Jordan’s education and training sector annually graduates thousands of skilled professionals in information and communications technology. With approximately 12,000 university graduates entering the workforce each year, coupled with thousands more from specialised training programmes funded and implemented by both government and private entities—including the Ministry of Digital Economy and Entrepreneurship (MODEE) and the Digital Skills Association—a critical question emerges: Can the local market absorb this wealth of talent-even if they were the best in the world?

While the immediate answer may be no, the solution does not lie in exporting these skilled professionals. Rather, a strategic shift that empowers the private sector to compete globally can unlock Jordan’s full potential and transform this abundance of talent into a competitive advantage.

While encouraging graduates to seek opportunities abroad is tempting, regional and international markets usually demand at least two to three years of experience, not fresh graduates. Moreover, this talent drain represents a long-term loss of the human capital essential for building a knowledge-based economy. The real challenge is not a talent surplus, but a local opportunity deficit.

A global perspective is crucial. The World Economic Forum forecasts a global shortfall of 85 million talented professionals by 2030, causing an estimated $8.5 trillion in unrealised annual revenue—a massive opportunity. Instead of exporting individuals, Jordan can position its companies to fill this demand by exporting technology services and solutions from a thriving domestic ICT sector that is both competent and reputable.

Achieving this requires an export-ready ecosystem, spearheaded by a dedicated Business Development & Readiness Unit (BDRU), ideally housed within the ICT Association of Jordan (intaj). This unit, designed to be self-sustaining within three to four years, would serve as the engine for global expansion. Its multifaceted role begins with defining the competitive advantages of Jordanian IT firms and conducting export and outsourcing readiness assessments. It then moves to identifying opportunities through rigorous market screening, followed by defining market potential and target customers. Crucially, the unit focuses on opportunity development, helping companies build their value propositions and the in-house capabilities to comply with targeted market needs and standards to effectively engage international markets. The final step is proactive matchmaking, connecting prepared Jordanian companies with global clients short on tech resources. For example, if a company needs ten Python developers, the BDRU can introduce them to specialised and ready Jordanian firms, creating immediate value.

Direct support for market access is paramount, including facilitating trade missions, exhibiting in regional and international trade fairs, and assigning business development intermediaries in target markets who are from within these markets. As companies secure more deals, they will hire more talent, creating a powerful cycle of growth.

By supporting its private sector tech companies especially SMEs and even large size tech companies—while continuing to enhance the education system and bridge the supply-demand gap—Jordan can transform its abundance of ICT talent from a domestic challenge into a powerful engine for economic growth. This approach creates a win-win-win scenario: Jordan’s talented youth are hired into high-value jobs; local tech companies grow, boosting national revenue; and international firms find a reliable solution to their pressing tech resource needs. This strategy will not only absorb the annual influx of graduates but also establish Jordan as a key player in the global digital economy.

The author is a CEO — The ICT Association of Jordan — intaj