In short
The challenge: How senior decision-makers can confidently select the right business and project management partner amid digital transformation, skills shortages, and complex organisational demands.
The solution: Partner with Robert Half to find the right business and project management talent.
The outcome: Choosing the right business and project management partner is a strategic decision that directly impacts an organisation’s success, efficiency, and long-term growth.
About the author: Tom Ward is a technology recruitment specialist with over 13 years’ experience, bringing a unique blend of engineering acumen and recruitment expertise. After three years honing his skills placing engineering roles in England, Tom has dedicated a decade to Robert Half, specialising in infrastructure and cybersecurity placements. His deep understanding spans a wide array of roles, including IT support, systems/network administration, software engineering, IT management, cybersecurity specialists, analysts, and application support. A recognised authority in the field, Tom is available to provide media commentary on the latest tech trends and salary insights in the Australian employment market.
84% of Australian employers say their organisation has a department participating in a major digital transformation initiative in the next two years*.
When asked if their current workforce possesses the right talent and skills to execute their transformation initiatives, 52% admitted there are some gaps*.
The Robert Half study reported that some employers plan to upskill existing employees (57%) and reskill employees for new roles (41%) to undertake these digital transformation projects.
Others are planning to look outside the business by hiring new permanent talent (39%), hiring new contract talent (35%), and partnering with external providers (32%).
As someone who works closely with clients across the technology industry, I’ve seen how leveraging experienced business and project management talent can help to deliver strategic clarity and long-term vision (especially during critical growth periods).
In my role at Robert Half, I’ve been specialising in infrastructure and cybersecurity placements for over a decade - I’ve placed everyone from IT support staff to Software Engineers, administration staff to IT Managers.
With over 13 years of success in international recruitment, I know that the right partnerships are pivotal. Those based on trust and measurable outcomes are likely to yield positive outcomes in your business and project management endeavours.
I’ve seen it play out in major transformations, expansions, the implementation of new systems, and periods of complex growth.
With organisational success on the line, choosing the right business and project management partner is a high-stakes operation. Believe me, it’s the only way to avoid common executive frustrations like misalignment, board pressures, wasted resources, and failed partnerships.
In this blog, I’ll share my top tips for finding the right partner to drive impact where your business needs it most.
What’s really at stake?
For high-level decision-makers like yourself, the process of selecting a business and project management partner can be strategically (and emotionally) complex.
As a recruitment specialist, I make it my mission to help executives feel informed, supported, and confident in their choices.
If it’s one thing I’ve learnt during my career, it’s that the right partners do more than simply deliver projects - they help to build sustainable momentum for the future.
Make no mistake, their strategic impact is far-reaching.
I’ve seen firsthand how the right partners have worked to drive growth, boost agility, and strengthen market reputations.
My clients often harbour fears and frustrations about choosing the right person for the job. Some are worried about wasting resources on unreliable partners, and others are concerned about the reputational damage that comes with failed collaborations.
I always emphasise that a solid partner helps to elicit peace of mind.
When you can trust your partner, you’ll have the confidence that projects will not only be completed, but they will create long-term value for your organisation.
This has been ‘game-changing’ for my executive clients, with many reporting a reduction in their executive burden.
In a recent discussion, one client expressed that this has freed them up to focus on vision and leadership rather than day-to-day project details.
I firmly believe that the most powerful partnerships will deliver measurable outcomes while creating trust and confidence at the leadership level.
That’s why I always encourage my clients to think beyond “project delivery” and choose a partner who can help to shape the future of their organisation.
Related: Fit for AI - How to train your staff on how to use AI
The C-suite decision framework: 5 essentials to look for
In my role at Robert Half, I’m often advising executives on choosing the right business and project management partners.
When it comes to the C-suite, the decision goes far beyond filling a skills gap. It’s about selecting a partner who can truly influence the achievement of specific goals and desired outcomes.
Clients typically seek talent who can streamline operations, increase ROI, reduce inefficiencies, ensure strategic alignment, and minimise risk while accelerating growth or transformation.
Whatever it is you’re looking to achieve, there are five essentials that I recommend you look for in a partner:
1. Strategic alignment with your long-term vision.
The right partner must be able to see ‘the bigger picture’.
They shouldn’t focus solely on your immediate project goals – they must acknowledge how those initiatives will tie into your long-term strategy.
This comprehensive alignment ensures that every decision supports sustainable growth and competitive advantage.
2. Proven track record with measurable results.
Ask yourself, “Does this person walk their talk?”
Don’t be afraid to ask for evidence of measurable outcomes in similar industries or contexts (think case studies, metrics, and references that demonstrate delivery under pressure).
Remember, past performance is the best predictor of future success.
3. Transparent communication and reporting.
One of the biggest pain points for my clients is a lack of transparency.
The only way to mitigate this is clear communication.
Partners should provide open, honest communication and structured reporting, so leaders have consistent visibility around progress, risks, and outcomes.
4. Cultural compatibility and executive-level thinking.
Believe me when I say that technical skills aren’t everything.
Even the highest level of technical ability won’t help a partner who fails to resonate with your organisation’s values and work style.
Cultural fit ensures smoother collaboration, while executive-level thinking helps them anticipate challenges and align with leadership priorities.
5. Risk management and accountability frameworks.
A capable partner will deliver robust risk management strategies and clear accountability frameworks.
This strong governance goes a long way in ensuring that projects stay on track and risks are addressed proactively.
Common roles to hire for business and project management
Engaging a business and project management partner is a strategic decision, not just an operational one.
Remember, every business case is different – what works for one business won’t work for another, so it’s important to look for the right experience and expertise.
I’ve worked with countless clients to find partners who have gone beyond delivering results and strengthened the foundation for future organisational success.
Below are some of the common roles that have made this possible.
Project Management
Project Coordinator (Technology)
Project Manager
Program Manager
PMO Manager/Director
Business Transformation
ERP/CRM Consultant
Business Analysis
Business Analyst (Technology)
Senior Business Analyst (Technology)
Getting the best results doesn’t always mean engaging someone as a full-time, permanent hire.
Taking the time to understand the best hiring model for your business will pay dividends.
Let’s explore different ways that you might choose to engage your business and project management partner.
Contract hires – the flexible approach
Contract professionals are ideal for project-based needs, transformation initiatives, or agility-critical periods.
The intent is that these partners can hit the ground running, deliver specialised expertise, and scale up or down depending on business priorities.
For the C-suite, this offers flexibility while keeping the focus on strategic outcomes.
Permanent hires – the sustainable solution
Permanent hires are valuable if the intent is to build long-term capability or to embed a consistent leadership style into the business.
These partners contribute to stability, cultural cohesion, and succession planning—critical factors for sustainable growth and reputation management.
Think you could benefit from both?
Why not consider a hybrid approach?
Many of my clients have reported great success from a mix of both contract and permanent hires.
While contract talent works to deliver ‘quick wins’, permanent hires help to drive home the organisation’s long-term vision.
Related: Explore our latest Salary Guide for update-to-date salaries for each role
What failure looks like (and how to avoid it)
With over 13 years of experience, I’ve seen all kinds of partnerships.
I know the difference the right business and project management partner can make, and unfortunately, I know what can happen if you engage the wrong one.
Take, for example, the mid-sized tech company that sought assistance from Robert Half after experiencing a failed partnership.
This client had originally engaged a partner to assist with a major systems transformation.
With limited budgets, the partner was engaged purely based on cost. Unfortunately, the client had failed to investigate their track record, cultural alignment, and communication style.
As a result, red flags started appearing shortly after their arrival - missed deadlines, vague updates, and growing tension between the project team and executives.
The team was expecting this partner to drive growth; instead, they became the source of frustration.
Leaders quickly lost confidence - many projects were slow to progress because executives could not trust the partner's abilities. The need to double-check critical actions meant that key deadlines were missed, projects stalled, and the company’s reputation was compromised.
The project was completed later than expected at a considerable expense to the business.
This situation highlighted that cost is not the only factor worth considering when choosing a business and project management partner.
After this incident, this tech company engaged the Robert Half team to find a partner who could deliver greater transparency, cultural compatibility, and accountability.
This has been fundamental in safeguarding the delivery of new projects and corporate reputation (not to mention mitigating the costly cycle of frustration and low trust).
Related: Why should you hire PMO jobs in Australia
Smart evaluation strategies for executives
I’ve seen the challenges that leaders face when choosing the right business and project management partner.
Remember, you can’t base your decisions on what’s promised in a pitch.
A promise is one thing, and purposeful actions are another.
But how can you tell them apart?
I recommend three strategies to identify whether a partner can deliver meaningful results and ease the burden on your leadership team.
1. Look beyond the pitch.
Don’t let slick presentations fool you.
The smartest leaders I’ve worked with will always deploy due diligence.
Examples include:
Reference checks.
Reviewing past case studies.
Involving internal teams in the evaluation process.
Running a small pilot project.
I’m an advocate for all of these steps, especially pilot projects.
These offer valuable insights into partner performance before you make a long-term commitment.
2. Tackle decision fatigue
Executives are already trying to manage a wide range of decisions and priorities - it’s natural to feel overwhelmed by complex choices!
That’s why I recommend using simple checklists or decision frameworks to guide evaluations.
Delegating aspects of the process to trusted leaders in your team can also reduce the burden, while still ensuring a balanced, informed decision.
3. Let Robert Half help
I can’t understate how partnering with a reputable recruiter like Robert Half can alleviate the pressures of choosing the right partner.
We specialise in finding the best talent nationwide - you can rest assured that we do all the legwork for you.
We pride ourselves on thoroughly vetting all candidates and partners to align them with your culture and strategy.
We’ll provide you with a short list of high-quality options to streamline the process, helping you to make confident, informed choices that are sure to deliver results.
The right business and project management partner won’t just tick off a ‘to-do’ list – they’ll bring peace of mind, clarity, and strategic momentum to your business. Trust me when I say that making a confident choice is paramount (especially if you want to find a productive and powerful partner).
Need some extra assistance? Let my team help you find your best match.
If you’re in the tech sector, remember, your success hinges on top IT talent. Our team of IT recruiters combine industry expertise with cutting-edge matching technology to deliver hires that fit seamlessly into your organisation. Reach out today to find out more.
*Source: The study is developed by Robert Half and was conducted online in July, 2025, by an independent research company of 500 hiring managers in finance and accounting, IT and technology, and human resources. Respondents are drawn from a sample of SMEs as well as large private, publicly-listed and public sector organisations across Australia. This survey is part of the international workplace survey, a questionnaire about job trends, talent management, and trends in the workplace.
Frequently Asked Questions (FAQs)
1. What is business and project management?
Business and project management involve planning, organising, and overseeing resources to achieve organisational goals. It combines strategic decision-making with structured project delivery to drive growth, manage risk, and ensure successful outcomes effectively and efficiently.
2. Who gets paid more, a project manager or a business analyst?
According to the 2025 Robert Half Australia Salary Guide, a Project Manager gets paid more than a Business Analyst.
A Project Manager typically earns between $140,000 - $175,000.
A Business Analyst (finance and accounting) earns between $110,000 - $130,000, and a Business Analyst (technology) earns between $112,500 - $141,000.
3. What are the key qualities or criteria to look for in a project management partner?
Don’t discount the importance of the right mix of skills.
When choosing a project manager partner, be sure to look for someone who has:
Strong written and verbal communication skills
A capacity to manage high-stress situations
An ability to multitask and manage various project elements simultaneously
Proven leadership skills
Big-picture thinking and vision
Attention to detail
Conflict resolution skills
4. When is the right time to hire a project management partner?
There are many times when it would be wise to hire a project manager partner.
Examples include:
Major transformation periods within a business (i.e., a system implementation or restructure)
When deadlines are tight
When a business is scaling quickly
When executives need to reduce their workload
When internal teams lack the expertise to manage complex projects effectively
