Beyond the Job Title: Navigating the Evolving Intelligence Career Landscape

New research highlights why intelligence roles can be difficult to identify in the private sector, and what professionals can do to find opportunities that align with their skills.

For intelligence professionals exploring new career opportunities, particularly those transitioning from government to the private sector, one of the greatest challenges may be knowing what to search for in the first place.

Intelligence capabilities are increasingly integrated into corporate security, risk management, investigations, business operations, and strategic decision-making. Yet the terminology used to describe these roles has not necessarily kept pace with how the profession is evolving.

A new study published October 16, 2026, in International Politics offers valuable insight into this challenge.

In “‘Intelligence’ in function but not in name: analyzing terminology and trends in the job market”, researchers Angeliki Martinou, Katie Tucker, and Maria Robson-Morrow examine the inconsistencies in how private sector intelligence positions are advertised, categorized, and defined.

Their research reinforces an important consideration for intelligence professionals navigating today's job market: The work you are qualified to do may not always have intelligence in the job title.

We are thrilled to see the publication of this article, as the AIA has contributed a piece that will be published within the same issue of International Politics in the coming months.

What the Research Reveals

The authors analyzed two distinct datasets: 2,245 job advertisements returned through searches for "intelligence analyst" in the United Kingdom and 425 international job postings involving security and geopolitical risk intelligence functions.

Their findings highlight several challenges in the intelligence employment landscape:

• More than half of the identified intelligence positions did not use intelligence-related terminology in their titles. Among the 425 intelligence-related postings, 56.7% did not include terms such as intelligence, intel, OSINT, or HUMINT.

• Traditional job searches can produce misleading results. Searches for intelligence analyst positions frequently returned unrelated opportunities in business intelligence, data analysis, and other analytical disciplines.

• Employers seek a wide range of professional backgrounds. Security, intelligence, business, international relations, law enforcement, and cybersecurity experience all appeared among the qualifications sought.

• Communication remains a critical skill. More than 61% of the 425 postings mentioned communication skills, reinforcing the importance of translating analysis into information that decision-makers can understand and act upon.

• Security clearances were rarely specified. Nearly 95% of the intelligence positions examined did not mention a security clearance requirement, challenging assumptions about the credentials necessary to pursue private-sector intelligence careers.

The researchers also identify what they describe as a "grey zone" of intelligence positions, where traditional intelligence responsibilities intersect with other organizational functions. This grey zone presents challenges for defining the profession, but it also raises important questions about how intelligence capabilities are being integrated into a wider range of organizational roles.

Looking Beyond Traditional Intelligence Titles

For job seekers, one of the most practical implications of this research is the need to rethink how opportunities are identified. Searching exclusively for "intelligence analyst" or "intelligence manager" may overlook positions that involve intelligence tradecraft but are advertised under different functional titles.

Depending on the organization, relevant opportunities may appear in areas such as:

• Corporate security and global security operations

• Threat assessment and protective intelligence

• Geopolitical risk and strategic risk management

• Corporate investigations and due diligence

• Crisis management and business resilience

• Trust and safety

• Cyber threat intelligence and emerging risk analysis

Not every position within these functions constitutes an intelligence role, and not every analytical position will be an appropriate match. The distinction lies in the responsibilities. Rather than focusing exclusively on the title, examine what the organization needs the individual to accomplish.

Does the role require evaluating incomplete or conflicting information? Identifying emerging threats? Assessing uncertainty? Anticipating developments that could affect organizational priorities? Providing assessments that inform decisions? These are indicators that intelligence tradecraft may be central to the position, even when the employer uses different terminology.

Translating Intelligence Experience Into Organizational Value

Identifying relevant opportunities is only part of the challenge. Intelligence professionals must also communicate how their experience translates into the priorities of prospective employers. Government intelligence professionals may be accustomed to describing their work through established mission areas, intelligence disciplines, organizational structures, and specialized terminology.

Private sector employers may instead frame similar capabilities around business outcomes: protecting employees and assets, managing operational risk, anticipating disruptions, supporting investigations, or informing executive decisions. For example, experience producing strategic intelligence assessments may translate into helping corporate leaders anticipate geopolitical developments that could affect their operations.

Experience supporting operational investigations may align with corporate investigations, insider risk, or security functions, and experience delivering time-sensitive intelligence during a crisis may be relevant to business continuity, incident management, and organizational resilience.

The underlying skills remain valuable, but the context and language used to communicate them may need to change.

For job seekers, this means approaching resumes, professional profiles, networking conversations, and interviews with a clear understanding of the problems they can help an organization solve, rather than relying on previous titles or organizational affiliations to convey their qualifications.

Practical Strategies for Navigating the Job Market

Building on the research, intelligence professionals can take several practical steps to expand their searches and better evaluate potential opportunities.

1. Search by function, not just title.

Develop a broader set of search terms based on the intelligence activities you want to perform, the risks you want to help organizations manage, and the decisions you want to support. Look beyond traditional intelligence titles to adjacent security, risk, investigative, and strategic functions.

2. Evaluate responsibilities before determining fit.

Review job descriptions for intelligence-related activities, including collection, analysis, threat assessment, forecasting, investigative support, and decision support. Consider how much of the role involves intelligence work versus operational or administrative responsibilities, and whether that balance aligns with your interests.

3. Translate your experience into the employer's language.

Tailor professional materials to demonstrate how your skills address the organization's needs. Emphasize outcomes, stakeholder engagement, analytical judgment, and the ability to communicate actionable insights rather than relying solely on intelligence-specific terminology.

4. Look for opportunities to broaden your capabilities.

The research highlights the diversity of backgrounds employers seek. Professionals may benefit from developing familiarity with adjacent disciplines, business operations, emerging technologies, and the tools organizations use to collect, analyze, and communicate information. These complementary skills can help intelligence practitioners work effectively across organizational functions.

5. Leverage professional communities and networks.

The study also acknowledges the limitations of traditional online recruitment platforms. Professional associations like the AIA and AIRIP, specialized networks like Analyst Roundtables, and conversations with practitioners can help job seekers discover opportunities that may not surface through conventional searches, while providing valuable context about what positions actually entail.

What This Means for the Intelligence Profession

Beyond the immediate implications for job seekers, Martinou, Tucker, and Robson-Morrow raise important questions about the continued evolution and professionalization of private sector intelligence. The lack of consistent terminology makes it more difficult for employers to define roles, for prospective candidates to identify appropriate opportunities, and for the profession to establish common expectations around skills and responsibilities.

At the same time, the integration of intelligence capabilities into a broader range of organizational functions may reflect how intelligence is adapting to increasingly complex business and security environments.

Both realities deserve attention.

For organizations, clearer descriptions of intelligence responsibilities and desired outcomes can improve recruitment and help ensure intelligence professionals are positioned to contribute effectively.

For practitioners, understanding how intelligence capabilities intersect with other disciplines creates opportunities to demonstrate their relevance in new environments.

And for professional associations like ours, these findings reinforce the importance of helping members navigate career transitions, develop transferable capabilities, build professional networks, and advocate for greater understanding of the intelligence profession.

The Opportunity Ahead

The intelligence profession is not confined to a single job title, organizational structure, or sector. Its value lies in the disciplined application of analytical skills to help organizations understand uncertainty, anticipate risks, and make better-informed decisions.

As intelligence capabilities become more integrated into organizational operations and strategic planning, professionals who can recognize these opportunities and articulate their value will be better positioned to navigate an evolving career landscape.

The research from Martinou, Tucker, and Robson-Morrow offers an important contribution to understanding that landscape, while providing a useful reminder that intelligence professionals should not limit their career possibilities to positions that explicitly carry the intelligence title.

Sometimes the next intelligence opportunity is hiding in plain sight.

Research referenced: Martinou, A., Tucker, K., & Robson-Morrow, M. (2026). ‘Intelligence’ in function but not in name: analyzing terminology and trends in the job market. International Politics. Read the open-access study.