[ework] - news

From AI ambition to the right expertise: Meet Ework’s Expert Provider AI

Ework Group — Thu, 17 Sep 2026 08:30:00 GMT

From AI ambition to the right expertise: Meet Ework’s Expert Provider AI
AI is rapidly moving from experimentation to execution. But as AI becomes embedded in more roles and business processes, identifying the expertise needed to turn ambition into results is becoming increasingly complex. We spoke to Casandra Averfalk from Ework’s Expert Provider AI team about what companies are looking for, how to separate genuine AI expertise from “AI on a CV”, and which skills will matter next.

What is Expert Provider AI, and what challenge does it solve?
Expert Provider AI is the advisory core of Ework’s broader AI offering. We are a team of dedicated experts helping organisations move from AI ambition to concrete action. The challenge is quite fundamental: many organisations want to capture the potential of AI but struggle to understand whether they have the capabilities needed to make it happen. We help identify those needs, navigate a rapidly changing market and find the right expertise, rather than leaving the customer to figure it all out on their own.

What are companies actually looking for in AI expertise today?
Our quarterly analysis of customer demand and professional supply gives us a clear indication of where the market is heading. AI is now among the five most requested skills across Ework, alongside established areas such as test management, project management, SQL, SAP and Python.

What is particularly interesting is that AI is rarely requested in isolation. We increasingly see it combined with established technical capabilities such as Python, Azure and system integration.

That tells us something important about the maturity of the market. Companies are no longer simply looking for an “AI expert” in the abstract. They need AI capabilities embedded in roles that already create business value – across development, data and cloud infrastructure. The market is moving from curiosity to operationalisation.

Many companies know they need AI, but not necessarily what expertise they need. How do you translate ambition into the right skills?
This is where two parts of Ework’s AI offering come together. Our Skillshift Lens helps organisations understand how AI is reshaping roles, ways of working and future skills requirements. It provides a starting point for understanding what is changing in their organisation. Expert Provider AI then helps turn that insight into action. Our dedicated AI experts work with the customer to define the need, navigate the market and secure the right capabilities. It is not simply about delivering a stack of CVs.

And because Ework is an independent talent partner, we are not trying to place the consultants we happen to have on our own bench. We can start with the customer’s actual need and search across our extensive network of specialists in the Nordics and globally.

AI is appearing on more and more CVs. How do you distinguish genuine expertise from “AI on a CV”?
That is really at the heart of the value we provide. We look beyond the keyword and into the context. Has the person actually delivered AI solutions in production and achieved measurable outcomes, or have they completed a course and experimented with a few tools?

We assess technical capabilities, such as model selection, data architecture and MLOps – alongside the ability to apply them in a business context. That combination is where many AI-tagged profiles fall short. The aim is to make that assessment for the customer rather than letting a keyword on a CV determine whether someone is the right fit.

Which AI skills are becoming baseline capabilities, and where are new specialist roles emerging?
Basic AI literacy is rapidly becoming a baseline capability across many digital roles. Being able to use AI tools productively, prompt effectively and understand their limitations is increasingly comparable to how basic data literacy or Excel skills became expected over time.

At the same time, we see growing demand for specialist expertise in areas such as AI governance and compliance, data architecture for AI at scale, and roles that bridge technology and business.

That last category is particularly interesting. People who can take a business challenge, understand what AI can realistically do and translate that into a functioning solution are difficult to find, and that is often where customers need the most support.

Looking 12–24 months ahead, how will AI change the skills companies need?
I think we will see two developments happening in parallel: Within dedicated AI roles, the emphasis will increasingly shift from pure model development towards integrating, operating and governing AI at scale. Skills in areas such as MLOps, AI security and compliance will therefore become increasingly important.

Across organisations more broadly, AI capability will become part of more roles rather than sitting within a separate AI function. That will increase demand for what you might call bridge skills - people who understand both the business and what AI can and cannot do.

Ultimately, the challenge will not simply be finding more people with “AI” on their CV. It will be understanding which capabilities create value, where they are needed and how to access them at the right time.

Skills Gap Slows AI Adoption - How Ework Helps Organisations Navigate the Shift

Ework Group — Mon, 22 Jun 2026 06:30:00 GMT

AI is reshaping how organisations operate, compete, and create value. Yet while investments in AI continue to grow, many organisations face a common challenge: they know they need to act, but are unsure where to start and what capabilities they need to succeed.

Ework Group signs Total Talent Management agreement with WirelessCar

Ework Group — Thu, 28 May 2026 07:00:00 GMT

Ework Group and WirelessCar have entered into a long-term partnership around Total Talent Management (TTM). The agreement establishes an integrated model for planning and managing both contingent and permanent talent based on the organisation’s overall workforce needs.

Why buying projects is harder than it sounds

Ework Group — Tue, 05 May 2026 15:01:40 GMT

Many organizations want to buy outcomes, not resources.

Is your organization Designed to adapt – or just Designed to plan?

Ework Group — Tue, 21 Apr 2026 16:52:19 GMT

New Podcast episode out now!

Ework Group — Mon, 20 Apr 2026 12:07:24 GMT

What if the real problem at work isn’t too little time, but outdated ways of working?

Ework Group establishes operations in the Netherlands

Ework Group — Mon, 30 Mar 2026 11:10:28 GMT

Ework Group continues its European growth journey and is establishing operations in the Netherlands this year. The move is a strategic step to strengthen the company’s position in the Benelux region and to take a more active role in one of Europe’s most developed talent solutions markets.

Interview: How to Avoid Prison and Million Euro Fines

Ework Group — Thu, 26 Mar 2026 13:54:07 GMT

Compliance failures in the external workforce are no longer minor administrative errors — they are multimillion-euro risks. Nike faced in 2023 potential exposure of over USD100 million in Belgium and USD76 million in the Netherlands due to contractor misclassification, while PostNL Belgium in 2024 saw prosecutors propose a €24 million fine following depot raids and criminal investigations.

We interviewed Dennis Van de Vijver, Business Development Manager at Ework Belgium, about how to avoid financial, legal, and reputational crises.

1. Belgium has recently seen major misclassification cases involving global brands. What does this tell us about the current compliance landscape?

It tells us that compliance is no longer a theoretical risk, it’s very real and very expensive. Belgium has very strict labour law frameworks, especially when it comes to temporary work, freelancer classification, and the prohibition of illegal transfer of employer authority. When companies blur the lines between contractor and employee, the financial consequences can be massive.

What makes recent cases so striking is not just the size of the fines, but the fact that these were large, sophisticated international organizations. It shows that no company is immune if governance is not airtight.

2. Why is misclassification such a big issue right now?

Because the way companies use external talent has changed dramatically. Organizations today work with blended workforce models: freelancers, subcontractors, project-based consultants, Statement of Work engagements, international contractors, all under different legal frameworks. The risk arises when operational reality doesn’t match the contract structure. For example, a company is allowed to define the services they are expecting from the freelancer to deliver (deliverables), by when the company expects this in terms of deadlines and quality and/or functional requirements of the deliverables. But legally the company cannot instruct the freelancer how the freelancer organizes his work, continuously supervise his work or fully integrate the freelancer in the organization. Authorities are particularly focused on preventing false self-employment and illegal worker leasing. And enforcement is increasing.

3. What are the most common mistakes companies make, and how can they avoid them?

The most common mistakes are surprisingly practical:

Treating freelancers like internal staff
Using the wrong contract type for the actual work performed
Giving instructions that imply employer authority
Drafting vague Statements of Work without clear deliverables

Introducing Ework Client Hub

Ework Group — Tue, 10 Mar 2026 11:53:59 GMT

Introducing Ework Client Hub

Organizational changes focused on sales and efficiency in a weaker market

Ework Group — Thu, 19 Feb 2026 13:17:55 GMT

Today, Ework Group published its interim report for January–December 2025. The fourth quarter was characterized by continued uncertainty and declining business volumes, which impacted sales amounting to SEK 3,639 million (4,161), while the gross margin improved to 4.1 percent (4.0), driven by increased contract margins and our value-added services. Operating profit was negatively impacted by a non-recurring item related to the retirement of legacy IT investments of approximately SEK 20 M. Adjusted EBIT amounted to SEK 36 M (54).

To strengthen the company’s competitiveness and increase operational efficiency, Ework Group has initiated a transformation program. As a central part of this initiative, the organizational structure will be simplified to enable faster decision-making.

”We will to be closer to our customers, faster in our decision-making, and clearer in prioritizing profitable growth. This marks the beginning of a more focused and forward leaning phase”, says Daniel Almgren, President and CEO of Ework Group.

By establishing a simpler, more adaptive, and scalable organization, the company will be better positioned to meet evolving customer needs, including increased demand related to AI and regulatory compliance. Sales and business development efforts will be intensified, with a focus on deepening customer partnerships. Several strategically important agreements and renewed partnerships were concluded at year-end.

”Our ambition is clear: to stabilize earnings in the short term while building a stronger, more commercially driven organization that enables robust and sustainable growth”, says Daniel Almgren.

The full interim report and the press release regarding organizational changes are available at https://www.eworkgroup.com/investors

[ework] - news

From AI ambition to the right expertise: Meet Ework’s Expert Provider AI

Skills Gap Slows AI Adoption - How Ework Helps Organisations Navigate the Shift

Ework Group signs Total Talent Management agreement with WirelessCar

Ework Group and WirelessCar have entered into a long-term partnership around Total Talent Management (TTM). The agreement establishes an integrated model for planning and managing both contingent and permanent talent based on the organisation’s overall workforce needs.

Why buying projects is harder than it sounds

Is your organization Designed to adapt – or just Designed to plan?

New Podcast episode out now!

Ework Group establishes operations in the Netherlands

Interview: How to Avoid Prison and Million Euro Fines

We interviewed Dennis Van de Vijver, Business Development Manager at Ework Belgium, about how to avoid financial, legal, and reputational crises.

1. Belgium has recently seen major misclassification cases involving global brands. What does this tell us about the current compliance landscape?

Introducing Ework Client Hub

Organizational changes focused on sales and efficiency in a weaker market

Organizational changes focused on sales and efficiency in a weaker market