Interview: Samantha Garbutt, Australian Spatial Analytics

By on 20 January, 2025
A head-and-shoulders photos of Samantha Garbutt, who is working help solve the skills shortage in the geospatial sector
Samantha Garbutt, Chief People Officer, Australian Spatial Analytics

In our annual Leaders Forum, we ask the experts to look ahead into 2025. Today we speak with Samantha Garbutt about workforce and skills shortage challenges.

Samantha Garbutt manages the People and Impact Team to support Australian Spatial Analytics’ (ASA) team of neurodivergent data analysts. She is passionate about supporting leaders to revitalise their recruitment and workplace practices to enrich their teams, practice greater inclusivity and exceed project outcomes.

What opportunities and challenges do you see in 2025?

The skills shortage! The geospatial sector is growing at an unprecedented rate, and there aren’t enough skilled individuals to meet the need, particularly in Australia. A Consulting Surveyors National study said an extra 1,500 surveying and geospatial professionals were required every year to meet Australia’s demands. Over 6.5 million big-data-related tech jobs are needed by 2030 to keep up with the digital transformation. The challenge will be varying typical (dare I say, archaic?) recruitment practices to connect with an untapped local pool of candidates that have the appropriate skills, experience and, most importantly, attitude. But this is the opportunity. And yes, I know where you can find these individuals in Australia!

What is your attitude to emerging tech such as AI?

It’s essential to remain curious about AI as it will have an impact on the sector. Is it vital? To achieve more with less resources, you could argue it is. As an employer within the geospatial industry, we need to evaluate how these use cases can benefit us and remain cognisant of the displacing effect they can have on existing people within an organisation. It calls for businesses to think forward, hypothesise and plan how organisations will adjust practices, and skilling and supporting employees to accommodate the changes.

Can and should the geospatial sector work more co-operatively?

Absolutely! Now more than ever, I’m seeing new and diverse leadership bring a more cooperative mindset. The geospatial sector is a growing industry with a skills shortage and increased pressures to perform. Working more co-operatively may include sub-contracting, referring business, joint tender submissions (to draw on each other’s strengths) and co-presentations. With the evolution of technology, we can no longer be everything to everyone. The key is to focus on your strengths and join forces to support your gaps.

What excites you about this sector and your role in it?

What excites me about this sector is its potential for unsung heroes to shine. The industry welcomes individuals with a skillset of focus, pattern recognition and attention to detail; a passion for making an impact in their surroundings and environment; and a willingness to embrace technology.

I get excited to welcome neurodivergent youth (through recruitment) into the sector. It’s a sector that many of our team fall in love with, feel passionate to contribute to and see a future in. An even greater thrill is supporting them into employment with other geospatial organisations that promise them a future career in the sector and a fulfilling life.

What will you be keeping your eye on in 2025?

I’ll be keeping an eye on companies seeking to bring their data work back to Australia from offshore, which is an industry worth over one billion dollars every year. This can be the ideal opportunity to partner with ASA as a first step, as well as creating social impact from their supply chains. An added benefit is that organisations have control over data sovereignty. Our point of difference is providing a passionate junior workforce at scale.

What are your organisation’s plans for 2025?

In 2025, our number one priority is supporting more organisations in the sector to work with and employ our exceptional team members. It’s not poaching, as it 100% aligns with our mission to increase workforce participation for neurodivergent youth and foster a generation of data professionals. For an industry experiencing a skills shortage, it’s a great match. Plus, every data analyst that transfers their employment from us to another inclusive organisation means we can backfill that position with someone else experiencing long-term unemployment.

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