Navigating Career Pathways from VA to DBM, and Cybersecurity Professional

In today’s evolving digital landscape, many professionals are seeking pathways that not only align with their skills but also offer growth potential. Among the most popular roles are Virtual Assistants (VAs), Digital Business Managers (DBMs), and Cybersecurity professionals.

However, transitioning from one role to another isn’t always straightforward, especially when it comes to moving from a VA to a DBM. In fact, for every 100 VAs that apply for a DBM role, only 3 applicants typically have the necessary experience. So, what exactly differentiates these roles, and how can you assess the right career path for you?

Let’s break it down, and if you want to see if you have the skills to be a DBM, take our free skills check, it only takes 5 minutes. –>

1. Virtual Assistant (VA)

Role Overview:

A Virtual Assistant is a remote administrative professional who supports businesses by handling various tasks such as scheduling appointments, managing emails, bookkeeping, customer service, and social media management. They are the go-to person for day-to-day administrative tasks, helping business owners free up time to focus on bigger-picture strategies.

• Calendar management and appointment scheduling
• Email management and response handling
• Data entry and bookkeeping
• Basic social media management
• Customer support and communication

Common Job Tasks:

Skills Required: Action Skills

• Strong Collaboration skills
• Excellent communication skills (both written and verbal)
• Proficiency with office software (e.g., Google Workspace, Microsoft Office)
• Problem-solving and customer-focused

Level of Expertise:

VAs typically operate at an administrative or junior level. While many are highly efficient, the tasks are often task-specific and operational in nature, requiring proficiency rather than strategic expertise.

2. Digital Business Manager (DBM)

Role Overview:

A Digital Business Manager (DBM) takes on a leadership role, managing the operations, strategy, and implementation of digital projects. Unlike a VA who focuses on execution, a DBM is responsible for overseeing the entire business or project operations, making strategic decisions, and ensuring that goals align with business objectives. The transition from VA to DBM is challenging because it requires not just a shift in tasks but a fundamental change in mindset and skill set.

Common Job Tasks:

• Project management and overseeing digital operations
• Developing and implementing business strategies
• Managing teams, freelancers, and other VAs
• Monitoring KPIs and ensuring business goals are met
• Financial oversight and budget management

Level of Expertise:

DBMs are mid-to-senior-level professionals with a deep understanding of business strategy, digital operations, and team management. The skill set is broader and more complex than that of a VA, which is why only a small percentage of VAs successfully leap to a DBM.

Closing the “Suitability Gap”

Inception Network Australia has recognized this significant skill gap in the market and partnered with Brimble Recruitment to screen and identify DBMs who are ready to work for Australian small businesses. This partnership includes a certification process where accredited DBMs earn the BSBSS00102 Micro Business Skill Set certification*, which includes competencies like BSBESB301 Investigate Business Opportunities and BSBESB401 Research and Develop Business Plans.

With this certification, DBMs are equipped with the skills and knowledge to research new business opportunities and write comprehensive business plans that help create jobs for Australians. This is crucial in a landscape where 25% of all Australian businesses employ four or fewer staff (classified as micro-businesses), and 60% operate without any employees at all—relying solely on contractors like VAs.

These figures only account for businesses registered for GST (those turning over more than $75,000 annually). When you consider all the individuals working under an ABN for side gigs, the skill gap becomes even more apparent. There is a clear need for skilled DBMs to fill this gap and support the growth of small and micro-businesses across Australia.

3. Cybersecurity Professional

Role Overview:

A Cybersecurity Professional is responsible for protecting an organization’s digital assets. This includes safeguarding networks, servers, data, and systems from cyber threats and ensuring compliance with security protocols. Cybersecurity is a technical field that requires specialized knowledge of security frameworks, threat detection, and risk management.

Common Job Tasks:

• Implementing and managing security protocols
• Monitoring networks for security breaches and responding to incidents
• Performing security audits and vulnerability assessments
• Educating staff on security best practices
• Developing and enforcing security policies and procedures

Skills Required: Thinking Skills

• Proficiency with security tools and technologies (e.g., firewalls, encryption)
• Knowledge of network architecture and security frameworks
• Problem-solving and analytical skills
• Continuous learning and adaptive mindset (cybersecurity threats evolve rapidly)
• Certifications in both business management and formal training in Cybersecurity

Level of Expertise:

Cybersecurity professionals typically operate at a technical level but can advance to senior roles such as Chief Information Security Officer (CISO) with experience and further education. The field requires a deep understanding of complex technical concepts, making it a highly specialized pathway.

Comparing the Pathways

VA to DBM Transition: While VAs excel in task execution, DBMs require a more strategic, leadership-oriented approach. For many VAs, the leap to DBM is challenging because it requires not only advanced project management skills but also an ability to think holistically about business growth and digital operations. For every 100 VAs applying for DBM roles, only a few have the combination of experience, strategic insight, and leadership skills needed to succeed.

DBM to Cybersecurity Transition: Moving from a DBM role to a cybersecurity position is an even more complex transition, as it involves acquiring technical skills in network security, threat management, and risk analysis. DBMs have a strategic mindset but would need extensive technical training and certifications to pivot into cybersecurity.

Choosing Your Path

If you’re considering transitioning from a VA to a DBM or exploring cybersecurity, assessing your current skill set and identifying the gaps that need filling is essential. Inception Network has a free Skills check to do that for you that matches the skills you need for each job role above.

If you’re considering transitioning from a VA to a DBM or exploring cybersecurity, assessing your current skill set and identifying the gaps that need filling is essential. Inception Network has a free Skills check to do that for you that matches the skills you need for each job role above.

For VAs, pursuing advanced project management courses and gaining experience in business strategy can help bridge the gap to a DBM role. For those interested in cybersecurity, acquiring certifications and technical training is the key to entering this highly specialized field.

Understanding these differences and preparing accordingly will set you up for success as you navigate your career journey. The right pathway is one that aligns with your skills, interests, and long-term goals.

*Skill Set Issued by Skills Recognition International, RTO 32373

Today’s talk is about workforce planning for micro businesses and why you absolutely need to do it.

Scroll down to the end to view the webinar, If you prefer reading, here is a summary…

“The first question that I normally get is, “What is a micro business? Is it like a small business?” Well, yes, it’s a type of small business. When you look at how businesses are categorized in Australia, you see that a small business is any business employing fewer than 19 staff. But within that category, there are other types of businesses that make up the general population of all businesses called Micro-Business. This includes self-employment opportunities such as entrepreneurs, sole traders, and contractors working in professional services.

It’s important to note that these figures exclude people in the gig economy because the Australian government figures from the ABS only count businesses registered for GST. So, they are not just side gigs. Interestingly, 61.2% of all businesses in Australia do not employ any staff. However, this figure can be misleading because these businesses often employ a bookkeeper, a virtual assistant, or someone to handle their marketing and SEO. Technically, they might be classified as non-employing businesses, but they fit into the category of micro-businesses, which are defined as any business in Australia employing between one and four staff.

When you reach businesses employing 5 to 19 staff, they are defined as small businesses. Currently, small business employers make up 8.9% of businesses in Australia. Before COVID and the increase in automation, that figure was around 12%. Microbusinesses made up around 24%, and self-employment was about 59 to 60%. Because of automation, many jobs in smaller businesses have been contracted out, transitioning them from small businesses to micro businesses.

As micro businesses grow, they have different needs. This seminar focuses on workforce planning for micro businesses, showing you the models and how you can implement them. Many employers make the mistake of trying to do everything themselves. Training often targets small, medium, and large businesses, particularly in the qualification framework. There is a micro business skill set, but it only includes two units at the Cert III or Cert IV level of new business and entrepreneurship.

When starting up businesses, people often think of the startup game in universities focusing on young people under 30. However, the average age of a business owner is now 50. Fifty years ago, around 15% of businesses were owned by people under 30, while about 30% were owned by those over 50. Now, only 6% of businesses are owned by people under 30, a figure that is slowly increasing towards 8%. Many under-30 business owners do not register for GST, so they do not appear in these statistics until they start earning a full-time income.

Moving on, we will discuss workforce planning using the Eisenhower Matrix, also known as the Urgent and Important Matrix. Microbusinesses generally have four types of people in their organization. The business owner handles urgent and important tasks. As the business grows and you delegate tasks, you can hire someone to handle urgent tasks, often using automation and digital technology. This is where the synergy between under-30s and over-50s works well, as the younger generation is comfortable with technology and AI, while the older generation provides strategic insights.

As your business grows, you will need people to handle more critical tasks such as strategic thinking, creativity, adaptation, and innovation. These are the important tasks that help your business grow. Trainees, casual workers, or partners often handle urgent tasks, earning an income while discovering what they love to do. As they gain experience, they may take on more important tasks, becoming proficient and potentially business leaders. Having someone handle both urgent and important tasks allows the business owner to focus on working on the business rather than in it.

For a business to thrive, it needs employees with various skills. Personal skills include learning, initiative, ethics, empathy, and cultural awareness. Thinking skills encompass critical thinking, creativity, adaptation, and innovation. Action skills involve using digital technology, communication, collaboration, problem-solving, and customer focus.

The next two sections are just an overview of what we go through in detail in the full video above. We could spend a whole course on these 2 parts, but for now, lets just start with the end in mind and come back to it after your have developed your workforce plan.

The last part of the video relates to how you can use the talent you bring into your business to specific job roles to scale up, using your workforce plan as a launchpad. It will help you craft vision and mission statements that will attract the right type of talent you are looking for to help you along on your business journey.

1. Understanding buyer behaviour is crucial for sales and marketing strategies. The five steps of buyer behaviour include need recognition, information search, evaluation of alternatives, purchase decision, and post-purchase experience. A solid understanding of these steps helps in crafting effective marketing strategies.
2. To achieve sustainability, businesses must consider the triple bottom line: people, planet, and purpose. A sustainable business looks after the environment, and its people, and fulfils its purpose. Workforce planning models help determine the type of people needed for different aspects of the business, such as product development, market placement, and promotion of the business’s purpose.

If you have any questions, feel free to email me at jobs@inception.net.au.

For more free training, visit our website inception.net.au/blogs where you can find detailed blogs explaining the topics discussed here.

I’m Brett from Inception Network, and I look forward to talking to you soon.