Employment and subsequent career management policy and practice for Aboriginal and/or Torres Strait Islander Peoples (hereafter referred to as First Peoples and/or Indigenous, interchangeably) is critically important for securing ongoing pathways that ensure their career progression in workplaces. Increasing the talent pipeline will meet both the demand for future leaders in both organisations and First Peoples-led enterprises, and, importantly, will improve the socioeconomic and social status of individuals and their communities. Identity Theory informs this research, which sought to examine First Peoples' career management challenges, opportunities, and strategies. I explored this through the perspectives of First Peoples and non- First Peoples who held manager and employee positions in organisations and First Peoples-led enterprises. The existing literature on First Peoples' employment examines a range of issues, including First Peoples' employment programs, managers' attitudes towards First Peoples as employees, and various practices for attracting and recruiting First Peoples. While the existing literature focuses on traditional, low-skilled jobs, this research is future-focused and examines STEMM skills that are deemed to have sustainable futures in the 21st century knowledge and digital economy. The literature indicates, First Peoples confront challenges associated with their careers, including discrimination, and limited opportunities for career progression despite their career aspirations. Not all First Peoples experience these challenges, but research shows First Peoples are overrepresented in low-skilled occupations and underrepresented in professional and senior management positions across all industries. Career management has historically lacked a focus on First Peoples. More recently, this body of literature has increased and indicates gaps in research and practice, calling for a deeper understanding of the opportunities and strategies available from the perspectives of managers and employees. In this study, I utilised an interpretivist, exploratory, qualitative approach to examine the perspectives of both First Peoples and non-First Peoples managers and employees in organisations and First Peoples' enterprises. Drawing on a total sample size of 54, I conducted 44 semi-structured interviews, one yarning circle of three participants, and seven yarn-ups. I conducted a manual thematic analysis of the data, as part of which I utilised NVivo to organise the data and compare and confirm the manually analysed themes. The themes that emerged included underrepresentation, racism (interpersonal, institutional and structural), efficacy of policy and governance, intersectionality, identity and identification, cultural capability and confidence, and culture-centred career management. I highlight the role of intersectionality in First Peoples' identities and propose strategies that affirm cultural identity by developing cultural capability and confidence in the workplace, specifically through the lifecycle of the employee.