacking shelves, few want to work in administration and, even when it may well make them richer, high finance. As someone who also works in a creative field, subject to managerial diktat and in fear of how the latest series of rationalisations risk not only job security but my ability to do the very things I entered the profession for in the first place, I cannot begin to imagine what many people working in the video game industry are currently going through. Despite working in a different profession, I stand in solidarity with every worker whose livelihood is under threat and encountering the soul-sapping effects of being made to serve the narrow and short-term interests of CEOs, managers, and shareholders. So, if Microsoft pulled out of the video game industry entirely, with no effective competition in the console market, would Nintendo and Sony cease to innovate? Would they rest, as it were, on their laurels, and churn out endless reiterations of whatever in the past ensured profit, knowing that consumers have little choice? Sign up to the GameCentral newsletter for a unique take on the week in gaming, alongside the latest reviews and more. Delivered to your inbox every Saturday morning. Let's take a well-documented example of how competition, or more precisely a loss of profitability and share of the video game market, has seemingly driven innovation: the Nintendo Wii U. Leaving to one side Satori Iwata's famous reply to shareholders, that culling the workforce would make for unhappy workers detrimental to the long-term business interests of a company whose reputation and success depends on quality and innovation – instead he took a cut in salary due to the Wii U's failure – and focus instead and what did result from that failure, the commercially successful Switch and its conservative follow up Switch 2. Companies do sometimes innovate to tap new markets, reduce costs, and increase company value; as Nintendo did when abandoning the Wii U and introducing the Switch as its replacement. They do so as a matter of survival. But competition alone does not explain the turn to Switch. They could just as easily have followed Sony's lead (and to a lesser extent Microsoft) and produce new hardware that focused on processing power, to compete with Sony on their terms. Or they could've used some of those billions in reserve by buying up companies in the vein of Microsoft. For sure, they probably recognised that either strategy would come with significant risks and ultimately prove counterproductive. Instead, they doubled down on where they do have a competitive advantage, their reputation for producing innovative and quality video games by harnessing the talent of the workers under their employment to do what they do best. Their platform is the talent they have accrued over many years and, crucially, how that talent is utilised by providing the material support and conditions to enable it. That the Switch 2 is a conservative iteration, relative to previous consoles, does not in itself contradict the model when the real innovation lies in the games that the console serves as the platform for. After all, novelty alone does not determine interest or quality (as the Wii U proved). None of this is to suggest that Nintendo is not in it for the money. Ultimately, they too must chase the bottom line. But it is not a race to the bottom, where the lesson is to ape the managerial practices of its competitors and focus on the short-term gains of shareholders that would ultimately lead, as it surely will with Microsoft's gaming division, to their downfall. Sony may well be welcoming the demise of the Xbox brand, shareholders popping the champagne corks even. But even if they could afford the champagne from which to pop the corks, few under the employment of Sony will be doing so. If the lesson for Sony is that they can carry on as they have, knowing that there is no effective competition from a rival console manufacturer – notwithstanding competition from Nintendo, which always seems to be forgotten about (but which Sony no doubt takes seriously) – they will ultimately go the way of the Xbox brand too. Consumers are not dupes. Sooner or later even the most dedicated fans of Call Of Duty, or whichever live service game occupies their time, get bored. After the experience of the PlayStation 5, gamers – of which I include myself, who foolishly purchased a PlayStation 5 in anticipation of new and exciting games from their first party publishers – will feel less inclined to upgrade to the inevitable PlayStation 6 for more of the same. Every company – even Microsoft and Apple – must innovate or ultimately die by the hands of competitors who introduce new and exciting products, consoles and video games (especially if more affordable). And such innovations do not happen in appeasement to shareholders alone. Nor by chasing fads, however temporally successful they are. Without the talent and a working environment that nurtures and rewards such talent, no matter how dominant they are, sooner or later such companies fail. Which is why, even from the perspective of the chief beneficiaries of the current culling of the workforce such practices are counterproductive, not only to gamers but to the companies too. This doesn't mean to say that Sony won't temporarily profit from Microsoft's demise, but less competition will not secure their long-term success. If anything, in the case of Sony at least, and based on current managerial priorities, it could well achieve the opposite. It is not more competition that the video game industry needs, but as with every other creative industry, a secure and well-paid workforce and management practices that attract and enable those who possess the talent. If practices do not change few will want to dedicate time (and the considerable cost of education) to developing the skills the industry needs, when there are no jobs available or ones they would want to take up. In the hypothetical scenario where only Nintendo exist as a private entity making video games, this too would be detrimental to the medium. Especially if they owned or had a stake in every independent developer. But no such scenario will ever exist in a capitalist economy. Genuine monopolies do exist (though few these days) that are not generally considered problematic. Few celebrate or welcome competition between the providers of basic utilities, such as water or electricity. It is entirely rational for states to publicly own and monopolise the train industry and for its users to welcome this. More Trending Competition between train services in the UK has not driven innovation or improved services. Far from it. Art, like good transportation and water, is vital to a healthy society, and sometimes requires the curtailment of competition to ensure such services are provided. Video games are an artform too. If the market cannot secure the future of video games it is the role of states to regulate businesses and criminalise practices that, if not curtailed, will lead to its downfall. Ultimately, it is the conditions of labour that will determine the future of video games as an artform. By reader Ciara The reader's features do not necessarily represent the views of GameCentral or Metro. You can submit your own 500 to 600-word reader feature at any time, which if used will be published in the next appropriate weekend slot. Just contact us at gamecentral@ or use our Submit Stuff page and you won't need to send an email. MORE: Everyone should play Rematch: the best new football game in years – Reader's Feature MORE: As an Xbox fan all I can say is that Microsoft betrayed us - Reader's Feature MORE: Gaming peaked with the PS4 and I want the PS6 to recognise that – Reader's Feature
Scottish Sun
9 hours ago
- Scottish Sun
Morrisons launches huge summer clearance sale just in time for 33C temps – including £9 garden chairs & bargain grills
Shoppers were keen to snap up the offer while stocks last SHOP TO IT Morrisons launches huge summer clearance sale just in time for 33C temps – including £9 garden chairs & bargain grills Click to share on X/Twitter (Opens in new window) Click to share on Facebook (Opens in new window) WITH another sunny weekend approaching, Morrisons have got your summer needs covered with their clearance sale. Whether you're after new garden furniture, or a bargain barbecue to entertain friends, Morrisons' discounted range has something for everyone. Sign up for Scottish Sun newsletter Sign up 4 Morrisons have a bargain sale on garden furniture just in time for summer Credit: Facebook/ExtremeCouponingAndBargainsUK 4 Some items, like this 3-piece bistro set, have even reduced to half price Credit: Facebook/ExtremeCouponingAndBargainsUK 4 As well as great garden furniture, they're also selling bargain barbecues Credit: Facebook/ExtremeCouponingAndBargainsUK An eager shopper who spotted the offer at her local Morrisons shared the deal on the Extreme Couponing and Bargains UK Facebook page. Other customers quickly expressed their excitement as they ran to make the most of the affordable prices. Some of the items on offer had even had their price slashed by 50 per cent. It included the Nutmeg Outdoor three-piece bistro set for £50, reduced from £100. The product comes with a table and two chairs featuring comfortable cushions, helping you get your garden summer-ready on a budget. For those looking to host guests, the Nutmeg Outdoor four-piece patio set might be more suitable. Featuring a sofa, this stylish set has been reduced from £90 to £72 in the sale. If you need even more space, you can bag yourself a six-piece patio set for just £50. With four chairs and a table, it's great for hosting and is much cheaper than equivalent products at other retailers. It even comes with an umbrella, ensuring you can bask in the warm weather for even longer. 'I was quoted £10,000 for a garden renovation but did it MYSELF for £1,000 using ChatGPT to show my kids what single mums can do' If you're needing a more heavy-duty umbrella set up, they've also got a parasol base weight for just £35. Those looking to splash a bit more cash might be interested in Morrisons' hanging egg chair. For £95 - reduced from £140 - it's a great centrepiece for your garden. Now that your garden is well-equipped to host, it's time to stock up on barbecue supplies. For just £8 Morrisons are selling a convenient portable barbecue. While the bargain barbecue might be perfect for any upcoming camping trips, they also have a more robust version for £28. This one measures at 57cm compared to the portable 30cm, making it a great option for dinner parties. They also have a wood pellet pizza oven for sale at a 25 per cent discount from £80 down to £60. One commenter called the trendy item an "ooni dupe" saving you potentially hundreds of pounds on the high-end pizza oven brand. The items are only available in store while stocks last and may be different at each store.
Finextra
10 hours ago
- Finextra
Finova appoints Ray Barry as customer succcess director
Finova, the UK's leading cloud-based mortgage and savings software provider, is pleased to announce the appointment of Ray Barry as Customer Success Director. 0 This appointment is part of Finova's broader strategic investment in customer experience and long-term value delivery. Ray's appointment marks a critical step in the launch of Finova's newly formed Customer Success function. At a time when customer needs are rapidly evolving, Finova has established a dedicated function solely focused on supporting client success, retention, and long-term partnerships. This move follows the recent promotion of Richard Marsh to Chief Customer Officer, who will oversee the strategy and implementation of the new division. Ray brings over a decade of senior leadership experience across global tech giants including Microsoft, Salesforce, and IBM. Most recently, he served on the UK leadership team at Nordcloud (an IBM Company), where he played a key role in scaling the business and embedding a customer-focused approach. At Finova, Ray will be responsible for building the Customer Success team from the ground up— recruiting talent, introducing data-led strategies, and ensuring that customer interactions are consistently aligned with clients' business objectives. Ray Barry, Customer Success Director at Finova, commented: 'Joining Finova at this pivotal moment in the company's journey is a really exciting opportunity. We are creating a Customer Success practice that will set a new benchmark in the mortgage technology space, designed to anticipate customer needs, deliver strategic outcomes, and forge long-term partnerships. I'm looking forward to leading this transformation and building a team committed to empowering our customers at every stage of their journey.' Richard Marsh, Chief Customer Officer at Finova, added: 'Ray brings an outstanding track record of building high-performing Customer Success teams in some of the world's most respected tech companies. His experience, combined with his hands-on leadership style and strategic mindset, makes him the ideal person to lead this vital new function. This investment underscores Finova's commitment to prioritising customer outcomes.'
