Conor O’Neill is not your typical CEO. In 2023 he completed an Ironman marathon. He practises archery in his spare time, and at twenty-nine laboured in Australia digging trenches- a seemingly far cry from the IT sector his cybersecurity business, OnSecurity, exists within today. But who would expect any less from the CEO who believes enriching lifestyles create better employees?
Conor’s attitude towards hiring may seem just as unconventional as his adventurous way of life to any run-of-the-mill CEO. Despite possessing a Master’s degree in forensic computing himself, he argues that formal education, particularly in the IT industry, should not be treated as a unanimous proof of skill. “Most of the best people I’ve met in IT, especially in the technical world, haven’t gone to uni”. He expresses, laughing. “Even some of the best pentesters that we have here [at OnSecurity] are self-taught”.
With such a recent social emphasis on young people pursuing often costly and time-consuming higher education to be successful, Conor’s perspective feels like a breath of fresh air. “I think particularly in IT, you can spend four years doing a university course, graduate, and start at the bottom of the ladder. Alternatively, you can come out and start a job straight away after school or sixth form and have four years of experience in that same time. Then, your salary is four years higher than by the time you would have finished university".
Being a university graduate himself, one might consider Conor’s position on higher education contradictory. But Conor’s experience of entering the IT industry as a post-graduate- and how he felt limited compared to his peers- is exactly what shaped his position on the matter. “I didn’t get the course I wanted when I got my results. It was a curveball… but, honestly, it’s not something that people should really be bothered about”. He adds that young professionals and students should remember there is plenty of time to reach one’s career goals. “You’ve got a lot of time to achieve what you want to achieve. I don’t think people should set so much store with university”.
If a university degree doesn’t inherently define success and capability for OnSecurity’s CEO, then what does?
Conor believes true capability is shaped and defined by several factors far more holistic than an expensive certificate of achievement. Proactivity, a desire to continually self-learn, and openness to improvement are key indications of a successful candidate, according to OnSecurity’s CEO. Openness to improvement is particularly important in the IT industry due to the evolving nature of technology, where no two weeks of work are ever the same. However, he adds that potential should be nurtured by a business as much as the individual. “I’ve been hiring good people to do our best work. I really like coming here [the Bristol HQ], chatting to staff and seeing people develop into their roles.”
This meritocracy-based approach to hiring is nothing new to OnSecurity’s operational procedures. Since its infancy, the company has sought exceptional aptitude over workplace experience. The founders wanted employees not just with certifications and experience, but shapeable potential and willingness to learn. In OnSecurity’s bootstrap days, the business took a more proactive approach to recruitment to build a team specialised and fully educated on the business needs. “What we used to do is monitor hackers’ forums for people we thought might be talented who were still in school, and then we’d put them on programmes where we could monitor their ability. Once they were 18, we’d start paying them for freelance pentesting jobs.”
I’m curious to know if such a unique recruitment method proved lucrative to OnSecurity in the past. Giving young people opportunities in IT without demanding a degree was certainly generous, but did fresh-out-of-school teenagers really contribute effectively to a growing workforce?
Conor says- confidently- yes, on the condition that the right support systems are in place to nurture their skills and professionalism. “For us, you can find amazing talent there. It blows my mind how good people can be at this while they’re still in secondary school.”
Career progression and employee development are huge points of priority for not just entry-level employees, but for all of OnSecurity’s team, Conor adds. “We try to be very progressive with all our staff here. We want to promote them as much as possible and develop them in their careers so that when, or if, they move on (fingers crossed) they can go into a much more senior role.”
But how does one CEO’s theory towards generating successful employees translate in the workplace?
Resoundingly well, actually. OnSecurity’s workforce is vibrant and dedicated and is consistently meeting or exceeding targets cross-departmentally. The company’s employee retention rate soars above industry averages, and there is a lightness and amiability to OnSecurity’s Bristol HQ that is a warm welcome compared to hostile offices I’ve encountered before. Employees are treated as complex individuals with unique needs, strengths and weaknesses, and are surrounded by a support system that genuinely cares for their progression.
Conor’s advice for nurturing a successful and pleasant workplace is simple: “I prefer to refer to it as life/work balance rather than work/life. I do want staff to be able to perform at their best, but you can only do that as a CEO by recognising that they’ve got a life outside of work first, and that actually takes precedence.”
To render the greatest potential from any individual, it’s imperative to allow them time to explore, travel, and experience the richness of life. That’s why OnSecurity offers thirty days of holiday for all employees, with additional remote-working opportunities internationally. “You expose yourself to different cultures, you become a lot more open minded, you see how other people live,” Conor says, “It also helps you see how hard life can be in some places, compared to what you have at home.”
Nurturing an attitude of gratitude lends to a better work ethic and greater enjoyment of life, he proposes. “It’s really important to get that travelling done while you can, see a bit of the world and see what different cultures are like, learn a few different languages and stuff like that.”
One founder’s mentality towards nurturing a happy workplace proves that sometimes, as a CEO, it isn’t always about ruling with an iron fist. Even greater results can be achieved through positive reinforcement and genuine compassion towards your team. Allowing employees flexibility and integrity has in turn boosted productivity, morale, and workplace culture for OnSecurity, which has seen rapid growth and profit since its bootstrap days.
“To wrap it up, I’ve just been hiring good people to do our best work.”
To learn more about the OnSecurity journey and see just how much we’ve grown as a company, visit our About Us page.
