As we move through Q3 2025, the UK market is showing a mix of cautious optimism, transformation pressures, and new hiring paradigms - especially in the automotive, aerospace, and FMCG (Fast-Moving Consumer Goods) sectors. For mid- to senior level leaders, the levers of competitive advantage are shifting: talent strategy, skills agility, cost and regulatory foresight. In this post, Technical Network examines what the data and sector signals are telling us, and what senior hires should be preparing for.

Automotive sector

Market trends

• Demand for electric vehicles (EVs), battery gigafactories, and investment in semiconductor production are driving long-term structural change. The UK is leaning into industrial strategy goals around skills, R&D, and regulatory reform.
• Consumer confidence and planned new car purchases dipped slightly from Q1 to Q2, reflecting broader economic caution.
• Regulatory complexity (especially emissions, EV infrastructure, trade, and safety standards) continues to be a headwind. Competitive cost pressures from global players are also squeezing margins.

Hiring trends & implications

• Technical skills shortages remain acute: EV-trained technicians, software/hardware engineers (for ADAS, battery systems, charging infrastructure), and R&D experts are particularly in demand.
• Senior hires (engineering managers, technical leads) are being sought to lead transitions (EV, software, autonomy). These roles often require cross-disciplinary experience (mechanical / electrical / software) plus experience in regulatory compliance and cost control.
• Flexible / hybrid work models are less relevant for hands-on roles (assembly, test, manufacturing); but design, product management, software roles see increased expectations for remote/hybrid options.

What senior leaders should do

• Build or deepen pipelines for “future skills” now: EV architecture, battery chemistry, digital/embedded systems. Look beyond traditional automotive backgrounds.
• Strengthen partnerships with universities, technical colleges, and apprenticeships to bring early‐career talent into the sector.
• Embed regulatory and sustainability expertise into the leadership team (e.g. heads of compliance, sustainability, R&D) rather than ticking boxes further down.

Aerospace (Including Defence / Space)

Market trends

• Aerospace / defence is showing relative stability amid macroeconomic headwinds. The UK remains one of the leading hubs in Europe for defence / aerospace work.
• There is strong focus on aftermarket services, digital transformation (AI/ML, predictive maintenance), supply chain visibility, and sustainability (zero emissions, sustainable fuels).
• A key challenge is the aging workforce and high turnover in critical technical roles. The need for technicians, engineers with systems integration, software, avionics, etc., remains high.

Hiring trends & implications

• Senior roles in aerospace are increasingly about cross-domain leadership: someone who understands traditional aerospace engineering but is also fluent in software, digital systems, AI/ML, supply chain.
• Defence hiring in the UK is tech-heavy, with many roles in software development, electrical and mechanical engineering, systems integration.
• There’s growing investment in talent pipelines, apprenticeships, and in training existing workforce using digital tools (e.g. extended reality, digital twins).

What Senior Leaders Should Do

• Prioritise recruitment of senior leaders who can drive digital transformation, not just traditional engineering. Look for those with experience in AI, predictive maintenance, data analytics.
• Develop robust retention strategies: mentoring, transferable skills, knowledge capture (from retiring senior engineers), career pathing.
• Align hiring with strategic priorities: sustainability, regulatory compliance, supply chain resilience. Boards and executive teams should ensure that budgets and resources are in place.

FMCG Sector

Market trends

• FMCG is under pressure from cost inflation (raw materials, energy, transport), shifting consumer preferences (sustainability, health, digital/online shopping), and supply chain disruptions.
• Demand remains relatively stable for essentials, but discretionary fast-moving consumer goods are more volatile: consumer sentiment and disposable income are key.

Hiring trends & implications

• Mid- and senior-level roles in logistics, supply chain, procurement, and sustainability are in high demand. FMCG companies are looking for leaders who can mitigate cost risks, optimise operations, and deliver on ESG goals.
• Digital and data skills are increasingly sought: demand planning, data analysis, eCommerce, fulfilment systems. Senior hires in IT, digital marketing, consumer insights are growing priorities.
• Leaner hierarchies: FMCG firms are flattening teams, expecting senior managers to take broader responsibility (cross-functional leadership, multi-channel, operations & strategy).

What senior leaders should do

• Ensure cross-functional agility: if you’re a procurement or operations lead, you’ll need good digital literacy; if you’re in marketing or insights, you’ll need strong understanding of supply chain constraints.
• Leverage data: having real-time demand / supply visibility will be a differentiator. Investing in analytics, forecasting tools, AI in demand planning will be important.
• ESG and sustainability credentials matter, not just for compliance but as competitive positioning. Senior hires must own or contribute heavily to sustainability strategy.

Recommendations for mid-to-senior appointments

For individuals at mid- and senior level who are hiring, or being hired, in these sectors, here are strategic moves to make in Q3 2025:

1. Audit current skills vs future needs – What skills will your team need in 12-24 months (e.g. EV/ADAS, AI in aerospace, data-driven supply chain)? Where are the gaps?
2. Invest in upskilling and internal mobility – Not all roles need to be bought in if you can grow them internally. Mentoring, rotations, stretch roles, cross-functional exposure.
3. Use flexible hiring models – Contractors, consultants, temporary or hybrid roles may be useful for bridging gaps or accelerating projects without long-term commitments.
4. Enhance employer brand around sustainability, purpose and innovation – Top talent increasingly wants to work where they feel their work has meaning, particularly in sectors undergoing transformation.
5. Be strategic about location and remote/hybrid work – For roles that allow, offer flexibility to access a wider talent pool. For hands-on roles, think about clustering or hubs near centres of manufacturing, R&D or logistics.
6. Plan for succession & knowledge retention – Especially for key technical roles or senior leadership, ensure that retirements, turnover or skilled loss don’t leave you exposed.

Q3 2025 is shaping up to be a period of moderate growth but significant transformation across automotive, aerospace, and FMCG sectors. For senior and mid-level appointments, the winners will be those who anticipate the demands of tech, sustainability, and regulatory change; those who build diverse, adaptable teams; and those who lead with foresight rather than reaction.

At Technical Network, we specialise in helping leaders in high-technology, engineering, manufacturing and consumer sectors identify, attract, and retain talent precisely aligned with this evolving landscape. If you’re considering how your leadership team might be strengthened, or how workforce strategy can become a competitive asset, we’d welcome the chance to talk.

E: Info@technical-network.co.uk P: 0121 450 5000