Daisy Perryer of Wave Group: hiring the right people as AI changes work

The hiring question before the job description

When a business asks for help finding technical people, the first problem may be deciding who it actually needs. Daisy Perryer, Director of Services at Wave Group, describes that uncertainty as a growing part of her work as AI changes both the technology market and the services companies buy.

Speaking at Wave’s London space on 1 October 2026, Daisy explains that her team’s role involves advising businesses on the right profiles from the outset. Sending CVs against an unclear brief is unlikely to resolve the uncertainty underneath it. Understanding the work comes first.

That distinction matters for founders and growing teams. A permanent hire, a specialist brought in for a defined project and a delivery team solve different problems. Before choosing one, a business needs to understand the capability it lacks and what successful delivery would look like.

From headhunting to delivery support

Daisy says Wave began as a headhunting agency specialising in technology and digital roles. She joined to develop a more flexible staffing offer, working with startups, scale-ups and larger organisations. She now describes leading its consultancy practice across technology, digital and data transformation.

The company’s current service structure gives that account further context. Wave Group presents permanent recruitment through Wave Talent and embedded technical specialists and teams through Wave Works. Its Wave Works page describes support for critical technology delivery. Those are the company’s descriptions of its offer; Daisy’s interview explains the advisory work behind choosing an approach.

Keeping that advice useful takes continual learning. Daisy describes staying close to changes in salaries, technical profiles and the wider market. A brief that made sense previously may need revisiting when the work or available skills change.

Learning about AI by using it internally

The full conversation goes beyond the introductory Short. Daisy describes Wave building an internal technology team, developing copilots and using tools to connect candidates in its pipeline with prospective clients more effectively.

Her account is enthusiastic, but the more useful detail is how the team learns to use what it builds. Staff sit down with engineers, review where adoption is strong or weak, discuss why, and use regular business conversations to identify gaps. Implementation continues after a tool becomes available.

This offers a practical lesson for other teams: access is only the beginning. People need to understand where a tool fits into their work, have somewhere to raise problems, and be able to share useful approaches. Reviewing those experiences can reveal whether the technology is helping the team in practice.

Community before the hiring requirement

Daisy also puts community at the centre of Wave’s growth. Events create space for useful conversations and relationships before someone needs recruitment or delivery support. The interview itself took place at Wave, 14 Bonhill Street, London, during an evening that brought people together.

Her point connects the different parts of the conversation. Whether advising on a hire, building internal tools or meeting people at an event, understanding what someone needs depends on listening before offering a solution.