Martin Jakobsen, Managing Director at Cybanetix, on why SOC training and progression will be vital to meet the challenge of AI-driven cyber attacks
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The accepted wisdom in cybersecurity is that the Security Operations Centre (SOC) has become overwhelmed. There’s some truth in this. Yes, the time taken to detect and remediate has grown, with IBM stating this now stands at 241 days. Yes, alert fatigue remains an issue, with SOC analysts snowed under 10,000 alerts per day leading to confirmation bias whereby positive alerts are discounted. And yes, alert volumes are rocketing due to a thriving black-market economy in attack kits and services, not to mention the emergence of AI-enabled attacks. Yet the SOC can adjust to these challenges and move with a rising tide if it adopts a paranoid posture.
One of the key attack trends over the past year is for threat actors to gain and maintain access legitimately. It’s for this reason we’ve seen a rise in credential theft (with an 800% increase in 1H2025) and the use of living off the land techniques (LotL). The attacker can log-in and use legitimate, trusted tools to evade detection and move laterally across the network to escalate those privileges. But the very fact these attacks don’t leave telltale footprints can make them much harder to detect. The SOC needs to rely on tools such as endpoint detection and response (EDR) and monitor tool usage to look for anomalies and that means listening to the less noisy network activity and low-severity alerts.
SOC: Selective Hearing
However, most SOCs focus on the high-severity alerts to such an extent that they even measure their success against the resolution of these incidents. SOC service level agreements typically specify a mean time to detection (MTTD) of 30 minutes and a mean time to respond (MTTR) of 15 minutes but the small print will often reveal this only applies critical alerts. Medium level alerts will typically be responded to within 1-2 hours and those low-level alerts that could indicate a LotL attack? Those are relegated to a window of 12 hours or more.
To capture this range of alerts will require the SOC to process ten times the usual volume of events. This presents the SOC with a quandary. How do you increase the monitoring and the ingest of alerts without submerging a SOC team who may already be drowning? For that to happen, the SOC must stop being selective and instead become more efficient.
To begin with, automation must be extended. Many teams will already be using Security Orchestration Automation and Response (SOAR) which can be configured to automatically remediate and close cases. But there are numerous other processes that can also benefit from automation. These can see the application of threat intelligence, automatic threat hunting and telemetry gathering, artificial testing, correlation with other alerts, and entity mapping, all of which can be used to enrich cases to the point where the SOC analyst doesn’t need to gather any further information when picking up the case.
Recovering from Cybersecurity Incidents
If we take the pre-defined playbooks that contain the recipe for how to detect, contain, eradicate and recover from specific cybersecurity incidents, for example, these can be automated to respond in a cascading effect. This sees one playbook used to trigger another depending on what the first has discerned, so that sub-playbooks iterate through lists of entities for each part of the case. Assuming 4,000 alerts coming into the SOC, triggering 100 playbooks per alert, with each playbook performing around ten actions such as enrichment lookups, correlation queries and containment steps, that’s equivalent to over four million triggered automations being executed per day before these cases are passed to a human analyst.
AI and the Analyst
AI, too, has a role to play. It currently enables the translation of free text questions into syntactical queries of Security Incident and Event Management (SIEM) and EDR data and can also be used to explain alerts, investigations and findings using human-friendly language and to summarise cases. It also lends itself to detection engineering, facilitating the faster creation of playbooks through the creation of code and detection syntax. With many detections sharing the same remedial actions, using AI to recommend a course of action makes sense, reducing analyst workloads substantially. And looking to the future, we can expect it to be used to optimise SOC operations by building playbooks on the fly and through the use of predictive investigative outcomes.
Applying these methods of automation enables any alert to be dealt with much more efficiently. The alert will initially be put through a process of enrichment, with threat intelligence used to compare the alert with known threats. SIEM and EDR searches will then correlate information, after which any associated alerts pertaining to the same entities (i.e. IPs, users, accounts, devices etc.) are linked to the case for the analyst to review. Using these processes, it’s possible to automate 65-70% of all SOC activity, dramatically reducing case workloads and allowing the SOC to process those massive alert volumes.
Human in the Loop
Yet, while automation is critical to adopting a paranoid posture capable of responding to evolving threats, it’s no substitute for the skills of the SOC analyst. Human expertise is invaluable in evaluating, verifying and deciding upon the best course of action and the likelihood is that those skills will become even more pertinent as AI becomes more widely used. This is because the technology can become so goal-driven that it becomes blinkered and can make incorrect deductions. In one instance, an AI agent went on to misinterpret a threat and produce a fictitious kill chain and mitigation advice, revealing the need for a human in the loop (HITL) and traceability in AI.
Paranoid monitoring does require the generation of more alerts for investigation. But we do have the tools and automation capabilities to handle those volumes so that this uptick needn’t equate to a massive increase in alert fatigue. What it does mean is that the role of the analyst will subtly change. They will be augmented by these processes and need to develop additional skillsets associated with validating these outputs, so the SOC will need to continue to invest in continuous training and progression, particularly if they want to hang on to that talent which remains in short supply. But unless we make these changes, the SOC won’t be able to keep pace with emerging threat patterns and will almost certainly fail to meet the challenge of AI-driven attacks.
Jean-Philippe Avelange, CIO at Expereo, on why network resilience must be front od mind to drive digital transformation
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Digital transformation has become fluent in the language of applications. Boards are asking for AI, cloud migration, automation, better customer experiences and more real-time data. Teams are being asked to modernise faster, operate more efficiently, and make digital investment show measurable returns. But what many enterprises are still learning is that the bottleneck is not always the application, the data, or the platform team. It is often the network underneath them.
For years, connectivity has been treated as little more than plumbing. Something to procure, renew and occasionally upgrade when a site opens or a contract ends. That assumption held up reasonably well when enterprise technology was slower, more centralised and more predictable. But it has become harder to defend now that applications are distributed, users are everywhere, data moves constantly between environments, and businesses expect digital services to perform in real time.
Expereo’s Enterprise Horizons 2025 research found that only half of organisations believe their networks are ready to support new technology initiatives. This is an issue for any organisation expecting transformation to move from a programme plan to something employees and customers can depend on every day. Once new tools scale across sites, providers, clouds and regions, the network either becomes an enabler of change or the place where momentum starts to slow.
The same research found that more than half of companies had experienced financial impact from network downtime or poor performance in the previous 12 months. That is lost productivity, lost revenue and lost confidence in the digital services that a business is trying to build around.
Resilience is not the same everywhere
The instinct, when faced with a fragile network, is often to add more – more bandwidth, more redundancy, another circuit. This creates the appearance of resilience while driving up costs and doing little to improve the experience where it actually matters. At the same time, most organisations still treat every location as equally important. But a headquarters, a manufacturing site, a contact centre and a small regional office are fundamentally different in how they operate and the risk they carry. Yet they are often supported by similar connectivity models.
Resilience needs to reflect that reality. The network should be designed around the role each site plays in the business. Some locations need diverse fibre paths or wireless failover to maintain continuous operations. Others need strong performance guarantees and rapid remediation. Others require a simpler, reliable and cost-appropriate baseline.
The goal is not to make every site identical – it is to make every site fit for purpose.
Standardisation still plays a role, but not in forcing every location into the same architecture. The more effective approach is to define clear site categories, each with a pre-defined level of resilience. That turns expansion into a repeatable process, rather than a constant redesign exercise.
Seeing where failures actually happen
Another gap sits in visibility. Most IT teams monitor applications closely, but far fewer have a clear view of the network paths on which those applications depend. When issues arise, teams are often troubleshooting without knowing whether the problem sits with the user, the site, the provider or the cloud environment. By the time the cause is identified, the impact has already been felt.
Failures rarely occur in isolation. They happen across the path between users, sites, providers and cloud platforms. Without visibility into those paths, problems are misdiagnosed, escalated slowly or incorrectly attributed to the application itself. Network observability changes this dynamic. It provides early warning rather than post-incident analysis, showing where performance is degrading, where traffic is being routed inefficiently and where user experience is being shaped by infrastructure rather than software. This visibility is also critical for data sovereignty. As organisations adopt cloud, AI and third-party services, understanding how data moves becomes as important as knowing where it is stored. In many cases, the network is the only place where the view exists.
From network to advantage
As digital transformation becomes embedded in day-to-day operations, connectivity moves from a background concern to a business-critical capability. The question is no longer whether the network matters, but whether investment in it is aligned with business risk. Adding more bandwidth or blanket resilience does not solve the problem – being more precise does. Resilience needs to be applied where it matters most, observability needs to be built into the network layer and design decisions need to reflect how each part of the organisation actually operates.
Connectivity has long been treated as plumbing, but in reality, it underpins digital transformation. It determines whether applications perform consistently, whether users trust the tools they are given, and whether organisations can adapt without repeatedly rebuilding their foundations. The organisations pulling ahead are not treating the network as an afterthought. They are designing resilience into the transformation from the start.
U.S. Merit Systems Protection Board: Driving Operational Exellence
Interface revisits the important work of the U.S. Merit Systems Protection Board – an independent, quasi-judicial agency in the Executive branch that serves as the guardian of Federal merit systems. CIOCraig Thomas, explains the strategy behind the completion of Phase II of its case management journey, application stabilisation challenges and the deliberate rollout of secure artificial intelligence tools.
“At MSPB we field IT that is necessary, useful, cost-effective, manageable and scalable. If the technology doesn’t add value, doesn’t help us meet our mandate, I don’t want it… We see the active deployment phase as an incubator for support methodology, data and reporting strategy, and road-mapping the next five years of your application – use the active deployment phase, don’t just firefight.”
Morgan Street Holdings: Cybersecurity for Strategic Operations
Morgan Street Holdings is a privately owned investment and operating company whose portfolio includes global supply chain specialist HAVI, marketing and sourcing firm tms, consumer products brand Stanley, and hospitality and vending business Continental Services. Collectively, the organisation employs more 10,000+ people globally across more than 50 countries. Business Information Security Officer, Douglas Darden, talks building cyber resilience to enable the business and deliver cybersecurity for strategic operations.
“It’s not in us as a cyber team to just say no. Give us the opportunity to conduct a risk assessment and the cybersecurity function can become a business enabler.”
Also in this issue, we hear from Confluent on why AI is changing what data privacy means; learn from Kore.ai on how unmonitored AI agents are becoming enterprise AI’s biggest risk; and Xsolla explain why the real AI debate in video games isn’t about jobs, it’s about creativity.
Gareth Hewitt, Founder of LemonEdge, on why the real lesson from DORA is that resilience has to run through the whole operating model, from the infrastructure underneath it to the controls and workflows used every day
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The EU’s DORA regulation has exposed how firms operating in private markets face a set of risks that is not purely about IT.
Designed to reduce financial sector reliance on a small number of infrastructure vendors, the regulation came into force last year. Since implementation it continues to throw a spotlight on risks arising from continued use of manual methods and over-reliance on individual employees’ subject matter expertise.
The regulation is forcing firms to examine how their operating models work under pressure and where risk resides inside workflows.
A private equity or private credit manager may sit on robust cloud infrastructure at one end of its technology stack, while still relying on spreadsheets, manual handoffs and offline approvals at the other. In that kind of environment, resilience is only as strong as the least controlled part of the workflow.
The real risk often sits inside the workflow
This is where risk accumulates in an organisation – in processes that are not properly systemised. This is amplified when they rely on manual intervention or a small number of people who know how to make them work.
A month-end close supported by spreadsheets and a sequence of offline steps may function well enough in normal conditions. However, it looks far less resilient when deadlines tighten, a key individual is unavailable or an investor query lands at exactly the wrong moment.
DORA, in effect, acts as a pressure test on whether resilience has been built into the operating model or simply assumed. Private markets firms have lived with this kind of exposure for years, often because experienced teams compensate for process weaknesses. Regulation leaves no room for that comfort. The question now is whether the workflow holds up under strain.
With DORA, accountability has moved to the top
One of the clearest shifts under DORA is the level at which accountability now sits. Historically, operational resilience could be treated as a technology matter and delegated accordingly. If a firm had a CTO, responsibility was often there. If it did not, it shifted into finance or operations. DORA has since changed that dynamic. Responsibility now sits with the management body, which is held accountable for the ICT risk management framework. It means resilience is now a governance issue with clear ownership at the top of the business.
That changes the conversation both inside firms and with suppliers. Firms increasingly want hard evidence from their providers. They want to understand incident processes, failover arrangements, access controls and recovery expectations in practical terms. They also want to know when documentation was last reviewed, whether controls have been tested – and what would happen if a system failed.
The weakest point is often internal
For many private markets firms, however, the central issue is not whether a major external provider is resilient in principle. It is whether the firm’s own workflows can withstand increased pressure.
Key-person risk is at the heart of this issue. Many firms have built effective processes around capable individuals who know every workaround and hidden dependency. That may keep the machine running, but it is not the same as resilience. If knowledge is not captured and supported by the underlying platform, the process is weaker than it appears, severely increasing dangers when individuals leave or are unavailable.
The same applies once essential work starts moving outside the core platform into spreadsheets, email chains or offline approvals. Control weakens, visibility drops, auditability becomes harder and recovery becomes more uncertain. In private markets, where reporting expectations are high and investor scrutiny remains intense, that is not a side issue. It goes to the heart of whether the operating model is fit for purpose.
That matters particularly in fund accounting, where complexity has only increased. Reporting expectations are higher, structures are more demanding, and firms need stronger control across workflows. A system built for a different era often pushes work outside the main platform at exactly the point where clarity and control matter most. Once reporting becomes a scramble and key numbers are being pieced together manually, the workflow has already become more fragile than it should be.
DORA is the prompt, not the end goal
Operational resilience has often been treated too narrowly as a compliance cost. In practice, stronger resilience usually brings clearer process ownership, better visibility across workflows and faster responses when investors, auditors or regulators ask harder questions. It also reduces key-person risk and makes growth easier to support because the process does not have to be rebuilt every time complexity increases.
DORA will not solve every vulnerability in private markets operations, nor was it meant to. What it does is raise the bar for accountability, testing and supplier oversight. It shines a harsher light on brittle processes that have survived largely through habit and human intervention. It also makes clear that operational resilience depends not just on policies and providers, but on whether the underlying systems and platforms are strong enough to support controlled, auditable workflows under pressure.
That is the real wake-up call. Resilience has to run through the whole operating model, from the infrastructure underneath it to the controls and workflows used every day. That’s the real underlying lesson of DORA that private markets firms need to heed.
Craig Gravina, CTO at Semarchy, on why successful AI at scale requites the transparency and trust only proper governance foundations can deliver
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Across the globe, organisations are aggressively approving AI budgets, hiring teams, and deploying models, yet the promised returns remain elusive for many. AI investments continue to grow, but measurable business value is not keeping pace with the level of spend.
The numbers tell a striking story. Semarchy’s 2026 research of C-suite executives reveals that 99% of UK organisations claim AI readiness – with 69% saying they’re completely ready. Yet 56% making significant investments cite data management as their top challenge, while only 33% are prioritizing it for investment. This 23-point gap reveals the fundamental issue: organisations are building AI applications whilst underfunding the data infrastructure those applications require.
Globally, fewer than 2% of enterprises successfully avoid data quality problems, even though 74% planned to increase AI spending in 2025.
This isn’t a failure of technology talent or algorithms; it’s a governance breakdown. The path to faster AI ROI doesn’t run through better models, but through better governance and transparency, embedded at the center of every AI initiative from the outset.
The Hidden Cost of Ungoverned AI
When AI operates without governance, the primary risk shifts from technical to reputational. Whereas technical failures are recoverable, reputational damage is far harder to restore. Consider consequential AI decisions: credit denials, medical recommendations, hiring shortlists. When these go wrong publicly, the fallout extends far beyond the technical team. When regulators or customers ask how they make their decisions, organisations without governance have no credible answers.
The regulatory pressure only amplifies this risk. Global frameworks such as the EU AI Act, emerging UK regulations, and sector-specific rules increasingly require explainability and traceability. Companies that cannot show how AI reached its conclusions risk fines, restrictions, and forced remediation.
Public misfires, such as biased outputs or visible system breakdowns like Grok AI’s high-profile failure on X last year, can rapidly erode customer trust and brand equity. For consumer tech brands especially, reputational cost can exceed technical cost exponentially. Internally, unexplained or unreliable AI outputs erode confidence, resulting in disengaged business users, stalled initiatives, and data leaders losing credibility.
These aren’t exceptional cases. They’re the predictable result of deploying AI without governance infrastructure.
The Governance Misconception
Many organisations still treat AI governance as a compliance checkpoint, bolted on just before deployment to satisfy legal or risk requirements. This narrow interpretation is exactly what makes governance feel like an obstacle. Organisations feel forced into a false choice: move fast and bypass governance or be compliant and accept delays.
In this scenario, projects slow to a crawl. Data teams spend months preparing ‘clean’ datasets specifically for AI, only to sit in approval queues. By the time governance clears, business conditions have changed or stakeholders have moved on to new priorities.
The answer isn’t less governance; it’s different governance. Governance should be intrinsic to how data is defined, managed, and delivered. When governance “travels with the data,” models consume information that already carries quality checks, lineage, access controls, and semantic context already present. AI initiatives don’t wait for approval gates – they consume governed data from the start. There’s nothing to retrofit or remediate later, because the controls were in place from day one.
This shift from governance-as-gate to governance-as-infrastructure is the key divide between organisations that struggle to realise AI ROI and those that achieve it.
Transparency as a Strategic Asset
Leadership often frames transparency as a compliance requirement, but in AI, it’s just as critical for development speed. When data lineage is clear, AI teams don’t have to spend weeks figuring out where data came from, how it was transformed, or whether they can trust it. They can focus on building and refining models instead of investigating data provenance, shifting effort from detective work to value creation.
Transparency also removes technical friction. With explicit semantic context, models interpret data correctly without layers of custom preprocessing or extensive feature engineering. Consistent access controls across data sources prevent last minute security reviews from stalling projects at critical milestones.
Transparency enables continuous improvement cycles. When you can see exactly which data influenced a decision, you can diagnose errors with precision rather than guesswork. You can identify which specific data sources introduce noise or bias into model outputs, and measure whether data quality improvements affect AI performance in production, creating feedback loops.
Organisations that try to reconstruct this visibility only during audits pay for it repeatedly in delays, extended debugging, and failed deployments. By contrast, those that build transparency from the start move faster through development, testing, deployment, monitoring, and iteration. Transparency then becomes a competitive advantage rather than compliance burden.
What Real AI Success Looks Like
Real AI success isn’t a single breakthrough model. It’s the ability to deliver value repeatedly and at scale. Successful organisations move from proof of concept to production without major rework or last-minute governance scrambles.
In these organisations, AI consumes the same governed data as everyone else. Agents and models access data through shared interfaces and policies, alongside business users and operational systems. There’s no special ‘AI data prep’ phase, no separate pipelines to maintain, and no governance gap to close before go‑live. AI is simply another consumer of trusted data.
Explainability comes by default. Because lineage, transformations, and quality metrics are already present in the data, teams can trace any decision without forensic effort. When governance is built into data flows, AI teams can retrain on fresh data without re-running compliance reviews, keeping models current as business conditions change. Iteration cycles shorten from months to weeks or days.
This foundation also enables decentralised experimentation with centralised trust. Teams can launch AI initiatives against shared, governed data products without creating shadow pipelines.
Getting There: Three Practical Shifts
Reaching this future state doesn’t require a multi-year overhaul or new tech stack. It needs a focused effort in how data is delivered to every consumer, including AI, with governance built in rather than added later.
First, stop treating AI data preparation as a separate workstream. If AI teams need specially cleaned and packaged data, you’ve created handoffs that introduce delay and governance risk. Instead, provide data that all consumers can trust and use immediately.
Second, embed semantic context with the data. AI needs business context and meaning, not just schemas. What does ‘customer’ mean in this specific context – prospect, active user, former customer? What business rules apply, and what relationships matter for decision making? This semantic layer enables AI to interpret data correctly without custom workarounds.
Third, make lineage and quality observable by default. When lineage, quality scores, and transformation history are always available, debugging, compliance, and continuous improvement happen without emergency efforts.
Yet our research reveals the challenge: whilst 56% of UK organisations cite data as their top AI challenge, only 33% are prioritising investment in it. This misalignment between stated priorities and actual investment is precisely why AI initiatives continue to struggle, regardless of confidence levels.
The ROI Equation
The companies that achieve AI ROI faster aren’t the ones with the biggest budgets or the most sophisticated models – they’re the ones that eliminated the friction between data and AI consumption through proper governance infrastructure.
When governance is intrinsic, projects don’t wait for approval gates. With built-in transparency, debugging is fast, and audits are painless. The result? Shorter time to value, lower risk of public failure, reduced regulatory exposure, and AI investments that deliver measurable impact. These aren’t abstract benefits – they show up in project timelines, deployment success rates, and business KPIs.
The technology is ready. The question is whether your data governance is ready to support AI at scale. Success requires the transparency and trust that only proper governance foundations can provide.
Simon Pamplin, CTO at Certes, on how Quantum computing will eventually force a reckoning with the cryptographic assumptions on which the financial system is built.
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Financial institutions hold some of the most sensitive and long-lived data of any sector. Customer identities, decades of transaction records, credit histories, and proprietary trading information must be kept confidential, not just today, but far into the future. The cryptographic systems guarding that data, however, were built for a different era; one in which quantum computing was purely theoretical. That era is ending.
Recent guidance from both the G7 Cyber Group and the UK’s National Cyber Security Centre has made the stakes explicit: financial organisations should complete their transition to post-quantum cryptography by 2035. For institutions managing sprawling, decades-old technology estates, that deadline is less reassuring than it might first appear. Ten years sounds like breathing room. In practice, for organisations of this complexity, it is barely enough.
Quantum Risk: The Threat Doesn’t Wait for the Technology
The most common mistake in discussions about quantum risk is treating it as a problem for tomorrow. The assumption is that until a quantum computer powerful enough to crack modern encryption actually exists, there is no immediate danger. That assumption is dangerously flawed.
Sophisticated adversaries are already operating on a longer time horizon. The strategy, widely referred to as “harvest now, decrypt later,” involves systematically collecting encrypted data today and storing it until quantum computing capabilities catch up. No quantum computer is needed to execute this phase of the attack, only patience and storage.
For the financial sector, the implications are particularly serious. The data being harvested now, customer records, transaction histories, and commercially sensitive communications, could have a useful life measured in decades. By the time it is decrypted, the individuals and organisations it concerns will still be very much affected by its exposure. This is not a theoretical future liability. It is a risk quietly accumulating in the background of every financial institution that has not yet begun to act on it.
Why Updating Financial Systems Is So Hard
The cryptographic methods underpinning most financial infrastructure today, primarily RSA and elliptic curve cryptography, derive their security from mathematical problems that are extraordinarily difficult for conventional computers to solve. Quantum computing threatens to render those problems tractable, potentially dismantling encryption that currently appears robust.
Responding to that threat, however, means working through some of the most technically complex environments in any industry. Core banking platforms were often built 20, 30, or 40 years ago. Cryptographic functions are frequently embedded deep within application logic, firmware, or hardware, in payment terminals, ATMs, and proprietary systems that were never designed with replaceability in mind.
Replacing or updating these components is not a software patch. It can mean recertifying devices, replacing physical infrastructure, or undertaking large-scale application rewrites, all while maintaining continuous service to customers and satisfying stringent regulatory requirements. Progress is possible, but it is measured in years, not quarters.
Rethinking Security from the Data Outward
The quantum threat is also accelerating a broader rethink of how financial institutions approach security architecture. Perimeter-based defences, firewalls, VPNs, and network segmentation have consistently shown their limitations when attackers can move laterally through systems using legitimate credentials or compromised access. Relying on the boundary to keep data safe has a poor track record.
A more resilient approach centres protection on the data itself. By applying strong controls directly to information as it moves across systems, organisations can maintain security even within legacy environments that cannot be immediately upgraded. Sensitive data remains protected regardless of where it travels or which network it traverses.
Alongside this, crypto agility, the ability to swap out cryptographic algorithms and rotate keys without overhauling entire systems, is becoming a fundamental requirement rather than a nice-to-have. The transition to post-quantum standards will not be a one-time event. Cryptographic best practice will continue to evolve, and institutions that have built flexibility into their architecture will be far better positioned to keep pace.
The Cost of Inaction
The financial sector has a well-established capacity to absorb and adapt to technological change. It has navigated the transition to digital banking, the rise of real-time payments, and successive waves of cybersecurity threats. The quantum challenge is different in one important respect: the timeline for harm is already running.
Regulatory expectations are being set now. Adversaries are collecting encrypted data now. And the internal processes required to modernise a major financial institution’s cryptographic infrastructure take years to complete. The gap between when action is needed and when it can realistically be delivered is not wide, and it is narrowing.
Preparation does not demand panic or the immediate replacement of every system. It demands a clear-eyed audit of where sensitive data lives, an honest assessment of which information carries long-term confidentiality requirements, and a commitment to building security architectures that can evolve as the threat landscape does.
Financial institutions that move early will not simply reduce their quantum exposure. They will emerge with stronger, more adaptable security postures and with the trust of customers, regulators, and partners intact.
Quantum computing will eventually force a reckoning with the cryptographic assumptions on which the financial system is built. The question is no longer whether that reckoning is coming. It is whether institutions will be ready when it arrives.
Peter Pugh-Jones, EMEA Field Chief Data Officer at Confluent, on why the challenge for companies will not be building AI systems but standing behind the decisions those systems make
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For years conversations about data privacy have centred on conventional dangers, like breaches from outside, or leaks from within. The assumption has been that the biggest risk lies in information either being inadequately protected or improperly handled.
As we move deeper into the AI era, that picture is shifting. A more complex privacy challenge that we’re now faced with comes from how data is used once it sits inside an organisation.
AI is a crucial part of everyday business operations. It automates processes and shapes decisions. Data is no longer simply stored or shared; it’s interpreted and acted on at incredible speed, in ways that are difficult to trace or explain.
Decision-makers recognise the importance of accessing this data. 80% of business decision makers say without up-to-date data, businesses can’t be fully confident in decisions.
As such, the systems and rules that dictate how AI is used have never been more important. Business leaders need to be able to understand and explain how automated decisions are reached and the data that informed it.
Governance has to sit at the centre of the privacy conversation — not as a compliance exercise, but as the framework for the responsible application of AI. Without that foundation, organisations are likely to expose themselves to regulatory and reputation risk that they’re simply not equipped to avoid.
Privacy Now Depends On Explanation
Governments worldwide recognise the need for these AI frameworks. Europe’s AI Act has drawn the most attention, but equivalent regulatory approaches are appearing in markets from South Korea and the UK.
The result is that companies deploying AI systems are held to higher standards than ever when it comes to demonstrating that they use AI in a lawful, appropriate manner. As such, many businesses are discovering a gap between deploying AI and understanding it.
Implementing a model that produces useful outputs is relatively straightforward. Explaining how those outputs were created and which data shaped them is much harder. Where that clarity is missing, privacy becomes an operational problem.
Organisations may need to pause or redesign systems already in production because they cannot explain how those systems reached their conclusions. Some companies may even find themselves withdrawing products already released into the market.
So: what challenges are these organisations facing?
The Segmentation Challenge AI Introduces
One significant obstacle is segmentation. Companies need to understand who their systems interact with and which rules apply to each, and this isn’t always clear.
Businesses have historically segmented audiences by geography, demographics or behaviours. AI creates a more demanding requirement in that the systems using it must recognise when different safeguards should apply to different groups of people.
Regulation is pushing this further especially around children and vulnerable users. Content recommendations and automated responses that are acceptable for one group can become inappropriate for another.
The difficulty is that many AI systems are trained on broad datasets gathered across the internet. That breadth makes it harder to understand whether information came from a reliable source, or whether it should appear in a particular context. Without stronger segmentation, organisations risk losing control over how AI behaves in real interactions — and if that AI behaves inappropriately, it’s likely to lead to a breach of regulation.
Why Governance Cannot Be An Afterthought
Another mistake appears repeatedly in businesses deploying AI and modern data platforms. Governance is treated as something that can be dealt with later once systems are already running, with isolated but exciting pilots running well on smaller data sets often leading businesses to try and run before they can walk.
The challenge is even sharper in real time environments where data moves constantly between applications and teams. When governance is not designed into those flows from the beginning it quickly becomes a bottleneck.
In practice, the most effective point to govern data is when it first enters the business. Once information is already moving through systems, feeding models and generating outputs introducing controls becomes far more complex.
Many companies only realise months later that they’re lacking certain controls needed to manage risk. If they were never properly built in, it’s an expensive, time-consuming, incredibly nuanced task to put the genie back in the bottle.
The Shared Responsibility For AI Decisions
As with any cybersecurity approach, the human link can also be the weakest in the chain.
Responsibility for AI risk is often treated as if it sits neatly with one team. In many companies the assumption is that specialists are handling it, whether that is data scientists, a compliance function or a single executive role. The underlying thought is: “this is not my problem — someone else is dealing with it.”
That assumption creates problems. AI systems are trained on vast datasets and their behaviour is not always easy to predict without close scrutiny. When governance is treated as a delegated task, important questions can slip through the cracks unanswered.
Decisions informed by AI still sit with the business using the technology and ultimately with its leadership. Without senior oversight and a clear understanding of how systems are built, trained and governed privacy risks tend to surface long after those systems have become part of everyday operations.
The Question Organisations Should Be Asking
Organisations have the capability to build powerful AI systems. The harder question is whether those systems can stand up to scrutiny.
That means understanding where data originates, recognising differences between users and putting governance in place before automation begins to scale. It’s not enough to just co-opt an impressive new platform and give it access to your data.
In an AI driven environment privacy does not sit somewhere at the end of the process. It shapes how systems are designed, deployed and managed from the beginning.
In the years ahead, the challenge for companies will not be building AI systems. The challenge will be standing behind the decisions those systems make.
Berkley Egenes, Chief Marketing & Growth Officer at Xsolla, on why the real AI debate is about creativity and ensuring that machines support human expression, rather than replace it
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The conversation around artificial intelligence (AI) in video games has quickly zeroed in on jobs. Headlines warn of artists, writers, and designers being displaced by tools that can generate concept art at the click of a button, produce dialogue on demand, or compose background music in seconds. That fear is understandable; we’ve seen similar concerns in journalism, marketing, and content production, but it’s also limiting. Because when we focus primarily on economic displacement, we miss the far deeper challenge: what happens to creativity when generative AI begins to produce the art, dialogue, music, and even mechanics that shape a game’s identity?
The real debate isn’t jobs. It’s creativity.
From Efficiency Tools to Artistic Authors
In 2024, a survey by the Game Developer Conference (GDC) found that nearly half of game developers were already experimenting with generative AI tools for writing, art, or code. Industry analysts estimate that by 2030, up to 70% of mid-sized and large studios will integrate AI into their asset pipelines. These numbers signal rapid adoption, but they also risk setting expectations that AI is first and foremost an efficiency multiplier.
And it is, at least on the surface. Game development is famously deadline-driven and resource-constrained. Developers often spend years polishing art assets, scripting dialogue trees, and composing music suites. Generative AI promises dramatic productivity gains: conceptual environments in minutes, ambient soundscapes generated automatically, even procedurally expanded quests.
But under the hood of that promise is something more complex. Creativity in games isn’t just about completing tasks faster. It’s about voice, intention, and authorship.
When Enhancement Changes the Creative Equation
This is where the idea of job enhancement becomes more complicated than it first appears.
Generative AI unquestionably enhances creative roles. It can allow a single environment artist to produce in days what previously took weeks. It can enable a narrative designer to draft and iterate on branching dialogue trees at unprecedented speed. In pure productivity terms, enhancement looks like empowerment: the same people, equipped with better tools, producing more ambitious worlds.
But enhancement is not neutral. When AI dramatically increases output capacity, it changes the nature of the job itself.
Imagine a studio with ten environment artists. Before generative AI, they produced a carefully curated set of handcrafted scenes over two years. With generative AI tools, the same team might produce twice as many environments in half the time. That is job enhancement in its clearest form: no layoffs, no replacements, just expanded capacity.
But creative identity does not scale linearly with asset count. More backgrounds do not automatically mean a stronger artistic vision. In fact, abundance can dilute intentionality.
As AI enhances production, the human role often shifts from originating every element to curating, refining, and selecting from machine-generated options. The artist becomes part creator, part editor. The writer becomes part storyteller, part prompt engineer. The designer becomes part world-builder, part systems orchestrator. That shift is subtle, but profound.
When creators move from author to editor, the center of gravity in the creative process changes. Enhancement increases capability, but it can also redistribute authorship. The critical question is now whether AI makes creatives more productive. It does. The question is whether enhanced productivity deepens creative vision, or gradually distances humans from the expressive core of the work.
Why Creativity Matters More Than Efficiency
People care deeply about the emotional resonance of games. A compelling narrative arc, a haunting melody, a dialogue choice that feels meaningful – these aren’t just outputs, they’re expressive decisions. They reflect human imagination and carry cultural and artistic weight.
Creativity in games operates at multiple levels, like visual storytelling, narrative voice, mechanics design, and audio identity. Generative AI tools can do all of these. Large-language models can produce thousands of lines of dialogue in seconds; image synthesis tools can generate environments, characters, and textures from prompts; music AI can compose adaptive scores that fit different gameplay contexts.
The Limits of Machine Creativity
When AI generates a piece of music, art, or a story beat, it fundamentally recombines patterns learned from human-created data. There is no subjective inspiration, no lived experience, no intentional aesthetic choice behind the work, only statistical inference. That distinction is more than philosophical. It affects the game’s identity.
Consider two hypothetical scenarios:
A studio uses AI to generate placeholder environment concept art that artists later refine
A studio uses AI to generate final environment assets with minimal human input
In the first scenario, AI accelerates workflow, but human creativity still sets the artistic direction. In the second, the machine’s biases, training data limitations, and opaque generative patterns increasingly define visual identity, potentially diluting the studio’s artistic voice.
This pattern repeats across other domains. AI-generated dialogue might be serviceable, but will it capture the nuance of lived human experience in a way that players recognize as authentic? These are not questions with easy answers, but they are central to the cultural value of games.
The False Comfort of Economic Framing
Much public discourse has focused on job displacement. Partly because economic arguments are easier to quantify. People can point to employment numbers, wages, and productivity curves.
Creative impact, on the other hand, is harder to measure. When we frame the AI debate primarily in terms of jobs, we implicitly assume that creative work is fungible, that one person’s artistic contribution is interchangeable with another’s, including a machine’s. But in the arts, identity matters. Players choose games not just because they work well, but because they express something unique – a vision, a style, a tone. AI might replicate style, but it can’t originate meaning.
Redefining Roles, Not Replacing Them
That’s not to say generative AI has no place in game development. If used thoughtfully, it can be a powerful collaborator, a brainstorming partner, a rapid prototyping tool, and a way to push creative boundaries.
For example, writers using AI to generate dozens of narrative alternatives in seconds may help them explore more possibilities before committing. Whereas level designers using AI to test countless iterations of mechanics can see what feels most engaging.
In these cases, AI augments human creativity, not replaces it. It expands the sandbox in which creators play. But this requires deliberate choices. Studios need creative leadership that understands when AI is a tool and when it’s overreaching. There must be clear boundaries around authorship and safeguards to ensure that AI outputs serve the human vision, not obscure or subsume it.
Creativity as a Competitive Advantage
There’s another economic point that circles back to creativity: in a crowded market, artistic distinction is a competitive advantage. According to industry analysis, the global video game market is projected to exceed $300 billion by 2027, but growth is slowing in core segments, leading studios to compete fiercely on creative differentiation rather than sheer production volume.
In a world where everyone has access to the same AI tools, technical efficiency alone won’t distinguish one game from another. Games that lean too heavily on generic, AI-generated material risk becoming indistinguishable.
So the paradox emerges: AI might make game creation easier, but that very ease could erode the uniqueness that makes games worth playing.
The Future of AI in Games Should Be Artistic, Not Automatic
We should absolutely have conversations about job training, economic transition, and the ethics of data usage. But those debates should not eclipse the most important question: how do humans and machines collaborate to create meaning?
Creativity is not an economic output. It’s a human act of expression. In video games, where storytelling, mechanics, visuals, and sound converge, that act of expression is the beating heart of the medium.
If we allow AI to take over the mechanics of creation without guarding the human spark that animates it, we risk more than job shifts; we risk a homogenized cultural future where games lose their soul.
The real AI debate is about creativity and ensuring that machines support human expression, rather than replace it.
Chris Tredwell, Chief Operating Officer and Charis Thomas, Chief Product Officer at Aqilla, on why the question is no longer whether to adopt AI, but whether processes, governance structures and training pathways are ready for the workforce
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Have you ever got into an old car with a Gen-Zer? If they were driving, chances are you wouldn’t have got very far. A recent survey has found that 39% of 14–29-year-olds couldn’t identify an ignition key. Proof, if it were needed, that once technology advances, old ideas are quickly forgotten. This isn’t just happening in cars. The internet and social media have produced their own native generations – people who have never known a world without those technologies.
The same pattern is starting to emerge with AI. That means Gen Z and Millennials are about to experience a similar shift. The first wave of true AI natives will soon enter the workforce – a cohort that has never known a world without AI.
AI- The New Normal
People’s reactions will largely depend on their experience with AI. But one thing is certain: these graduate and entry-level employees won’t need to be convinced of its value. They’ve already seen what it can do, so if it’s missing, disbelief – or frustration – is likely to follow. It’s a bit like broadband. Here in the UK, it’s simply the standard we all expect. We don’t stop to think about how that connectivity reshaped our lives, helped us work from home or allowed us to stream high-definition media.
Many organisations are still in the early or experimental phases of AI adoption. They might be using the technology to automate basic email inbox management and take meeting minutes. Meanwhile, those further ahead of the curve are exploring more advanced tools and assessing where automation can be safely deployed, particularly for reporting and analysis.
But AI natives won’t see these use cases as experimental. In fact, they probably wouldn’t even refer to them as use cases. It’s just normal, like using a search engine rather than visiting a library to carry out research.
Prompting New Behaviour
Perhaps the biggest difference, however, is where organisations may integrate AI into their existing workflows, AI natives are more likely to structure work around it from the outset.
For them, work tends to start within an AI system, defining the objective clearly, setting constraints, and effectively “briefing” it, before iterating quickly and refining outputs as they go. For AI natives, this kind of prompt-based mindset isn’t a specialist skill; it’s simply how they approach tasks.
This is a fundamental shift. For AI natives, the question isn’t “Should we use AI here?” It’s “Why can’t I use it for this piece of work?” When their expectations collide with more cautious, process-led environments, friction is almost inevitable. Not because one approach is right and the other is wrong, but because both sides are starting from completely different assumptions.
Skills Transfer and Mentoring
But how does the need for AI natives to understand and work through basic manual processes coexist with intuitive prompt-based thinking? Should AI use come with experience-based restrictions in the finance sector? For example, do your three years first, and then you can use the tools.
It’s probably not what AI natives want to hear, but there is logic behind the approach. Learning the manual processes behind automation will enable new recruits to apply the necessary checks and balances to system outputs — putting them in a position to verify data rather than passively accept it.
Without taking this step, there’s a real risk that people will lose the ability to question the outputs they’re working with. That, in turn, has implications for how people are taught. Whether in an educational setting or on the job, that training needs to help AI natives understand the logic behind the systems they’ll be working with.
Lurking in the Shadows
If AI natives encounter friction when trying to use the technology, there’s a risk they’ll seek informal workarounds. Organisations have seen similar patterns before with personal devices or early cloud adoption. With AI, the risks are more focused on data, traceability, and accountability than on system access and security, though these remain important considerations.
Rather than restricting AI use, organisations are already beginning to reshape it by building oversight into how systems are used. That might mean making the AI’s working assumptions more visible and requiring humans to validate outputs. It might also require AI systems to signal their confidence in those outputs and to request manual checks. Over time, this reduces risk and creates an environment where people can work confidently with AI without losing sight of who is responsible.
This approach also challenges a common narrative. Much of the current discussion around AI focuses on job displacement, but the reality is more nuanced. The issue isn’t a simple replacement of human intuition and experience, but how those qualities evolve alongside increasingly capable systems.
Rather than removing the need for people, this managed shift reinforces it. Greater emphasis is placed on human-in-the-loop models, in which individuals with a deep understanding of AI can interrogate, challenge, and interpret system outputs.
A different starting point
So, what happens next? AI tool adoption, for sure. But it goes far deeper than that. Getting ready for AI natives means shifting to a different starting point – and learning to “live in the prompt”.
As AI natives begin entering the workforce and eventually move into leadership roles, the expectation won’t be that AI is introduced; it will be that it is already there. That shift reshapes how people think, learn, and approach tasks from the outset. It will also change how tasks are conceived, carried out and reviewed. The ability to configure, interrogate and challenge systems will become as important as the ability to interpret their outputs.
For organisations, the question is no longer whether to adopt AI, but whether their processes, governance structures and training pathways are ready for a workforce that already assumes it – and will expect to work that way from day one.
This month’s cover star, Marcus Johnston, deploys a leadership philosophy that blends empathy, operational discipline and pragmatic innovation as Precisely scales cyber solutions to meet the demands of regulation and accelerating digital risk. Learn how this CISO is reframing Cybersecurity for the AI era.“I view the role of InfoSec as a trusted partner advisor in the goals of the company to innovate, to introduce new technology, new platforms, to constantly be on the watch for changes in the threat environment.”
Ireland Department of Agriculture: Growing a Culture of IT Transformation
Louise McKeever, former Chief Information Officer and Head of Operations at Ireland Department of Agriculture, discusses the changes she drove at the agency and how a culture of IT transformation has gone on to thrive. ““My vision is that the Department’s data has consistency, is securely accessible, understood, and trusted… We have modernised our technology landscape, strengthened our capabilities, and most importantly, made a real difference in how we serve the Department and the sector.”
Washington State Dept of Natural Resources: Building Trust & Enabling Transformation
Washington State’s Department of Natural Resources (DNR) has been on a journey of building trust to enable transformation. We go inside that technology journey with CIO Liz Lewis-Lee on a mission to deliver reliable, effective technology. “At the DNR, all of our technology has to work to support all of the people all of the time, both in the office and out in the field.”
Virginia SCC: Building a New Cybersecurity Landscape
Glendon Schmitz, Chief Information Security and Privacy Officer at Virginia State Corporate Commission (SCC), discusses the exciting challenges of building a successful cybersecurity function. ““If everything’s a priority, nothing is. So understanding one’s lack of resources from a funding perspective and also the human side is important.”
Redefining Technology Leadership Through People, Culture and Business Outcomes
From the Music Industry to the Boardroom, IT leader Angie Fyke has blazed a trail for women in tech – she tells Interface her story of redefining technology leadership through people, culture and business outcomes from telcos to retail and today at Ontario Medical Supply. “The feedback I value most is when teams say they’re clearer, more confident, and able to move faster – that’s when you know change is working.”
Also in this issue, we learn from Claroty why critical infrastructure can’t afford to bolt on resilience; hear from NetApp on why defending against AI-powered cyberattacks requires AI-powered defence; and OVHcloud explain why Blockchain is crucial for the future of trust in AI.
Rob Demain, CEO at e2e-assure, on why the clock is ticking when it comes to IT/OT convergence for Critical National Infrastructure (CNI) and associated organisations
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Many critical national infrastructure (CNI) operators lack the ability to protect their infrastructure despite the UK being subjected to daily sub-threshold cybersecurity attacks, according to the Strategic Defence Review 2025. It’s a situation that the Network and Information Systems (NIS) regulations, introduced back in 2018, sought to prevent. But since its inception, just over half of the operators of essential services have updated or strengthened their existing policies and processes, leaving many woefully unprotected.
In desperate need of reform, NIS is set to be superseded by the Cyber Security and Resilience Bill (CSRB), which is expected become law later this year, at which point a consultation on implementation proposals will commence followed by secondary legislation and an adjustment period for stakeholders. The bill will broaden the scope to include other organisations deemed critical to the national economy i.e. data centres, Managed Service Providers (MSPs) and critical suppliers. Plus, the government reserves the right to extend those categories still further as part of its ‘future proofing’, which will enable changes to be made to the act to accommodate emerging threats and potential targets.
New Demands
All of these new entities will need to comply with the Cyber Assessment Framework (CAF), which lays out expected cybersecurity and resilience outcomes. First published in 2018 to support NIS, it has undergone a number of revisions since, with v4.0 released in August 2025. This version places a far greater emphasis on proactive security and decision making based on real threat intelligence. As well as adding new contributing outcomes on understanding threats and secure software development and support, it also expands the sections on security monitoring and response and recovery, while an entirely new category has been added on threat hunting.
All of this points to a far greater emphasis on being able to demonstrate assurance and proactively monitor all aspects of CNI infrastructure and that means more scrutiny of both IT and Operational Technology (OT). Until recently, securing OT wasn’t seen as a priority. These systems were chiefly concerned with maintaining system availability and minimising downtime. But their increased integration with IT systems to connect with the industrial Internet of Things (IIoT) and deliver real-time monitoring, for example, are exposing these systems to attack, with threat actors able to move laterally from one environment to the other.
The threat posed by IT/OT convergence is well known, but it continues to be the Achilles heel of CNI, as revealed by the Volt Typhoon attack. This saw Chinese nation state actors maintain persistence across CNI in the USA since at least 2021 through the use of Living off the Land techniques, illustrating just how insidious and sustained these cybersecurity attacks can be.
Securing IT/OT Systems
It’s these types of threat the CAF addresses through its risk and asset management requirements. Organisations must risk assess systems with respect to their dependencies and interactions with other systems such as IT/OT, and document and understand those dependencies. But other complementary frameworks can also be used to map IT/OT system security, such as the ISMS within ISO27001 from an IT perspective and IEC 62443 from the OT side, in addition to ISO/IEC 27019 for process control systems.
Being able to follow these frameworks will require organisations to increase their security monitoring of both IT and OT and the transparency of their processes. They will need to transition from being reactive to proactive, and become resilient and risk informed, which will mean many will have to change their approach. These are really the only options available to them in this respect if they are to move the resilience needle.
The first is to decentralise and harden OT systems while keeping them segregated from IT. However, hardening alone can’t keep pace with digital transformation. Many OT assets cannot support multi-factor authentication (MFA) or accommodate rapid patching because they are downtime sensitive. So, surface hardening alone won’t confer the resilience needed long term.
The second option is to manage IT and OT together by giving everything an identity in a converged environment, but to do that you need to move the monitoring of OT into the Security Operations Centre (SOC). Centralised monitoring allows threats to be detected across both IT and OT networks, for teams to monitor east-west traffic, and to correlate alerts that might otherwise appear unrelated. And it’s this centralised management that will provide the visibility and control needed to improve IT/OT resilience.
Converged Cybersecurity
Such a converged SOC doesn’t just offer continuous visibility over IT, industrial control systems (ICS), OT and cloud environs, but also the real-time triage of critical alerts. These might include unauthorised PLC logic changes, unsafe set-point writes, abnormal OT protocol behaviour, lateral movement in ICS DMZs, OT malware,or unauthorised remote access into OT environments. These alerts are then grouped by operational impact, such as whether they present a safety critical risk or could lead to service degradation, so that they can be prioritised. Weekly threat hunts and detection surface validation over distributed environments provide the threat hunting capabilities needed to meet the CAF requirements and the SOC evidences and provides that all important audit-ready compliance mapping to meet the demands of other frameworks too such as IEC 62443, and ISO/IEC 27019.
Whether standing up a converged SOC internally or outsourcing, this capability is the most efficient way to adapt to the tightening regulations, particularly as we can expect ‘future proofing’ to lead to yet more demands. The emphasis is now firmly focused on the proactive monitoring of both IT and OT systems together, given their growing dependencies, so it makes sense for those organisations in scope – as well as those who could soon be – to begin to move their OT monitoring from the plant and into the all-seeing all-knowing enclave of the SOC.
Adnan Patka, Enterprise Manager – Blockchain, AI and Web3 at OVHcloud, on why the convergence of blockchain and AI heralds a brighter future for both
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Anthropic’s Mythos team recently assessed various LLM technologies, scoring ChatGPT against Gemini, Grok, Claude and others. The metrics included trustworthiness, but also user deception, sycophancy, encouragement of user delusion and co-operation with human misuse.
Clearly, there’s no doubt that AI can be an enormously positive transformational force: the development of AlphaFold, whose founders won the Nobel Prize, showed us that very clearly. But when AI is being assessed for encouraging ‘user delusion’, it’s clear that it still has a PR problem.
In fact, AI has more than just a PR problem: research from McKinsey highlighted that although almost two thirds (64%) of decision-makers reported that AI was accelerating innovation within their organisation, less than half (39%) could actually report positive financial impact on the business as a result.
The AI Trust Gap
AI doesn’t exist in a vacuum, and the interplay of AI with other technologies is beginning to come into focus. We see that blockchain has great potential to complement AI, providing the transparency and trustworthiness that it needs. In a recent study of Web3 professionals, almost three-quarters (70%) said that blockchain had the potential to fill AI’s trust gaps.
But where else are these issues coming from?
It’s overly glib to say that people and businesses don’t always trust AI. What our research told us was that 32% of Web3 experts believe that privacy is AI’s main challenge. Historically, AI systems have been shown to be biased, and data has often been collected by AI systems for training or other uses – sometimes without user permission. One in seven (14%) of the study also reported that they believed AI needed more transparency to be trustworthy.
Blockchain’s Potential for Supporting AI
Blockchain is well-placed to help tackle these issues. Blockchain was originally created as a database with clear traceable links between items, without the need for a single governing authority.
For example, consider an AI system which optimises food supply chains, allowing a supermarket to maintain lower prices. In an environment where people may distrust AI, they may suspect that the system is simply buying lower-quality stock and shipping it more affordably, potentially meaning shorter shelf-lives and less tasty tomatoes! However, blockchain systems can help to track the provenance of these items, proving where the tomatoes were grown, when, by who, and the subsequent shipping and treatment of them, all in a publicly accessible ledger.
Blockchain systems also automatically check the validity of transactions and link them together in a way that makes fraud very difficult. Changing one transaction generally requires changing the entire ‘course of history’ or having significant control (specifically, controlling over half of the nodes) of an entire blockchain, which is usually unfeasible in most large, public blockchains today.
Delivering Benefits with Blockchain
There are also a number of cases where blockchain can bring functionality benefits to AI systems. For example, as we saw, privacy is a significant concern for AI users, but blockchain systems are able to authenticate securely without exposing user credentials, through self-sovereign identity. This is especially useful where AI systems need to interface with other tools that might not be as trustworthy as the core system.
Blockchain principles can also support data exchange in federated learning systems, where data is shared between different machine learning platforms. Blockchain can establish the validity of this data while still preserving its integrity and user privacy. This means that AI can be trained on data that is consistent and robust – without breaking trust.
There are a huge number of applications for this kind of technology, but unfortunately, it’s not all plain sailing.
Blockchain’s Challenges
The industry is undergoing a huge change today. Interest in stablecoins – a crypto asset which is attached to the value of a more stable asset like a traditional (fiat) currency or other physical commodity – has quadrupled since October 2025. Large, well-established organisations are considering what private and public blockchains can do for them, which could ultimately have a positive and stabilising impact on the regular bear and bull cycle that the crypto market experiences.
However, some more negative parts of blockchain’s legacy persist. Almost two thirds (61%) of our research sample said that concerns about blockchain’s credibility were having an impact on its integration into the enterprise ecosystem. This includes blockchain’s links with the more unsavoury side of cryptocurrency, including cybercriminal activity. Over half (54%) simply said that there wasn’t enough understanding about blockchain’s capabilities and what it could really do, holding IT decision-makers back from making the most of it.
At the same time, this isn’t a one-way street. AI’s capabilities – in particular, automated, agentic AI – can carry out blockchain activities without needing user input. For example, AI can issue transactions or analyse data and summarise it for monitoring systems. There is tremendous potential for AI to support many different parts of the blockchain ecosystem, summarising trends, automatically carrying out tasks, or executing smart contracts without human intervention.
A Mutually Beneficial Relationship
Blockchain and AI have enormous potential to support each other. There are some organisations already starting to integrate blockchain into AI and vice versa, but it will still be a number of years before the relationship is mature. That said, two-thirds of the Web3 experts we surveyed (67%) believed that it’d take roughly one to four years, with only eight percent saying that it might take five to six years.
Indeed, given the enormous benefits that blockchain can bring to AI, not to mention the rapidly increasing acceptance of blockchain technologies across the financial sector in particular, the convergence of these two technologies is almost inevitable. If we can push past the challenges, the future is bright for both blockchain and AI.
Adam Gale, Field CTO for AI & Cybersecurity at NetApp, on why cybersecurity in the AI era will depend on two capabilities: detecting abnormal behaviour as early as possible and ensuring trusted data can always be restored
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How can we not talk about cyberattacks when talking about AI? Barely a week passes without another story on AI-generated scams, deepfake voice fraud or ransomware becoming more sophisticated. Security teams are starting to see the effects in their own environments too. In many organisations, the first sign is simply the number of alerts appearing in security dashboards each morning.
Generative AI tools are lowering the technical barriers that once limited cybercrime. Cybercriminals can use it to generate convincing phishing emails in almost any language, code malware variants in minutes, or automate the process of scanning infrastructure for vulnerabilities. In fact, cyberattacks are now being generated at industrial scale. The good news is that AI can be an equally powerful tool for organisations in defending against this deluge.
When threats multiply faster than defences
It’s important to understand how quickly – and how far – Ransomware-as-a-Service has come in recent years. Large language models (LLMs) can now generate convincing phishing campaigns tailored to specific roles or individuals. Threat actors are already using them to scrape publicly available data and craft highly personalised emails that mimic internal communications. Malware authors are experimenting with AI to produce polymorphic code that changes its behaviour between executions, making signature-based detection far less effective.
Voice cloning is another rapidly emerging risk. In several reported cases, help desks and IT support teams have been persuaded to reset credentials after receiving calls from voices that sounded identical to employees or senior executives. What previously required careful social engineering can now be automated and scaled.
Many of these incidents succeed because cybersecurity platforms were built around a fundamental assumption: threats evolve incrementally and can therefore be detected by identifying known patterns. These include signature-based detection, rule-based alerting and static threat indicators. However, the problem is that this model breaks down quickly when cybercriminals can generate new variations faster than those signatures can be updated.
Additionally, monitoring tools generate huge volumes of warnings, many of which turn out to be harmless, but IT security teams still need to investigate them. When hundreds of alerts appear each day, this creates a risk of alert fatigue which may see genuine threats hidden in a sea of false alarms. As a result, malicious actors are now operating at machine scale while many defensive processes still rely on human triage, and this mismatch is becoming one of the defining problems in modern cybersecurity.
Fighting AI with AI
On the bright side, all that AI-powered automation can also be used for defence – not just offence. For example, AI can strengthen cybersecurity by examining activity across systems and data and identifying behaviour that deviates from normal operations.
Instead of relying only on known hacking techniques, AI-driven systems can monitor how data is accessed and modified across environments. If behaviour changes unexpectedly, systems can raise alerts or trigger automated responses. Detecting anomalies early matters even more as breaches become more automated, because the earlier suspicious activity is identified, the easier it is to contain the impact.
Automation also reduces the burden on security teams. Analysts spend less time reviewing routine alerts and focus more on investigating genuine threats. As organisations increasingly rely on AI systems, protecting the data those systems depend on becomes central to cybersecurity strategy.
This is especially crucial today, as modern enterprise data environments are highly distributed. Data is constantly moving between on-premises systems, cloud platforms, analytics pipelines and AI training environments. In turn, every transfer, replication process or API connection creates another potential attack surface.
This also means that storage plays an elevated role in supporting cyber resilience. Capabilities such as storage-level anomaly detection, autonomous ransomware protection and immutable snapshots allow organisations to identify suspicious data activity and preserve trusted recovery points. If systems are compromised, clean versions of data can be restored quickly without paying ransoms or rebuilding environments from scratch.
Building Confidence in AI Environments
AI is rapidly industrialising cybercrime. Malicious actors can now generate new techniques, test them and deploy them at a pace that traditional security operations struggle to match. Therefore, defence strategies must adapt accordingly. That means shifting from signature-based detection to behavioural analysis and from manual investigation to automated response. In other words, defending against AI-powered threats will increasingly require AI-powered security.
Ultimately, cybersecurity in the AI era will depend on two capabilities: detecting abnormal behaviour as early as possible and ensuring trusted data can always be restored. In a world where attackers can generate new threats in minutes, organisations that cannot protect and recover their data quickly will struggle to trust their systems at all – including the AI tools they increasingly rely on.
Nick Haan, Field CTO at Claroty, on how resilience will define which organisations stay operational when the next wave of disruptive attacks hits
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In October last year, Spain experienced one of the most dramatic infrastructure failures in modern European history. A sudden collapse in grid frequency left more than 50 million people without power, grounded flights, halted trains, and shut down businesses across the Iberian Peninsula. Fortunately, it was down to a technical issue known as an overvoltage event, not a hostile act by threat actors.
But the incident still delivers an important lesson: when critical infrastructure fails, the consequences will quickly cascade.
Geopolitical tensions are running high and state-sponsored actors increasingly target operational technology environments directly. The conditions for a similarly disruptive incident – this time deliberate – are building.
Withstanding these disruptive incidents requires building resilience into critical infrastructure at a foundational level. Not bolting it on as an afterthought. But with so many facilities designed and built for a different age, where do operators start?
The infrastructure threat is no longer theoretical
State-sponsored threat actors are no longer simply probing IT networks for data – they are targeting the operational technology that controls physical processes, including energy generation, water treatment, transport systems, and manufacturing.
The list of targets is expanding too, as critical infrastructure now encompasses airports, telecoms networks, hospitals, and commercial data centres. All of these areas are under increased cyber threat, and that makes it even more important that operators get on top of it now.
Data centres in particular will be a growing concern. Modern hyperscale facilities consume enormous amounts of power, making them uniquely dangerous nodes on the grid. If you bring a data centre down in one go, the impact on the grid will be immense.
Taking a centre offline creates a spike in one direction, while bringing it back up creates another. A coordinated cyberattack targeting multiple facilities simultaneously wouldn’t just take those sites offline, but could also destabilise the wider grid they draw from.
The problem with bolting security on
Most infrastructure operators are well aware of the increasing cyber threat, but it competes with many other challenges for resources.
A core difficulty facing most operators is that they are not starting from a blank page. The systems that control physical operations were built for reliability and longevity, not security. Many have been running for decades, and some predate the internet entirely.
Replacing them wholesale is not a realistic option, and even widespread retrofitting may not be possible where taking a system offline could interrupt critical services.
But that doesn’t mean that nothing can be done. The real opportunity in retrofit scenarios lies not in the operational technology (OT) assets themselves but in the infrastructure that surrounds them. Replacing a complete factory won’t happen – some of those components will remain old. But the switches, the firewalls, the IT-type infrastructure that underpins OT operations: that is what needs replacement.
Without modernising that network layer, even strong security tooling cannot do its job. If you know you need to do segmentation but haven’t got the switches to enforce it, what are you going to do with the information?
This is where resilience-by-design comes in. Organisations that treat cybersecurity as something to be addressed after the operational priorities are settled will find themselves permanently catching up – technically constrained, financially stretched, and exposed.
Resilience by design in practice
For organisations building new infrastructure, the opportunity to get this right exists – but only if security is treated as a design requirement from the earliest stages. The architectural choices, the network topology, the equipment specifications: these need to account for cybersecurity years before the first brick is laid, not at commissioning when the options have already narrowed.
But inbuilt resilience is still achievable for existing operators. The starting point is understanding what you actually have. An up-to-date asset inventory is the foundation of everything else, because you cannot protect what you cannot see.
From there, the question that should drive every security investment decision is simple: which systems would cause the greatest disruption if they stopped working? Security programmes built around that question will always outperform those built around compliance checklists.
Organisational structure matters too. Bringing IT and OT under a single point of security responsibility is essential – one person accountable across both domains, with the authority and tenure to make decisions that outlast their own role. Security decisions made by people who know they are moving on in two years tend to reflect that horizon.
Simplify, don’t accumulate
Most critical infrastructure domains tend to operate at a slow pace, where changes are big but take time to build momentum. This is a poor fit for the fast-paced and increasingly hostile nature of the cyber threat landscape.
However, there are immediate steps that operators can take now, without a major investment programme. Launching a programme to reduce redundancy and overlap is a quick win, especially for remote access systems.
Over time, most operational environments accumulate technology in layers. Each new vendor relationship, each maintenance contract, each operational requirement brings its own tools and its own access pathways. In one customer environment, we found 80 different remote access solutions in active use.
Reducing that to say, five or 10, is already a major security improvement – the complexity cost of those 80 solutions, in monitoring burden, policy management, and sheer number of potential entry points, far outweighs any operational convenience they provide.
The principle is straightforward: stop adding more and start strengthening what you already have. Vendors naturally tend to push their own tools and access requirements, but organisations need to push back. Prioritise resilience, simplify the ecosystem, and eliminate the fragility that attackers are counting on.
Preparing for the next wave of digital risk
The Iberian Blackout may not have been a hostile act, but it demonstrated what happens when critical infrastructure proves more fragile than anyone anticipated. The threat environment is not getting easier, and the interconnected systems that underpin daily life – energy, transport, communications – leave little margin for complacency.
Those that have built security in from the foundation will be better placed to withstand incidents, recover faster, and continue serving the people and industries that depend on them. Those who haven’t will find that bolting it on after the fact is slower, more expensive, and less effective than doing it right from the start. In the year ahead, resilience won’t just protect systems – it will define which organisations stay operational when the next wave of disruptive attacks hits.
Dave Silke, Managing Director, EMEA & APAC at Centripetal, on reframing cybersecurity as a leadership discipline
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Cyber resilience is no longer a technology problem; it’s a leadership one. For many executives, cybersecurity risk has become background noise. It’s ever-present and, fair to say, it’s routinely acknowledged, but it’s rarely confronted with the urgency it demands. Breaches appear in the news with unsettling regularity, followed by familiar language such as “sophisticated attackers” and “unprecedented scale”. But once the moment passes, business for most continues as normal.
This quiet normalisation of cyber incidents is not resilience. It is inertia, and it is costing organisations far more than balance sheets can show. The average global cost of a data breach, recorded by IBM, reached $4.44 million in 2025. This was driven primarily by operational disruption, lost business and recovery costs, but broken customer trust is harder to quantify and plays a significant role.
Yet despite the scale of impact, many boards still treat cybersecurity as a technical line item. Something to insure against or react to when needed. It is viewed as a risk to manage rather than a capability to lead. That mindset is the real vulnerability.
Inertia in the C‑suite
Leadership inertia rarely comes from ignorance. It often emerges from success. Many organisations have spent decades refining governance, compliance, and audit processes that worked well in a slower, more predictable world. But today’s threat landscape is shaped by automation, AI, and global cybercrime‑as‑a‑service, and those same mechanisms can quietly hold organisations back.
We remain deeply comfortable analysing failure. Forensic investigations, root cause reports and post‑incident reviews feel constructive, like we’re doing something about it. But in cybersecurity, understanding the last breach rarely prevents the next one. Attackers do not repeat themselves for our benefit, they adapt, and with AI, they now move faster than any human response cycle can match.
Forensic investigations are simply about giving shape to chaos. But what if we didn’t need to let the chaos in in the first place?
The Imbalance Between Speed and Focus
Modern cyber threats have scaled and ransomware groups now operate like businesses. Initial access brokers sell compromised credentials and AI and ransomware-as-a-service lowers the barrier to entry. At the same time, leadership attention is finite; CIOs and CTOs are balancing cloud migrations, regulatory change, AI adoption, supply chain risk and workforce transformation often while CISOs and security teams drown in alerts that they cannot realistically action.
The result is a dangerous disparity between leadership and attackers who operate at machine speed. We ask security teams to “do more” with dashboards overflowing with indicators, logs and alerts. But intelligence without application is noise, and noise breeds complacency.
Intelligence was Once a Government Privilege
For decades, threat intelligence was the domain of governments and military organisations. It relied on classified sources, cross‑agency collaboration, and the ability to process vast volumes of data in real time. That gap has now closed, and enterprises can now access the same categories of intelligence – from strategic, operational and tactical – previously reserved for nation states. Platforms enriched by AI and machine learning can ingest billions of indicators, correlate them at wire speed, and apply protections instantly across networks, cloud environments and endpoints.
This matters because over 99% of exploited vulnerabilities are already known at the time of attack. Security AI and automation now demonstrably change outcomes. Yet, despite availability, intelligence‑driven security is still framed by many leaders as “advanced”, “complex” or “future‑state”. That framing is itself a symptom of inertia.
Cultural resistance plays a significant role here. Research consistently shows that organisations reward risk avoidance over proactive change – even when data shows the cost of inaction is greater. The World Economic Forum’s Global Cybersecurity Outlook 2026 reporthighlights that organisational readiness and culture gaps are a major weakness in cyber security.
Leadership signals matter. When cyber risk is discussed only after incidents, teams learn that defence is reactive by design. When budget cycles plan for recovery rather than prevention, attackers are given implicit permission to succeed.
On the other hand, boards that treat intelligence as a strategic asset rather than a defensive afterthought consistently outperform peers in resilience and recovery. McKinsey’s 2025 report ‘Competitive advantage through cybersecurity’ shows that organisations embedding cyber security into strategic decision‑making achieve stronger long‑term performance and faster incident containment.
Leaving the “When, Not If” Era Behind
The phrase “it’s not if but when” has done more harm than good, as it removes agency. It tells leaders that breaches are inevitable, regardless of the level of effort or investment.
That is no longer true. Threat intelligence can prevent 99.99% of breaches. Threat‑informed security allows organisations to see hostile infrastructure before it is weaponised, block known threats before they touch production systems, and reduce noise so that human teams can focus on what truly matters.
For senior technology leaders, the challenge is not adopting another platform; rather, it is reframing cyber security as a leadership discipline. Every generation of leaders is defined by the risks it chooses not to accept, and today’s leaders are navigating a moment where intelligence – both human and technological – offers genuine leverage against an overwhelming threat landscape.
Choosing to remain reactive is no longer prudent. It is a decision with consequences that ripple through employees, customers, communities and markets.
Tom Parsons, Commercial Director at Good Energy, on why the next phase of AI infrastructure will not be judged solely on speed or capacity. It will also be judged on how well it integrates with a constrained, transitioning energy system
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Artificial intelligence is reshaping the UK’s economy. Less visible, but equally significant and important in the national debate, is the potential pressure it is placing on the energy system that underpins it. As AI adoption accelerates across sectors such as finance, healthcare and logistics, electricity demand from data centres is rising at a pace that few anticipated at a time when grid capacity is already under strain.
Across the UK and Europe, data‑centre operators are encountering long connection queues, constrained local networks and growing scrutiny over the real‑world carbon impact of powering AI‑driven growth. Against this backdrop, the way electricity use is measured and reported is coming under closer examination. It is no longer enough to ask whether data centres are important for economic growth, but also how we can build and run them in a way that doesn’t drastically increase demand and indirectly impact household and commercial energy prices.
There are already tangible early signs of how this could play out on the ground. In parts of the UK where clusters of large data centres are being developed, local stakeholders and consumer groups have warned that the scale and concentration of new electricity demand risk placing significant strain on local grid capacity. Addressing that strain will require substantial network upgrades, and without clear rules on how those costs are allocated, there is growing concern that households and smaller businesses could ultimately face higher network charges.
Data Centres
These issues have now reached Westminster. In February, MPs launched a formal parliamentary inquiry into the impact of data centres on the UK energy system, explicitly examining their effect on electricity demand, grid congestion and energy bills, and questioning whether the pace of approvals is compatible with wider energy affordability and net‑zero objectives. The inquiry reflects growing political concern that, without a clearer plan for how data centres are powered and integrated into the energy system, the rapid expansion of data‑intensive infrastructure risks increasing system costs and distorting local energy markets.
The challenge, however, is not that data centres are inherently incompatible with a cleaner, more affordable energy system, but that the way many currently procure and account for power has not kept pace with the scale and intensity of their demand. Many of the tools needed to manage this already exist and are widely used across homes and businesses, from smart meters and time‑of‑use tariffs to demand‑side response and on‑site generation. These measures help shift consumption away from peak periods, reduce pressure on the grid and better align electricity use with renewable supply.
Renewable Energy
While applying these approaches at data-centre scale is more complex, doing so more systematically could help to reduce pressure on the grid and improve how large digital loads interact with a renewables-led system. If paired with stronger requirements around additional clean generation and long-term power procurement, data centres could play a more constructive role in supporting new renewable capacity – rather than simply adding to overall system demand.
When powered by genuinely 100% renewable electricity that is matched on an hourly basis, data centres can move beyond offsetting their impact and instead play a more constructive role — supporting investment in new clean generation, improving system flexibility and supporting progress towards a greener, more resilient UK grid.
Hourly matching aligns electricity demand with renewable generation on an hour‑by‑hour basis, rather than retrospectively over a year. In practical terms, it provides a clearer view of when consumption coincides with clean power and when it does not. The result is not a perfect system, but a more honest one — offering greater transparency about emissions and the limits of current renewable supply.
AI Infrastructure
For AI infrastructure, that visibility is increasingly important. Data centres operate continuously and often have limited flexibility to shift demand. Without clearer insight into when clean power is available, growth risks hard‑wiring higher emissions into local grids already under pressure. Time‑based data can help operators identify where on‑site generation, storage, or modest load‑shifting could meaningfully reduce reliance on carbon‑intensive electricity.
This shift is already influencing how some operators think about scaling. Rather than focusing solely on annual renewable coverage, there is growing attention on pairing large‑scale on‑site solar and storage with more granular measurement of how power is used. In some large deployments, substantial on‑site solar and storage is now being paired with granular measurement, allowing operators to see – often for the first time – when clean power is genuinely meeting demand.
Time‑based matching is also starting to change the conversation around carbon claims. Annual averages can suggest progress that does not always align with the physical realities of the grid. Hourly data, by contrast, makes those constraints visible. It highlights where further investment is needed and where system‑wide challenges – such as storage, flexibility and network capacity – remain unresolved. Hourly matching does not eliminate the challenges of powering energy‑intensive infrastructure, but it does impose the transparency the system needs.
Energy Reporting
Some UK suppliers and platforms are now making this level of data available to business customers, reflecting a broader move towards more granular energy reporting. While approaches vary, the underlying direction of travel is clear: greater transparency, better alignment with how the grid actually operates, and fewer assumptions built into sustainability claims.
As AI continues to scale, scrutiny from regulators, investors and local communities is likely to increase – particularly where trust in sustainability claims is already fragile. Data‑centre growth that cannot demonstrate how it interacts with the energy system – not just on paper, but in practice – will face tougher questions.
The next phase of AI infrastructure will not be judged solely on speed or capacity. It will also be judged on how well it integrates with a constrained, transitioning energy system. Understanding not just how much renewable energy is procured, but when it is actually used, is becoming an increasingly important part of that equation.
Andrea Babayan, Demand Growth Strategist at Ipsotek (an Eviden business), on why the real competitive advantage will not belong to the hub with the most advanced analytics stack but the one that can demonstrate proportionality, resilience and clarity of purpose
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Transportation hubs are not simply adopting new technologies. They are reconfiguring how they operate. Digital identity systems, AI-driven video analytics, environmental sensors, drones and upgraded communications platforms are converging into core processes.
What was once framed as incremental innovation is now embedded in passenger throughput, dispatch coordination, platform management and perimeter oversight. Modernisation is no longer an upgrade cycle. It is a redesign of the operating model.
The more difficult question is not what these systems can detect, but whether institutions are evolving with equal deliberation.
Identity Border Systems as Throughput Infrastructure
Border modernisation makes the shift explicit. Europe’s Entry/Exit System (EES) illustrates how biometric identity is no longer merely a security control. It is a flow determinant. When enrolment, verification and exception handling are integrated into primary processing lanes, identity becomes inseparable from capacity planning and operational resilience.
The expansion of touchless identity verification in US airports reflects the same structural move. Identity confirmation now shapes staffing equations, lane geometry and peak-period modelling.
When these systems perform, throughput improves. When they stall, queues lengthen – and confidence declines.
Not all identity applications carry equivalent risk. Verification within controlled checkpoints differs materially from open-ended identification in public space. Proportionality must therefore be embedded at design stage. Governance is not a constraint imposed after deployment; it defines the parameters within which identity systems can scale without undermining trust.
In jurisdictions such as the European Union, where the AI Act establishes a formal framework for high-risk systems, institutional readiness must include formal risk assessment, auditability and transparent oversight mechanisms as foundational design requirements – not retrospective safeguards.
Border digitisation is not merely technological enhancement. It is throughput engineering under regulatory and operational accountability.
Sensor Convergence and Institutional Responsibility
Beyond borders, transport networks are integrating AI-powered video analytics with environmental sensors, access control systems and communications infrastructure. The objective is coordinated situational awareness – not visibility for its own sake.
Crowd density analysis can inform service adjustments. Platform anomalies can trigger structured escalation. Perimeter events can be validated through multiple inputs before operational response.
This convergence strengthens detection capability. It also expands institutional responsibility. As data streams intersect, purpose limitation, retention discipline, interoperability standards and escalation protocols must be clear. Integration increases capability – and scrutiny.
Governance is not a brake on innovation. It is the framework that allows it to scale responsibly. Alert volume creates noise. Decision quality creates advantage.
The Operational Decision Core
Modernisation is increasingly coalescing into centralised operational environments – decision cores that synthesise data across security, passenger flow, maintenance, access control and communications.
This direction aligns with the formalisation of collaborative operational models such as the Airport Operations Centre (APOC), which positions airport coordination as a structured, cross-stakeholder decision environment rather than a collection of siloed control rooms.
What was once compartmentalised becomes interconnected. The value lies not in dashboards, but in how insights shape staffing allocation, capital prioritisation, service recovery and commercial performance. Yet greater visibility does not eliminate boundaries. Cross-functional insight should improve coordination, not dilute accountability. Rich operational data must remain tied to defined purposes.
As AI systems transition from pilot to operational dependency, resilience becomes decisive. Designing for stress is therefore as important as designing for efficiency. Compliance cannot be retrofitted. Interoperability cannot be improvised. Institutional maturity cannot be assumed.
What Comes Next
Transportation hubs are becoming decision environments embedded within physical infrastructure. Cameras function as sensors; identity shapes throughput; and analytics informs operational judgement. But the defining difference over the next decade will not be technological sophistication; it will be institutional discipline.
In my view, the real competitive advantage will not belong to the hub with the most advanced analytics stack. It will belong to the one that can demonstrate proportionality, resilience and clarity of purpose – consistently, transparently and under pressure. Smarter systems are inevitable. Smarter institutions are a choice.
How Sonata Software is driving CPL Aromas’s technology transformation
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When CPL Aromas needed a software partner with deep technical expertise to guide its transformation, it chose Sonata Software. Theirs is a relationship that’s been going strong for eight years and counting – since Alfred Muthunathan, CIO at CPL, joined the team. “He was looking to transform the IT landscape,” says Uttam Hazari, Head of UKI & Europe at Sonata Software. “But before he could embark on that journey, it was important to ensure that the foundation was stable first.”
The goal was very simple: to ensure CPL could continually strengthen its system performance and improve reliability across its global operations. “It was growing at a rapid pace,” says Hazari. “However, the systems and data weren’t well integrated. It was important for us to work collaboratively with CPL to not only analyse the processes, but also stabilise the systems and the applications, and allow the company to regain its confidence.”
This early engagement reflects Sonata’s Frontier Firm approach – combining deep engineering expertise with business-aligned transformation to create resilient digital foundations.
A transformational relationship
Alongside the ERP support, Sonata partnered with CPL Aromas to develop its first B2B customer portal, enabling users to securely access orders and shipment information, thereby improving transparency and reducing manual interactions. “The early successes formed the foundation for a long-term digital transformation partnership built on trust, responsiveness, and delivery excellence,” Hazari adds.
This momentum reflects Sonata’s broader approach to building long-term, value-driven digital partnerships.
“Sonata Software is committed to building strategic partnerships that help organisations accelerate their digital transformation journeys. Today, our clients are looking for initiatives that move faster, reduce risk, and deliver clear, measurable business impact. As a Microsoft Frontier Partner, we bring deep expertise in translating advanced Cloud and AI capabilities into tangible outcomes. Our expansion across the UK and Europe marks an exciting phase of growth for Sonata, and our transformation journey with CPL Aromas is a key pillar of that strategy. We are privileged to have CPL Aromas as both a valued customer and a trusted partner.” – Anthony Lange, Chief Revenue Officer at Sonata Software
What began as a simple collaboration has evolved into a multi-phase, enterprise-wide transformation journey over the past eight years. A couple of years in, Sonata’s role expanded. “As part of that, we helped CPL rebuild and transform their core infrastructure,” says Hazari. “We also helped to implement Azure Site Recovery, stabilise IMS operations, strengthen identity and endpoint security, and establish modern monitoring with Azure Sentinel. And this is just the beginning.”
From ERP to infrastructure management to full enterprise modernisation, Sonata has been with CPL every step of the way, including the end-to-end global migration from the legacy ERP platform to Microsoft Dynamics 365 across multiple legal entities. “As we speak, the engagement has matured into a data-driven, AI-first innovation spanning across Dynamics 365 and the customer engagement platform, RPA automation, and agentic development,” says Hazari.
AI-first
Developing an AI-first approach is at the core of CPL’s current and ongoing focus, and it’s an area where Sonata has played a major role. “Sonata has been working very closely with CPL Aromas in its AI-first evolution – not just technically, but strategically as well,” says Hazari.
One of the key contributions to this has been building a modern digital core through the Dynamics 365 ERP program, enabling real-time visibility, standardised processes, and scalable operations. “These things are a prerequisite for effective AI deployment,” says Hazari. “Without that, you can’t just bring in AI to do the magic. Data is the most important ingredient. If the data isn’t right, the AI won’t be either. Then came automation at scale through RPA initiatives, which reduced the manual workload and increased process efficiency.”
More recently, Sonata has been working with CPL to pioneer its agentic AI adoption. “One of the recently deployed agents is a custom planner agent, which is designed to automate one of CPL’s most complex manufacturing processes,” Hazari explains. “This represents a major leap towards AI-driven decision intelligence across operations. Together, these initiatives have established the technology, data, and automation foundation for CPL Aromas’ AI-first strategy.”
These capabilities exemplify how Frontier Firms operationalise AI – embedding intelligence into core processes to drive real-time, autonomous decision-making.
The four pillars
Sonata is now helping CPL deliver value across four strategic dimensions. These consist of:
Operational resilience and security
Standardisation of global processes and transparency
Enterprise-wide data platform
Agentic AI-driven decision-making
“Bringing these initiatives together is transforming CPL into a digitally agile and AI-ready enterprise,” says Hazari. “That’s the value we’ve been able to deliver.”
The goal is for this relationship to continue for many more years. Sonata will continue to contribute towards CPL’s incredible growth, and as this collaboration progresses, it will be centred on CPL’s AI-first operating model.
“Scaling agentic AI beyond the initial successes is very important,” says Hazari. “That’s across all business functions, whether it’s finance, quality control, demand forecasting, supply chain optimisation, and even customer engagement. The idea is to help CPL in democratising AI across business functions, to reach a state where they’re able to create their own workflows and generate their own agents.”
As well as this, it’s about continuous automation and expansion to further reduce manual effort wherever possible from current processes. “Lastly, we’re working on enhancing digital sustainability,” says Hazari. “This includes ensuring that systems remain scalable, secure, and ready for emerging AI technologies. Technology is changing; AI is changing very rapidly. It’s extremely important for Sonata, as the strategic partner, to make sure we’re able to keep CPL Aromas one step ahead in this journey.”
Appian: Why AI is Putting Better Business Within Every Organisation’s Reach
Our cover story highlights how AI is putting better business within everyone’s reach.Mark Talbot, Director – CS AI Initiatives at Appian, reasons that as organisations grow more capable with AI, the challenge shifts from proving its value to expanding access to it. “Instead of concentrating control and decision rights in a small, central group, modern AI tools give more agency to the people closest to the work. They can see what is not working, imagine better approaches, and use AI to help redesign and improve the processes they rely on every day.”
CPL Aromas: How a Leading Fragrance House is Using AI to Amplify Creativity
In the world of retail, a leading fragrance house uses AI to amplify creativity. Alfred Muthunathan, CIO at CPL Aromas, explains how the family-owned business is using AI as a strategic capability to support creativity and accelerate innovation. “We didn’t bolt AI onto our systems; we redesigned the organisation, so AI is native to how we operate… Our new system takes away the workload from perfumers and has allowed us to create something that always keeps the nuances of our industry at its core.”
Vibrant Capital: Scaling AI on Main Street
Shadman Zafar, Founder & CEO of Vibrant Capital, is building a CIO-led model for enterprise transformation. Vibrant Capital is an operator-led investment and company-building platform focused on scaling AI in the real economy. “We don’t spray investments across hundreds of AI startups. We curate a portfolio with purpose – selecting companies that solve the real mission-critical problems CIOs face in scaling AI adoption.”
Also in this issue, we learn about the supply chain transformation journey at Swiss sportswear brand On, unpack the latest AI readiness research from Snowflake and hear from Hitachi Vantara about the importance of strong data foundations for the best utilisation of AI.
Snowflake’s UK research reveals that while many continue to invest in artificial intelligence (AI), the country’s businesses are in the early stages of finding productivity gains at scale
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UK productivity remains a longstanding economic challenge, with policymakers consistently positioning AI as a key lever for growth and competitiveness.
Snowflake’s findings show AI investment and experimentation amongst businesses though impact so far is varied. 45% of UK organisations say AI is delivering early gains or in specific use cases, though 23% are already seeing it delivering productivity improvements at scale. Buoyed by this thought, most organisations expect AI investment to increase over the next 12 to 24 months, with just 1% planning to decrease spend. Businesses continue to back thetechnology as a strategic priority, demonstrating confidence that productivity breakthroughs will come.
The UK AI Report
Conducted by YouGov on behalf of Snowflake, the report surveyed 500 senior decision-makers including CEOs & CFOs from large UK organisations, spanning key industries including public sector, manufacturing and financial services. These industries are seen as being vital to the Government’s AI and productivity ambitions. Its 2025 AI Opportunities Action Plan aims to boost the UK economy by £47 billion annually, estimating that widespread AI adoption could increase national productivity by up to 1.5% each year.
Dr Fabian Stephany, Economist & Departmental Research Lecturer at the Oxford Internet Institute (OII), University of Oxford commented: “I am encouraged to see early evidence that AI is beginning to generate measurable productivity gains for UK firms. Since the introduction of generative AI, many observers have been asking when these gains would materialise, and the findings suggest that this moment may now be arriving. This is consistent with what research would predict: technological breakthroughs rarely translate immediately into productivity improvements, as organisations need time to adapt their workflows, governance structures and capabilities.“
From AI Promise to Productivity Reality
The data suggests that while belief in AI’s potential is strong, execution at scale is proving more complex. Findings indicate that the primary obstacles to AI-led productivity are not technological. Instead, organisations point to structural and operational barriers as factors slowing the move from pilots to enterprise-wide transformation.
Top barriers include a lack of skilled workforce, poor data quality, organisational silos and unclear leadership or strategic direction. Technology itself ranks below many of these internal challenges, cited by just 19% of respondents. Responsibility for AI governance is also often fragmented across executive, technology, data and business leaders. While executive leadership typically holds responsibility for investment, there is no clear governance owner, limiting accountability and slowing decision-making.
This suggests that many UK organisations are pursuing AI at a measured pace, building progress through smaller, targeted use cases while strengthening internal structures, with broader productivity gains likely to follow as foundations mature.
In debates about national productivity, AI is positioned as a growth engine. For business leaders, these gains will manifest themselves at both their top and bottom line with cost reduction as a clear goal. Nearly half (44%) say that cost reduction matters most as a key measure of success, while 26% say the same of revenue growth.
The Executive Confidence Gap
The research also reveals cautious confidence on AI deployments among senior leaders. Only 24% of organisations say AI initiatives are identified and prioritised using a rigorous framework aligned to business objectives. Meanwhile, 40% expect AI to take two years or more to materially improve productivity.
Around 60% say ethics and safety concerns influence their decisions to adopt and scale AI. This reflects a responsible approach to deployment, particularly in regulated and risk-sensitive sectors.
Jennifer Belissent, Principal Data Strategist, Snowflake, said: “UK organisations clearly believe in AI’s long-term potential, and continued investment runs parallel to this belief. This research shows, however, that belief alone is not enough. Productivity gains require clear ownership, strong data foundations and alignment between AI initiatives and measurable business objectives. AI has the potential to be a real driver of UK productivity and economic growth. But unlocking that potential depends on getting the fundamentals right – governance, data and clear accountability.”
A Varied Industry Picture
The research highlights clear differences in AI maturity and confidence across key UK industries, although productivity gains remain uneven.
Financial services is more advanced on governance and strategic alignment, but regulatory and reputational concerns are slowing the move from structure to scale.
Manufacturing shows strong belief in AI’s long-term productivity potential, yet expects slower returns due to skills gaps and integration challenges.
Retail lags on confidence and delivery, with AI often confined to isolated use cases amid persistent data quality issues and fragmented ownership.
In the public sector, organisations are the most risk-aware and governance-led, but also anticipate longer timelines before productivity gains are realised.
53% cite safety & reliability of AI outputs as the top concern affecting confidence in AI.
Two thirds (66%) say ethics and safety significantly shape adoption decisions.
52% say AI will not materially improve productivity for at least two years.
While this cautious approach prioritises trust and accountability, it may mean productivity gains take longer to come to fruition.
Turning Point for UK Enterprise AI
Across industries, many are still realising how best to drive AI productivity at scale and the skills needed to make this a reality. While levels of governance maturity and risk appetite differ, the journey to broader productivity gains is shared.
Dr Stephany added: “The report’s finding that skills shortages are a key barrier to adoption strongly resonates with findings from my research group (SkillScale) at the Oxford Internet Institute, University of Oxford. AI systems are only as powerful as the people who develop, maintain, apply and govern them. In SkillScale’s research, we find that workers with AI-related skills command a wage premium of around 23% in the UK, have higher chances of finding a job, and are more likely to receive additional job benefits. These patterns reflect the strong and growing demand for talent capable of working with artificial intelligence. Expanding access to AI skills and training will therefore be critical if organisations want to sustain and scale these productivity gains and ensure that the benefits of AI are broadly shared.”
Jennifer Belissent concluded: “The research paints a clear picture. The foundations for AI success in the UK are in place. Organisations are investing, experimenting and strengthening governance frameworks. However, to close the gap between ambition and measurable productivity gains, businesses need stronger alignment, clearer ownership and more robust data foundations. If AI is to play the transformative role policymakers and business leaders expect, the focus must now shift from experimentation to disciplined execution.”
Methodology
The research was conducted by YouGov on behalf of Snowflake among 500 senior decision-makers from large UK organisations with 250 or more employees across manufacturing, financial services, retail, the public sector and other industries. Fieldwork was conducted in January 2026.
Snowflake is the platform for the AI era, making it easy for enterprises to innovate faster and get more value from data. More than 13,300 customers around the globe, including hundreds of the world’s largest companies, use Snowflake’s AI Data Cloud to build, use and share data, applications and AI. With Snowflake, data and AI are transformative for everyone.
Asia’s FinTech ecosystem reached new heights with breakthrough announcements and industry-defining moments that will reshape the region’s financial landscape
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Money20/20, the world’s leading FinTech show and the place where money does business, concluded three days of industry‑shaping conversations. High‑impact networking, and packed stages were seen across three days from April 21–23 at the Queen Sirikit National Convention Center (QSNCC) in Bangkok, Thailand.
Money20/20 Asia – 2026
This year’s show welcomed over 4,500 attendees, a 40% increase in its third year. With over 360 speakers delivering over 100 hours of content across four stages. A very busy Money Hall show floor brought together delegates, sponsors and exhibitors from 90 countries. Across the show floor, companies reported a surge in commercial activity, with hundreds of partnership meetings, product demos, and investor conversations driving tangible deal‑flow throughout the three days.
“Money20/20 Asia is where Asia does business. The record attendance we’re seeing, combined with our relentless focus on quality – of audience, conversations, content, and experience – is translating into real partnerships and outcomes for the leaders shaping the future of financial services in the region. It’s why we are firmly established as Asia’s #1 quality FinTech show.” Danny Levy, Money20/20’s Executive Vice President & Managing Director for Money20/20 Asia and Middle East.
Headline Sessions
AI, cross‑border payments, digital banking, and the accelerating rise of digital assets, including stablecoins, tokenisation, and CBDCs shaped the headline sessions at Money20/20 Asia. Leaders from global banks, FinTechs, and regulators unpacked these themes across discussions on trust in banking, invisible finance, intelligent infrastructure, the future of digital banks, and ASEAN’s sustainability transition.
“Our goal is not just to digitise finance, but to humanise it,” said Daranee Saeju, Assistant Governor, Bank of Thailand, reinforcing the event’s focus on people‑centred innovation and trusted digital ecosystems.
These themes came to life across the agenda’s most talked about sessions. On Day 1, Technology, Trust and the Future of Banking in Asia brought together Scarlett Sieber of Money20/20 and Kattiya Indaravijaya of KASIKORNBANK to explore how modern infrastructure and AI‑driven intelligence are redefining trust and resilience in banking. “Uncertainty is a new normal. Banking will exist, but the way banks have to do the business will totally change,” said CEO Indaravijaya, Chief Executive Officer.
Day 2 spotlighted the rapid evolution of digital assets with The Rise of Blockchain and Stablecoin Payment Rails, featuring leaders from Uquid, Pantera Capital, VelaFi, and Trace Finance in a forward looking discussion on next‑generation cross‑border payment rails.
On Day 3, The New Paradigm of Cross‑Border Money Flows and International Expansion saw speakers from Money20/20, TenPay Global (Tencent), Fiserv, and Ant International unpack how Asia’s payment giants are building interoperable, multi‑rail systems to power global expansion.
Three Days of Expert Inisghts
Along with KASIKORNBANK, the programme saw strong participation from leading global and regional banks, with senior executives from Standard Chartered, Deutsche Bank, J.P. Morgan, Citi, and DBS Bank present across the three days.
FXC Intelligence and Money20/20 presented new findings from The New Era of Asia’s Cross‑Border Payments, underscoring Asia’s rapid growth, rising interoperability, and the convergence of key technologies shaping cross‑border finance. The Press Lunch additionally marked the debut of Money20/20’s new book, The New Intersection of Money – Where TradFi and DeFi Converge, exploring how traditional and decentralised finance are now co‑creating the future of financial services.
Money20/20 Asia spotlighted five rising startups Boost Capital, TrustPlus AI, Continuum, Eazy Digital, and zkMe, Money20/20’s Startup pitch winner during its Startup Media Panel. The show also hosted the Startup and Investor Park, where APAC startups met global investors and competed for a Golden Ticket to the 2026 Startupbootcamp Sustainability Singapore Accelerator. The program supports founders with pitching opportunities, investor access, and pathways to scale across Asia’s fast-growing fintech markets.
Policy20at Money20/20 Asia 2026 brought together more than 80 of Asia’s top policymakers, regulators, and industry leaders to address the rise of sovereign intelligence in global finance. In a closed-door Governors’ and Chairs’ Roundtable, participants aligned on three priorities: embedding regional values into global standards, building harmonised but sovereignty‑respecting cross‑border rails, and advancing intelligence‑led governance through AI and real‑time data.
After a highly successful third year in Bangkok, Money20/20 Asia has confirmed its return to the Queen Sirikit National Convention Center next year from 27-29 April 2027.
Andrew Power, Head of UK&I at Tricentis, on why the right approach to AI can deliver the foundation for more resilient, predictable systems
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Artificial intelligence is reshaping software delivery in financial services. Code that once took teams weeks to develop can now be generated and deployed in a matter of hours. This isn’t just about faster delivery; it changes the fundamentals of how software is built and how it behaves in production.
Financial institutions have moved quickly to integrate AI across core systems, from customer operations to anti-money laundering (AML) and software development to capture efficiency and innovation gains. UK parliamentary evidence shows adoption is already widespread, with the majority of firms using AI, and more planning to follow.
But as adoption spreads and becomes more embedded within key systems, so does exposure. Risk is no longer confined to individual defects, but shaped by how quickly those defects can spread across interconnected environments.
AI has removed the limits on how quickly software can be created, but not on how confidently it can be trusted, and financial institutions can now generate and deploy code faster than they can safely validate it.
This creates a new paradox: AI is both accelerating the pace of software change and increasing the speed and scale at which failures can materialise.
Machine-Speed Failure
AI-driven development shortens the distance between change and consequence. Software updates can move through the pipeline from creation to production with significantly less friction. However, this also reduces the time available to identify, flag and contain any issues before they have an impact.
AI-driven software changes don’t just move fast, they scale fast. Unlike traditional failures, these are systemic risks. A single misstep in an AI-generated update can propagate unpredictably.
For financial services, this is especially significant when key systems are deeply interconnected, spanning complex layers of infrastructure, integrations, and third-party services. Even a minor defect can propagate quickly across systems, amplifying its impact.
What would once have been contained can now escalate, cascading across systems and causing wider disruption that affects customers, operations and, in some cases, market activity. In financial services, this is not just a technical issue but a business risk with direct implications for customer trust, regulatory compliance and financial stability. The challenge is no longer simply identifying defects but maintaining confidence in what is being deployed.
This risk is already being felt across the sector. Institutions are accelerating delivery to meet customer expectations and competitive pressures, but often without corresponding advances in validation. Tricentis’ research shows 68% of financial services organisations anticipate outages or serious incidents due to poor software quality.
Regulatory Pressure for AI is Increasing
The issue is also drawing attention from regulators. Earlier this year, the UK Treasury Committee warned that current approaches to AI in financial services are inadequate and could expose customers and the wider system to “serious harm”, highlighting the need for stronger guardrails, clearer accountability and more robust oversight to deploy it safely.
Traditional resilience frameworks were never designed for systems evolving in real time, and AI can no longer be treated as a marginal technology risk. It must become central to how organisations manage and assess resilience.
This marks a shift from software quality being an engineering concern to a board-level issue of operational resilience. If machine-speed change is the new operational hazard, then failure to address it becomes a strategic issue rather than a technical one. With that in mind, financial leaders must acknowledge AI’s dual role as both a driver of risk and a mechanism for preventing it.
AI as Both a Safeguard & Source of Risk
AI also offers the most effective and scalable way to manage the risks it introduces. Advanced AI-driven validation, continuous monitoring and risk-prioritised testing can identify issues earlier than any manual process, helping reduce the likelihood they reach production.
In effect, the same AI that accelerates software creation must now be applied to validation and governance – operating at the same speed and scale.
The same capabilities that facilitate rapid software production can be applied to validation and governance, continuously evaluating system behaviour, detecting anomalies and prioritising testing based on potential business impact, rather than volume. This allows organisations to move beyond rigid approaches and towards more adaptive, responsive quality models that more accurately reflect the way AI behaves.
Instead of relying on standard periodic testing cycles, systems can be validated on an ongoing basis. This enables earlier intervention before issues escalate.
AI can also help organisations better understand the complexity of their own systems. By analysing dependencies across applications and infrastructure, it becomes possible to identify which processes are most critical and where failures would have the greatest impact.
From Acceleration to Control
There is a clear mismatch in how financial organisations approach AI. While many are leveraging AI to accelerate development, far fewer are evolving their validation and governance to keep pace, and it’s in this gap that risk emerges.
This is the “confidence gap”, where organisations can create software faster than they can safely deploy it.
To address this imbalance, firms must treat software quality as a core component of their AI strategy. Development and validation must move forward together. Governance must adapt to continuous, AI-driven change. This requires a move from static testing and coverage metrics to continuous, risk-based validation, where software is assessed in real time based on potential business impact.
If AI is the engine driving software creation, validation must act as the braking system – built in, not bolted on at the end. At machine speed, gaps in control become points of failure. The aim is not to slow innovation, but to ensure it progresses in a way that is sustainable and safe. When validation keeps pace with development, firms can move quickly and competitively, whilst maintaining control over how risk is introduced and managed.
This is a change we are seeing across large enterprises adopting AI-driven quality approaches, where validation, monitoring and governance are increasingly orchestrated together rather than treated as separate processes.
Preventing the Next Outage
The financial sector has already seen how quickly failures can escalate in complex, interconnected environments. In March, an IT error at Lloyds Banking Group exposed the private financial information of nearly half a million customers, prompting the bank to issue £139,000 in compensation.
Such incidents aren’t isolated: over the last two years, more than 33 days of unplanned banking outages have been reported to Parliament, underlining the scale of the issue.
As AI increases the velocity of change, it also raises the stakes for getting it wrong. But the irony is that it also provides the tools needed to prevent these failures from happening in the first place. AI is both contributing to the risk of outages and becoming the most effective way to prevent them.
By applying AI to continuous validation, monitoring and risk detection, organisations can spot issues earlier, understand their potential impact and intervene before disruption occurs. This shifts the focus from reacting to outages to preventing them, and it’s where the paradox becomes constructive. AI doesn’t have to be a source of instability.
With the right approach, it can become the foundation for more resilient, predictable systems. Those that fail risk trading innovation for instability. In the AI era, speed without confidence is simply another form of risk.
Peer-reviewed Physical Review Research paper shows efficient preparation of financial distributions on quantum hardware
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Haiqu, a leading developer of quantum middleware, has announced the publication of joint research with HSBC in Physical Review Research demonstrating an efficient approach to encoding real-world probability distributions into quantum circuits.
Quantum State Preparation
Quantum state preparation, the process of encoding classical data into quantum states, is widely recognised as a major bottleneck when implementing many algorithms on hardware. This challenge is particularly relevant for applications such as financial risk modelling and simulation, where complex probability distributions must be loaded onto quantum devices.
The research uses matrix product state (MPS) methods to construct shallow circuits that encode smooth functions, including probability distributions, directly into quantum states. It also introduces a sampling-based workflow that avoids storing the full discretised dataset in classical memory, enabling larger encoding circuits to be generated.
The approach was validated on finance-relevant models including heavy-tailed Lévy distributions, commonly used to capture extreme market events.
On IBM quantum hardware, circuits up to 25 qubits produced samples that passed standard statistical tests, showing the method can accurately reproduce the probability distributions these models rely on in practice.
Sampling-Based Workflow
Using the sampling-based workflow, the researchers also executed circuits up to 64 qubits, reproducing qualitative features of the target distributions under realistic device noise and demonstrating feasibility at larger scales. Similar behavior was observed in simulations up to 156 qubits, indicating the approach can extend to substantially larger problem sizes.
“Preparing complex probability distributions efficiently is a key step in many quantum algorithms,” said Dr. Philip Intallura, Group Head of Quantum Technologies at HSBC. “This work shows how they can be implemented with much shallower circuits, bringing practical applications such as financial risk modelling closer.”
“One of the biggest practical barriers is getting realistic financial data onto today’s quantum hardware. This work shows a scalable path around that barrier and helps move quantum finance workflows from theory toward execution.” Mykola Maksymenko, Co-founder & CTO, Haiqu
Haiqu is an emerging leader in quantum software that supports the notion that near-term, commercially viable applications are achievable with the right software, even on current hardware. Haiqu’s hardware-agnostic software can run applications with up to 100x more operations on current devices compared to competitors. Headquartered in New York City in the United States, Haiqu’s expert team operates from US, Canada, Ukraine, UK, EU, and Singapore, contributing to the company’s mission to make quantum computing practical as soon as possible.
ZeroThreat co-founder Dharmesh Acharya on why the only way to know if your defences actually hold is to challenge them with continuous penetration testing and exploit validation
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Your security dashboard is green. No alerts. No critical flags. Everything looks fine. That feeling of calm is exactly what you should be worried about. A clean dashboard does not mean your application is secure. It often means you are measuring the wrong things.
If a threat operates outside those parameters, it stays invisible. Your logs look normal, your vulnerability scanner reads low risk and your compliance status says passing. And somewhere in your environment, an attacker could be moving quietly through systems your dashboard never touches.
Let’s take a look at why green dashboards can be misleading, what they are not showing you, and what real security validation actually looks like.
The False Comfort of a Green Dashboard
There is something deeply reassuring about a green dashboard. No alerts. No red flags. And no critical vulnerabilities screaming for attention. For most security teams, that view signals control. It signals safety. But here is the uncomfortable truth: a clean security dashboard does not mean your environment is secure. It often just means your tools are not seeing the full picture.
Most monitoring systems only report what they are configured to detect. If a threat operates outside those parameters, it stays invisible. Your SIEM logs look normal. Your vulnerability scanner shows low risk and your compliance status reads “passing.” Meanwhile, an attacker could be sitting inside your network, moving quietly, and your dashboard would never know.
According to IBM’s Cost of a Data Breach Report, the average breach takes 168 days to identify and 51 days to contain it in the finance industry. That is over six months of green dashboards while real damage is being done. False confidence in security metrics is not a minor issue. It is one of the most exploited gaps in enterprise security posture today.
5 Problems with Traditional Security Metrics
Traditional security metrics were built for a different era. They measure what is easy to measure, not what actually matters. And when security decisions are based on incomplete or misleading data, the entire security program becomes vulnerable, even when everything looks fine on paper.
1. Visibility Without Context
Knowing that 10,000 events were logged means nothing without understanding what those events represent. Traditional metrics track volume, not relevance. Security teams end up drowning in data while the actual threats, the ones that matter, go unnoticed. Coverage without context is just noise.
2. Compliance Masking Risk
Passing a compliance audit does not mean you are secure. It means you met a checklist. Many organizations confuse regulatory compliance with actual cyber resilience. Attackers do not care about your audit results. They look for gaps, and compliance-focused metrics rarely surface those gaps in time.
3. Perimeter-Focused Thinking
Most traditional security metrics are built around the perimeter. But the perimeter does not exist the way it once did. Remote work, cloud environments, and third-party integrations have dissolved those boundaries. Metrics that still prioritize perimeter health give a dangerously narrow view of your actual attack surface.
4. Lagging Indicator Dependency
Traditional metrics tend to be reactive. They tell you what already happened, not what is happening right now. Mean time to detect, incident counts, patch rates, these are all lagging indicators. By the time they show a problem, the damage is often already in motion. Real security needs leading indicators too.
5. Ignoring Unknown Assets
You cannot protect what you cannot see. Shadow IT, unmanaged endpoints, forgotten cloud instances, these assets rarely show up in traditional security dashboards. Yet they are among the most targeted entry points for attackers. Metrics that only account for known assets create a false sense of complete coverage.
Hidden Risks Your Dashboard Doesn’t Show
Your dashboard reflects what your tools are configured to monitor. Nothing more. Unmanaged devices, misconfigured cloud storage, dormant user accounts with excessive privileges, these risks exist outside the monitoring boundary. They do not trigger alerts. They do not show up in reports. But they are real, and attackers know exactly how to find them.
Lateral movement is one of the most dangerous and least detected attack behaviors. Once an attacker gains initial access, they move quietly across your environment using legitimate credentials and trusted pathways. Traditional security monitoring tools rarely flag this activity because it does not look like an attack. It looks like normal user behavior. That is precisely what makes it so effective.
Third-party risk is another blind spot most dashboards completely ignore. According to Verizon’s Data Breach Investigations Report, 15% of breaches involve a third party. Vendor access, supply chain integrations, and API connections create exposure points that sit entirely outside your visibility. If your dashboard is not showing you that, it is not showing you everything.
What a Genuinely Healthy Security Posture Looks Like
A healthy security posture is not about having zero alerts. It is about having full visibility, fast response capability, and continuous validation. Organisations with mature security programs do not chase green dashboards. They build systems that surface the right information at the right time.
According to IBM, organizations with a fully deployed security AI and automation program contained breaches 108 days faster than those without. Speed of detection and response is one of the clearest indicators of a strong security posture. That cannot be measured by looking at how calm your dashboard appears.
Real security health includes knowing your complete asset inventory, including cloud workloads, third-party connections, and unmanaged endpoints. It means having continuous monitoring that goes beyond compliance checkboxes. It means your team runs regular adversarial testing to find gaps before attackers do.
And it also means your security metrics are tied to business risk, not just technical thresholds. When a CISO can clearly explain what is protected, what is exposed, and why, that is what a genuinely healthy security posture actually looks like.
How to Ensure Real Security: Exploit Validation
Knowing you have vulnerabilities is not enough. You need to know which ones can actually be exploited, and how far an attacker could get if they tried. That is what continuous exploit validation delivers. It moves security testing from a scheduled event to an ongoing process that reflects your real-world risk exposure.
AI-driven automated penetration testing makes this possible at scale. Instead of waiting for an annual pentest, these tools continuously simulate real attacker behavior across your environment. They test your controls, validate your detections, and surface exploitable paths before a real threat actor finds them. Your security team gets evidence, not assumptions.
The result is a security program that is grounded in reality. You stop relying on what your dashboard says and start relying on what has actually been tested and verified. Continuous exploit validation closes the gap between perceived security and actual security, and that gap is exactly where breaches happen.
Conclusion: Stop Trusting Your Dashboards and Start Validating
A green dashboard does not mean you are secure. It means nothing alarming has been detected within the boundaries your tools are configured to monitor. That is a very different thing. Real security is not about how calm your dashboard looks. It is about how thoroughly your environment has been tested and validated.
The only way to know if your defences actually hold is to challenge them. Continuous penetration testing and exploit validation give you evidence, not assumptions. They show you what an attacker would find before an attacker actually finds it. That shift, from monitoring to validating, is what separates a false sense of security from a real one.
By Dvir Hoffman, CEO at CommBox on why organisations that will lead in the next phase of digital transformation are those that treat AI not as a feature, but as a production capability
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Enterprise AI has entered a new phase. The experimentation cycle that defined the past few years, full of proofs of concept, innovation labs, and sandbox deployments, is giving way to a harder question: how do we operationalise AI at scale, safely and measurably?
Nowhere is this tension more visible than in customer service voice environments. Voice remains the most complex, emotionally nuanced and operationally demanding channel. It is also where AI has the potential to unlock some of the greatest value.
Recent research from McKinsey highlights that organisations embedding generative AI directly into customer operations are seeing productivity improvements of 30 to 45 percent when deployment is integrated into workflows rather than layered on top. The distinction is critical. AI succeeds not because it sounds intelligent, but because it is embedded into systems, governance and business metrics.
For technology leaders, the path from pilot to production is less about enthusiasm for AI and more about discipline in execution.
Why AI Voice Often Stalls Before Scale
The majority of AI initiatives do not fail because the technology underperforms. They stall because the surrounding enterprise architecture is not aligned.
In controlled pilots, AI voice agents can demonstrate impressive conversational capability. They answer FAQs, interpret intent and simulate human dialogue convincingly. But production environments are not defined by conversation quality alone. They are defined by operational depth.
When a customer calls a healthcare provider, an insurer or a retailer, the AI must do more than talk. It must: Authenticate identity securely. Retrieve and update records in real time. Execute transactions, escalate appropriately and comply with regulatory frameworks. Without direct integration into CRM systems, billing platforms, policy databases or electronic health records, AI remains superficial.
This is where many organisations hit friction. Production requires orchestration across telephony infrastructure, data platforms, compliance frameworks and human workflows.
Governance becomes another inflection point. Voice interactions carry legal and reputational weight, particularly in regulated sectors. Disclosure requirements, audit trails, escalation protocols and data protection controls cannot be retrofitted after deployment. The World Economic Forum’s 2024 work on responsible AI underscores that governance must be embedded into AI systems by design, particularly where customer trust and compliance are at stake.
When governance is treated as an afterthought, scaling slows dramatically.
There is also a measurement problem. Too many pilots are judged by narrow metrics such as intent recognition accuracy or conversation duration. Production environments are judged by business impact: containment rates, reduction in average handling time, cost-to-serve, regulatory adherence and customer satisfaction. If AI is not connected to those outcomes from the outset, executive momentum fades.
The shift from pilot to production requires organisations to think less about model performance and more about operational alignment.
Automation Without Eroding Trust
A common concern among executives is whether AI voice will erode customer trust. The answer depends entirely on how it is deployed.
Voice remains deeply human. Customers call when they want clarity, reassurance or resolution. In emotionally charged situations, such as reporting an accident, disputing a claim, or querying medical results, the experience must feel competent and controlled.
The most effective AI voice deployments do not attempt to automate everything. They focus on high-volume, structured interactions where resolution paths are clear and compliance rules can be embedded confidently. Appointment scheduling, policy updates, payment processing and order tracking are examples where end-to-end automation can meaningfully reduce friction.
In live enterprise environments, we are seeing organisations safely automate a significant proportion of inbound calls when the AI agent has direct access to real-time data and defined escalation thresholds. Customers benefit from immediate resolution, while human agents are freed to handle complex and emotionally sensitive cases.
Equally important is what happens when escalation occurs. AI should not disappear at the point of handoff. Instead, it should transfer context, summarise the conversation and provide agents with relevant data and next-best-action prompts. This augmentation model aligns with Gartner’s 2024 analysis of customer service technology trends, which emphasises that the greatest gains come from combining automation with agent enablement rather than pursuing full replacement.
Trust is reinforced when customers feel they are being served efficiently and responsibly. That requires transparency about when AI is involved, clear pathways to human support and systems that operate within strict compliance guardrails.
In regulated industries, explainability is no longer optional. Enterprises must be able to demonstrate how decisions were made, how data was handled and how customers can escalate concerns. When these safeguards are engineered into the platform, AI voice becomes a tool for strengthening trust rather than compromising it.
Where Enterprise Leaders Should Focus
As AI investment accelerates, CIOs and CDOs face pressure to deliver measurable value while maintaining governance standards. The lesson from organisations successfully scaling AI voice is that integration and oversight matter more than experimentation.
AI should be treated as infrastructure. That means prioritising deep integration with core enterprise systems from the outset. An AI voice agent that cannot execute transactions securely or access accurate, real-time data will struggle to deliver meaningful business outcomes.
Governance must also be operational, not theoretical. Clear escalation pathways, role-based permissions, audit capabilities and sector-specific compliance frameworks need to be embedded within the technology layer. When risk management is part of the architecture, deployment accelerates rather than slows.
Finally, measurement must be tied directly to business performance. Containment rates, resolution times, operational cost reductions and customer satisfaction metrics should be defined before rollout. McKinsey’s 2024 research reinforces that organisations capturing the most value from generative AI are those embedding it deeply into workflows with explicit performance targets.¹ AI that operates alongside business KPIs, rather than parallel to them, is far more likely to achieve sustained executive backing.
The broader transformation taking place across enterprise technology is not about AI replacing human capability. It is about rearchitecting customer engagement so that automation, data and people operate in synchrony.
Meeting AI Voice Demands
Voice remains one of the most demanding channels to modernise precisely because it sits at the intersection of emotion, compliance and operational complexity. Yet that is also why it offers such strategic value. When AI voice is integrated into core systems, governed rigorously and measured against real business outcomes, it moves from being an innovation experiment to becoming a structural advantage.
The organisations that will lead in this next phase of digital transformation are those that treat AI not as a feature, but as a production capability. Moving from pilot to production is not simply a technical milestone. It is a cultural one, signalling that AI is no longer an experiment on the edge of the enterprise, but a trusted component at its core.
The Innovate Finance Global Summit (IFGS) once again set the tone for London FinTech Week, transforming the historic Guildhall into…
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The Innovate Finance Global Summit (IFGS) once again set the tone for London FinTech Week, transforming the historic Guildhall into the beating heart of global financial innovation on Tuesday April 21st 2026. As the flagship event of the week-long programme, IFGS brought together more than 1,500 senior leaders from over 70 countries. Cementing its reputation as one of the most influential gatherings in the FinTech calendar.
A mix of founders, regulators, policymakers, investors and financial institutions filled the venue’s grand halls, all drawn by a shared ambition: to shape the future of financial services. IFGS has long positioned itself as “where decision-makers meet,” and in 2026 that promise felt particularly tangible.
A Global Stage for a Rapidly Evolving Industry
The summit’s scale and structure reflected the complexity of today’s FinTech ecosystem. Across four stages and more than 100 sessions, attendees were immersed in a dense programme of keynote speeches, panel discussions and live demonstrations.
What distinguishes IFGS from many industry events is its ability to convene not just innovators, but the entire value chain. Fom early-stage startups to global banks, Big Tech firms and regulators. Companies such as Google Cloud, Amazon Web Services and Microsoft were prominent throughout the programme, reflecting the growing convergence of financial services and cloud infrastructure. Where policy meets practice and innovation meets implementation.
The agenda in 2026 was firmly aligned with the industry’s most pressing challenges and opportunities. Themes ranged from AI in financial services and open finance to stablecoins, fraud prevention and financial inclusion. Not juts abstract talking points, but the battlegrounds on which the future of finance will be decided.
Opening Momentum: Optimism with a Call for Action
The day began with a keynote from Innovate Finance CEO Janine Hirt, who set a confident yet pragmatic tone.
“We have built one of the most dynamic fintech ecosystems in the world here in the UK,” she said. “But leadership is not guaranteed. It requires constant innovation, investment and collaboration.”
Hirt highlighted the UK’s continued strength in areas such as open banking, while stressing the need to accelerate progress in digital assets, fraud prevention and global competitiveness.
A recorded address from Chancellor Rachel Reeves reinforced this narrative, positioning fintech as a cornerstone of the UK economy.
“Fintech is not just a success story—it is a strategic priority,” Reeves noted. “We will continue to back innovation, support digital assets development and ensure the UK remains a global hub for financial services.”
The political backing on display underlined fintech’s growing importance—not just as a sector, but as a driver of national economic growth.
AI, Data and the Next Wave of Innovation
Unsurprisingly, artificial intelligence dominated much of the conversation. Across multiple sessions, speakers from firms including NVIDIA, IBM and Accenture explored how AI is reshaping everything from customer onboarding to fraud detection and credit decisioning.
What stood out was the shift in tone. The discussion has moved beyond hype to implementation.
“We’re past the experimentation phase,” said a senior executive from Mastercard during a panel on AI in payments. “The focus now is on scaling responsibly. Embedding AI into core systems while maintaining trust and transparency.”
Similarly, Revolut’s leadership team pointed to AI-driven personalisation as a key differentiator in the next generation of digital banking. “Customers increasingly expect financial services to anticipate their needs. AI enables us to deliver that, but only if it’s built on strong data foundations.”
Closely linked to AI was the continued evolution of open banking into open finance and ‘smart data’. Speakers from the Financial Conduct Authority (FCA) and firms such as Plaid and TrueLayer emphasised the importance of interoperability and regulatory clarity.
“Open finance is the natural next step,” said an FCA representative. “The challenge is ensuring it delivers real value to consumers while maintaining robust safeguards.”
Meanwhile, stablecoins and tokenisation emerged as key themes in the context of global competition. Circle, Ripple and several UK-based digital asset firms contributed to discussions around the future of programmable money.
“The question is no longer if tokenisation will reshape markets, but how quickly,” said a Ripple executive during a digital assets panel.
The Exhibition Floor: Innovation in Action
Beyond the stages, the expo hall offered a tangible view of FinTech’s evolution. Established players such as Lloyds Banking Group, NatWest and Santander UK showcased innovation initiatives alongside emerging startups presenting solutions in regtech, embedded finance and payments.
Fintech scale-ups including Checkout.com and Adyen demonstrated new capabilities in cross-border payments and merchant services, while regtech firms, such as Entrust, highlighted advances in compliance automation and fraud detection.
This blend of established and emerging companies is one of IFGS’s defining strengths. It creates an environment where partnerships can form organically. Whether between a startup seeking scale or an incumbent looking to innovate.
The presence of regulators, notably the FCA, added another layer of value. Initiatives such as onsite ‘office hours’ enabled direct engagement between FinTech firms and regulators.
“Dialogue is essential,” one FCA official commented. “Events like IFGS give us the opportunity to hear directly from industry and shape regulation that supports innovation.”
Networking: Where Deals and Ideas Converge
If content is the backbone of IFGS, networking is its lifeblood. The summit’s design – from curated meetings to informal discussions in the Guildhall’s historic spaces – encouraged meaningful interaction.
With thousands of attendees and a high concentration of C-level executives, the event offered unparalleled access to decision-makers. Conversations between banks, FinTechs and investors were constant, with many attendees citing partnership discussions as a key outcome.
Even external challenges—such as a London Tube strike on the day—did little to dampen participation. If anything, it reinforced the determination of attendees to be part of the conversation.
“Nothing was going to keep people away,” remarked one venture investor. “IFGS is where the industry sets its agenda for the year.”
Key Takeaways: Collaboration, Competition and Confidence
Several clear themes emerged from IFGS 2026.
First, collaboration remains critical. The UK’s fintech success is built on strong relationships between startups, incumbents and regulators.
Second, global competition is intensifying. Whether in AI, digital assets or open finance, the race to lead the next phase of financial innovation is well underway.
Third, there is a growing sense of confidence in fintech’s role as an economic driver.
“Fintech is no longer a disruptor, it is the foundation of modern financial services,” said a senior executive from HSBC during a closing session.
Conclusion: A Catalyst for the Year Ahead
IFGS 2026 delivered on its promise as the centrepiece of London FinTech Week. By bringing together the full spectrum of the FinTech ecosystem in a single venue, it created a powerful platform for dialogue, collaboration and innovation.
More than just a conference, IFGS serves as a barometer for the industry’s direction. The conversations held within the Guildhall’s walls will shape strategies, partnerships and policies in the months and years ahead.
As FinTech continues to evolve at pace, events like IFGS are not just important; they are essential. They provide the space for ideas to collide, for relationships to form and for the future of financial services to be defined.
In 2026, IFGS once again proved why London remains at the forefront of global FinTech. And why the world continues to look to the UK for leadership in shaping what comes next.
Lee Nolan, GM UK&I at Hitachi Vantara, on why AI will not be defined by the sophistication of the models being deployed but the strength, consistency and reliability of the data that sits behind them
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Spend five minutes in any boardroom and AI will come up. Strategies are being signed off, budgets are being released and pilots are already underway, giving the impression that momentum is building at pace. Yet beneath that surface is a more uncomfortable reality, one that is becoming harder to ignore as organisations move beyond experimentation and into delivery.
Most organisations are trying to build AI on foundations that were never designed for it. The ambition is clear and well-funded, but the underlying data infrastructure has not kept up. That gap between intent and readiness is now becoming visible, particularly as organisations look to scale beyond isolated use cases and deliver outcomes that are consistent and commercially meaningful.
Recent research into UK businesses reinforces this point. While adoption continues to move forward, only a small number of organisations are genuinely set up to support AI at scale. The issue is not tools or talent, but the condition of the data at the core of the business.
AI Exposes What Businesses Would Rather Ignore
AI is often described as a layer that can be applied to existing systems to unlock value. In practice it does the opposite. It brings complexity into sharp focus, exposing inconsistencies and inefficiencies that may have been tolerated for years.
That is why data quality has moved to the centre of the conversation. Around 67% of UK organisations now cite it as the primary driver of AI success. The shift reflects a growing awareness that no level of investment in AI can compensate for weak or unreliable inputs.
For many organisations, data has evolved without a consistent approach to governance. In fact, Gartner estimates that 80% of organisations attempting to scale digital initiatives will fail due to weaknesses in data and analytics governance. Systems have been added over time, ownership is unclear and definitions vary. The result is a fragmented environment where the same metric can mean different things across the business. When AI is introduced, it does not resolve those inconsistencies, it amplifies them.
The Hype Cycle is Giving Way to Reality
Over the past year, there has been a shift in how organisations approach AI. The early phase was driven by urgency, with businesses keen to move quickly and demonstrate progress. That momentum remains, but it is now being balanced by a more realistic perspective.
There is a greater focus on outcomes, with more scrutiny on how AI is delivering value. Many organisations have realised that quick wins are harder to achieve when the underlying data is not fit for purpose, and that scaling AI requires a level of operational discipline that cannot be bypassed.
What was initially framed as a technology challenge is now understood as a business challenge, spanning processes, ownership and governance as much as platforms and tools.
Confidence is High but Capability is Uneven
Confidence across organisations remains high, but it often does not reflect reality.
While many businesses consider their data infrastructure to be mature, progress is often uneven. Some teams may be working with well governed data, while others are still reliant on manual processes and disconnected systems. This creates a situation where parts of the business are ready to move forward, while others are not, a challenge reflected in wider industry research from McKinsey & Company, which highlights siloed data as one of the biggest barriers to scaling AI.
That inconsistency is where problems begin. AI depends on trust in the data If that trust is not consistent across the organisation, outputs become unreliable and adoption slows. From the outside, many organisations appear ready, but internally the foundations are still being stabilised.
Control vs Convenience
There is also a growing emphasis on control, particularly around where data is stored and how it is managed. Data sovereignty is now playing a central role in decision making, with around 85% of UK organisations saying it directly influences how they deploy AI.
This reflects a broader recognition that data is both a critical asset and a potential point of risk. As organisations become more reliant on it, they are also becoming more deliberate in how it is governed and protected.
At the same time, the expectation that everything should be built in-house is fading. Many organisations are turning to external partners to accelerate progress, while retaining control over their data and strategic direction. This balance allows them to move faster without losing oversight.
Vague AI Strategies
One of the most persistent challenges is the lack of clarity around what AI is meant to deliver. Too many initiatives begin with broad ambition and little definition of success, resulting in activity that is difficult to measure and even harder to scale. This is reflected in wider industry trends, with Gartner noting that only 53% of AI projects make it from prototype into production.
The organisations making progress are far more structured. They define clear objectives, establish measurable outcomes and maintain a focus on value throughout. In the UK, a growing majority are now putting formal KPIs in place for their AI initiatives.
This shifts AI from being an experiment to something that can be managed, evaluated and improved over time.
AI Will not Wait for Organisations to Catch Up
AI will continue to evolve at pace, and the pressure on organisations to keep up is unlikely to diminish. What is changing is the nature of the conversation. It is becoming less about what AI can do in theory, and more about what organisations are actually capable of delivering.
Most are still in the process of building the foundations required to support AI effectively. That is not a failure, but it does define the scale of the challenge ahead.
Because ultimately, AI will not be defined by the sophistication of the models being deployed. It will be defined by the strength, consistency and reliability of the data that sits behind them.
Mark Talbot, Director, CS AI Initiatives at Appian, reasons that as organisations grow more capable with AI, the challenge shifts from proving its value to expanding access to it
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Many organisations have long treated improvement as something that arrives as a top-down effort, not something built with the people doing the work. Specialists designed new processes, discussed them in formal forums, and introduced them through large change programmes that often felt detached from daily work. For most employees, ‘transformation’ meant being asked to follow new rules, rather than designing better ways of working.
AI is starting to reverse that pattern. Instead of concentrating control and decision rights in a small, central group, modern AI tools give more agency to the people closest to the work. They can see what is not working, imagine better approaches, and use AI to help redesign and improve the processes they rely on every day. This shift – which can be described as the democratisation of AI – changes who participates in improving the business. However, it is worth remembering that this shift only works at scale when AI is embedded within a platform that maintains governance, visibility and control.
Process Improvement in the Hands of Many
Until recently, fixing a broken process often meant filing tickets, waiting for a slot on an IT roadmap, or hoping that a specialist team would eventually address the issue. Creating applications, building automations or redesigning workflows were seen as highly technical tasks. For most employees, waste and inefficiency were things to work around, not things they had the tools or authority to change.
That obstacle is now deteriorating, as long as organizations don’t lose sight of the fact that governance remains essential, particularly in highly regulated environments
AI agents, generative AI and conversational interfaces allow people across the business to shape how work is structured. Within this model, someone in operations can describe an outcome in plain language and have an AI system propose and embed the steps within existing processes. Within a governed platform, non-technical users can adapt existing solutions and automate repetitive tasks without waiting months for central support. At the same time, process insights give developers visibility into what is being built, enabling them to refine, standardise and scale applications more quickly across the organisation.
Data is opening up as well. Data fabrics and related architectures connect scattered information sources into governed layers that a wider audience can access safely. Instead of waiting on static reports, people can access relevant, trusted data when they need it, and use AI to interpret and apply it to their decisions.
When process insight and data access reach this level, best practices move beyond documentation or occasional training. Tools and workflows embed them into daily work, improving performance across the organisation.
Scaling Improvement Across the Organisation
As more individuals understand how their work connects to broader outcomes, organisations unlock a powerful driver of change. Process improvement no longer depends only on a small group of specialists. Employees can recognise when processes are inefficient or risky and have the means to address them at scale, inside an AI platform.
By encoding domain knowledge into AI assistants and digital coworkers within an enterprise-grade AI platform, organisations can share expertise across roles and levels. These AI-powered helpers do not replace professional judgment. They strengthen it. They surface options, highlight inconsistencies and provide context, while humans make the final decision. Over time, each interaction becomes both a learning moment and a new piece of institutional knowledge that organisations can capture and reuse.
In this model, process improvement is no longer episodic or confined to formal transformation projects. It becomes part of everyday work, inside a platform with AI tools that provide real-time feedback and recommendations.
AI, Noise Reduction, and Better Oversight
This shift raises a key question: if AI platforms make analysis, decision support, and process design more accessible, what happens to deep expertise?
There is a concern that easy access to AI advice might weaken people’s understanding. If answers are always a prompt away, will teams still develop the knowledge that comes from working through complexity? If people follow AI suggestions without grasping the logic, how meaningful can human oversight really be?
Over-reliance on instant guidance can create only surface-level competence. People may treat AI outputs as instructions rather than as inputs to their own reasoning.
On the other hand, used well, AI can create more room for expertise, not less.
By handling repetitive tasks and routine decisions, AI reduces the volume of low-value work that consumes people’s time. Teams can then focus on exceptions and refine how they make decisions. Instead of dealing with every routine request themselves, they can focus on work where context and experience matter most.
When AI removes more of the routine burden, teams have more capacity to focus on judgement, process design and oversight. That helps build expertise while keeping improvement connected to the wider goals and governance of the business.
Shaping AI, Not Just Living With It
As organisations grow more capable with AI, the challenge shifts from proving its value to expanding access to it. AI is moving from something that happens to the workforce to AI being something that is built and refined with the workforce.
Organisations should treat people as partners in shaping AI, rather than as operators of automated systems. When AI platforms can be combined with process visibility and human judgement, employees can have an outsized effect on the systems around them. They can influence how work is structured and how decisions are made. In that sense, AI redistributes who participates in designing better ways of working, and creates an opportunity to anchor that shift in thoughtful design and human expertise.
Daniel Ehnhage, Head of AI Transformation at Unit4, on why those that put people and capability at the centre of their AI strategy will unlock far greater and more sustainable value than those led by technology alone.
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As the head of AI transformation, it might sound counterintuitive to suggest that artificial intelligence is not the most important part of my work. It makes a significant contribution to the radical change we are looking to achieve, but the technology itself is only about 10% of the solution. A significant part of the planning and investment must be based around addressing issues like the integration of siloed information systems, the building of the organisational capability required to adopt AI safely and finding the right business case. The key is to understand that adopting AI is not only about improving existing processes – it’s about gradually reshaping how we work in a sustainable way. The goal should be phased, practical improvements that build maturity over time.
This can be daunting for any organisation that has well-established operating practices. It requires a deliberate shift from problem‑solving to rethinking how value is created across the organisation. AI is far more capable and can empower your teams to find new solutions such as gathering more intelligence about market opportunities to improve productivity and decision making. The focus should be on enabling internal teams to work smarter through safe, responsible AI adoption. If your organisation is prepared to embark on such change, you must recognise AI becomes most powerful when you bring the right data together. Today, many organisations, including ours, are still maturing in this area. Successful adopters of AI prioritise building data readiness step by step so AI can create real value without overpromising.
Obviously, the role of AI transformation then becomes much broader with the added challenge of having to implement change without disrupting existing business performance. Consequently, there are some key areas where organisations must focus their attention, beyond ensuring they pick the right AI tool…
Structural Change – Put the AI Board in Place
AI transformation evolves how organisations work. It does not replace everything we humans do today. The goal is to focus on practical, high‑value use cases that improve productivity, quality, and employee experience without creating disruption. A widely debated expression of this change is the concern that AI will replace human employees. Personally, I think this lacks imagination around the positive impact that AI can have on a workplace. Yes, it may reduce the number of repetitive, mundane tasks, but more importantly it will create new ways of working and collaborating.
However, given how rapidly the technology is moving it is critical your organisation puts the right safeguards in place and agrees policies about ethical usage. That requires adoption of a cross-functional AI Board to provide a framework for embracing AI which will manage the impact of the structural change. This provides focus for your organisation’s approach to AI. The goal should be to agree which tools offer the most benefit for your teams and concentrate on exploiting use cases that will deliver the most benefit.
The AI Board should be responsible for establishing the governance structure to help the IT and cybersecurity teams to ensure the use of AI is not creating new vulnerabilities. It should provide clarity and safeguards so employees can use AI confidently and responsibly. Our goal is to enable safe experimentation – not restrict innovation.
People Change – Enabling Collaboration and Experimentation
The ambition should be to get employees excited about the potential of AI to open up new ways of working that can lead to rewarding opportunities and exciting new challenges. Indeed, it is widely accepted that helping your people to accommodate the change is the biggest challenge you will face, taking up about 70% of the time required to implement the technology. This is because successful implementations depend on collaboration between distinct teams, which in turn depends on breaking down barriers, both for individuals and teams.
For example, imagine being able to use AI to analyse data from diverse systems such as customer service, product development and marketing to identify new opportunities to support customers.
Integrating these data sources could be seen as interfering with distinct job functions, so for all employees it is critical to educate them on what will be expected of them and a good start point is explaining how they will be measured. It could include simple measures such as demonstrating usage of AI tools, but if an organisation wants employees to adopt the technology it is also important to empower them through training.
With the right support, employees will want to experiment, which should also enable them to understand use cases for AI in their work and the competencies they need to develop. This can be achieved through opportunities for cross-functional teams to explore new ways of working and innovating and should be encouraged by senior leaders. It is crucial they set the right tone, support initiatives, celebrate successes and listen to employee feedback.
Business Change – Building the Right Business Case
The business case is not just about saving money to solve a specific problem. It is too easy to look at the saved hours and productivity gains from adopting AI as the sum total of the investment costs you must deal with. There are a number of internally focused requirements that you must build into your thinking about AI transformation. There will be costs around the integration work to enable AI to access data from disparate systems. Competence development must be a top priority. Time must also be allocated to the process of change management and how it may disrupt existing business processes. Security must be a top consideration. These are all internally focused tasks, but you must look at them if you are to capitalise effectively on your AI investment.
It is tempting to become overly excited by the potential of AI as a technology, and certainly it will bring dramatic change to organisations in the years to come, but having experienced the factors necessary for successful transformations, it is absolutely critical senior leadership teams approach AI-enabled change with cool heads and clarity on what they want to achieve. Above all, they must remember success is not dependent on the implementation of the technology, but predominantly on bringing employees with them on the journey. Many commentators talk about the rise of AI-first organisations. Those that put people and capability at the centre of their AI strategy will unlock far greater and more sustainable value than those led by technology alone.
Vincent Guillevic, Director of Fraud Labs at Entrust, argues companies that treat identity as a continuous thread rather than a single checkpoint will be better positioned to reduce losses and protect customers
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Identity verification and tackling fraud began as a face-to-face process, built on human trust. Opening a bank account involved meeting a banker in person and from there, trust was established because both parties could see and interact with each other directly in branch.
Fast forward to the digital age and a lot of services have moved online. Identity verification has therefore shifted from in-person checks to remote identity verification. Today, we’re in an era where identity is now central to every interaction we have online.
Fraud has followed the same trajectory. Much like a burglar would test every possible entry point rather than just the front door, fraudsters probe every stage of the customer journey. They look for weaknesses at onboarding, during login, and throughout ongoing transactions and data requests.
That challenge has intensified in recent years. AI has given fraudsters faster, sophisticated and scalable tools. Deepfakes can bypass checks, AI‑generated documents can appear real, and phishing and impersonation attacks can now be automated at scale.
Once a fraudster gains access to a legitimate account, the damage escalates quickly. Global losses from account takeover (ATO) fraud were projected to reach $17 billion in 2025, up from $13 billion in 2024. While the underlying intent of fraudsters seeking the weakest point of entry, the breadth, speed and sophistication of modern attacks have.
Identity Fraud Patterns Across the Customer Lifecycle
Fraud can occur at any stage of the customer journey. From verifying identity at onboarding to securing connections and fighting fraud in everyday transactions. Each stage introduces its own risks, and attackers adapt their tactics based on where value can be extracted most efficiently.
In 2025, patterns showed a clear distinction between industries targeted for new account fraud and those targeted for account takeover fraud. Businesses that offer immediate incentives such as promotional offers or sign-up bonuses are primarily targeted for new account fraud. In contrast, businesses where accounts accumulate long-term financial or data value face higher levels of ATO.
Industries built around sign-up incentives or instance access experience most fraud at onboarding. For instance, in crypto, 67% of fraud attempts occur during account creation, largely driven by sign-up incentives. Vehicle rental follows a similar pattern, with 67% of fraud taking place at onboarding as attackers use fake identities to gain short-term access to high-value assets. In these sectors, low-friction onboarding creates opportunities to harvest incentives or establish accounts that later become avenues for future money laundering.
Account takeover fraud reflects a different strategy. Rather than creating fake accounts, attackers focus on compromising established accounts using tactics such as stolen credentials, phishing, malware, or social engineering. Entrust data shows this is most common in industries where accounts hold enduring value. In payments, 82% of fraud attempts occur after onboarding, while in professional services the figure is 62%. High-value, long-standing accounts are attractive because they enable fund transfers, loans, and access to identity-rich data, making them more valuable than newly created accounts.
These patterns highlight two critical realities. First, organisations can no longer optimise for one type of risk at the expense of another. Defending a single point in the journey inevitably leaves gaps elsewhere. Second, fraud has become highly professionalised. Modern fraud operations are organised, strategic, and adaptive, moving toward the highest rewards and the weakest controls.
Prevention Must Span the Entire Journey
If fraud can occur at any stage, prevention must operate at every stage. Organisations that implement robust, lifecycle-wide identity strategies save an average of $8 million per year in fraud-related costs. These savings come from detecting threats earlier, more accurately, and beyond a single checkpoint.
There are three areas where that lifecycle approach needs to be strongest.
Get onboarding right
Onboarding is the first opportunity to establish genuine trust. Strong Know Your Customer (KYC) or Know Your Employee (KYE) processes combine document verification with biometric checks such as face recognition or fingerprint scanning to confirm that the person applying is who they claim to be. Liveness detection adds a further layer by distinguishing real users from synthetic identities and deepfakes, which are linked to approximately one in five biometric fraud attempts.
With strong identity verification at onboarding not only reduces immediate fraud, but also limits the downstream damage caused with fraudulent accounts.
Secure existing accounts with continuous authentication
Verifying identity once is no longer sufficient. Continuous authentication, combining multi-factor authentication with biometric re-verification like facial recognition, allows businesses to protect established accounts without creating unnecessary friction for legitimate users.
Crucially, it enables authentication requirements to adapt dynamically as risk levels change, rather than applying the same static check regardless of context. In payments businesses, where most fraud targets the authentication process itself, this adaptability is key to mitigating attacks before losses occur.
Monitor behaviour in real time, not just identity
Device intelligence and behavioural signals make it possible to assess risk based on how users interact with services, flagging unusual login patterns, device anomalies, or out-of-character transactions.
As AI-driven fraud becomes more sophisticated and convincing, behavioural indicators provide another layer of ongoing fraud detection. Focusing monitoring on high-risk actions, rather than only high-risk identities closes a critical gap in traditional defences.
The Window of Opportunity
Fraud has always followed the customer journey. What has changed is the availability of advanced technology capable of tracking, analysing, and responding to threats at every stage. The key question for organisations is whether these capabilities are deployed as a connected strategy or left as isolated controls with gaps in between.
Companies that treat identity as a continuous thread rather than a single checkpoint will be better positioned to reduce losses and protect customers, and preserve the trust that underpins long-term digital relationships.
Andrew McLernon, CEO and co-founder at Interlink, on why culture is the real disruptor
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For much of modern business history, disruption has been framed as something external. An emerging technology or a competitor rewriting the rules. Often, markets shift faster than organisations can respond and leaders are told to move quicker, work harder and implement more systems to keep up.
Today, AI has become the latest catalyst for this narrative, with every week seeming to bring another promise of productivity gains or automation breakthroughs. Yet as AI accelerates, many organisations are responding in surprisingly familiar ways: longer hours, stricter oversight, everyone back to the office mandates and layers of new processes built on outdated foundations.
In my experience, this is the wrong response. The real disruption of the AI era isn’t technological. It’s cultural. And leaders who fail to recognise that, risk solving tomorrow’s challenges with yesterday’s assumptions.
The Illusion of Productivity
When economic pressure rises, organisations often default to visibility as a proxy for performance. Leaders want to see people working, whether that means more time in the office, more meetings or more activity. But activity isn’t the same as effectiveness.
AI is already capable of performing many routine tasks faster than humans, a fact that should lead us to rethink how work is structured. Instead, many businesses are doubling down on models that were designed for a different era, treating time spent on tasks as the primary measure of contribution, rather than outcomes achieved.
The irony is that this approach undermines the very productivity gains leaders say they want. People become busier but not necessarily more effective. Creativity declines, decision-making slows and, ultimately, innovation suffers because teams are exhausted rather than energised.
True productivity in an AI-enabled world comes from clarity and focus, not from squeezing more hours out of people.
Culture Before Performance
At Interlink, we’ve learned that performance rarely improves by targeting performance alone. It improves when culture enables people to do their best work.
Culture isn’t slogans or perks; it’s the operating system behind every decision. It determines whether people feel trusted or controlled, whether ideas are encouraged or suppressed and whether change is embraced or resisted.
As we scaled a profitable, AI-powered business across multiple continents, we discovered that culture has to scale before performance can. If it doesn’t, growth amplifies dysfunction. That realisation changed how we approached leadership. Instead of asking, “How do we get more output?” we began asking, “What conditions allow people to produce their best work consistently?”
The answers were not technological; they were human.
Redesigning Work Rather Than Reinforcing Old Models
One of the biggest leadership mistakes I see today is adding complexity to existing systems instead of redesigning them. Organisations introduce new tools without changing behaviours. They add layers of management without simplifying decision-making. They enforce policies intended to restore control rather than building trust.
For us, introducing a four-day working week was not about doing less; it was about focusing on what truly matters. Compressing time sharpened our priorities, improved decision-making and encouraged greater ownership of outcomes by everyone across the business. The result was counterintuitive for some observers: productivity rose, retention strengthened and creative thinking accelerated. When time had clearer boundaries, focus sharpened and accountability deepened.
Flexible and hybrid working emerged from the same philosophy. Instead of designing work around physical presence, we designed it around contribution and trust replaced oversight as the foundation of accountability.
These changes weren’t always comfortable and they absolutely required leaders to relinquish some traditional forms of control. But they reinforced a principle that has become increasingly clear: autonomy drives engagement and engagement drives performance.
The Tension Between ‘Back to the Office’ and the Future of Work
The current push for universal office returns reflects a deeper anxiety about how work is evolving. For some leaders, visibility feels like certainty. If people are physically present, it feels easier to manage performance. But this perspective risks confusing familiarity with effectiveness.
The future of work is unlikely to be defined by a single model. People’s roles, responsibilities and life circumstances vary too widely for one-size-fits-all solutions. Organisations that impose rigid structures in pursuit of control may find themselves losing talented individuals who value flexibility and trust.
That doesn’t mean offices are irrelevant. Physical spaces remain powerful for collaboration, learning and connection. The challenge is not choosing between remote or office-based work but designing environments that genuinely enhance productivity rather than simply recreating old habits.
The businesses that succeed will be those that treat flexibility as a strategic tool rather than a concession.
AI as an Amplifier of Leadership, not a Replacement
Because our business operates in AI-powered demand generation, we spend a great deal of time thinking about the relationship between automation and human expertise. AI excels at pattern recognition, scale and speed but what it lacks is context, empathy and strategic judgement.
The danger for leaders is assuming that technology alone can drive transformation. AI amplifies whatever culture already exists. In organisations built on trust and curiosity, it accelerates innovation; in environments dominated by fear or rigidity, it often automates inefficiency.
The competitive advantage lies not in whether a company uses AI (most soon will) but in how leaders integrate it into a culture that values learning and experimentation.
Simplicity as a Leadership Discipline
Another lesson from scaling is that complexity grows naturally. As businesses expand, processes multiply; communication becomes fragmented, and decision-making slows because too many layers intervene between ideas and action.
We’ve learned to treat simplicity as a leadership discipline. That means regularly rebuilding systems that no longer serve us, even when they once worked well. It also means resisting the temptation to add new structures simply because growth makes things feel messy. As well, simplicity requires intentional effort. Leaders must continually ask which processes genuinely add value and which exist only because they always have.
Leadership for an Uncertain Future
Perhaps the most important shift leaders must make is moving from control to clarity. In a world where technology evolves faster than organisational structures, certainty is increasingly rare. What teams need is not rigid instruction but clear purpose, shared values and the autonomy to adapt.
Leadership becomes less about directing tasks and more about shaping environments where people can thrive. That includes prioritising wellbeing not as a perk but as a strategic requirement. Burnout may produce short-term output, but it erodes long-term capability and the organisations that will define the next era of business are unlikely to be those that simply adopt the latest technology fastest. They will be the ones that rethink how work itself is designed, aligning technology with human potential rather than attempting to replace it.
Culture as the Ultimate Competitive Advantage
As AI becomes ubiquitous, technological differentiation will narrow. Tools that once seemed revolutionary will become standard. But what will remain distinctive is culture.
Culture determines how quickly teams learn, how openly they challenge assumptions and how resilient they are during uncertainty. It shapes whether innovation is encouraged or quietly resisted. And, in that sense, culture is not a soft concept; it is a strategic asset.
The real disruption of the AI age is not automation, it’s the opportunity to redesign leadership around trust, simplicity and human potential. Leaders who embrace that shift will find that technology accelerates their progress. Those who cling to outdated models may discover that even the most advanced tools cannot compensate for disengaged people.
Disruption isn’t about changing the industry first; it’s about changing how we lead.
Our cover star Shadman Zafar, Founder & CEO of Vibrant Capital, is building a CIO-led model for enterprise transformation. Vibrant Capital is an operator-led investment and company-building platform focused on scaling AI in the real economy. “We don’t spray investments across hundreds of AI startups. We curate a portfolio with purpose – selecting companies that solve the real mission-critical problems CIOs face in scaling AI adoption.”
FNB: Redefining Data Science in Commercial Banking
We also hear from Yudhvir Seetharam, Chief Analytics Officer at South Africa’s First National Bank (FNB) on a data science journey characterised by curiosity, culture and the drive for a competitive edge. “Ours is a holistic approach focusing on the customer,” he explains. “Understanding the context of each customer journey and then using that context so that when we interact with you, we’re able to drive the right conversation with the right customer, at the right time, through the right channel and for the right reason. These ‘five rights’ make our interactions with clients more impactful.”
Virginia Farm Bureau: An Enterprise CIO’s Journey
Shifting focus to the world of insurance at the Virginia Farm Bureau, we spoke withan Enterprise CIO at a complex mission-driven organisation. As he approaches retirement, Patrick (Pat) Caine reflects on his career as a CIO and the centennial of an organisation renowned for resiliency, collaboration, commitment to a greater cause, diversity and service to its members. “In my role as CIO, I’ve always been that person who connects the dots between business needs and technology execution. Virginia Farm Bureau is digitally relevant, collaborative, and well‑positioned for the future.”
Mastercard: Protecting Trust in the Digital Economy
Michele Centemero, EVP Services at Mastercard Europe explains why promoting awareness, stronger collaboration and data-sharing, and continued innovation of payments ecosystems, will be critical in reducing the impact of scams and protecting trust in the digital economy. “The combination of AI, robust identity controls and open banking can help protect consumers from scams, whether across card and account‑to‑account payments or in fraudulent account openings.”
Thales on AI Security: How FinServ’s Budget Priorities Signal a Boardroom Shift
Todd Moore, Global VP – Data Security Products at Thales, reveals why making AI security a boardroom priority today, will help firms position themselves to capture competitive advantage, safeguard customer confidence, and define the future of secure innovation. “Balancing AI’s opportunity and risk means embedding security at every stage, from design to deployment and ongoing monitoring.”
Paymentology: The First Live AI-Agent Payment Is a Test for Credit Infrastructure
Thomas Benjaminsen Normann, Product Director at Paymentology, dissects the future for agentic payments and the progress still to be made. “Agentic payments demand something more granular: a clearer account of who or what acted, under what limits, and with what right to create a liability on the customer’s behalf.”
Also in this issue, we hear from Publicis Sapient, on why asset managers must redesign their enterprise for AI-driven decision intelligence; learn from Bitpace why the most resilient payments infrastructure will be the one with the most adaptability; rank the AI maturity of 12 of the largest payments networks in the latest Evident AI Index; and round up the key FinTech events and conferences across the globe.
Michele Centemero, EVP Services, Mastercard Europe on why promoting awareness, stronger collaboration and data-sharing, and continued innovation of payments ecosystems, will be critical in reducing the impact of scams and protecting trust in the digital economy
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As our world becomes faster, smarter and more interconnected, scammers are evolving in parallel, developing increasingly sophisticated ways to exploit people’s trust. By harnessing new technologies and behavioural insights, they are refining their methods to appear ever more credible and convincing.
While attacks on systems continue, today’s fraudsters are increasingly targeting people, often relying on psychological manipulation to achieve their goals.
Understanding Social Engineering
Many modern scams fall under the umbrella of social engineering,which isthe use of deception and emotional manipulation to influence a person’s behaviour.
In the digital world, cybercriminals use these tactics to build false trust, create urgency or fear, and ultimately trick people into sharing confidential information or taking actions that can cause financial harm to themselves or their employer.
Recent European industry data indicates that social engineering-related fraud and authorised push payments (APPs) – where victims are tricked into sending money to fraudsters posing as legitimate payees – now account for a growing share of overall scam losses[1].
This is directly impacting a growing number of consumers, with the majority of people saying they’ve experienced some form of scam or fraudulent attempt to capture their personal information highlighting why awareness and vigilance are critical for people of all ages.
Education is the First Line of Defence
Protecting consumers and businesses from malicious activity is a priority, and it starts with awareness. When people understand how scams work, they’re more likely to spot the warning signs before it’s too late and be empowered to protect themselves against fraudsters.
Three of the most common social engineering scams to watch out for are:
Imposter fraud – Criminals pose as trusted organisations (such as banks, retailers, or government bodies) to pressure victims into sharing personal or financial details. Research indicates over half (53%) of European consumers have been targeted via phone or voice call scams, with social media scams affecting around two in five people, and tech support impersonation tricking roughly one in three.*
Phishing – Fraudulent emails, texts, or messages that are designed to look legitimate, often urging immediate action like clicking a link or resetting a password, leading victims to disclose sensitive information or install malicious software. Nearly three in five (58%) have received phishing emails or fraudulent text messages (63%) and QR code scams are on the rise, impacting nearly a quarter of Europeans.*
Romance or honeypot scams – Scammers build emotional relationships over time, gaining trust before exploiting it for financial gain. These types of attacks are also widespread, with one in four people (24%) encountering fake profiles, requests for money, or online relationships that lead to financial exploitation. These scams hit younger generations hardest, with 40% of Gen Z and 35% of Millennials affected, compared with 21% of Gen X and 11% of Boomers.*
How Businesses Can Protect Consumers from Scams
With fraudsters increasingly using AI to commit more sophisticated, larger scale attacks, businesses and banks should also consider how they deploy technology to protect customers from bad actors.
The combination of AI, robust identity controls and open banking can help protect consumers from scams, whether across card and account‑to‑account payments or in fraudulent account openings.
Looking at identity controls specifically – take the example of continuous identity verification, a fraud prevention measure that verifies the user is who they claim to be throughout the entire lifecycle journey. This helps to prevent scammers from opening or taking over accounts to apply for credit, create ‘mule’ accounts or impersonate others.
Behavioural biometric data is often used as part of this and can be used to analyse how a user interacts with their device – from typing patterns to on‑screen movements – to flag unusual behaviour.
More in depth, AI powered transaction analysis can also help banks and financial institutions to stay ahead of payment threats. It provides banks with the intelligence needed to detect and stop payments to scammers, using AI and a network-level view of account‑to‑account transactions to enable intervention before funds leave an account.
Staying Ahead of an Ever-Evolving Threat
As social engineering tactics continue to evolve, staying ahead requires a combination of intelligent technology, consumer education, and proactive action from businesses and financial institutions.
While no single measure can eliminate risk entirely, greater awareness, stronger collaboration and data-sharing, and continued innovation of payments ecosystems will be critical in reducing the impact of scams and protecting trust in the digital economy.
*Source: This study was conducted by The Harris Poll on behalf of Mastercard from September 8 to September 25, 2025, among 5000+ consumers in the following European markets: EUR: France (n=1,005), Germany (n=1,002), Italy (n=1,016), Spain (n=1,005), UK (n=1,004)
Mastercard: Transforming the Fight Against Scams
Innovation – Our advanced AI-powered Identity insights examine digital footprints and assess unique patterns to detect risk and flag suspicious activity indicative of scams.
Collaboration – We collaborate across industries, partners and organizations worldwide to secure the digital ecosystem, ensuring payments are safe for all. Combating the growing threat of scams demands a collective effort.
Education – We work with and through our collaborators to provide knowledge and tools that help people protect themselves and their loved ones from scams, while also working to destigmatise the experience of being a victim.
$12.5bn in losses from U.S. consumer reported online scams in 2023
$486bn in global losses from scams and bank fraud schemes in 2023
22% YoY growth in U.S. consumer scam losses suffered in 2023
From sender to recipient, we vigilantly monitor accounts and transactions for any elevated scam risk
Identity insights – Provides actionable identity insights and risk scores for businesses to improve identifying their good customers from the scammers creating “mule” accounts or impersonating someone else with a false identity.
Transaction patterns – Flags suspicious activity across the money movement flow to prevent payments to scammers before it is sent through the real-time analysis of transaction elements.
Account confirmation – Enables account validation to confirm account ownership and validate identity details in real-time through our open banking capability, which draws on the safe exchange of consumer-permissioned data to facilitate frictionless and secure payments.
Todd Moore, Global Vice President, Data Security Products at Thales, on why making AI security a boardroom priority today, will help firms position themselves to capture competitive advantage, safeguard customer confidence, and define the future of secure innovation
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Financial Services organisations are responsible for some of the biggest growth in the global economy. Equally, they’re some of the most vulnerable. Like many other sectors, they’re racing to embrace AI, but with adoption comes new security risks.
According to Thales’ Data Threat Report: Financial Services Edition 81% of FinServ organisations are now investing in GenAI-specific security tools, with nearly a quarter using newly allocated budget. This surge in funding marks a turning point: AI security has moved from being an IT concern to a boardroom priority.
The fact that new budget lines are being carved out specifically for AI security signals a fundamental shift in corporate strategy. Boards increasingly recognise that protecting AI systems is as critical as safeguarding payment rails or core banking infrastructure. For an industry built on trust, resilience, and regulatory compliance, this investment wave shows how central AI has become to both risk management and competitive growth.
Balancing AI Innovation and Security
While FinServ organisations are aware of the security risks AI poses, they’re also seizing upon the opportunities it presents. The report has found that in 2024, FinServ businesses outpaced the broader market in AI deployment, leading in enabling employees to use AI and ahead in AI integration, which has continued into 2025. Additionally, 45% say they’re in the ‘integration’ or ‘transformation’ phases of their GenAI journey, compared to just 33% across wider industries.
AI’s ability to accelerate services, automate processes, and analyse data at scale makes it an exciting prospect, especially in the financial sector. This makes securing AI systems a priority for FinServ organisations, with increased GenAI integration reflecting developing organisational maturity and progress beyond experimentation.
The Risk
Yet the scale of opportunity is matched by the scale of challenge. AI systems require vast amounts of structured and unstructured data to conduct analysis and make recommendations.
For FinServ organisations, this often includes highly sensitive customer and transactional information, proprietary algorithms, and records bound by strict regulatory oversight. The risk is not only about whether AI systems themselves are secure, but whether the data they’re working from is accurate, as well as whether their adoption inadvertently creates new routes to data exposure and exfiltration.
Businesses need a clear strategy to fully understand how AI models are operating within their IT infrastructure, the applications they’re interacting with, and the data they’re accessing and pulling from.
The Response
Balancing AI’s opportunity and risk means embedding security at every stage, from design to deployment and ongoing monitoring. Newly allocated budgets for AI security, with nearly a quarter of FinServ firms making such investments, show how central AI has become to board-level strategy. These investments move firms beyond reactive fixes to proactive frameworks that evolve with the technology. AI security is no longer just an IT concern, it’s a strategic priority requiring collaboration between security, compliance, and business leaders. By factoring risk into early planning, organisations can align innovation with responsibility and build resilience for the long term.
Pioneering AI Security
Building on investment in AI-specific security is only the beginning. As scrutiny intensifies, the firms that will lead are those that treat AI security as integral to business strategy, not a bolt-on layer. Success will require visibility into how models behave, continuous validation against emerging risks, and adaptive controls that evolve with the threat landscape.
The financial services organisations that embed these safeguards into their core infrastructure will protect sensitive data as well as setting a benchmark for resilience and trust in an AI-driven economy. By making AI security a boardroom priority today, these firms position themselves to capture competitive advantage, safeguard customer confidence, and define the future of secure innovation.
Thales: AI is the New Insider Threat
Thales 2026 Data Threat Report Finds 70% of Organisations Rank AI as Top Data Security Risk
Data security has taken centre stage as the success of enterprise AI initiatives increasingly hinges on consistent, controlled access to proprietary organisational data sources. The 2026 Thales Data Threat Reportexamines the complex calculus that organizations must undertake to enable innovation while securing their most valuable asset – their data.
This research was based on a global survey of 3,120 respondents fielded via web survey with targeted populations for each country, aimed at professionals in security and IT management.
Lee Fredricks, Director – Solutions Consulting, EMEA at PagerDuty, on why technology leaders should see 2026 as a time for operational resilience to shift from ambition to accountability
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Technology leaders should see 2026 as a time for operational resilience to shift from ambition to accountability. In 2025, too many cloud services outages and disruptions took place across the public and private sectors, and now regulatory, technological and cultural pressures are converging to say that enough is enough.
Outages often translate into broader repercussions for the organisation, including revenue impact, customer churn, share price pressure and potentially regulatory reporting obligations. Operational metrics must now be discussed alongside financial KPIs at the board level. C-suite leaders understand accountability, especially within the very regulated financial sector.
DORA’s First Birthday
It’s now been one year since the implementation of the Digital Operational Resilience Act, or DORA, introduced by the EU to strengthen the digital resilience of financial institutions. By now, organisations have had time to consider moving from mere compliance to creating a competitive edge from their investments.
Enterprise tech leaders are in the middle of a balancing act. They’re managing ongoing modernisation and transformation initiatives while navigating multi-jurisdictional regulatory scrutiny. At the same time, they face constant pressure from the board and must meet evolving customer needs—all competing for immediate attention. The stakes have never been higher. Operations teams are no longer viewed as a back-office IT function. Their success in keeping the organisation running and driving revenue is now a board-level concern.
For organisations today, IT is business delivery.
A year of DORA has seen organisations make the shift from focusing solely on mere compliance to setting meaningful demonstrable testing, third-party risk visibility and strictly mandated incident reporting timelines. Financial firms have lessened their exposure to risky situations. Payments providers aren’t only reliant on a single cloud region or SaaS supplier, or unable to provide evidence of real time incident response efforts and auditable logs after a disruption.
One benefit of these overall systemic improvements is enhanced supply chain accountability. Financial institutions and their technology partners are both liable for potential penalties and reputational risk, which makes it highly critical that they can prove their resilience capabilities.
Nevertheless, operational resilience is a continuous discipline. A fragmented incident response can expose firms to regulatory and reputational risk again and again if not addressed systemically. As such, many organisations are looking toward AI agents as part of a move towards ‘no-touch’ operations.
From Autonomy to Self-Healing
Under set policies, autonomous agents can handle incident response and operational tasks, such as detection, triage and remediation. AI agents deployed in operations may become the backbone of L1 (first contact) and L2 (more skilled) support. Contrast this with the traditional, reactive, ticket-driven model of IT. The industry can move much faster and with a higher successful close rate. Leveraging intelligent automation reduces mean time to detection/resolution and KPIs around lower incident volumes reaching L3. Additionally, it can lead to improved service availability percentages. Well integrated agents that actually support existing operations teams also help manage the issues around talent shortages faced by many organisations.
A typical incident lifecycle with agentic processes includes several stages depending on the model, but can be summarised as: Anomaly detected, correlated with recent deployment, a remediation script triggered and a human notified if set thresholds were breached. Such no-touch operations are golden in any sector, but particularly with industries such as digital banking and retail, where peak traffic periods demand near-instant response and poor customer experience is a powerful motivator for users to instantly change providers.
IT Standardisation
In addition, consider standardisation as part of strategic infrastructure best practices. There is a role for central operations clouds and operational ‘golden paths’ as solid foundations for reliable operational scale and dependability. Standardisation enables consistent, scalable operational excellence especially across large, distributed enterprises. ‘There is one way and it is the right way’ can be a great time and stress saver for operational teams – particularly if a regulatory notification and clear evidence is required.
For example, a global bank might define a single golden path for deploying customer-facing applications with pre-approved monitoring, incident response workflows, and regulatory reporting templates built in. In an outage, teams follow the same process and automatically capture the evidence required for regulators, avoiding confusion, delays, and compliance risk.
All of these possibilities take us to an exciting new place for an evolved set of developer and operational roles. When organisations enable AI to reshape daily engineering work away from manual firefighting and low-value work it frees headspace and time for developers and engineers to move into more architectural thinking and intelligent oversight of automated systems. These augmented teams will be empowered to manage simple situations instantly and devote more time and attention to the more difficult issues – the edge cases and the strategic necessities.
Enabling Agentic AI
Using another lens, businesses with agentic IT operations capabilities support their current talent, extending their reach and the speed of their response. The winning organisations will be those who deploy agents strategically, freeing up humans for that higher-value work – i.e. L3 expert support – and setting new standards for operational excellence that customers can rely on. Ideally this means making commensurate investment in existing people, training and organisational change management. A culture of continual upskilling and forecasting that points humans to where they make the best impact will be just as important as the autonomous tech tools working alongside them.
Autonomous agents allow many new services, and one of those can be described as self-healing operations. This evolution of the operations world is where predictive detection, automated remediation and embedded resilience all coalesce. With an autonomous process of testing, maintenance and remediation, organisations can focus on finely measuring improved customer trust. They can also enjoy the productivity and revenue benefits of high business continuity and availability.
AI is still a new technology, and many are legitimately concerned with the concept of autonomous agents. There is a need for clear guardrails, audit trails and explainability in automated remediation, and many technology partners have invested in their ability to support across these areas. Moreover, firms must maintain direction with policy-driven automation rather than uncontrolled autonomy, particularly in regulated industries.
Mandate Operational Excellence
This year is very likely to reward organisations that treat operational resilience as core to their business strategy. Those investing in automation, standardisation and governance will set the pace for their industries in an AI-enabled and increasingly autonomous world.
Regulators are already expanding their scrutiny and reliability expectations beyond financial services firms. Across the world, jurisdictions are increasingly looking to strengthen their economies and digital services in particular through resilience and cybersecurity measures. At the same time, agentic operations, and the organisational performance benefits they support, will rapidly become table stakes technology in all sectors. Inevitably, customers will judge brands on digital reliability as much as price or product features when evidence of outages are a click or a headline search away.
Start now. Audit internal incident response maturity, review the potentially complex web of third-party IT dependencies and identify where automation makes clear business sense. While resilience is an investment in compliance, it is also critical to ensure customer trust and future stability.
With growth in data centre power demand, driven by AI and other power-hungry applications, could microgrids hold the key? Rolf Bienert, Technical & Managing Director of global industry body, the OpenADR Alliance discusses the potential for microgrids in providing flexibility and clean energy
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Generating enough power for the demands of artificial intelligence (AI), cryptocurrency and other power-hungry applications, is one of the biggest challenges facing data centres right now. With a power grid already under pressure and in the process of trying to modernise and flex to cope with the huge demands placed on it, the industry needs to rethink the way it adapts to these challenges.
Data Centres
According to figures from the International Energy Agency (IEA), data centres today account for around 1% of global electricity consumption. But this is changing with the growth in large hyperscale data centres with power demands of 100 MW or more. And an annual electricity consumption equivalent to the electricity demand from around 350,000 to 400,000 electric vehicles.
With the rise of AI and expectation of what it can deliver, the next few years are likely to see a significant rise in the number and size of data centres. This has serious consequences for the energy sector. While, technology firms are under growing pressure to make data centres more sustainable.
Microgrids – The Opportunities
Microgrids could be the answer in providing a more sustainable and efficient energy supply for data centres. While the concept of a microgrid can vary depending on how they are used, they can be defined as small-scale, localised electrical grids that can operate independently or in conjunction with the main power grid. They can range in size from a university to a single home.As a global ecosystem, we’re seeing them used in different scenarios, from residential to large campuses.One interesting use case is MCE, a California Community Choice Aggregator, which has established a standardised setup for residential virtual powers plants (VPPs) with OpenADR used as the utility connection to manage the prices and consumption.
The feasibility and suitability of microgrids depends on factors like the specific requirements of the data centre, regulatory environment and the long-term goals for sustainability, resilience and cost-efficiency.
The real value is in helping overcome grid constraints and improving reliability by managing consumption and maintaining power during grid issues. For data centres that require uninterrupted operation, this ability to deliver resilience is critical.
Sustainability is another important advantage. By integrating renewable energy sources, such as solar or wind power, and energy storage, microgrids can significantly reduce carbon footprint. While in terms of cost savings, they can reduce operational costs by utilising local power generation and demand-response strategies.
Microgrids are modular, which means they can grow as the data centre’s needs evolve. Plus, when it comes to regulation, they face fewer regulatory hurdles compared to other options, like nuclear power, because they can operate mostly ‘net zero’ on the grid connection.
Microgrids – The Challenges
For data centre operators and investors trying to address power supply and stability issues, the use of microgrids can also mean challenges.The first of these is the start-up costs. While we talk about a reduction in operational costs once up and running, set-up costs for microgrids can be high, requiring significant capital investment especially for larger data centres, so important to bear in mind.
Sustainability may be a big plus point, but the use of renewables like solar and wind depend on the weather – and the weather can be fickle. This necessitates robust storage solutions, backup power or large grid connections to ensure reliability and stability at all times. It’s also important to stress that the effective integration of these various distributed energy sources and systems can be technically challenging, so working with good integrators and partners is paramount.
When it comes to powering data centres, microgrids are not the only option being considered. Alternatives like small modular nuclear reactors (SMRs) are also be touted as potential power sources. In my mind, SMRs are not in competition with microgrids but could become an important baseline component of them.
In their favour, SMRs provide a constant, high-capacity output, ideal for 24/7 operation, and a zero-emissions power source. Once operational, they offer stable costs over decades. But they also face challenges like stringent regulation and public opposition to development, while a nuclear plant, even a small-scale one, involves substantial upfront investment. This is aside from the risks around nuclear waste and safety.
Bottom line is that the data centres are going to need a very high continuous supply of power and microgrids offer options for a more resilient and responsive energy infrastructure. Decentralised power through a network of microgrids could help dynamically manage power loads and optimise renewable energy sources – especially as demands on the grid grow as we march onwards towards an AI-powered future.
Jamil Jiva, Global Head of Asset Management at Linedata, on why the next chapter of AI-driven finance will be shaped not just by technology, but by creativity
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Beyond Data: Where AI Finds Unexpected Inspiration
The discussion about training AI largely focuses on concerns that accessible, human-generated data is limited and may soon run out completely. If this is the case, how can technology that depends on a seemingly endless stream of inputs to iterate, test, and adapt deliver the results we expect? AI relies on structured, high-quality data to thrive, but what happens when we run out of spreadsheets and financial models to train AI? We need new data sources to ensure it continues to learn, adapt, and deliver accurate insights. Video games stand out as offering some of the richest, most expansive, and complex environments for AI training.
At first glance, video games and financial operations seem to belong to entirely separate worlds. However, AI connects these domains, with models leveraging virtual-world training to tackle real-world financial tasks. Financial documents such as credit agreements and tax returns are often convoluted, unstructured, and labour-intensive to process. Therefore, AI designed to interpret such data must possess strategic reasoning, real-time adaptability, and advanced pattern recognition. So, could video games be the ideal training ground?
Contrary to popular belief, gameplay can significantly improve how people think, learn, and solve problems. The abilities required to excel at video games closely reflect the skills AI systems must acquire today.
Levelling Up: What Virtual Worlds Teach Machines
Practice leads to proficiency, a principle that applies to both humans and AI. Interestingly, many of the most significant advances in AI development have emerged not from conventional data training, but from taking creative approaches. Games push AI to emulate human thinking and sharpen its statistical intuition.
These game-trained models are neither expensive nor heavily reliant on resources, and they sidestep the issue of data scarcity. As a result, they are actively shaping the future of financial intelligence. The examples below offer a clear demonstration of the potential of gameplay.
Virtual Economies: Lessons from World of Warcraft
World of Warcraft, with millions of players interacting in an immersive and dynamic world, features an economy that closely mirrors real-world financial systems, complete with inflation, supply and demand cycles, and fraud risks. The game even inspired one of the most renowned epidemiological studies: when the in-game ‘Corrupted Blood’ plague spread unpredictably, scientists used it as a model for real-world pandemic simulations.
Financial models depend on vast, interconnected data networks, much like the economy in World of Warcraft. Organisations employ AI to continuously monitor patterns, detect anomalies such as fraud or misstatements, and optimise data extraction for financial reporting, mirroring the way AI analyses virtual economies.
Urban Chaos: GTA V and Real-World Simulation
While Grand Theft Auto (GTA) V is famous for its open-world chaos, researchers have leveraged its traffic systems and non-player character behaviours to train AI for applications such as self-driving cars, crime pattern recognition, and urban planning. At its heart, GTA provides a platform for AI to process vast amounts of unstructured data in real time.
Similarly, financial institutions manage millions of data points from a wide range of sources. Their AI tools must automatically extract insights, classify information, and normalise complex formats. GTA serves as a controlled yet intricate environment for simulating scenarios, enabling AI to optimise for real-world tasks through ongoing feedback loops.
Sandbox Creativity: Minecraft and Adaptive Thinking
Minecraft provides a sandbox environment where AI learns through exploration. OpenAI even trained an AI to play Minecraft by watching YouTube tutorials, closely mimicking the way humans learn. Similarly, any AI used by financial institutions must be able to self-learn from new document types and structures, adapting just as a Minecraft AI learns to survive.
Reinforcement learning, where AI improves based on feedback, is a key element of intelligent document processing. Thanks to its vast scalability and dynamic, hierarchical environments, Minecraft serves as an ideal setting for navigation and repeated feedback loops, helping models develop domain-flexible reasoning.
Multiplayer Mayhem: Dota 2 and the Art of Teamwork
Dota 2 stands out as one of the most complex competitive games ever created, presenting AI with challenges in real-time decision-making, strategic coordination, and adaptability. OpenAI Five, trained on the equivalent of 45,000 years of gameplay within just 10 months, managed to defeat renowned, professional human teams. As anyone who has mastered StarCraft knows, tactical adaptability is essential for gaining the upper hand.
Financial institutions operate in environments that are just as dynamic as the shifting levels of a video game. Market conditions, regulations, and data formats are in constant flux. AI must be able to adjust to new document structures, handle missing information, and navigate edge cases, much like AlphaStar adapts to an opponent’s unpredictable strategies.
From Pixels to Profits: Bringing Game Logic to Finance
Whether to streamline operations, mitigate risks, or make informed decisions in today’s data-intensive financial landscape, AI has the potential to fundamentally transform financial offerings, delivering personalised and evolving experiences that foster understanding and combine seamlessness with regulatory compliance.
Yet AI does not simply require more data from which to learn; it needs better data. Video games offer near limitless, pre-built, highly complex digital worlds where AI can test hypotheses, simulate scenarios, and refine decision-making models. By utilising these unique environments, AI is challenged to enhance its speed, accuracy, and efficiency.
The world of video games has many lessons we can learn when building AI, and given AI’s remarkable ability for transferable learning, it makes sense to leverage these pre-trained models to power essential financial workflows. It is more than just document processing; it is thinking, and the same intelligence that enables AI to defeat world champions in Dota 2 is now driving the next generation of financial AI solutions.
The next chapter of AI-driven finance will be shaped not just by technology, but by creativity. By embracing unconventional data sources such as the immersive complexity of video games, industry leaders will unlock new possibilities for personalisation, security, and customer engagement.
Richard Doherty, Head of Wealth & Asset Management, Publicis Sapient, on how asset managers must redesign their enterprise for AI-driven decision intelligence
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The asset management industry is entering a structural inflexion point. The first wave of AI focused on improving productivity through copilots and automation. The next wave will fundamentally reshape how decisions are made, executed, and governed across the enterprise. This is not a technology upgrade. It is an operating model shift.
Despite significant investment, many firms remain trapped in fragmented AI experimentation. A majority are yet to realise meaningful economic returns from AI, not due to lack of capability, but due to a failure to redesign how intelligence is applied across the organisation. The gap between ambition and outcome is not a technology problem. It is a structural one.
From Automation to Decision Intelligence
The industry conversation has evolved. The question is no longer whether to adopt AI, but how to scale it across the enterprise. However, most firms are still approaching this challenge through the lens of automation, identifying tasks that can be executed faster or at lower cost. This delivers incremental value, but does not address the underlying constraint: the structure of decision-making within the organisation.
Traditional operating models are built around sequential workflows. Work moves from function to function: research, compliance, operations, and distribution, each dependent on the previous stage. This creates latency, duplication, and fragmentation. Agentic operating models shift the focus from tasks to decisions.
Instead of asking “Which processes can we automate?”, leading firms are asking: “Which decisions can be augmented or owned by intelligent systems?”
This shift enables organisations to move from sequential workflows to parallel decision systems; from human-led analysis to AI-assisted reasoning; from periodic insight to continuous intelligence. The result is not a marginal improvement. It is a step-change in how the enterprise operates.
The Pressures Driving Change
This transformation is not happening in a vacuum. Asset managers face mounting structural pressures: margin compression driven by fee pressure and passive competition; rising operational complexity from regulation and product proliferation; and advisor capacity constraints that limit scalable growth. Agentic operating models directly address all three.
By automating complex workflows, rather than individual tasks, firms can significantly increase advisor and analyst capacity without proportional cost increases. Parallel decision systems reduce the time required to launch products, respond to market events, and deliver client insights. This compresses cycles from months to days. Continuous monitoring of guidelines, portfolios, and operational processes reduces exposure to regulatory breaches and operational failures.
These are not theoretical benefits. They represent measurable improvements in cost-to-serve, time-to-market, and operational resilience.
Not all Intelligence is the Same
To scale AI effectively, organisations must recognise that not all problems require the same type of intelligence. Enterprise AI operates across three distinct layers, and conflating them is one of the primary reasons AI initiatives fail to scale.
Deterministic systems execute predefined rules with complete consistency. They are essential for functions where there is zero tolerance for error, trade validation, settlement processing, and regulatory reporting. If a business outcome must be identical every time, deterministic logic remains the correct approach.
Predictive systems use historical data to forecast outcomes. Applied in areas such as portfolio risk modelling, fraud detection, and client churn prediction, they generate probabilities and insights, but they do not interpret context or make decisions independently.
Agentic systems operate where problems require interpretation, judgment, and contextual understanding, investment guideline interpretation, regulatory document analysis, portfolio insights, and client communication. These systems can reason across complex information, generate insights, and take action within defined boundaries.
The ‘Different but Valid’ Dilemma
A critical challenge in adopting agentic systems is understanding how they behave. Traditional software produces identical outputs. Agentic systems produce reasoned outputs.
This introduces what I call the ‘different but valid’ dilemma. An agent may take a different reasoning path from a human and arrive at a different, but still correct, conclusion. This variability is not an error. It is inherent to reasoning systems.
The real risk lies in hallucination, outputs that are not grounded in data or evidence. Managing this requires organisations to clearly define where variability is acceptable. All AI-driven processes sit on a spectrum: deterministic actions with no variability (trade execution), predictive actions with controlled variability (risk scoring), and agentic actions with higher variability (investment insights).
Leading firms design systems where agents perform reasoning, deterministic systems enforce execution, and humans retain oversight on high-consequence decisions. This balance enables both flexibility and control.
The Operating Model Shift
The most significant change is not technological; it is organisational. Traditional models are built on functional workflows. Agentic models are built on coordinated decision systems.
Consider what launching a new investment product looks like under each model. In a traditional model, it involves sequential handoffs between teams, compliance reviews the guidelines, operations configures the systems, and distribution drafts the client narrative. Each stage waits for the last.
In an agentic model, intelligent systems operate in parallel: compliance agents interpret guidelines, operations agents configure constraints, distribution agents generate client narratives, and governance agents validate outputs. This orchestration compresses timelines, reduces friction, and enables continuous decision-making. It represents a fundamental redesign of how work is performed.
Governance: the Foundation for Trust
Trust is the prerequisite for scaling AI. Without it, adoption stalls, not because the technology fails, but because the organisation cannot adequately explain or defend the decisions it makes.
Leading firms implement governance models built on three principles. First, explainability: every decision must be traceable and auditable. Second, authority boundaries: agents operate within clearly defined limits. Third, human oversight: high-consequence decisions remain under human control.
Regulatory expectations will continue to evolve, but one principle remains constant: organisations must be able to explain how decisions are made.
Scaling AI is a Leadership Challenge
Executives must take a deliberate approach across four areas:
Define the intelligence model: map business problems to deterministic, predictive, or agentic systems.
Build the foundation: invest in data, infrastructure, and orchestration capabilities.
Redesign the operating model: shift from workflows to decision systems.
Implement governance to ensure transparency, control, and compliance.
Start with high-value use cases and expand rapidly across the enterprise. The firms that act now will establish a structural advantage in cost, speed, and decision quality. Those that do not risk being constrained by legacy operating models that cannot scale with the demands of modern markets.
The Question is not if, it is Who
The industry is not simply adopting new technology. It is redefining how decisions are made. The firms that succeed will not be those that deploy AI tools in isolation. They will be those who design the right form of intelligence for each problem, redesign their operating models around intelligent systems, and scale agentic capabilities across the enterprise.
This shift is already underway. The question is no longer whether it will happen. The question is which firms will lead, and which will be forced to follow.
Sanofi: Supporting the World’s Health Through Data
This month’s cover story spotlights Sanofi, one of the world’s largest pharmaceutical companies. For an organisation that puts the end-user – the patient – first, this requires an unwavering focus on R&D and continuous improvement. For the sake of the world’s health; every patient counts. So, when opportunities arose to improve services through data and advanced technology like AI, Sanofi brought in experts to steer and develop the journey.
Snehal Patel, Head of Global Data and AI Platform, takes a deep dive with Interface… “These innovations have fundamentally transformed Sanofi’s data and AI value chain,” says Patel. “It’s enabled scalable and efficient development across the organisation. We now have a far more agile development environment that supports the broader AI initiatives at Sanofi.”
Anson Cho, Director of Information Security & Data Protection at Langham Hospitality Group, discusses the pandemic’s silver lining and the development of a proprietary matrix to embed security into the heart of operational excellence.
“Our strategy wasn’t about over-engineering our systems to match the spend of a global financial institution; it was about increasing our defensive maturity so we are never an easy mark,” says Cho. “In cybersecurity, you want to ensure your barriers are sophisticated enough that attackers move on. We focus on staying ahead of the curve and continuously evolving so that our security posture remains a formidable deterrent.”
FNB: Redefining Data Science in Commercial Banking
Yudhvir Seetharam, Chief Analytics Officer at South Africa’s First National Bank (FNB) on a data science journey characterised by curiosity, culture and the drive for a competitive edge.
“Ours is a holistic approach focusing on the customer,” he explains. “Understanding the context of each customer journey and then using that context so that when we interact with you, we’re able to drive the right conversation with the right customer, at the right time, through the right channel and for the right reason. These ‘five rights’ make our interactions with clients more impactful than a spray and pray approach.”
Ian Franklyn, Chief Revenue Officer at Mainstreaming, on why delivering exceptional streaming experiences won’t require just technology, but also collaboration and synergy
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Streaming video has firmly established itself as the dominant force shaping global internet traffic. From premium live sports and breaking news to on-demand entertainment libraries, audiences now expect seamless, high-quality viewing experiences on any device, at any time. For leaders across media, telecoms, and technology, the challenge is no longer about enabling streaming. It is about sustaining it at scale preserving reliability, efficiency and profitability.
Yet, despite the central role video plays in today’s digital economy, the underlying delivery model remains fundamentally fragmented.
Many broadcasters and OTT platforms still rely heavily on centralised, third-party content delivery networks (CDNs). These operate largely outside internet service provider (ISP) infrastructures. This model has supported the growth of streaming over the past decade. However, it is increasingly misaligned with current demand patterns, especially during large-scale live events.
The result is a structural inefficiency that affects every stakeholder in the ecosystem. And the industry can no longer ignore it.
The Growing Cost of Disconnection
When millions of viewers tune in simultaneously, vast volumes of video data must travel across multiple interconnected networks before reaching end users. This often means duplicating the same streams across long-haul routes, placing unnecessary strain on transit links and core infrastructure.
For ISPs, this translates into rising traffic volumes without proportional financial return. Networks become congested, costs increase, and visibility into traffic flows remains limited.
Broadcasters and OTT platforms face a different but equally critical challenge. With limited control over last-mile delivery, performance becomes unpredictable at precisely the moments that matter most. Buffering, latency, and degraded video quality directly impact user experience, driving churn and damaging brand reputation.
Ultimately, the end user bears all the consequences. Even minor disruptions during peak events can cause frustration and dissatisfaction. This consequently erodes trust, impacting both service providers and content owners in an increasingly competitive market.
Rethinking Delivery: Moving Closer to the Edge
Addressing these challenges requires a fundamental rethink of where and how video is delivered.
Rather than relying solely on centralised infrastructure, delivery capacity can be deployed directly within ISP networks, closer to the end user. This edge-based approach localises traffic, reducing the distance data must travel and fundamentally improving efficiency.
The benefits are immediate. By placing content within ISP networks, duplicated traffic across transit routes is minimised, congestion in core networks decreases, and latency is reduced. At the same time, both ISPs and content providers gain greater visibility and control over performance.
This model is particularly valuable for live streaming, where demand is highly concentrated and unpredictable. Traditional CDN architectures, designed for distributed but relatively predictable traffic patterns, are simply not built to handle sudden spikes in concurrent viewership.
Edge delivery networks purpose-built for video, by contrast, enable capacity to be positioned dynamically where it is needed most. This ensures that even the largest live events can be delivered with consistency, reliability, and low latency.
From Delivery Burden to Shared Value Creation
The evolution toward edge-based video delivery represents a fundamental shift for both ISPs, and broadcasters and OTT platforms.
For ISPs, streaming has long been treated as a cost centre. A growing source of bandwidth consumption that drives infrastructure investment without directly contributing to revenue. As traffic volumes continue to rise, this model becomes increasingly unsustainable both economically and operationally.
At the same time, broadcasters face a different challenge. How can they efficiently manage highly variable demand? Particularly during large-scale live events where audience peaks are both massive and unpredictable. And where failure is not an option.
Embedding video delivery capabilities within ISP networks changes this dynamic for both sides.
For ISPs, localising traffic reduces reliance on upstream transit. This alleviates pressure on core infrastructure, enabling more efficient use of existing capacity. It also opens new monetisation opportunities, allowing them to move beyond being passive carriers and play an active role in delivering premium streaming experiences.
For broadcasters and OTT platforms, the benefits are equally strategic. Edge-based delivery enables them to scale live events more efficiently. Activating capacity where and when it is needed rather than overprovisioning for peak demand. This results in more predictable performance, consistent quality of experience, and improved cost efficiency.
In this shared model, video delivery is no longer a burden for one side or a risk for the other. It becomes a coordinated effort, aligning incentives and generating value for all the stakeholders involved.
An Ecosystem that Works in Synergy
Realising this opportunity requires more than technology. It demands a shift toward a more collaborative operating model: a true ‘Better Together’ approach.
This means deeper alignment across the ecosystem, bringing together ISPs, broadcasters, OTT platforms, and technology providers around shared objectives. Instead of operating in silos, each stakeholder contributes to a unified delivery framework designed to meet the demands of modern streaming.
In practical terms, this approach increases transparency, improves performance, and aligns both technical and commercial incentives. Integrating delivery capacity within ISP networks creates a stronger foundation for long-term growth, enabling more efficient scaling as demand continues to rise.
The result is a more resilient and adaptable ecosystem. One capable of supporting increasingly complex and large-scale streaming experiences, and responding dynamically to future demand.
Building the Next Generation of Streaming Infrastructure
The misalignment between how video is consumed and how it is delivered is no longer sustainable, and delaying a change will only amplify the problem
As streaming evolves, new formats such as ultra-high-definition video and low-latency interactive services will place even greater demands on network infrastructure. At the same time, audience expectations will continue to rise, leaving little tolerance for disruption.
Meeting these challenges requires a shift toward integrated, edge-driven architectures supported by strong ecosystem partnerships.
By bringing video delivery closer to the viewer, the industry has an opportunity to redefine both the economics and performance of streaming. More importantly, it can move beyond the limitations of fragmented models toward a more efficient and scalable future. Ultimately, delivering exceptional streaming experiences won’t require just technology, but also collaboration and synergy, aligning the entire ecosystem to operate as one.
Martijn Gribnauis, Chief Customer Success Officer at Quant, on why Agentic AI will redefine financial services
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A recent Google Cloud survey showed that only 13% of finance organisations are currently using agentic artificial intelligence. This number needs to, and will rise when you consider that 88% of financial leaders are seeing ROI from generative AI already. Agentic is the next and most advanced evolution of artificial intelligence the world has ever seen.
Agentic AI is not on the way. It is here and already reshaping how forward-leaning financial institutions operate. In 2026, for IT and finance leaders to build an insurmountable competitive lead they must deploy agentic AI in every area where it can safely and effectively create value. The institutions that hesitate will find their business models under threat from familiar competitors and newcomers alike.
Reinvention of Core Processes
Agentic AI is poised to reinvent core financial processes. Bookkeeping, record maintenance, and period-end close are nearing complete automation. Month-end processes that once required late-night, stress-filled marathons will evolve into continuous, largely automated cycles. IT teams will no longer spend evenings on high alert waiting for failures.
This shift also frees IT leaders, finance teams, and operations functions from monotonous repetitive tasks. Instead of focusing on system uptime and manual reconciliation, they will collaborate with the C-suite on strategic initiatives that drive growth and revenue.
Understanding Why Adoption Is So Low
Despite the promise of Agentic AI, there is understandable caution. Some 80% of organisations have reported ‘risky behaviour’ from AI agents, and in the world of finance that is an alarming number. Finance is one of the most regulated, risk-averse sectors in the world. The fear of losing control remains the primary reason so few in the industry have embraced Agentic AI.
Loss of control and fear of catastrophic error
Financial leaders fear that an autonomous system could go ‘off script’, mis-route payments, misinterpret rules, or inadvertently cause compliance breaches. In finance, even small errors can trigger major financial or regulatory consequences.
Security and data privacy concerns
Large AI models require huge quantities of sensitive data. Organisations worry about breaches, cyber-attacks, or manipulation. An AI agent with improperly configured permissions could, in theory, execute fraudulent transactions or expose confidential customer information.
Bias and fairness risks
If AI agents make decisions using incomplete or fragmented data, they risk perpetuating or amplifying bias. At scale, biased decision-making can undermine customer trust and expose firms to legal and regulatory challenges.
Regulatory ambiguity and audit difficulty
Regulators are still determining how to govern agentic AI. Some organisations fear that early adoption could unintentionally violate rules or create future audit vulnerabilities.
These fears are legitimate, but not insurmountable.
Tackling the Adoption Barriers: A Practical Blueprint for Finance Leaders
To capitalise on Agentic AI’s immense potential, leaders must take a structured approach grounded in business value, security, and trust.
1. Start With Clear, Measurable ROI and Efficiency Gains
In finance, adoption accelerates when decision-makers see proof of value.
Start by automating repetitive processes. Agentic AI can handle tasks like data entry, reconciliation, invoice matching, and initial fraud checks faster and more accurately than humans. This leads to reduced operational overhead as automation lowers labour costs, shortens processing times, and reduces error rates. Demonstrating these savings through case studies or internal pilots is critical to changing minds.
AI agents can enable revenue growth by analysing huge data sets to identify new investment opportunities, optimise trading strategies, and generate personalised product recommendations. Each of these capabilities directly impacts top-line growth.
2. Strengthen Risk Management and Compliance Through AI
Agentic AI will improve risk management when deployed responsibly. This starts with real-time fraud detection. AI agents can monitor transactions continuously, identifying patterns that suggest fraud long before traditional systems would detect an anomaly.
Continuous monitoring is also incredibly helpful when it comes to compliance. AI agents excel at ensuring adherence to KYC and AML regulations. They can automatically maintain audit trails, identify missing documentation, flag anomalies, and escalate issues instantly.
Enhanced stress testing and scenario modelling can both be completed via Agentic AI. It can simulate complex market environments more dynamically than legacy tools, providing deeper insights into vulnerabilities and improving resilience. When showcased and presented in this context, agentic AI becomes a risk-reduction tool in the eyes of decision makers.
3. Directly Address Security and Trust Concerns
Trust is the cornerstone of adoption. Implement enterprise-grade security architecture that includes encryption, secure APIs, strict access controls, and continuous monitoring of agent behaviour. And, use explainable and transparent AI systems (XAI) so your finance teams understand the reasoning behind decisions. XAI helps provide interpretable outputs that support auditability and regulatory compliance.
Start small with a controlled, low-risk pilot. A proof-of-concept in a non-critical workflow helps teams understand the technology, gather evidence, and build internal support before scaling. Produce numbers based reporting that speaks the language of the people who make the decisions. Show, don’t just tell them how agentic will move the business forward.
4. Highlight the Competitive Advantage
Agentic AI adoption is not just an efficiency upgrade. It is a competitive imperative. AI agents create faster innovation cycles by accelerating product development, service delivery, and operational improvements.
They also provide superior customer experience. From instant account servicing to personalised financial recommendations, Agentic AI delivers the speed, personalisation, and convenience customers expect. Plus, it scales exponentially. No matter how many people call in at the same time, an agentic agent will answer immediately. Agentic AI reduces up to 86% of time spent in complex workflows that were traditionally handled only by people. This will be huge in getting ahead of your competition.
5. Build Momentum Through Internal Champions
Adoption increases when respected leaders advocate from within. Mid-level managers, AI-literate staff, or members of the C-suite who understand the technology can serve as champions. Use them and their beliefs to drive alignment, communicate benefits, and counter misconceptions. The more people from different departments and levels of the organisation that talk up the technology, the more likely you are to get buy-in.
Your Time is Now
Agentic AI will redefine financial services. The organisations that act today will build capabilities, insights, and competitive advantages that late adopters will not be able to replicate. Finance leaders must begin asking where agentic AI can support their business, where it can remove friction, where it can unlock growth, and where it can transform operations. The firms that act now will lead the industry. Those that hesitate will not get the chance to catch up.
The only remaining question for finance organisations is not whether agentic AI will change the industry, but how quickly they choose to deploy it.
Richard Ford, Chief Technology Officer at Integrity360, on why cybersecurity must move beyond control and embrace trust
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Cybersecurity has long been focused on building walls, but the biggest threat is already inside. Today, insider risk accounts for nearly half of all data breaches. This isn’t just about malicious actors, it’s about regular employees and trusted contractors who make simple, costly mistakes.
Remote and hybrid working has only intensified the problem. With teams distributed and work happening across cloud platforms and collaboration tools, it’s harder than ever to track what’s happening, let alone why. Although AI tools promise efficiency, they also introduce new vulnerabilities. Employees pasting code into chatbots or bypassing corporate tools to meet deadlines. All seemingly innocent, but highly risky.
Insider Risk
Ransomware gangs know this and are now skipping the technical breach altogether and going straight to the source – a company’s insiders. Whether through bribery or social engineering, attackers are finding that humans can be the weakest link in even the most well-defended environments. Despite this, most security budgets still focus outward.
Traditional tools like data loss prevention (DLP) struggle to keep up with today’s dynamic and unpredictable user behaviour. Meanwhile, simulated phishing tests and punitive training schemes often breed resentment, not resilience. It’s time to rethink the model.
Human Error, Human Fix
We need to stop treating employees as the problem and start making them part of the solution. Enter Human Risk Management (HRM), a behavioural approach to cybersecurity that recognises the complexity of modern work. HRM tools monitor real-world user behaviour, detect anomalies in context, and deliver just-in-time nudges to prevent risky actions before they happen. Instead of punishing mistakes, they help users avoid them in the first place.
Of course, technology alone won’t fix the issue, culture is key. Leadership must champion security as a shared responsibility, not an IT rulebook. Success should be measured by how quickly employees improve, not how often they slip up. Awareness campaigns need to be practical and rooted in real-world behaviour.
Organisations also need to understand how digital transformation has changed the risk landscape. Shadow IT is no longer a fringe issue, it’s how work gets done. Whether it’s a developer using an AI plugin or a marketer sharing files via a personal drive, employees will always find the fastest path to productivity. Security must meet them there, not block the way.
Cybersecurity Built on Trust
The smartest businesses are those that treat identity like infrastructure, and behaviour like a vital data stream. They invest in tools that adapt to people, not the other way around. This means a move away from a surveillance approach and embracing the nuance of human error and design systems that support.
In a world where threats are increasingly internal and AI is both a risk and a tool, cybersecurity can no longer be about control. It must be about trust, and that starts with understanding the humans behind the keyboards.
Pierre Noel, Field Chief Information Security Officer at Expel, on why security with community-based governance is a key business pillar that better positions organisations to become more resilient and target growth
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It’s been a particularly rocky start to 2026 for the global cybersecurity landscape. From the Substack data breach to PayPal credential-stuffing attacks in February, we are not looking at IT failures alone. These attacks are balance-sheet events: direct assaults on business value, triggering remediation costs and long-term impacts on financial health. Compounded with the conflict with Iran, leading to potential ramifications in the cyber realm, it’s more important than ever for the C-suite to be aligned on cybersecurity priorities.
Despite this, a glaring disconnect remains in planning and execution. Expel’s research found that while 85% of finance leaders view cybersecurity as a key component of business planning, only 40% express full confidence in security’s ability to align with business strategy. To bridge this gap, CISOs must move from reporting on activity and start reporting on resilience and unit cost.
Translating Alert Volume Into Unit Cost
CISOs must change how they present the value of their operations. CFOs are largely indifferent to technical metrics like the ‘millions of blocks pings’ or ‘SOC alert volume’ – to a finance leader, an alert is simply another form of disruption to daily operations.
To fix this, CISOs should introduce the ‘unit of cost protection’. By breaking down security spend into the cost required for a single transaction or business unit, CFOs can understand and manage it from experience. A tiered approach works best here: high-risk business units justify higher protection costs than low-risk ones. This allows CFOs to treat security as a scalable operational expense rather than a black hole of additional tooling – the kind of framing that also resonates in a boardroom.
Mapping Investment to Business Risk Exposure
Expel’s research shows that while 43% of finance decision-makers are confident that security can prioritise investments based on risk, only 46% are confident that security can deliver cost-efficient solutions. To move in the right direction, CISOs should shift from ‘vulnerability management’ to thinking about ‘business risk exposure’, requiring a different view of how threats unfold over time.
It’s all about asking the right questions. Instead of requesting more firewalls to protect a specific timeframe, start asking for the cost of securing diverse digital ecosystems across an extended risk window. The 2026 Winter Olympics is a good example: Russian-led cyber campaigns began raising concerns months before a single athlete arrived in Italy, proving that risk isn’t a one-day event but an ongoing operational cost.
For European organisations, this framing is increasingly non-negotiable. While NIS2 and DORA help make the cost of under-investment concrete and quantifiable, the upcoming Cyber Resilience Act (CRA), with key reporting requirements starting in September 2026, extends this pressure to anyone manufacturing or selling digital products in the EU. Even for purely domestic UK entities, the new UK Cyber Security and Resilience Bill is moving the goalposts toward these same high standards. Ultimately, CFOs must understand that cybersecurity isn’t just about preventing loss; it’s a prerequisite for safe and secure growth.
The Reputational Multiplier
So those are the questions to ask, but how do CISOs deal with the ‘unknown unknowns’, specifically long-term brand damage? While compliance fines under NIS2 or DORA may be straightforward (and important) to model, they rarely represent the full scope of the potential damage. In such scenarios, CISOs should propose a reputation multiplier: a framework for quantifying the financial fallout of brand damage in a language CFOs know and trust, looking past immediate recovery costs to factor in the long-term implications of re-establishing market trust.
The 2026 CarGurus breach illustrates this well. Impacting 12 million users, the cost wasn’t purely technical; it also came from the stock price dip and marketing spend required to repair the brand. For UK companies, where regulatory scrutiny is heightened, that multiplier effect is even more pronounced. This is the language of a CFO, and it helps CISOs better translate the urgency and relevance of a strong cybersecurity posture.
Standardising the Language of ROI
Closing the gap between CFOs and CISOs needs more than just better data; it needs a shared vocabulary. By standardising the language of ROI, CISOs transform cybersecurity from a vague insurance policy into a transparent value driver fully trusted by finance teams. Move away from complicated defensive jargon toward a unified framework of unit costs, and the gap between the CISO and CFO starts to close.
Security has become a key pillar of business operations, and in the current threat environment, it’s genuinely a community-based governance issue. The organisations that get this right aren’t just more resilient. They’re better positioned to grow.
Dr. Yvonne Bernard, CTO at Hornetsecurity, on meeting the challenge of managing the speed of AI adoption and harnessing its defensive capabilities while mitigating the risk of uncontrolled adoption
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The past year has been defined by acceleration. Threat actors rapidly embraced automation, AI, and social engineering. Scaling their tactics at unprecedented speed, while defenders raced to keep pace. Historically, defensive resilience evolves in step with attacker innovation, but in 2025 that balance began to falter.
In an analysis of over 6 billion monthly emails, Hornetsecurity’s Security Labs found that the volume of sophisticated threats grew faster than most security teams could adapt to. Malware-infected emails soared by 131%, scams increased by nearly 35%, and phishing attempts – powered by access to advanced AI – rose by 21% from the previous year.
Typically, attacks, even at volume, are easily filtered by good firewalls and secure email gateways. But the sophistication and AI-led nature of 2025’s boom made it even harder for organisations to defend themselves. The question now is: can security teams and businesses wrestle back control?
Evolving Cyberattack Landscape
AI enhances efficiency and precision. As such, cybercriminals use it to launch faster, more convincing and adaptive attacks, ranging from deepfakes to credential stuffing. As an example, there is a concerning trend of attackers increasingly using ‘MFA bypass kits’ to create deceptive login pages. These pages capture not only the user’s credentials but also have logic built in to handle MFA prompts as well. The unsuspecting user is then passed to the real login page for the target service and meanwhile the ‘kit’ grabs a copy of the user’s session token. This allows the attacker to impersonate the person and access their data.
Examples of such kits include Evilginx (open source) and the W3LL panel. Protecting against these attacks can be challenging, as they are adept at bypassing MFA safeguards. Threat actors often use compromised LinkedIn accounts, for example, to gain access to substantial information and connections. This enables them to impersonate trusted business connections. Paired with the weaponisation of Agentic AI, this will magnify existing vulnerabilities within an organisation, while introducing new ones that defy traditional containment models.
As it stands, the lack of oversight within organisations on the extent of AI’s adoption by cybercriminals has enabled the emergence of ‘Ransomware 3.0.’ Ransomware has evolved past simple encryption and exfiltration, with this next phase focusing on LLM-driven orchestration and a shift to data integrity manipulation.
To counter AI-accelerated compromises and ‘Ransomware 3.0’ in 2026, organisations must adopt a Zero Trust-based cyber resiliency strategy. This requires businesses to implement strong, non-phishable machine authentication, strict least-privilege access, and constant monitoring to protect the integrity of the data that users and AI agents can access. It should become the baseline expectations rather than aspirational goals for this year.
The Secret Value of ‘Least Privilege’ Access
Another strategy to proactively improve cybersecurity defences in 2026 is to enforce the principle of ‘least privilege’ access. This tactic grants users access only to the data that’s needed for their role. Limiting excessive access is important for preventing the potential for widespread data exposure and damage in the case of an account compromise.
Businesses, however, must strike a balance over access; if it’s too strict, it can hinder productivity and lead to shadow IT issues. Getting this balance right when it comes to privileged access is where sophisticated permission managers are invaluable tools to work with. They streamline the process and remove the guessing game of who and what to grant access to, thereby ensuring, in the case of an attack, that the entire organisation won’t be brought to its knees.
How CISOs are Adopting ‘Resilience, not Perfection’
The rate at which AI is advancing means not every organisation will be equipped with the tools or the know-how to tackle every AI-inspired attack. But as the saying goes, ‘prevention is better than cure’. It’s better to create a strong security culture than to continually chase after the next best tool.
Organisations can’t strengthen their resilience without involving every single person under their umbrella. That’s why CISOs must continue to invest in cybersecurity awareness programs.
These should include simulated AI-phishing attacks (phishing remains the number one attack vector) to test users and enable them to apply learnings from the modules.
If any user clicks on a phishing email, they should receive additional training at that very moment, to cement the learning. Over time, a good training system should automatically identify users who rarely fall for such attacks and reduce the training they receive while making the simulations they do receive more difficult. Conversely, giving persistent offenders additional bite-sized training and simulations can help improve security outcomes over time.
The key challenge for 2026 is managing the speed of AI adoption and harnessing its defensive capabilities while mitigating the risk of uncontrolled adoption. But with excellent training, cyberattack practice runs, and the adoption of Zero Trust principles, organisations will find themselves in a strong position.
About Dr. Yvonne Bernard
Dr. Yvonne Bernard is the CTO of Hornetsecurity by Proofpoint, Proofpoint’s business unit leveraging the Hornetsecurity product suite dedicated to managed service providers (MSPs) and small to mid-sized businesses (SMBs), providing next-generation cloud-based security, compliance, backup, and security awareness solutions that help companies and organisations of all sizes around the world.
Dr Megha Kumar, Chief Product Officer and Head of Geopolitical Risk at CyXcel, on whether our risk and regulatory frameworks and institutional cultures can keep pace with Agentic AI
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Within the next couple of years, Agentic AI is likely to progress from early stages of operation to be fully embedded within systems. Its expansion will be subtle rather than spectacular. It will integrate steadily into enterprise platforms, logistics networks, compliance workflows, cybersecurity operations centres and executive decision-support tools. Processes will move faster, operating expenses will decline and performance indicators will trend upward.
Yet these visible improvements mask a deeper challenge. The regulatory exposure, data governance pressures and erosion-of-trust risks associated with Agentic AI are being misjudged.
Unlike earlier AI applications designed primarily to generate outputs – whether text, imagery, or predictive insights – agentic systems are built to act. They sequence decisions, draw from multiple data environments, initiate consequential processes and function at scale with differing levels of human supervision. In sandbox environments this can seem contained and controllable. Over extended periods in live environments, however, sustained oversight, traceability and effective governance become significantly more complex.
Evolving Operational Complexity
There are two key challenges that businesses must address.
First, how do organisations monitor what agentic systems are doing once deployed? These systems evolve through updates, integrations and retraining and they interact with new data environments.
Second, how do you ensure responsible behaviour throughout the lifecycle? Regulators, policymakers and customers will likely expect firms to shift from compliance assurance to risk assurance and demonstrable evidence of trust and transparency.
The prevailing assumption is that human oversight will mitigate these risks. Human in the loop or human over the loop has become the default reassurance. In practice, however, that assumption breaks down far faster than many anticipate.
When a system works 95 per cent of the time, human reviewers limit their scrutiny. Behavioural science tells us that automation bias and complacency occur when automated systems are high-performing. Employees often become validators of AI outputs rather than critical examiners. The diligence gap widens gradually and then suddenly.
Facing Up to Difficult Questions
How do you incentivise employees to remain diligent checkers when the system mostly ‘works’? And how much time does effective oversight actually require? True review is not a cursory glance at a dashboard. It involves interrogating assumptions, validating inputs, checking context and assessing downstream consequences. In many cases, meaningful oversight may take nearly as long as performing the original task manually. When checking becomes more costly than doing the job yourself, pressure to ‘trust the system’ intensifies.
And what happens to accountability when oversight exists on paper but not in practice? Governance documentation may show layered review structures, escalation pathways and audit processes. Yet if humans are functionally disengaged, responsibility becomes dispersed. When errors surface, organisations may struggle to attribute fault – was it the model design, the data, the integrator, the operator or the reviewer who signed off without fully scrutinising?
Regulators are only beginning to grapple with these realities. In jurisdictions such as the European Union, the EU AI Act introduces risk-based obligations, documentation requirements and human oversight provisions. These are important steps, however, the operationalisation of those requirements in dynamic, agentic environments remain untested at scale. Compliance on paper will not automatically translate into resilient governance in practice.
Addressing the Trust Challenge
Beyond regulatory exposure, there is a broader trust challenge emerging.
As Agentic AI systems scale across industries, they will generate vast volumes of automated outputs – reports, communications, risk assessments, content, decisions and transactions. If errors or manipulations spread through interconnected systems, confidence in digital outputs may erode.
In geopolitically sensitive contexts, this has profound implications. Agentic systems interacting with external data sources could amplify disinformation, introduce biased datasets or make decisions based on manipulated inputs. The speed of automation may outpace the speed of verification. Trust, once diluted, is difficult to restore.
Data protection risks will also intensify. Agentic systems frequently require broad access privileges to perform tasks effectively. They may access internal databases and personal data and interact with third-party platforms. Each interaction creates potential exposure points. A single misconfiguration or prompt injection attack could trigger cascading consequences across systems.
The next phase of AI adoption will not simply amplify productivity: it will amplify regulatory, legal and reputational risk. This moment therefore demands serious scrutiny before agentic AI becomes deeply embedded in business infrastructure.
The Moment for Action has Arrived
So, what should organisations be doing now?
To begin with, organisations need to look past superficial, tick-box compliance. Effective governance cannot live solely in policy documents – it must function in day-to-day operations. This means investing in continuous monitoring capabilities, robust audit trails and real-time anomaly detection tailored specifically to Agentic AI behaviours.
In parallel, incentive structures should be redesigned. Meaningful human oversight will not happen if it is treated as secondary to speed or output. If employees are expected to provide meaningful review, organisations must allocate time, training and authority accordingly. Performance metrics should reflect risk management responsibilities, not just output rate.
Clear lines of accountability are equally important. Senior leadership and boards should determine who carries ultimate responsibility for outcomes produced by agents. Where third-party vendors are involved, responsibilities must be contractually and operationally defined. Incident response mechanisms should be rehearsed in advance, rather than presumed to work when pressure is high.
Expertise must also be integrated across functions. Legal, risk, compliance, cybersecurity, data protection and operational teams should be engaged from the outset. Deploying Agentic AI is not simply a technical upgrade – it reshapes the organisation’s risk profile.
Finally, resilience demands deliberate stress-testing. Leaders should examine not only pathways to success but how models fail at scale. How would the organisation respond if a system update embedded systemic bias, if an integration vulnerability enabled unauthorised activity or if automated actions eroded customer confidence? Rigorous scenario exercises, however uncomfortable, are essential to building genuine preparedness.
As Agentic AI advances, Risk Management Should Match its Pace
None of this is an argument against adoption. Agentic AI presents meaningful productivity improvements and the potential for sustained competitive differentiation. Organisations that deploy it with discipline and foresight may secure a measurable advantage. The danger lies not in adoption itself, but in pursuing acceleration without knowing the risks and putting the right guardrails in place.
The coming two years are critical for businesses. Before these systems become deeply embedded in core processes, organisations have an opportunity to shape the control environment around them. However, once agentic systems are fully embedded, retrofitting controls will be far more difficult and costly. Leaders must therefore treat this period as a design phase for oversight, not merely a race for competitive advantage.
Agentic AI is advancing rapidly. The defining question is whether our risk and regulatory frameworks and institutional cultures can evolve just as quickly.
As companies pour billions into developing their own AI tools, Fayola-Maria Jack, Founder and CEO of Resolutiion, argues that many are forgetting what worked well in the early tech era, confusing ownership with innovation
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Back in the very early days of computing, organisations rarely hesitated to buy the hardware and software they needed to modernise. Now we’re deep into the AI age. Many organisations are deciding the best approach to adopting the technology is to take building it into their own hands.
Many of the more traditional companies, like big banks, have publicly stated that they’re developing their own AI tools in house. Meanwhile, corporate investment in AI reached £191 billion ($252.3 billion) in 2024 and is only likely to have risen since..
Yet, the challenges of internal AI development are becoming abundantly clear. A recent report from MIT found that 95% of AI pilot projects failed to deliver any discernible financial savings or uplift in profits. It also found companies purchasing AI tools succeed about 67% of the time. Meanwhile, internal builds succeed only one-third as often.
Why do companies feel they need to build their own AI tools?
Those statistics alone show buying AI from specialised vendors and building partnerships is often the wiser choice. But, with a handful of traditional businesses deciding to lean the other way, it begs the question: why are these companies not only initially choosing the in-house route, but also persisting with it despite low success rates?
The instinct to ‘build’ is rooted in legacy thinking – and to some extent, a naivety around what makes AI solutions special. Traditional enterprises have long equated ownership with control: control over systems, data, and perceived competitive advantage.
When AI entered the scene, many executives applied that same logic, assuming that building in-house equated to ownership, at the heart of innovation. But this overlooks a fundamental truth that is unique to AI – AI isn’t another IT system you can own and stabilise. It evolves exponentially, not linearly. It demands constant retraining, rapid iteration, and deep specialisation – all at odds with the traditional corporate IT environment, which is built for stability and compliance, not experimentation and speed.
Are companies really investing in innovation?
Another common belief is that buying is seen as conceding leadership to outsiders. While building feels safer politically, signalling ‘we’re investing in innovation’. Ironically, though, that safety is often an illusion that leads to slower progress and higher long-term cost. But again, there is deep irony if talent is outsourced to India, or another foreign jurisdiction, on the basis of cheap labour.
The exact same dynamic plays out internally, too. AI initiatives are career-defining projects for senior technology leaders and they attract budget, visibility, and prestige. Once a build programme is launched, it’s politically difficult to pivot, even in the face of poor performance. As a result, the build strategy often survives by narrative rather than by evidence.
Underpinning all of this is the institutional belief that ‘our data is unique’ – that their data will deliver proprietary insight and competitive advantage. In reality, most internal data is messy, siloed, and outdated. It reflects years of practices that are often misaligned with best practice, and therefore should never be used to train AI. Instead of building capability, many organisations end up building complexity.
Increased Caution in Regulated Sectors
Alongside these misbeliefs, regulatory caution and data residency also play into the decision to build in-house; especially in regulated sectors like finance, healthcare, and government. Here, enterprises typically believe that adopting third-party AI tools may expose sensitive data to external environments they cannot fully control. Perhaps this is because data protection laws have created a heightened sensitivity to where data is processed and how it’s used to train models.
Take banks as an example – historically they have viewed data as a fortress, a core asset to be guarded. Their culture of confidentiality and regulation makes them instinctively cautious about sharing information externally. Add to this the fact that large banks already have substantial internal technology infrastructures and budgets, and building seems logical on paper. The truth, however, is that building internally doesn’t eliminate compliance risk, but often amplifies it. This is because companies take on the burden of securing systems, updating controls, and managing ethical frameworks themselves.
On the other hand, buying from specialist providers means adopting a system that’s been engineered for compliance at scale. Purchasing doesn’t dilute compliance, it accelerates it, because you inherit the expertise and validation of teams who do this. In fact, most reputable AI vendors now far exceed enterprise compliance standards, designing privacy-preserving architectures that mitigate these risks far more effectively than in-house teams can, full-time.
Competitive Edge
The financial sector’s competitive edge increasingly lies not in owning the algorithms, but in applying them better and faster. Challenger banks and fintechs have embraced this: they buy tools (whereby anti-money-laundering and fraud detection platforms are incorporated into model-risk management protocols aligned with regulatory expectations), they integrate, and they move rapidly. Traditional banks, by contrast, are still in a transitional mindset, modernising legacy systems while trying to preserve control. That’s why their build programmes are often more about transformation theatre than tangible AI capability, and will ultimately see them fall further behind.
Underestimation of AI’s Lifecycle Cost
Beyond the issues of legacy thinking, poor data quality and compliance risk, companies attempting to build in-house also face a number of additional challenges when it comes to the talent, time, and technical debt needed.
Talent: True AI expertise is scarce and expensive. Competing with the open market for top data scientists and ML engineers is unsustainable for most enterprises.
Time: AI doesn’t stop evolving while your internal team builds. By the time a prototype is ready, the underlying technology stack may have already advanced.
Technical debt: Maintaining models, retraining on new data, and ensuring explainability and auditability over time all demand continuous investment.
Most companies underestimate this lifecycle cost by an order of magnitude. Add to that the reputational risk of bias or error (especially when deploying AI in customer-facing contexts) and the true cost of internal builds can spiral quickly.
A Change in Mindset is Needed
As more of these challenges surface, we should see an uptick in companies moving towards buying AI rather than building it – and it’s a pattern that’s thankfully already emerging. As AI becomes infrastructure, not novelty, enterprises will mirror the software evolution of the 1990s and 2000s: moving from bespoke builds to modular adoption.
The early adopters that buy today will pull ahead dramatically because they can focus on application and differentiation, not on maintenance. In time, the ‘build’ approach will be seen much like writing your own word processor in 1995: a costly distraction from real innovation.
Organisations need to shift from ownership to orchestration. This requires humility, recognising that innovation now happens outside corporate walls, and confidence – trusting that your value lies in how intelligently you deploy technology, not in whether you wrote its source code. Culturally, companies need to redefine ‘strategic advantage’ as agility plus insight, not possession plus control. AI isn’t an asset you own; it’s a capability you cultivate.
In simpler terms, the companies that thrive in the AI age will be those that treat AI as an ecosystem, not an ‘ego system’.
Chris Larsen, Chief Technical Officer – atNorth, on shaping ecosystems that support both digital progress and the preservation of our natural environment for future generations
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The AI industry continues to grow seemingly exponentially. With 92% of companies planning to increase their AI investments in the next three years, demand for the high density digital infrastructure required to support these types of workloads is unsurprisingly at an all time high.
Data centres have always needed a significant amount of electricity to power and cool their computer equipment. Yet the sheer quantity of data to be processed for AI and other high performance computing – such as financial trading calculations and simulation technologies – necessitates a colossal amount of energy. For example, a report from the International Energy Agency states that data centres will use 945 terawatt-hours (TWh) in 2030, roughly equivalent to the current annual electricity consumption of Japan.
At the same time, there is growing pressure for all organisations to comply with ESG frameworks. The introduction of regulations such as the EU’s Corporate Sustainability Reporting Directive (CSRD), mandates the publication of carbon footprint disclosures. This leaves many businesses with a difficult conundrum to solve – how to balance digital advancement whilst mitigating environmental impact?
Once a consideration for local IT teams, the choice of a data centre partner is now at the forefront of balancing these two critical trends and is beginning to garner boardroom attention.
Data centres that are designed with environmental responsibility and community integration in mind can act as the central hub of a thriving society, an ‘ecosystem’ that supports long-term sustainability and regional economic development.
Location and Design
Where a data centre is built, and how, is fundamental to its efficiency and sustainability. AI-ready facilities often require rapid scaling in line with customer demand. Access to ample suitable land is essential. Modular designs allow for faster builds and easier adaptation to new innovations in cooling and hardware technologies,
Power and connectivity are also critical. Many regions struggle to offer the necessary renewable energy and high-speed network capacity. In contrast, the Nordics provide an ideal environment. An abundance of renewable energy, a cool natural climate that enables more energy efficient cooling techniques and excellent connectivity.
As a result, the presence of data centres can promote local investment in power, connectivity and electrical infrastructure that benefits the whole community. For example, atNorth’s ICE03 data centre in Akureyri, Iceland, facilitated the development of a new point of presence (PoP) for Farice, which operates submarine cables linking Iceland to mainland Europe. This enhances telecom reliability and strengthens digital infrastructure across the region.
Data centres can also support the stability of local power through grid balancing services. Something that is integral to the future design of atNorth’s data centres.
Decarbonisation and Circular Partnerships
Data centres are incredibly energy-intensive, and so many operators are investing in ways to reduce their carbon footprint. These include utilising the most efficient infrastructure and cooling technologies.
atNorth goes one step further and has committed to sourcing heat reuse partnerships for all of its new data centre campuses. This means that waste heat generated during the infrastructure cooling processes can be captured and redirected to support nearby businesses and homes. In Finland, for example, a partnership has been formed with Kesko Corporation that will utilise waste heat from atNorth’s new FIN02 campus to heat a neighbouring branch of one of its stores.
These types of initiatives essentially enable data centres to act as a decarbonisation platform for their clients’ IT workloads, helping them meet environmental targets and reducing running costs too. Something that is a key differentiator for businesses such as atNorth client and partner, Nokia, that has complex technical requirements and stringent sustainability goals.
Responsible Operations
Beyond environmental responsibility, data centres can be a positive force in the communities in which they operate. They create skilled jobs, drive improvements in local infrastructure, and often spark growth in hospitality, retail, and leisure services. At atNorth, we prioritise hiring locally and actively support education, charitable, and community initiatives in the regions we operate.
Similarly, a care for the natural surroundings is pivotal to promoting a successful, data centre ecosystem integration. For example, atNorth has set aside part of its DEN02 site in Denmark for biodiversity efforts, installing insect monitors to track changes in insect abundance and diversity throughout the site’s development.
As digital demand continues to grow, so does the need for responsible and sustainable development. High-performance computing can, and should, advance without compromising environmental integrity. By partnering with data centres that prioritise environmental stewardship and social responsibility, we can help shape ecosystems that support both digital progress and the preservation of our natural environment for future generations.
Nicole Reader, Head of Technology Solutions & Delivery at The Bunker (part of the Cyberfort Group), on finding a measured path forward for the future of cloud
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For more than two decades, UK organisations have embraced the cloud as the default model for digital growth. Hyperscale platforms have offered flexibility, speed and a route to innovation that would once have required years of capital investment. Cloud first became the business mantra. Cloud native became the ambition. Few stopped to ask what this meant for long term control. Today that question is becoming unavoidable.
Geopolitical relationships are shifting at pace. Trade tensions, regulatory divergence and new data access laws are reshaping the digital landscape as quickly as any technological change. At the same time, businesses are generating and storing more information than ever before. AI tools, collaboration platforms and SaaS applications are accelerating data creation at a rate that is testing infrastructures, supply chains and budgets alike.
In that context, many UK organisations are starting to ask a difficult question. When we moved to the cloud, did we quietly export more control over our data than we realised? The uncomfortable answer in many cases is yes.
The Assumption of Cloud Control
A significant proportion of UK businesses rely on global services, whether hyperscalers such as Amazon Web Services and Microsoft Azure or SaaS platforms headquartered overseas. These providers are sophisticated, resilient and often highly secure. However, their global footprint means that data is frequently stored, processed or managed beyond UK borders.
The challenge is that many boards assume that if data is accessible from the UK, or if a provider has a UK presence, it remains firmly under UK control. This assumption is often incorrect.
There is a crucial difference between data location and legal jurisdiction. Data residency refers to where data is physically stored. Data sovereignty refers to which who ultimately governs access to that data. Those two concepts are not interchangeable.
Legislation such as the US Cloud Act demonstrates why this matters. Under certain circumstances, US authorities can compel US headquartered providers to provide access to data, even if that data is stored outside the United States. The geographic location of a data centre does not automatically determine who can lawfully demand access.
Boards often conflate these terms, believing that selecting a UK service resolves sovereignty concerns. In reality, the corporate structure of the provider, contractual arrangements and cross border processing activities can all shape the legal framework that applies.
This is not an abstract legal debate. It is a question of operational control, regulatory exposure and risk appetite.
The Convenience Compromise
The rise of public cloud was driven by many compelling advantages. Flexibility, scalability and rapid deployment transformed how businesses launched products and expanded into new markets. For many organisations, the cost of building and maintaining their own infrastructure was prohibitive and the hyperscalers offered an attractive alternative at a great price.
However, that convenience came with trade-offs that were not always fully understood at the time. Cloud contracts can be complex. Consumption based pricing models include ingress and egress charges. Including API calls and a range of ancillary costs that can quickly exceed initial forecasts. It is not uncommon for organisations to reach the midpoint of their financial year and discover their cloud budget has already been used.
Meanwhile, operational design decisions made years ago may not have been stress tested against today’s regulatory expectations or geopolitical realities. Many mid-market IT teams have spent the past decade maintaining estates rather than redesigning them. In some cases, institutional knowledge has not kept pace with the evolution of cloud services and their associated risks.
The result is a landscape in which data has been distributed widely, often for operational reasons, but without a holistic understanding of the sovereignty implications.
Repatriation is Not a Silver Bullet
In response, there has been a growing push towards data return and sovereign cloud offerings. European initiatives are seeking to create regional alternatives to US dominated platforms. In the UK, there have been calls by government to expand domestic data centre capacity to retain greater control over national data assets.
The instinct is understandable, particularly for government, defence and heavily regulated sectors where sovereignty can become a non-negotiable requirement. However, it would be naïve to assume that bringing data back to the UK automatically makes it secure or resilient.
Local does not necessarily mean safe. High profile breaches over the past year have affected organisations across multiple jurisdictions, regardless of where their infrastructure is hosted. Security is not guaranteed by postcode.
There are also practical constraints. Data volumes are expanding rapidly, fuelled by AI workloads and increasing digitalisation. Hardware supply chains are under pressure, with significant demand driven by hyperscale AI investments. Price volatility is already evident, with some organisations seeing substantial cost increases within weeks.
Simply building more UK data centres does not eliminate capacity constraints or environmental considerations, particularly around power and cooling.
Furthermore, many businesses rely on global platforms to serve international customers and partners. A purely national approach can undermine interoperability and performance. For most organisations, the right answer will involve a hybrid strategy rather than wholesale repatriation.
From Technical Detail to Board Level Risk
What has changed is not simply the technology, but the level at which these decisions must be made.
Data sovereignty is no longer a technical footnote for the IT department. It is a board level risk issue. Directors must understand where critical data is stored, where it is processed and which legal regimes can assert authority over it. They must assess whether current arrangements align with the organisation’s risk appetite and regulatory obligations.
This is particularly acute in sectors such as financial services, healthcare and defence, where the sensitivity of data and the scrutiny of regulators are intensifying. For these organisations, sovereignty and security are intertwined. Compromises made for convenience or short-term cost savings can carry significant long-term consequences.
Security itself must be treated as a foundational approach rather than an add on. Too often, security controls are bolted on after operational decisions have been made. Minimum standards are implemented, arbitrary certificates are obtained and compliance boxes are ticked. While certifications can provide useful benchmarks, they do not replace rigorous design and ongoing validation.
If data is brought back onshore, but not properly segregated, monitored and protected, the sovereignty objective is completely undermined. There is little value in regaining geographic control if the underlying environment remains vulnerable.
The Business Case Reality
It would be unrealistic to ignore commercial pressures. For many mid-market organisations, cost remains a primary driver of decision making. Risk appetite is frequently calibrated against budget constraints. The perfect solution is rarely affordable.
That is why compromise becomes central. The critical question is not whether to compromise, but where. Does an organisation prioritise flexibility over jurisdictional control? Does it accept higher costs to secure local hosting? Does it rely on hyperscale security capabilities while accepting overseas governance frameworks?
There is no universal answer. The correct balance depends on the nature of the data, the regulatory environment and the strategic objectives of the business. A small retail operation will have different requirements from a growing fintech or a defence contractor. Supplier selection must reflect that risk profile. Not all cloud or data centre providers are equal in capability, assurance or sector expertise.
Boards should therefore ask their providers some direct questions. Where exactly is our data stored and where is it processed? Which legal jurisdictions apply, and under what circumstances could external authorities demand access? Who within your organisation has access to data, and how is it segregated from other customers? What is the exit plan, and how do we ensure data is fully returned and deleted at the end of a contract?
These are not confrontational questions. They are governance essentials.
A Measured Path Forward
As a result the UK should not retreat from global cloud ecosystems, nor should it blindly assume that everything must be deported. The objective is not isolation, but informed control.
Where sovereignty is genuinely critical, particularly in government and national security contexts, local hosting and specialist providers may be essential. In other scenarios, public cloud may remain the most effective platform, provided its legal and operational implications are fully understood and managed.
The most significant risk today is not that UK businesses have embraced the cloud. It is that many have done so without fully mapping the sovereignty, jurisdictional and security consequences that come with relinquishing control of data.
As data volumes grow and geopolitical uncertainty continues, that gap in understanding becomes a strategic vulnerability. The cloud has delivered extraordinary value. Now all these years later, it demands a more mature conversation.
Convenience built the digital economy. Control will define its resilience.
Leonardo Boscaro, EMEA Sales Leader at Nutanix Database, on why sovereignty requires repeatable, compliant database operations and recovery across hybrid multicloud environments
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In conversations with customers, infrastructure leaders are being asked to deliver more control with the same people. Stronger compliance with less tolerance for error. And higher resilience in environments that are objectively more heterogeneous than they were even a few years ago. Expectations continue to rise, but the operating models used to run critical systems haven’t kept up.
This pressure shows up first at the database layer because they sit at the centre of mission-critical services. While still being managed through manual processes, fragmented tooling, and a heavy reliance on specialist knowledge. In many organisations, when availability, security and compliance are under scrutiny, this combination creates exposure very quickly.
Database-Dedicated Platforms
The shift we now see in regulated organisations is toward database-dedicated platforms. Where the operating model is standardised through approved templates, guardrails, automated workflows, and built-in auditability. In practice, this means treating database workloads as a dedicated domain, with infrastructure and lifecycle operations designed together rather than as an add-on to a general-purpose environment. This approach depends on having a standardised operational layer for database lifecycle management and recovery that works consistently across hybrid and multicloud environments.
And in regulated environments, what matters is not only being compliant, but also being able to demonstrate it repeatedly. When provisioning, patching, and recovery depend on tickets, tribal knowledge, and one-off scripts, controls become hard to test. Furthermore, audit trails are incomplete, and resilience turns into a matter of confidence rather than capability.
How Complexity Crept In
Most enterprise database estates grew through sensible decisions made at different points in time. A platform was added to meet a new requirement, a legacy system could not be moved, or a new tool solved a specific operational gap. Each step made sense in isolation. Over time, however, teams found themselves managing dozens or hundreds of databases across multiple engines and environments. Each with its own processes for provisioning, patching, recovery and monitoring.
What they face now is inefficiency and operational fragility. Databases are where control, auditability and resilience intersect. So, when processes are manual or inconsistent, the risk surface expands quickly. In regulated industries, this shows up in audit pressure, long recovery times and an uncomfortable dependency on a small number of specialists.
Why Databases Expose the Cracks First
Many infrastructure leaders we speak to ask why databases should be their concern at all. Traditionally, databases belonged to DBA teams, while infrastructure focused on platforms and capacity. Unfortunately, it’s not that simple anymore.
Today, infrastructure and security leaders are under constant pressure to improve compliance, reduce risk exposure and maintain availability with fewer people and less tolerance for error. Databases sit directly in that line of responsibility. Patching windows, backup failures or untested recovery plans are operational risks with business consequences.
What becomes clear very quickly is that automation alone does not solve this. Many organisations have invested heavily in scripts and bespoke workflows to manage database lifecycles. While these efforts reduce pressure in specific areas, they often create new complexity elsewhere. Particularly when people change roles or environments scale.
Standardisation, Not Scripting, is the Real Shift
The real breakthrough comes when organisations move from automating tasks to standardising the operating model itself. This means treating database operations as a productised capability, with approved templates, guardrails and repeatable workflows built in from the start.
When provisioning, patching, cloning, and recovery follow a consistent model, compliance becomes part of the process rather than something validated afterwards. Human error is reduced because the system guides operations rather than relying on memory or documentation. And audit readiness improves because actions are traceable and predictable.
This is why many organisations are moving away from bespoke automation and toward standardised operating models, where infrastructure, lifecycle, and governance are designed together.
Recoverability Turns Theory Into Reality
Recoverability is the stage at which operating models are tested under pressure. Many organisations technically have disaster recovery in place, but testing it is complex, disruptive and often avoided altogether.
For mission-critical services, particularly in financial services or the public sector, this is not acceptable. Recovery needs to be a standard operational capability, not a specialist exercise dependent on a few experts and fragile runbooks.
By embedding recovery workflows into the same platform used for everyday database operations, testing becomes simpler and more frequent. Switchovers, failovers and restores can be executed through guided processes, with far less room for error. This is not about faster failover, but about confidence, credibility, and the ability to demonstrate control.
Sovereignty is Becoming Operational Autonomy
We all know how important sovereignty is, yet it’s often discussed in terms of data location instead of dependency and control, beyond just geography. Real sovereignty must factor in where the data resides, who ultimately controls the operating model and under which jurisdiction that control sits.
In this context, hybrid strategies work but only if they preserve consistency. Running databases across on-premise and cloud environments without a common operating model simply moves complexity from one place to another. True autonomy comes from having one set of standards, workflows and controls that travel with the workload, regardless of where it runs.
Our customers want the freedom to adapt to regulatory, geopolitical or commercial change. And without rebuilding governance and operational processes each time. This has made portability and consistency critical.
A Database-Dedicated Platform, Not Just Infrastructure
What emerges from all of this is a shift in how database platforms are defined. Beyond running databases on infrastructure, databases must now be delivered through a dedicated platform experience. One where lifecycle automation, governance and recoverability are baked in, not added later.
When you take a platform approach, you can support multiple database engines, span hybrid environments and provide a single operational plane for teams. This allows infrastructure leaders to move beyond firefighting and towards standardised, compliant operations that scale.
Independent economic analysis from Forrester’s Total Economic Impact study supports what many organisations are already seeing in practice. When database operations are standardised, the benefits show up quickly. Faster delivery, less manual effort, and more consistent controls reduce day-to-day operational friction and lower risk. Often generating measurable returns earlier than traditional infrastructure-only programmes.
The modern mandate for infrastructure leaders
For today’s CIOs, CTOs and CISOs, the challenge is no longer where databases should run, but whether they are governed, recoverable and consistent by design. As digital services expand, AI initiatives place new demands on data, and regulatory scrutiny increases. Operational discipline becomes a leadership responsibility. In regulated environments, credibility is earned through evidence, with regulators and customers, and in the public sector it is earned with citizens.
The Index shows industry stalwarts Visa and Mastercard outpacing their peers and delivering tangible AI outcomes thanks to early investments in talent and innovation.
Behind them, PayPal (3rd), American Express (4th), Stripe (5th) and Block (6th) emerge as the challengers. They outperformed the Index average, but are yet to match the leaders’ scale of deployment and outcome disclosure.
AI Moving from Experimentation to Deployment
Over the past two years, the 12 payments companies in the Index have publicly documented nearly 100 AI use cases. Underscoring how rapidly AI has moved from experimentation to deployment across core payment workflows. It’s a landscape defined by constantly evolving fraud threats and rising customer expectations for faultless, high-speed processing. Evident notes that nearly a third of these use cases disclose measurable outcomes, including efficiency gains, risk reduction and revenue uplift.
“Payments firms adopted AI out of necessity long before many other industries – their business models demanded it. Companies who invested early – like Visa and Mastercard – have gained a clear advantage over their peers, both in AI capabilities and the value their deployments are realising.” Alexandra Mousavizadeh, Co-Founder and Co-CEO of Evident.
Talent, Innovation, Leadership and Transparency
The Evident AI Index for Payments provides the most comprehensive independent benchmark of AI maturity across the industry. It is based on publicly available data around four pillars critical to successful AI deployment: Talent, Innovation, Leadership and Transparency.
According to Evident, Visa’s lead is based on consistent performance across the four pillars. And because it demonstrates the clearest evidence that AI is institutionalised across its core transaction network. Visa and Mastercard show maturity in areas such as fraud detection, cybersecurity and network-level risk reduction. Visa stands out for the scale and measurable impact of a handful of large, multi-year deployments focused on the integrity and security of its entire ecosystem.
“Mastercard shows strong evidence of scaled deployment and quantified performance improvements. Particularly in areas like fraud detection and AML tracing,” continued Mousavizadeh. “But what sets Visa apart is the degree to which the company is demonstrating impact at scale over multiple years. From applications of AI across its operations and network. It signals a shift from individual use cases to AI as institutional capability.
“What the Index also reveals is the importance of consistent innovation to maintain competitive advantage. With relatively nascent industry players like Stripe and Block performing well – and showing their AI potential reflected in their valuations – the Index leaders cannot afford to drop off the pace.”
AI Impact on Show, but ROI Reporting Scarce
Firms in the top half of the Index account for nearly 80% of use case disclosures (with the top three providing a significant 54%). Highlighting the link between AI maturity and the ability to scale deployment.
Visa performed strongly in this regard. For instance, its latest threat report disclosed advanced AI/ML blocked nearly 85% more fraud compared to one year prior. Similarly, when Mastercard incorporated Gen AI technology into its Decision Intelligence solution, initial modelling showed AI enhancements improved fraud detection rates from an average of 20% to as high as 300% in some instances.
However, Evident notes that no payments company has disclosed realised or projected ROI across all enterprise or group-wide AI activities.
“The Index leaders are locked in a tight race at a point when the thinking around corporate AI adoption is shifting – away from chasing the biggest models to building technologies that solve real operational problems efficiently,” commented Annabel Ayles, Co-Founder and Co-CEO of Evident. “Against this backdrop, the absence of ROI disclosure – or any group targets for AI ROI – is increasingly conspicuous. Currently, 1-in-5 banks now report on group-level AI returns. However, payments firms have yet to quantify the aggregate impact of their AI investments. To keep justifying this expenditure, the market will sooner or later demand clearer evidence of value.”
A Hotbed of AI Talent
The Index also reveals that the average payments company has over 30% more AI-focused workers than other financial institutions, despite substantially smaller employee numbers.
The three major card networks – Visa, Mastercard and American Express – account for nearly half (48%) of the payments industry’s AI talent stack. PayPal is currently the biggest employer, accounting for nearly a fifth (18%) of that AI talent.
PayPal’s AI talent has allowed it to build proprietary models tightly integrated with its data and workflows. Consequently, it accounts for nearly a quarter (24%) of the 98 AI use cases documented by its peers over the past two years – 1.7x as many AI applications as detailed by Visa or Mastercard.
“AI maturity is no longer defined by talent volume alone, and the Index leaders combine AI development, data engineering and product capabilities in ways that allow them to move rapidly from model experimentation to production deployment,” concluded Ayles.
The Evident AI Index Methodology
The Evident AI Payments Index ranks the AI maturity of 12 of the largest payment networks and processors across the globe. These 12 entities were chosen by aggregating the largest payment companies, with a minimum of $2B in annual revenue.
It is an independent, ‘outside-in’ assessment based exclusively on publicly available information. Each company was assessed against 60+ individual indicators, organised into four pillars critical to successful AI deployment at scale: Talent (45% weighting), Innovation (30%), Leadership (15%) and Transparency of Responsible AI activity (10%).
Data is gathered through a combination of extensive manual research and proprietary machine learning tools that extract key data points from company reporting and public disclosures (including press releases, investor relations materials, group-level website pages, group-level social media accounts, and media interviews with senior leadership), as well as a range of third-party data platforms.
Further information on the methodology of the Index can be found at evidentinsights.com
Adam Spearing, VP of AI GTM EMEA at ServiceNow, on why those that invest in AI foundations now will shape their operating models on their own terms
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Much of the debate around AI still centres on pilots: which tools to test, which use cases to prioritise, which risks to manage. Executive teams commission proofs of concept, establish governance forums and assess compliance exposure. Far less scrutiny is applied to the consequences of waiting.
Traditional technical debt is familiar territory for CIOs. It stems from shortcuts, ageing platforms and deferred upgrades. It builds over time and is eventually addressed through structured modernisation programmes. Visible in legacy code, brittle integrations and manual workarounds. It appears on risk registers and capital plans. Leaders know how to describe it and, in principle, how to resolve it.
Forward-looking technical debt is different. It arises when organisations postpone the foundational changes needed for new ways of working. It is not created by past expediency, but by present hesitation. And it accumulates faster.
AI Adoption
In the context of AI, the effects are already emerging. Each quarter spent debating readiness instead of building it increases the distance between legacy operating models and AI-enabled competitors. As models improve and user expectations shift, that distance widens, reshaping competitive baselines. What begins as a modest capability gap can harden into structural disadvantage.
While companies debate whether to adopt AI, the margin for strategic choice narrows. Many organisations frame AI adoption as a binary decision: adopt now or wait until the technology matures further. In practice, the room for discretion is smaller than it appears. Time spent stalled in pilots or governance loops increases the gap between internal capability and market expectation.
More than 75% of organisations are expected to face moderate to severe AI-related technical debt in 2026, predicts Forrester. The issue will not simply be missed efficiency gains. It will be structural misalignment between how their systems operate and how work is increasingly done.
This misalignment often appears gradually. Teams rely on manual data preparation because underlying systems cannot support automation. AI tools are layered onto fragmented architectures and deliver inconsistent outputs. Employees experiment with external tools because internal platforms cannot provide the functionality they need. Each workaround creates further fragmentation.
Over time, these patterns compound. Integration backlogs expand. Security and risk teams struggle to enforce consistent controls across proliferating tools. Data governance becomes reactive rather than designed. What began as caution begins to constrain strategic options.
The AI Paradox
Here’s the paradox: organisations are either rushing into unsuccessful AI pilots that create immediate technical debt, or they’re avoiding AI entirely and creating forward-looking debt through inaction. Both paths lead to the same place – systems that can’t support the future of work.
AI isn’t just another technology layer to bolt onto existing infrastructure. It’s fundamentally changing how people interact with systems and how work gets done. Increasingly, AI becomes an interface through which employees access information, execute tasks and navigate processes. When AI becomes the interface – not just for customers but for employees navigating their daily tasks – organisations without AI-ready foundations will find themselves unable to compete on speed, efficiency, or experience.
The companies that hesitate aren’t just missing out on automation benefits today. They’re building a deficit that grows exponentially as AI capabilities advance. Each new model release, each competitor’s successful implementation, each customer expectation shift adds to the debt. Each significant model improvement raises the performance benchmark across the market. Unlike legacy systems that degrade slowly, this gap accelerates.
From Avoidance to Advantage
Breaking free from forward-looking technical debt requires a fundamental mindset shift. This isn’t about buying more technology or launching more AI pilots. It’s about creating the conditions for sustainable AI adoption that builds capability rather than complexity.
The organisations succeeding with AI aren’t the ones with the biggest budgets or the most aggressive rollouts. They’re the ones that took a deliberate, phased approach to ensuring their data, systems, and culture could support AI at scale. They treated readiness as an operational discipline rather than an innovation side project. They understood that AI adoption isn’t a destination, it’s a continuous capability that requires solid foundations.
This starts with honest visibility into current technology estates. Leaders must understand what systems can realistically support AI workloads, where data quality creates barriers, and which processes are ready for automation. Only then can organisations introduce AI incrementally, modernising systems where necessary rather than forcing new capabilities onto brittle foundations. Without that clarity, AI risks being layered onto structural weaknesses.
Modernisation therefore becomes targeted. Consolidating fragmented workflows, standardising data models and reducing unnecessary integration points increase the feasibility of scaling AI across multiple use cases. Early deployments focused on well-defined processes with clear data lineage can build internal confidence while strengthening governance practices.
Clear Debt to Stay Competitive
Forward-looking technical debt does not appear on a balance sheet. It shows up in slower product cycles, manual workarounds, integration backlogs and frustrated employees. It surfaces when competitors deliver AI-assisted services as standard and customers begin to expect the same everywhere. By the time these symptoms are visible, the underlying gap has already widened.
Timing therefore becomes a strategic variable. AI capability builds cumulatively: early investment in clean data, modern workflows and interoperable systems creates a base for continuous improvement. Each iteration becomes easier, faster and more reliable. Those that delay face the opposite trajectory: increasing complexity, rising retrofit costs and shrinking room for strategic choice.
The real issue is not adoption in principle. It is whether leadership teams are prepared to treat readiness as urgent rather than optional.
Reducing forward-looking technical debt requires acting before competitive pressure dictates terms, aligning technology modernisation with operating model reform, and accepting that disciplined progress now is less risky than accelerated catch-up later.
AI adoption will continue irrespective of individual organisational hesitation. Vendors will continue to refine their offerings. Regulators will clarify expectations. Customers and employees will adjust their behaviours. Those that invest in foundations now will shape their operating models on their own terms. Those that delay risk reacting to a competitive gap that is already commercially significant.
Chris Gunner, vCSO at Thrive – a leading NextGen MSP/MSSP, delivering global AI, cybersecurity, cloud, compliance, and digital transformation managed services – on how CISOs can position their cyber strategy to to become part of how a business navigates uncertainty
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Quantification of cyber risk is a growing trend. While this can be genuinely useful, in practice it is often misunderstood or over-applied by security leaders. It can range from an arbitrary figure to attempting to model every possible risk on the register in a Monte Carlo simulation. The focus can fall on the mechanics of quantification, rather than how financial decision-makers actually use the information.
Think of the CFO – they don’t walk through every penny in the budget. Instead, they usually focus on the board-level levers that can materially affect the business. These often include three key areas: strategic optionality, removing friction from capital events and avoiding shocks and smoothing operating costs. Security conversations should be anchored the same way.
The Importance of Strategic Optionality
If faced with a credible one-year growth plan, CFOs may recommend a one-year office lease despite a 20% premium. This is because it maintains the option later of moving or re-contracting once the growth trajectory becomes more visible. Like most strategic decisions, it is about preserving flexibility in the face of uncertainty, even if that flexibility comes at a short-term cost.
If we apply this to a cyber context, there are often businesses that have taken a calculated gamble with their existing business strategies. While the plan is sound, there is a chance it might not land as expected. When they require security services, the choice between a ‘standard’ and ‘premium’ SOC frames the decision as one of optionality rather than security spend. Paying more now to preserve the ability to adapt later down the line. A simple illustration is incident response. An on-call retainer with defined response times can look more expensive than ad hoc support. Until an incident occurs and procurement becomes the bottleneck. In those moments, flexibility is often far more valuable than marginal savings achieved earlier.
Removing Friction from Capital Events
For CFOs, especially those operating in the alternative investment space, the focus is on structuring capital events. As opposed to managing day-to-day operational costs. One of the most painful points in that process is due diligence. The careful exchange between acquirer and target that aims to provide enough information for each to price risk, without giving the entire game away.
CISOs can materially influence how smooth or painful that process becomes. The most effective support often comes from understanding upfront what the diligence process will look like and preparing accordingly.
For example, they might develop executive-level ‘Security at ACME’ overviews to sit alongside more detailed trust centre or technical reports. Being available to diligence teams for interviews, and for example clearly articulating which services are outsourced to an MSSP, and why, builds credibility between those executive teams.
Decision-makers often don’t look at penetration test reports at a deal level. They are assessing whether the organisation understands its own control environment. A well-prepared CISO who can clearly explain why certain controls exist acts as a trust amplifier during transactions.
It is often the difference between a diligence process that closes cleanly and one that drifts. Two organisations can have similar maturity. Yet the one that can respond within a day with clear, consistent evidence reduces follow-up questions, avoids uncertainty premiums in pricing discussions and prevents security from becoming a late-stage negotiation point.
Avoiding Shocks and Smoothing Operating Costs
For any individual who has worked with a finance partner to define a departmental budget will know that predictability often takes precedence over absolute cost. Contract value can be secondary to payment terms, renewal timing or the ability to forecast spend with confidence.
CISOs can align with this by looking to reduce unplanned operating expenditure. In addition to understanding the cost structure of their controls by communicating with the technical pre-sales engineer, procurement and account teams.
A good example is cyber insurance. While often purchased directly by finance teams, many policies are relatively off-the-shelf and provide access to services the security team already operates or has under contract. Other policies include notable exclusions for the events most likely to occur. Such as a ransomware incident without business interruption cover. In many cases, these gaps can be addressed in-policy with a flat fee or a more predictable cost model.
The value here extends beyond risk transfer and into more predictable costs: replacing reactive spend with planned expenditure.
Aligning Cyber Conversations to Board Priorities
Across all of the above examples, the common thread is that the board is rarely asking security to prove its value in isolation, and is surprisingly comfortable with uncertainty. But they are asking whether the cyber papers support better decisions, fewer constraints and more predictable outcomes for the business as a whole.
CISOs who frame their priorities in those terms will find their conversations move away from justifying individual controls and towards understanding how security choices shape the organisation’s ability to respond to change. In that context, cyber becomes part of how the business navigates uncertainty, rather than a specialist function defending its budget. Speaking the board’s language, ultimately, is less about converting cyber risk into pounds and pence. It is more about understanding which levers matter at that level and showing how security choices influence them.
Adonis Celestine, Senior Director – Global Automation Practice Lead at Applause, on the rise of AI and why In a world of autonomous systems, trust is the ultimate competitive advantage
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Every generation of technology has its defining disruptor – the force that rises above the rest and reshapes its environment. In the mid-2000s, Marc Andreessen captured the moment when digital systems began transforming entire industries with his famous line: “software is eating the world”. At the time, software was the apex predator of technology, defining how value was created and delivered. Today, that hierarchy has shifted. Artificial Intelligence (AI) has reached the top of the technology food chain. Not just accelerating software, but fundamentally reimagining how it’s created, tested, and deployed.
AI is no longer just a tool; it is a co-creator. Developers now rely on AI daily to translate high-level intentions into working code. A practice sometimes known as ‘vibe coding’. Tasks that once took months can now be delivered in weeks, days, or even minutes. The pace is exhilarating, but it introduces challenges that traditional quality assurance (QA) practices were never designed to meet. And if QA cannot keep up, speed will come at the cost of reliability and trust.
When AI Outpaces QA
Conventional QA depends on predictability. Features are defined, code is written, and test cases verify the expected behaviour. However, AI disrupts this traditional model. Generative and Agentic AI systems don’t simply follow instructions; they interpret them. These systems adapt to context, learn from data, and can produce different outputs from the same prompt, influenced by factors such as training, temperature settings, and the model’s probabilistic nature. With development cycles now measured in minutes, traditional QA handoffs are often impossible.
This has led to a growing gap between speed and certainty. Teams can ship products faster than ever, yet it’s becoming much more difficult to ensure consistent, ethical, or safe behaviour in real-world conditions. Enterprises are already experiencing AI-powered features that fail in ways conventional testing could not anticipate, undermining trust and creating new risks.
Hidden Risks in Autonomous AI Workflows
AI-driven development introduces blind spots that traditional QA often struggles to detect. One key issue is context drift. This occurs when AI performs well in controlled testing environments but behaves unpredictably when faced with edge cases, cultural differences, or ambiguous inputs. For example, a customer-facing chatbot might pass functional tests but produce biased or misleading responses when deployed on a global scale.
Another challenge is compound autonomy. When multiple AI agents are involved in code generation, testing, and deployment, the system may begin to validate its own processes. Without human oversight, errors can propagate unnoticed. An AI agent might ‘approve’ certain behaviours because they statistically align with previous outputs. Rather than meeting user or business expectations.
Invisible change also complicates QA efforts. AI models continuously evolve through processes like retraining, prompt tuning, or data updates. A feature that worked flawlessly last week may function differently today. Traditional regression testing often fails to capture these subtle but significant shifts.
Most critically, AI workflows blur the lines of accountability. When failures occur, it can be unclear whether the issue lies with the model, the data, the prompt, the integration, or the deployment pipeline. QA teams must continuously validate not only the outputs but also the decision-making processes behind them.
Redefining Quality and Trust in an AI World
Slowing AI development is neither practical nor beneficial. Organisations must redefine quality in a probabilistic, AI-driven environment. Quality now extends beyond just correctness. It involves ensuring that systems operate reliably in real-world scenarios. This shift requires moving from static test cases to continuous, adaptive validation.
QA teams must evolve into ‘quality intelligence’ teams, broadening their responsibilities from simply detecting defects to actively fostering trust in AI systems. AI-assisted testing is crucial in this process. It can automatically generate extensive test cases by analysing requirements and code patterns. It can predict defects using machine learning. Detect visual inconsistencies across devices, and produce realistic, privacy-compliant synthetic test data. Additionally, Agentic AI can autonomously maintain and self-heal test scripts, adjusting their logic as underlying code or user interfaces change.
Furthermore, AI systems themselves need rigorous evaluation. Techniques such as red teaming, rainbow teaming, benchmarking, bias and ethics checks, and drift monitoring are essential to help promote AI’s reliability, fairness, and alignment with business objectives.
Human oversight is critical. While AI can scale testing and automate numerous tasks, critical thinking, risk assessment, and judgment cannot be fully delegated. Humans must guide, validate, and refine AI outputs to maintain both quality and trust.
Emerging Roles and Responsibilities
AI is reshaping professional roles. Developers are increasingly using AI by instructing machines through natural language rather than traditional programming methods. This shift has led to the emergence of new roles such as AI agent orchestrators, prompt engineers, QA specialists for autonomous systems, and governance leads who ensure ethical and auditable AI practices.
These roles are essential for maintaining human oversight. Developers and testers must experiment, validate, and continuously refine AI outputs while being cautious not to rely too heavily on AI.
Trust in the Age of the Apex Predator
As with any apex predator, AI has changed the rules of the game. Software once “ate the world” by making systems programmable. Today, AI “eats software” by making it autonomous, capable of creating, modifying, and deploying autonomously. In this new environment, speed is no longer the ultimate measure of success; trust is. Systems may move fast, but without rigorous QA, ethical oversight, and human judgment, they may not be reliable, accurate or ethical.
The new apex predator demands adaptation. Organisations navigating this AI-driven era must embrace automation and innovation, but pair it with strong quality practices, governance, and continual human oversight. Only by combining these elements can companies ensure their AI systems are not only fast and efficient but also dependable and aligned with business objectives. In a world of autonomous systems, trust is the ultimate competitive advantage.
Tom Lanaway is Head of Innovation at Connective3, a global brand & performance marketing agency. He leads a team building AI-powered marketing measurement and marketing intelligence tools.
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Most businesses are asking the wrong question about AI. They’re asking, ‘Which AI tool should we use?’ They should be asking: ‘Can our people actually think with AI?’
I run an innovation team at a marketing agency. We’ve spent the last two years building AI into everything we do, including measurement, content, strategy, and automation. We’ve got lots of tools, 18 different products to be precise.
Below is what I’ve learned. But the tools aren’t always the bottleneck; sometimes the skills are.
The Tennis Racket Problem
A colleague put it perfectly recently: “AI is a tool. Think of it as if you’ve got a smart assistant sat there. But it’s saying, I’m going to give you the best tennis racket, now go and play in a Grand Slam.”
That metaphor stuck with me because it captures something the artificial intelligence hype cycle keeps missing. We’ve convinced ourselves it democratises everything. That anyone can now do anything. That the barrier to entry has collapsed. And there’s truth in that, but it’s incomplete. The barrier to access has collapsed, but the barrier to effectiveness hasn’t. Give someone GPT-4, and they can generate text. Give them the best tennis racket, and they can hit a ball. But the gap between hitting a ball and playing at Wimbledon is still vast. Most organisations are stuck in that gap, wondering why their AI investments aren’t transforming anything.
Three Skills That Aren’t Always Present
When I look at where teams struggle and where I see the same patterns across other businesses, three specific competencies keep showing up as gaps:
1. Problem Decomposition
Not everyone knows how to break down complex work into chunks that AI can help with. This sounds simple, but it isn’t. Most people approach AI with whole tasks such as ‘Write me a marketing strategy’, ‘Analyse this data’ Or ‘Create a campaign’. AI will then produce something, but it’s usually mediocre, because the person hasn’t done the harder work of understanding which specific parts of that task AI is good at, and which parts need human judgment. The skill isn’t using AI; it’s knowing what to give it. Someone who is brilliant at their job but can’t decompose problems will get worse results from AI than someone more junior who understands how to break work into the right pieces.
2. Output Assessment
How do you know if what AI gives you is good? This is where intuition becomes essential and it’s also where the ‘AI replaces expertise’ narrative falls apart. You need domain knowledge to evaluate AI output. You need enough experience to feel when something’s off, even if you can’t immediately articulate why. You need the pattern recognition that comes from years of doing the actual work. Artificial Intelligence doesn’t replace that intuition; it requires it. The best AI users I’ve observed aren’t the most technical; they’re the ones who’ve built up enough expertise in their field to quickly assess whether AI output is useful, directionally correct, or completely off base. They know what good looks like, so they can recognise it when they see it, or notice when it’s missing.
3. Articulation
Can you clearly express what you really want? This is the unglamorous core of the whole thing. Some people struggle to articulate their requirements to other humans, let alone to AI. We’ve all sat in meetings where someone spends 20 minutes explaining what they need, and you’re still not sure what they want. AI makes that problem worse. The skill isn’t ‘prompt engineering’ in the technical sense; it’s the much older skill of clear thinking and clear communication. If you can’t articulate what you want specifically, precisely, with the right context and constraints, you won’t get useful output from AI or from anyone else.
The Uncomfortable Implication
Here’s what this means for how businesses should think about AI investment:
Stop leading with tools: Most organisations have tool fatigue already. Another platform, another integration, another training session on which buttons to click. It’s not working.
Start with the human work: Before asking ‘What AI should we use?’, ask ‘Can our people break down problems, assess output, and articulate requirements?’ If they can’t do those things well without AI, they won’t do them well with AI either.
Invest in the skills, not just the access: This doesn’t mean AI prompt engineering courses; it means developing clearer thinking, better problem decomposition, and sharper articulation. These are old skills, applied to new tools.
Accept that expertise still matters: The people who’ll use AI best are the ones who already know their domain deeply. AI amplifies competence; it doesn’t create it.
Connected Intelligence Isn’t About Connected Systems
I’ve spent a lot of time thinking about how different marketing channels and data sources connect and how you build intelligence across systems rather than in silos.
But I’ve come to think the more important connection isn’t between systems, it’s between human judgment and AI capability. The integration layer that matters most is the one between the person and the tool.
Get that wrong, and it doesn’t matter how sophisticated your AI stack is. Get it right, and even basic tools become powerful.
Hampshire Trust Bank (HTB) is using artificial intelligence (AI) to act faster on customer concerns. It is empowering its teams…
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Hampshire Trust Bank (HTB) is using artificial intelligence (AI) to act faster on customer concerns. It is empowering its teams to identify and respond quickly, whilst also meeting regulatory timeframes for handling complaints and supporting vulnerable customers.
Netcall: AI-Powered Sentiment
The specialist bank has worked with Netcall to deploy AI-powered sentiment analysis using Netcall’s Liberty Create platform. The solution reduces manual effort and improves operational efficiency by bringing customer emails from multiple mailboxes into a single interface. Incoming messages are automatically analysed to identify dissatisfaction, highlighting cases that may require faster intervention. This allows urgent cases to be prioritised, helping HTB to resolve issues before they escalate and improve the customer experience.
“Our AI-powered sentiment analysis solution rapidly processes vast amounts of email data. Its efficiency allows our team to focus on resolving customer enquiries and issues rather than sorting priorities. The streamlined process ensures swifter responses and better customer outcomes, upholding our reputation for exceptional customer service.” Ed Eames, Head of Customer Savings Operations at Hampshire Trust Bank.
The application was built by the Hampshire Trust Bank development team using Liberty Create. It worked closely with Netcall to integrate AI sentiment analysis into existing processes. Customer-facing teams were involved throughout to ensure the solution aligned with established workflows and regulatory requirements.
Customer Service Control
A key benefit of the approach is the level of control it gives internal teams. Keywords, sentiment thresholds, and classifications can be adjusted directly. This allows rapid refinement as customer behaviour changes or new regulatory considerations emerge, without waiting for development cycles.
“Liberty Create has enabled my development team to work with remarkable agility. The ability to rapidly create and refine applications to meet ever-evolving business needs has significantly enhanced our efficiency. This allows us to deliver a wealth of new features to end users and customers with speed. With the integration of AI, we’ve been able to advance our processes while ensuring exceptional customer service. Our Sentiment Analysis application launch is a prime example of this.” Trina Burnett, Head of Engineering at Hampshire Trust Bank.
The sentiment analysis system also supports automated and ad-hoc reporting. This provides a single source of insight into customer interactions and actions taken. This helps reduce manual effort, supports audit and compliance activity, and enables teams to continuously improve customer service operations.
“As scrutiny around customer experience and accountability increases across UK financial services, the ability to listen, adapt and respond at pace is becoming a defining capability for banks seeking to maintain trust and service standards,” said Alex Ballingall, Key Account Manager at Netcall.
“HTB’s approach shows how banks can use AI-driven insight practically. Turning customer communications into faster action without adding operational complexity,” Ballingall concluded.
About Netcall
Netcall is a leading provider of low-code and customer engagement solutions. A UK company quoted on the AIM market of the London Stock Exchange. By enabling customer-facing and IT talent to collaborate, Netcall takes the pain out of big change projects. It helps businesses dramatically improve the customer experience, while lowering costs. Over 600 organisations in financial services, insurance, local government and healthcare use the Netcall Liberty platform to make life easier for the people they serve. Netcall aims to help organisations radically improve customer experience through collaborative CX.
In the world of MedTech, innovation does not happen in isolation. It relies on deeply interconnected digital ecosystems that span research and development, manufacturing, clinical environments and global corporate operations. For Olympus, a global medical technology company with 30,000 employees operating across multiple regions and regulatory environments, cybersecurity has become a foundational enabler of trust, resilience and patient safety.
At the centre of this transformation is Ryan Larsen, Global Head of IT Security at Olympus, whose role sits at the intersection of technology, leadership and mission-driven purpose. His mandate is clear: ensure that Olympus’ global digital and operational environments remain secure, reliable, and able to support innovation at scale.
“In practical terms, I’m responsible for the cyber defence and digital resilience of Olympus as a global MedTech company,” Ryan explains. “That means ensuring our systems, data and people are protected so innovation can move quickly, safely and with trust across R&D, manufacturing and corporate operations worldwide.”
Virginia Farm Bureau: An Enterprise CIO’s Journey
Virginia Farm Bureau is an organisation renowned for resiliency, collaboration, commitment to a greater cause, diversity and service to its members. For outgoing CIO Patrick (Pat) Caine leadership at Virginia Farm Bureau has never been about technology for technology’s sake. After 18 years as CIO, his role evolved into what he describes as that of an “enterprise technology leader,” responsible for supporting a uniquely complex organisation whose mission stretches far beyond insurance or IT.
“I’m responsible for all aspects of enterprise IT,” he explains. “Founded in 1926, Virginia Farm Bureau is a diverse membership organisation with four major business entities and multiple companies that provide agricultural advocacy and related agricultural business support services, healthcare insurance sales and administration, P&C Insurance, and a large entertainment property that hosts the State Fair of Virginia.”
Gowling WLG: Implementing Human Centred AI
When we talk about AI finding its feet within a business, the obvious challenge is change management. How do you ensure your team is on board with the change? What if they have technical questions? How does a business address their fears and concerns? This is where having a people-focused leader and a technology-focused leader forming a united front is incredibly valuable.
Kelly Davis is the Chief People Officer at international law firm Gowling WLG. Al Hounsell is the Senior Director, AI Innovation & Knowledge. Davis has been in HR leadership roles for most of her career. During that time, she has been very intentional about the way she has moved between industries.
Hounsell started his career as an entrepreneur. He then went to business school and law school, before ending up in a large global firm. There, he fell in love with the nascent legal technology ecosystem. He joined Gowling WLG over a year ago. His goal is to reimagine the practice of law by infusing it with technology.
Dr. George Papamargaritis & Dr. Konstantia Barmpatsalou
Published
26 February 2026
Estimated Read time
4Mins
Obrela’s Dr. George Papamargaritis (EVP MSS) and Dr. Konstantia Barmpatsalou, (Blue Team Support Manager) on why embracing a risk-led cybersecurity model will leave financial organisations better positioned not just to meet regulatory requirements but to strengthen resilience, protect customers and uphold the trust that is so essential to the future of financial systems
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Cybersecurity in the financial sector was once viewed as a compliance-driven discipline. But as attackers have increasingly targeted institutions with sophisticated, persistent and often internally driven campaigns, it has become a strategic priority.
According to the Digital Universe Report H1 2025, financial services were the second most targeted industry globally, accounting for 19% of all observed cyberattacks. This reflects both the sector’s value to adversaries and the complexity of the digital ecosystems it now operates within.
Regulatory frameworks such as the FCA and PRA’s operational resilience rules, the EU’s Digital Operational Resilience Act (DORA) and NIS2 have strengthened baseline protections. However, the report’s findings demonstrate that regulation alone cannot deliver true cyber resilience. Institutions must adopt a strategic, risk-led approach that looks beyond compliance to understand real threats, behaviours and operational dependencies.
Tailored, Internal and Stealthier Threats
One of the most striking insights from the report is how targeted financial sector attacks have become. Industry-specific security risks now represent 32% of all incidents in the sector. This is an indication that adversaries are designing attacks using detailed knowledge of financial operations, from trading workflows to payment systems.
Internal activity is also a major concern. Suspicious internal activity accounts for 26% of detections across financial services, reflecting the frequency of compromised accounts, misused privileges and lateral movement. For a sector historically focused on defending the perimeter, this shift highlights the need for deeper visibility into user behaviour and identity-driven risks.
The wider threat landscape reveals adversaries are moving away from overt, signature-based attacks. In H1 2025, brute force activity made up 27% of global alerts, while vulnerability scanning accounted for 22% and known malicious indicators for 20%. Notably, direct malware payloads dropped to 0% of trending alerts, replaced by fileless techniques and living-off-the-land methods that bypass traditional defences.
For financial institutions, this is a challenge. Many compliance requirements still centre on endpoint protection, patching and malware controls. These will of course, remain important, but they cannot address threats that are increasingly behavioural, stealth-driven and identity-focused.
Operational Complexity
The financial sector’s cyber risk is intensified by its expanding operational footprint. Cloud adoption, open banking, digital identity models and extensive third-party ecosystems have all created new points of exposure. Financial services operate within a global digital infrastructure that is both vast and increasingly interconnected. This level of complexity cannot be effectively protected through compliance checklists alone.
Regulators are recognising these realities. DORA’s emphasis on ICT third-party risk, operational resilience testing and continuous oversight reflects the need for more proactive, intelligence-driven approaches. But DORA still only sets a minimum standard. True resilience requires institutions to move beyond regulatory expectations and embed cybersecurity into broader business strategy.
Strategic, Risk-Led Cybersecurity
A risk-led approach begins with understanding the threats that pose the greatest risk to operations and customers. Financial institutions remain priority targets for groups such as FIN7, TA505, Cobalt Group and various state-backed actors. Their tactics, such as credential harvesting, remote access tools, web-injection frameworks and lateral movement, are specifically designed to exploit the digital fabric of financial services.
This evolving threat profile puts identity and behaviour at the heart of cyber defence. With credential-driven and internal threats so prevalent, institutions must prioritise behavioural analytics, continuous authentication and zero-trust models that verify users and devices contextually rather than relying on static controls.
Strategic cyber resilience also needs to have continuous assurance. Traditional audits, annual testing and scheduled penetration exercises cannot keep pace with rapidly evolving threats. Leading institutions are shifting toward continuous control monitoring, automated attack simulation and persistent adversarial testing. These practices align with the Bank of England’s CBEST framework and demonstrate a sector-wide move toward ongoing, intelligence-led assurance.
Crucially, cyber risk must be treated as an operational issue, not just a technical one. Embedding cybersecurity into enterprise risk management, financial planning, product development and board oversight is essential. This integrated approach also mirrors the direction of FCA and PRA regulation, which increasingly emphasises governance, accountability, and resilience across the entire organisation.
Beyond Compliance
Financial services underpin national economies and public confidence. As digital ecosystems grow and adversaries become more sophisticated, the sector faces a dual challenge: meeting rising regulatory expectations while defending against complex, targeted attacks. It is clear that cybersecurity must evolve from compliance-driven activity to a strategic capability built on intelligence, continuous assurance and behavioural insight.
Institutions that embrace this risk-led model will be better positioned not just to meet regulatory requirements but to strengthen resilience, protect customers and uphold the trust that is so essential to the future of financial systems.
Children’s Mental Health Week 2026 spotlights the theme ‘This is My Place’. Tech charity founder James Tweed is calling on…
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Children’s Mental Health Week 2026 spotlights the theme ‘This is My Place’. Tech charity founder James Tweed is calling on the UK’s IT departments to donate surplus laptops and devices to help some of the country’s most overlooked vulnerable children.
Rebooted
Tweed founded Rebooted to support the children of prisoners and provides laptops so they can learn at home.
“Having a parent in prison can be traumatic and often leads to a child struggling at school,” says Tweed. “If that child then falls behind digitally or is excluded from education, their long-term prospects narrow dramatically. It’s a vicious circle and we need to break it early.
“For many of these children, school is already unstable. If they also lack access to reliable technology at home, they’re starting from behind. In 2026, digital access isn’t a luxury, it’s foundational.”
A Practical Solution
With businesses refreshing hardware on regular cycles, Tweed believes IT leaders are sitting on a practical solution.
“Across the UK, thousands of perfectly usable laptops are sitting in storage cupboards or heading for recycling. Those devices could transform a child’s ability to learn, revise and stay connected to school.”
Crucially for IT heads, data security is central to the model. All donated devices are securely wiped and processed by Rebooted’s technology partner, GeTech, using certified data erasure procedures.
“Security is non-negotiable,” assures Tweed. “Every device is professionally wiped to recognised standards before it’s redeployed. IT teams can donate with complete confidence.”
Children’s Mental Health Week
Children’s Mental Health Week, launched in 2015, focuses this year on belonging and ensuring young people feel they have a place in their communities. Tweed argues that digital access plays a direct role in that sense of inclusion.
“We talk a lot about wellbeing and belonging,” he says. “But if a child can’t access homework platforms, revision tools or basic digital resources, they quickly feel excluded. Technology can either widen the gap — or help close it.”
Rebooted is now urging CIOs, IT directors and managed service providers to review surplus stock and consider structured donation programmes as part of their ESG and sustainability strategies.
“This is practical, measurable impact,” Tweed adds. “Instead of gathering dust, those devices can help ensure a vulnerable child can genuinely say, ‘This is my place.’”
IT leaders interested in donating surplus equipment can find more information at:rebooted.me
Gregory Mostyn, CEO and co-founder of Wexler, on why the era of generalist AI tools is over, and how the future will focus on high-precision AI designed for specific industries
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For decades, the UK’s professional services sector, including areas such as Law, Insurance, and Wealth Management, has argued that its business value is locked in its access to proprietary data and the specialised labour required to navigate it. Investors, lured by the moat of institutional knowledge, priced these companies accordingly. However, the first quarter of 2026 has seen significant AI disruption within the professional services market. The catalyst wasn’t a single event, but rather a move by foundational model providers that turned the industry’s most defensible assets into commodities.
When Anthropic launched its specialised legal AI plugin, OpenAI integrated a real-time insurance underwriting engine directly into its interface, and Alturist Corp automated bespoke tax strategies, the market reacted harshly. As professional services titans such as RELX, MoneySuperMarket, and St James’s Place saw their share prices decline by more than 10% in a matter of hours, the message became clear: the era of treating AI as a ‘future risk’ is over.
The market has been awoken to the fact that foundational AI models are no longer just plugins or nice ‘add-on’ tools; they are competitors. The move by foundation-model providers into professional services – like the legal sector – is not a one-off shock, but rather an inevitability.
The Proliferation of Information
Historically, a law firm’s competitive advantage was its access to information – repositories of case law, proprietary research, and historical contracts. Investors and clients valued these companies on the assumption that this data constituted an impenetrable barrier to competitors. Before AI entered the mainstream, the cost of extracting actionable information from thousands of pages of data required a small army of junior associates and hundreds of billable hours.
In 2026, that moat has mostly evaporated. Recent benchmarks show that frontier models now achieve 80% accuracy on complex documents, compared with the 71% average of a human associate. More importantly, they do it at a fraction of the cost. It is now estimated that the inference cost for a system at the level of GPT-3.5 dropped by more than 280-fold between November 2022 and October 2024. It’s predicted that UK law firms will reduce their chargeable hours by 16% through the implementation of AI.
The narrative that AI would be able to handle only ‘low-level’ tasks, such as NDAs or simple contract summaries, has all but evaporated. Anthropic’s move into high-stakes litigation support validates this trend.
AI – From Swiss Army Knives to Scalpels
An error made by many law firms when AI became entrenched within the market was to treat it as a ‘plug-in’, a nice-to-have built onto existing internal software. Many adopted general-purpose tools, often referred to as ‘Swiss Army knife’ solutions, that covered the breadth of legal work but lacked the precision, jurisdictional nuance, and risk-weighted requirements for high-stakes professional services.
The 2026 market reaction highlighted the needs of a ‘scalpel’ approach – those that go deep in a specialised vertical within a legal workflow. For example, instead of a junior associate spending billable hours searching through case files to establish the facts of a case, they could use a ‘fact intelligence’ platform that can automate that process into minutes, whilst increasing accuracy by 95% versus 78% for human reviewers and up to 90% savings in large-scale litigation. The market is no longer rewarding firms for having information. Rather, it rewards those who can apply it at the lowest possible cost and friction.
Reallocating Capital Across Professional Services
We’re already seeing investors withdrawing from the traditional software market and reallocating that capital into specialised AI firms. However, the risk for legacy players is that they are being disrupted from both ends. From the bottom, they are losing the efficiency game to generalist foundation models from companies such as OpenAI and Google, which are commoditising the ‘knowledge’ aspect of professional services, including basic advice and contract drafting. At the top, they are losing the expertise game to specialised firms that use AI as a precision instrument; their overhead would be lower than that of a traditional Magic Circle firm, allowing them to undercut prices while maintaining profit margins.
The result is a massive reallocation of capital. Investments into vertical AI (AI built for one specific industry) are expected to surge to $115 billion by 2034. The market no longer bets on labour with tools, but on autonomous workflows. Investors have realised that the value lies in the middle layer – the software that sits between a general foundation model and a specific industry’s needs.
Innovation or Obsolescence
So far, the first market fluctuation of 2026 has taught us that you cannot outrun new technologies. To survive, firms must stop treating AI as an add-on and treat it as a foundation for their core business infrastructure.
For UK professional services, the choice is no longer whether to adopt AI, but whether they can evolve quickly enough to avoid becoming the training data for companies building foundational models. The firms that remain in 2030 will recognise that the competitive landscape has changed. You’re not just competing with your peers, but with the compute cycles of the world’s most powerful AI labs.
The era of generalist AI tools is over, and the future will focus on high-precision AI designed for specific industries.
David Churchill, Chief People Officer at Version 1, on why a culture ready for change views transformation not as a one-time event, but as an ongoing rhythm
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The vast majority of organisations today talk about transformation being imperative to their future success, staff retention and customer engagement. Digital, operational and strategic transformation have become ubiquitous in modern business, and for good reason. As more advanced technologies are adopted to improve efficiencies and drive growth, leaders often see reductions in waste and stronger margins.
Yet beneath evolving frameworks and solutions lies a more fundamental truth… No transformation succeeds without people who are willing and able to change. Staff satisfaction and adaptability are far less visible than the business outcomes of digital transformation. But they are just as critical.
Building a positive, progressive culture is not a ‘soft’ aspect of transformation. Allowing team members to find their footing with new technology so they can later excel forms the infrastructure that determines whether digital investments succeed or stall. In a world where transformation is now continuous rather than episodic, building a culture that is not only receptive to change, but confident in navigating it, has become a strategic imperative.
Finding a Transformation Catalyst for Culture
In modern enterprises, the role of Chief People Officer has evolved far beyond coordination and communication. It now sits at the intersection of business strategy, workforce capability and human experience. CPOs are uniquely positioned to translate organisational ambition into cultural reality.
Leaders must recognise that when transformation initiatives falter, it is rarely because the strategy was wrong, it is because the organisation wasn’t ready. The CPO and their team have the vantage point to see readiness clearly, anticipate friction and shape the conditions in which people feel supported rather than disrupted.
Technology moves quickly, often faster than people’s confidence in using it. The World Economic Forum estimates that 44% of workers’ skills will be disrupted within five years, and that six in ten employees will require significant upskilling before 2027. This widening gap between technological change and human capability is why upskilling has become one of the most powerful cultural investments any organisation can make.
Research shows that organisations can no longer be merely change-ready; they must become change-seeking, embedding learning, experimentation and feedback loops across all levels. When teams feel equipped to adapt, change becomes something to participate in rather than something to fear. By connecting senior leaders with teams on the ground, translating strategy into human terms, and aligning vision with culture, the CPO becomes a catalyst for transformation.
Transform Fear into Confidence
Upskilling is not only about acquiring technical skills; it is equally about strengthening human capabilities. Adaptability, communication, creativity and problem-solving are attributes that help people thrive in dynamic, tech-enabled environments. The McKinsey Global Institute forecasts that demand for technological skills will rise by 55% by 2030, while demand for social and emotional skills will increase by 24%. These capabilities increasingly determine the ability to perform effectively in hybrid, digitally enabled organisations.
Investing in capability signals that people are partners in transformation, not passengers. IBM research suggests the half-life of skills has fallen to under three years. And for many digital roles, closer to one. As job requirements evolve, most employees will need new skills to keep pace, making upskilling a cultural and competitive priority.
The future of work is hybrid, and that extends beyond the places we work. The hybrid nature of modern roles affects how we work. Hybrid environments require leaders who can create emotional proximity even when physical proximity is not guaranteed. They must cultivate clarity, psychological safety and a sense of belonging across distributed teams.
The most successful organisations blend human and digital strengths to create adaptable, empowered teams. Yet Gartner reports that only one in four employees currently feel connected to their organisation’s culture. While technology enables speed and scale, the people behind it bring context, creativity and judgement. The balance between the two determines whether transformation is efficient or enduring. When nurtured with trust and communication, hybrid teams become the bridge between innovation and execution, turning abstract change into tangible results.
Leading Change with Empathy
At its core, culture change is about emotion as much as logic. People do not resist change because they dislike progress; they resist because they fear losing certainty, competence or identity. Leaders who acknowledge these emotional dimensions are far more likely to bring people with them on the journey.
Empathy allows leaders to sense undercurrents before they become obstacles and to tailor communication to different audiences. A culture ready for change is built on trust, empowerment and continuous learning. It celebrates curiosity over certainty and progress over perfection.
Most importantly, a culture ready for change views transformation not as a one-time event, but as an ongoing rhythm — a system of continuous improvement supported by people who feel confident, capable and connected.
Jack Bingham, Regional Director of Digital Native UK, Ireland & South Africa, Confluent on how data, treated properly, compounds in value to drive digital disruption
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When I talk to founders and tech leaders, one question seems to consistently come up: what separates today’s disruptors from the last decade’s? In 2010, being cloud-first was what made investors sit up and take note. In 2026, it will be streaming-first.
I’ve spent the last year or so working closely with companies that are, quite literally, building their businesses in real time. For them, real-time capability isn’t a department or a layer that supports the business. It is the business. The acid test is simple: how quickly can you capture a critical event – a payment, a login, a failed delivery – and respond with the next best action? That focus shapes how they build products, structure teams, and think about innovation.
Here’s what I’ve learned from them:
Lesson 1: Data is a Product, Not a By-Product
Many traditional companies still treat data as something to collect, store, and analyse later. The new generation of businesses, on the other hand, treats it as a reusable, governed product that everyone can access. When it’s built and shared this way, teams stop rebuilding the same foundations for every new use case. They move faster because they’re working from a single, trusted view of the truth, shortening product cycles, speeding up iteration, and spending more time solving problems that matter.
That mindset, rather than the size of the tech stack or the number of engineers, is what sets disruptive businesses apart. In these organisations, technology, data, and business strategy move in lockstep. Decisions aren’t passed up and down hierarchies, they’re made by teams who understand both the data and the customer problem in front of them.
When you can trust your data and respond in real time, innovation stops being a department. It becomes a reflex.
Lesson 2: Real-Time isn’t a Feature, it’s a Foundation
A few years ago, one of the world’s largest supermarket chains realised it didn’t have a single real-time view of its inventory. Without that visibility, omnichannel experiences were impossible. Once it shifted to a streaming architecture, every transaction became a live event that updated stock, triggered supply chains, and even made it possible to get your groceries delivered straight to your kitchen fridge – coordinated through live inventory data, smart home devices, and real-time security feeds.
That’s the practical power of streaming: it connects what happens in your business to what should happen next so you can provide products and services that take customer satisfaction to a whole other level. Real-time data stops being a reporting tool and becomes the foundation of every decision, interaction, and innovation.
I often ask businesses what they would do differently, if they knew the state of every event in their organisation. The most forward-thinking companies already have the answer. They’re using streaming to turn business events into reusable building blocks, creating new experiences by connecting the data they already have in smarter ways.
Lesson 3: Culture is the Multiplier
Being streaming-first is only half about architecture. The other half is attitude. The best digital enterprises don’t wait for permission to experiment. They map their most important business events, align teams around them, and empower people at every level to react fast and learn faster.
And the difference is visible. Feedback loops are shorter. Structures are flatter. Failure is treated as information. This culture of continuous experimentation is why these companies can move at the pace they do.
We often run ‘Event Storming’ workshops with teams to map their critical business events. The idea is to create alignment – getting people from engineering, product, and operations to agree on what really matters and how those moments connect. That process reveals a lot.
Digital disruptors go beyond simply deploying streaming architectures. They build streaming mindsets. Leadership plays a crucial role here: data must be treated as a strategic asset. If it isn’t up top, it won’t be anywhere else in the organisation either.
Lesson 4: Streaming and AI will Converge
AI is only as good as the data you feed it. Unfortunately, most enterprises are still feeding it yesterday’s data. Streaming-first companies already know this. They’re building intelligent data pipelines that give AI the context it needs to make decisions in real time.
That’s how the next generation of innovators will pull ahead: not by having bigger models, but by having cleaner, faster, more connected data. Streaming is what will let AI move from reactive to predictive… and from predictive to autonomous.
Too many organisations are cutting investment in data while pouring money into AI projects. But AI without quality data is just expensive guesswork. The companies doing this well understand that data has to be a product in its own right. And when business and technology teams design around that shared understanding, innovation follows naturally.
Lesson 5: The Mindset of the Next Disruptors
If I were starting a company tomorrow, I’d look closely at the critical events that run my business. I’d then make sure I had a way to capture those in the stream, make them reusable, and build every product and process around them.
When your business can see and act on what’s happening in the moment, you gain something no traditional architecture can give you: time. And in the next wave of disruption, that’s the only advantage that really matters.
If we look to who we can learn from in the coming months, it’s financial services and healthcare that are moving the fastest. Real-time fraud detection, patient monitoring, and risk management are becoming operational necessities – and these industries will set the benchmark for real-time data excellence.
Looking Ahead to 2026
By 2026, I don’t think we’ll talk about ‘real-time’ as a differentiator. It will simply be how modern businesses operate. Batch systems won’t disappear, but they’ll coexist within a single, streaming-first platform that delivers data whenever it’s needed.
Once every process can react instantly, the question then becomes: can it anticipate? Can it learn? That’s where AI and streaming meet and where we move from reactive to autonomous enterprises that not only respond to the present but adapt to what’s coming next.
Data, treated properly, compounds in value. The decisions you make with it become faster, sharper, and more confident. The companies that understand this will be the ones still leading when today’s titans look like yesterday’s news.
Jonny Combe, President and Chief Executive Officer, PayByPhone on how urban mobility is evolving from car-centric to multimodal and the opportunity the parking industry has to play a central role by integrating payment infrastructures that support a more connected, flexible mobility ecosystem
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The journey has changed. Over the past few years, the mobility industry has undergone seismic shifts toward more digital experiences. Cash payments continue to disappear and in the US made up only about 14% of all payments in 2024. Over half of the US adult population make use of mobile wallets and many companies provide payment opportunities via apps for their services. While this has made some processes more efficient and streamlined, it has also resulted in very fragmented data streams.
Consider this scenario: a commuter drives an Electric Vehicle (EV) to a rural or suburban transit hub where they park and charge, then boards a train into the city. The final mile is completed on an e-scooter, shared bike or another mode of public transport to reach their destination. One journey, four separate payment interactions across four different apps.
This is the daily reality for millions of commuters, and it exposes a fundamental challenge that not only the parking industry, but also the mobility industry as a whole must confront. Continuing to build payment infrastructure for journeys that end at the curb, is no longer enough; we should be facilitating one system for these evolved modern journeys.
City Centres Reimagined
A substantial amount of land in city centers has traditionally been dedicated to parking, but there is a growing trend where we see city centers worldwide redesigning their urban space. On-street parking is giving way to pedestrian zones and cycle lanes. Traditional car parks are transforming into multimodal hubs that are integrating EV charging, micro-mobility stations, and last-mile logistics. Technologies like automatic number plate recognition are helping to eliminate friction at entry and exit points. However, backend complexity of the redesign of urban mobility has grown exponentially.
Local authorities now juggle relationships with cashless payment providers, meter operators, EV charging networks, micro-mobility vendors, and logistics partners. Each bring their own payment rails, reconciliation requirements, and data formats. For many municipalities, simply reconciling payments between a meter provider and a digital parking platform already strains finance teams. Adding multiple mobility partners brings a significant extra load to existing operational capacity and the operational burden is only part of the equation.
The Hidden Cost of Fragmentation
The more critical issue is strategic: fragmented payment systems can create fragmented data, and fragmented data can undermine intelligent policy.
When payment information sits in siloed systems across multiple vendors, authorities lack the consolidated view needed to answer essential questions:
How does parking behavior correlate with public transit usage?
What pricing strategies would optimize utilization across the entire mobility network?
Where should we invest in EV infrastructure based on actual demand patterns?
How do we measure progress toward carbon reduction targets?
Without integrated payment and usage data, cities are making significant capital infrastructure decisions with an incomplete picture.
The Payment Layer as Strategic Infrastructure
Forward-thinking cities are, however, beginning to recognize payment infrastructure not as back-office plumbing, but as strategic architecture for the mobility ecosystem.
The solution lies in centralized payment platforms that serve as a unifying layer – ‘super apps’ as they are called in other industries. The backend of these apps should be able to consolidate transactions across multiple mobility services, automate complex multi-party reconciliations, and create unified data lakes that enable AI-driven insights.
This approach can deliver immediate operational relief: finance teams spend less time manually reconciling disparate systems, and the strategic value compounds over time. With consolidated data, authorities can model the true economics of mobility transitions, identify underutilized assets, dynamically price services to manage demand, and measure environmental impact with precision.
Building for What Comes Next
The parking industry has always been about managing physical space, yet the future is about orchestrating mobility experiences. The question for industry leaders isn’t whether parking will integrate with broader mobility systems but whether parking operators will architect that integration intentionally.
Doing so requires a fundamental rethink of the role parking payment providers play in the payment value chain, while investing and building the technology and the payment infrastructure that makes seamless, sustainable urban mobility possible.
The infrastructure we build today will determine whether cities can deliver on their mobility and sustainability commitments tomorrow. For parking industry leaders, this is both a challenge and an opportunity: to evolve from transaction processors into the essential connective layer of urban mobility. Those with the vision, and the technological ability to rise to that challenge, have a real opportunity to lead the next generation of multimodal mobility payments.
About PayByPhone
PayByPhone is a global leader in mobile parking payments. We simplify journeys for millions of UK drivers with smart, intuitive technology and user-focused features. In addition to fast, secure parking payments, drivers can also locate nearby fuel stations and EV chargers – and pay for EV charging – all in the PayByPhone app. We work with over 1,300 cities and operators across the UK, North America, France, Germany, and Switzerland. More than 110 million drivers worldwide have downloaded the PayByPhone app to simplify their parking and vehicle payments to date. To discover how our products and services can elevate your driving experience.
Adrian Wood, Strategic Business Development & Offer Marketing Director at DELMIA
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The era of trial-and-error manufacturing is over. By integrating NVIDIA’s Physical AI into DELMIA’s Virtual Twin technology, Dassault Systèmes is moving the industry from static automation to autonomous software-defined systems that “learn” the laws of physics before the first part is made.
Revolutionising Manufacturing with Agile AI-Driven Production
Manufacturing is reaching a breaking point. Rigid production and logistics systems slow setup, ramp-up and scaling. Meanwhile deterministic automation struggles with real-world change, from new variants to unplanned constraints. The future is agile, software-defined production built on modular autonomous equipment, proven virtually and deployed with confidence.
Dassault Systèmes and NVIDIA are building the industrial AI foundation to make that future real. DELMIA contributes the virtual twin of production systems. A semantically rich model of production that connects design intent to real-world execution across engineering, manufacturing and supply chain. NVIDIA contributes physical AI and accelerated computing to simulate robotics-grade physics and perception at scale. Together, we can virtualise and orchestrate autonomous production systems. Then manufacturers can prove changes virtually and make them real faster, with less risk and rework.
This collaboration establishes a shared industrial AI architecture. This grounds artificial intelligence in the laws of physics and validated scientific knowledge. The integration of NVIDIA Omniverse physical AI libraries into the DELMIA Virtual Twin of global production systems represents a major step forward. It allows manufacturers to design, simulate and operate complex systems with a new level of confidence and precision. Not just incremental improvements; this partnership establishes a mission-critical system of record for industrial AI that powers a new way of working.
Virtual Twins: The Cornerstone of Modern Manufacturing
For years, manufacturers have optimised production lines in the physical world. While effective, this approach is often slow, resource-intensive and constrained by the cost of experimentation in live operations. Virtual twin technology changes this dynamic. A virtual twin is a science-based model of a system that goes beyond visualisation, enabling realistic validation of how operations should run before changes are made in the real world.
DELMIA empowers companies to create comprehensive virtual twins of their entire operational ecosystem. This includes everything from individual machines and robotic workcells to full factory floor layouts and global supply chains. Within this virtual environment, manufacturers can:
Simulate and validate production processes before a single piece of equipment is installed.
Optimise workflows for maximum throughput and efficiency.
Identify potential bottlenecks and safety hazards without disrupting ongoing operations.
Train operators and maintenance crews in a risk-free setting.
The virtual twin orchestrates design, engineering, production and supply chain in one environment so decisions can be tested, trusted and reused. This capability alone delivers significant value, but its impact grows when combined with physical AI.
Integrating AI for Autonomous Production
The partnership with NVIDIA brings physical AI into DELMIA virtual twins. NVIDIA Omniverse provides a platform for developing and operating 3D simulations and industrial digitalisation applications using OpenUSD-based interoperability. Combined with DELMIA’s production semantics, manufacturers can test autonomous behaviour in realistic conditions before deployment.
This is the shift from ‘mirroring reality’ to ‘proving change’. AI models accelerated by NVIDIA computing can evaluate scenarios across production constraints, resources and variability. They can help teams reduce commissioning surprises, improve flow and validate how production should respond to change, from new variants to disruptions.
The result is the emergence of software-defined production systems. These are factories and operations where decisions remain human-led, but are continuously supported by AI that recommends, tests and validates options in the virtual twin before changes are deployed. This creates a feedback loop where the virtual world is used to validate better outcomes for the real world.
A Practical Application: The OMRON Collaboration with DELMIA & NVIDIA Drive Real-World Success
To understand the real-world impact of this technology, consider the collaboration with OMRON, a global leader in industrial automation. OMRON recognizes that addressing the growing complexity of modern manufacturing requires a move toward fully autonomous and digitally validated production systems.
By combining DELMIA’s Virtual Twin of Production Systems, NVIDIA physical AI, and OMRON automation technologies, manufacturers can move from design to deployment with greater confidence. When a manufacturer introduces a new product variant or packaging change, automation often fails in small but costly ways, such as automation-grasping reliability, orientation on conveyors or downstream flow stability. Instead of trial-and-error changes on the line, teams can validate process logic, layout constraints and operating rules in the DELMIA virtual twin, then simulate realistic robot and material behaviour using NVIDIA’s AI before deployment. The result is faster adaptation and less physical rework.
The Top 3 Broader Impacts on Manufacturing
This fusion of virtual twin technology and industrial AI has far-reaching implications for the entire manufacturing sector including:
Unlocking New Efficiencies: Software-defined production systems can continuously identify operational improvements that are difficult to see through manual oversight alone, improving throughput, uptime and overall performance while reducing avoidable losses.
Advancing Sustainability Goals: By simulating processes in the virtual world, companies can minimize physical prototyping and reduce waste. AI-driven optimization within the DELMIA virtual twin helps manufacturers fine-tune their operations to consume less energy and use fewer raw materials, directly contributing to their sustainability commitments.
Fostering Continuous Innovation: When the risk and cost associated with testing new ideas are lowered, innovation flourishes. Manufacturers can experiment with novel factory layouts, new automation strategies and different production workflows within the safety of the virtual twin. This agility allows them to adapt quickly to changing market demands and stay ahead of the competition.
The partnership between Dassault Systèmes and NVIDIA is about more than just combining two powerful technologies. It’s about establishing a new, scientifically validated foundation for industrial AI. By integrating NVIDIA’s physical AI libraries into DELMIA, we are empowering manufacturers to build the autonomous, efficient and sustainable factories of tomorrow, today.
Trilliam Jeong, CEO at WealthBlock on why pairing credit discipline with real-time reporting will deliver a better position to hold onto investor confidence
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There’s no shortage of noise around the direct lending market right now. On one hand, deal activity remains strong, capital continues to flow in and investor appetite hasn’t wavered. On the other, competition is fierce, rates are edging down and macro conditions are less forgiving than they were a year ago.
But strip out the headlines and the fundamentals still look solid. The demand is there, both from borrowers looking for speed and flexibility and from investors chasing yield and consistency. That puts direct lenders in a strong position, provided they’re prepared to adapt.
Operational Shift
One of the most significant shifts underway is operational. We’re seeing real adoption of technology across the mid-market from AI-assisted onboarding to fully digitised investor dashboards. This isn’t just cosmetic. Faster processes and clearer visibility mean capital can move more quickly, investors stay better informed and managers have more room to protect margins, even in a tightening spread environment.
LP expectations are shifting too. Many now expect a consumer-grade digital experience from the platforms they commit capital to. They want real-time access to reports, frictionless communication and clarity around how their money is being deployed. That shift in expectations is accelerating the tech arms race across the mid-market. It’s no longer about who can show the best deck but rather can deliver the best infrastructure. And as investor sophistication grows, that infrastructure is becoming a non-negotiable.
Digital Infrastructure
That shift is also influencing how mandates are awarded. Institutional investors increasingly view digital infrastructure not as a bonus, but as a sign of long-term readiness. Questions that once focused solely on deal pipeline and past performance now extend to data availability, reporting cadence and system resilience. It’s not just about what a manager can deliver but how transparently and reliably they can do it. As more allocators run tighter operational due diligence processes, digital maturity is quietly becoming a competitive edge. Platforms that can demonstrate consistent, tech-enabled processes are better positioned to win, and keep, capital.
That matters, because rates may not stay where they are. Increased competition is already putting pressure on pricing. But firms with strong digital infrastructure are better placed to absorb it. Operational leverage, not just headline yield, is becoming a key differentiator.
Scaling Up
There’s also the issue of scale. Consolidation is real and it’s reshaping the market. The biggest managers are only getting bigger and their resources are hard to match. But size alone isn’t the whole story. Technology is giving smaller and mid-sized players a way to compete on experience even if not on balance sheet. A seamless, professional, tech-forward investor journey can carry real weight with LPs, particularly those who value speed and clarity over brand.
That’s especially relevant for new entrants. There’s no shortage of managers in direct lending and standing out requires more than just a different strategy. Yes, some are carving out a niche in NAV lending, venture debt or structured credit but what really earns attention is trust. That comes from clear communication, repeatable processes and a level of transparency that goes beyond the marketing deck.
The Outlook for Lending
The macro outlook is part of the equation too. With corporate defaults expected to rise, discipline is going to matter more than it has in recent years. Underwriting strength, sponsor alignment and proactive portfolio monitoring are back in focus. Investors will be watching for signals that managers are prepared for downside risk. The tougher the environment, the more exposed weaker systems become. Inconsistent reporting, vague valuation logic or delayed updates might have been tolerated in a bull market – but not now. Allocators want to know how a manager will behave under stress, not just how they perform when everything’s going to plan. That makes operational maturity as important as deal-level returns.
Firms that pair credit discipline with real-time reporting will be in a better position to hold onto investor confidence. Allocators are already asking more pointed questions and looking for managers who can back up claims with data. There’s still plenty of room to grow in direct lending, but it won’t be enough to rely on past performance or broad market tailwinds. The firms that outperform from here will need to be efficient, responsive and trusted. In a more competitive, more transparent and more regulated market, those are the traits that will endure.
Kevin Janzen, CEO of Gaming & EdTech AI Studio at Globant, on how AI will change the way games are made and expand the market
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Every major games studio is now experimenting with artificial intelligence. From generating NPC dialogue to automating animation and video assets. AI is promising to speed up production and lower costs for developers.
According to Boston Consulting Group (BCG), the gaming industry finds itself at a crossroads…. Looking to gain the momentum it felt between 2017 and 2021, where revenue surged from $131 billion to $211 billion. And AI could be at the forefront of this pivotal moment.
But as AI becomes central to how games are built, studios face a major challenge. Adopting automation without losing authenticity. For developers and retailers alike, this becomes a business concern that deserves close attention. Creativity sits at the heart of gaming, and the choices studios make today will influence what reaches players tomorrow. For the technology channel, this transformation means faster release cycles, broader product diversity, and a need for sharper forecasting.
A New Phase in Gaming’s Evolution
For most of gaming’s history, every era has been defined through visuals. Each generation has delivered stylistic, immersive worlds, such as the blocky charm of Minecraft to the cinematic realism of Red Dead Redemption 2.
Now, the real change is happening behind the scenes. AI is reshaping how games are built and experienced. Development teams are using AI to handle time-consuming tasks such as vast world-building creation and animation. This frees artists to focus on what players remember – the design and storytelling.
Players are already seeing the benefits in their gameplay. AI lets games adapt or adjust difficulty based on players’ skill levels, or change dialogue based on a player’s choices. This makes gaming worlds feel realistic, responsive and more personal.
With budgets continuing to climb for gaming studios, these new features matter. AI gives studios breathing room to experiment. Smaller teams can take creative risks, and established developers can experiment and test new ideas without derailing production. However, efficiency and costs aren’t the only gains as AI is creating space for developers to be more ambitious than ever before.
Automation and Artistry
For all its promise, AI also brings creative risk. Gamers notice when a quest feels repetitive or when dialogue sounds mechanical. And if AI is used carelessly, developers risk losing authenticity.
That sense of care is what keeps players invested. Whether it’s hand drawn detail, or play-driven choices. Games like this show what happens when technology supports vision rather than replacing it.
That’s why the industry’s embrace of AI is such a gamble. Used well, AI can help developers create richer, more personalised worlds. But used carelessly, it risks stripping away the artistry that makes games memorable.
The Ripple Effect Across the Supply Chain
As AI becomes a standard tool, development processes are speeding up and opening new creative possibilities. Independent studios now have access to the kind of production power once limited to major developers. That shift means faster pipelines and ultimately, more games reaching the market.
For retailers and resellers, this brings both opportunity and pressure. A consistent stream of releases can guarantee sales across the year, while lower production costs encourage more niche or experimental games that appeal to new audiences. Greater variety and volume benefits the market, but it also makes it harder to predict which games will break through.
Players are becoming more aware of how games are made and AI’s role in development. They’re starting to ask not only how a game plays, but also how it was built. Understanding the intent behind a studio’s use of AI – one that uses AI as a genuine creative tool and those that rely on it as a shortcut – will help retailers anticipate demand and spot the games with long-term potential.
The Right Way to Play the AI Game
The studios using AI most effectively have a few things in common. They keep AI in the background, using it to manage routine work, such as generating textures and landscapes, so creative teams can focus on narrative and emotional tone.
They also use AI to make experiences more personal. Thoughtful application of adaptive systems allows games to respond to individual play styles, adjusting difficulty and pacing to keep players engaged. This level of design deepens engagement and gives players a sense that the world responds to them personally.
Another area where AI is also making an impact is making games more inclusive. More than 400 million people around the world play with a disability, and new tools are expanding access – from adaptive controls to real-time translation that lets players connect across languages. As gaming becomes more diverse, the audience grows for everyone, including retailers, who can reach a larger, more engaged customer base.
When automation complements gaming artistry, it strengthens the relationship and trust between the developer and the player. Creativity becomes the main focus again, and that’s what keeps players loyal.
Balancing Innovation and Trust
AI is fast becoming integral to how games are conceived, built, and experienced — and that shift will reshape the entire value chain. For developers, success will come from balancing automation with artistry, ensuring that AI enhances creativity rather than replaces it.
For retailers, distributors, and partners, this transformation offers both opportunity and responsibility. A faster, more diverse release pipeline will bring fresh sales potential, but also greater complexity in forecasting and curation. The winners in this new phase of gaming will be those who can spot titles where AI adds genuine depth, inclusivity, and player connection — not just production speed.
Handled thoughtfully, AI won’t just change how games are made, it will expand the market for everyone involved in bringing those experiences to players. That’s a game worth playing for the entire tech channel.
JP Cavanna, Director of Cybersecurity at Six Degrees, on balancing the risks and benefits of AI in cyber defence strategies
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Undeniably, AI is here to stay. Having become part of day-to-day life, it’s hard to remember what life was like without it. But when it comes to cybersecurity, is it causing more harm than good?
Recent research outlines that 73% of organisations have already integrated AI into their security posture. The technology is clearly becoming a cornerstone of modern cybersecurity. Organisations are turning to AI not just as a tool, but as a partner in security operations, leveraging its capabilities to identify malicious activity faster, guide investigations, and automate repetitive tasks.
For it to be truly effective, though, AI must be paired with human expertise – but this is where organisations are starting to become complacent. Given the growing sophistication of cyber-attacks, and even AI-powered attacks, many are removing the human element while expecting AI tools to do all the work for them, leaving them even more vulnerable to threats. This overreliance risks creating blind spots, where critical thinking, contextual understanding, and instinct are overlooked. Without the balance of human judgement, AI can amplify mistakes at scale, turning efficiency into exposure.
The Cybersecurity Paradox
This situation puts many organisations in a potentially difficult position. On the one hand, AI can significantly improve the efficiency of security operations. In the typical SOC, for example, AI technologies can process alerts in around 10-15 minutes. This represents a significant improvement over human analysts, who can easily require twice as long for the same task.
Aside from the obvious efficiency gains, applying AI to these repetitive, time-pressured processes can also significantly reduce the scope for human error. And in turn, take considerable pressure off security analysts. Going some way to battling alert fatigue, an increasingly well-documented and persistent problem. In these circumstances, valuable human experience and specialist expertise can instead be more effectively applied to complex investigations, strategic decision-making, and other higher-value priorities.
On the flipside, however, AI remains prone to generating inaccurate or misleading insights, and users may not realise they are applying the wrong information to potentially serious security issues. Similarly, habitual blind trust in AI outputs can easily erode performance levels and even introduce new vulnerabilities. There is also scope for sensitive data to enter public environments, with the potential to cause compliance issues. This kind of information can also reappear in future versions of the AI model in question, therefore resulting in further data exposure risks.
Parallels with IoT Adoption
The situation mirrors that seen in the early days of IoT adoption, where the rush to innovate would often override security considerations. In this current context, therefore, human oversight and vigilance are extremely important. Clear governance frameworks, defined accountability, and continuous monitoring must underpin any AI deployment. Therefore ensuring that innovation does not outpace risk management or compromise long-term resilience.
A Growing Arms Race
If that wasn’t challenging enough, threat actors are also in on the AI boom in what has already been described as an ‘arms race’. In practical terms, AI tools are already widely used to create more convincing phishing attacks free from some of the more obvious traditional tell-tale signs of criminal intent, such as imperfect grammar or a suspicious tone.
Deepfake technology has also raised the stakes. We’ve all seen how convincing AI-generated video has already become. This is now finding its way into real-world examples, with one fake video reportedly causing a CFO to authorise a large financial transfer as a result.
At the same time, technology infrastructure is constantly under attack by AI-powered tools. They can be used to analyse defensive systems and identify weaknesses faster than humans. The net result of these developments is that defenders constantly play catch-up, as they can only respond to new attack vectors once discovered. The underlying takeaway is that at present, AI cannot be trusted to operate autonomously. Instead, human intuition, scepticism and contextual understanding remain essential to spotting emerging tactics.
As attackers refine their methods at machine speed, organisations need to resist the temptation to match automation with automation alone. They must double down on strategic thinking and continuous skills development.
Balancing Benefits and Risk
So, where does this leave security leaders who are looking to balance the benefits and risks? Firstly, and to underline a fundamental point, while AI offers scale and speed, it cannot replace critical human oversight. Organisations should view AI as an enhancer, not a replacer. Success lies in promoting partnership, not substitution.
Strong governance is vital. This should start with clear AI usage policies that define what can and cannot be shared with AI tools, while proper data classification and access control ensure that sensitive information is protected. In addition, regular validation of AI outputs can help to prevent inaccurate or misleading results from being unnecessarily acted upon.
Then there are the perennial challenges associated with employee awareness training, which is vital for avoiding complacency and understanding the limitations of generative AI tools. Cyber leaders should also monitor how AI is being used inside and outside the corporate environment, as staff often experiment with tools on personal devices.
Get this all right, and security teams can put themselves in a very strong position to embrace AI, safe in the knowledge that they have the guardrails and processes in place to balance innovation and efficiency with effective human-led oversight. Ultimately, success will depend not on how much AI is deployed, but on how intelligently it is governed and refined alongside the people responsible for securing an organisation.
A 2026 survey of nearly 1,000 C-suite executives found that 87% of companies now use AI in their core operations. However, AI errors and…
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A 2026 survey of nearly 1,000 C-suiteexecutives found that 87% of companiesnow use AI in their core operations. However, AI errors and rework continue to cost businesses over $67bn a year
Loopex Digital’s January 2026 analysis identified several common mistakes companies make when relying on AI.
1. Giving AI Too Much Control in HR
AI-led hiringfilters out 38% of top-level candidates before human review because it relies on keyword matching. Candidates respond by adjusting CVs to fit those words, often hiding real experience.
“When we started to use AI in our hiring process, we saw some strong candidates get rejected,” said Maria Harutyunyan, co-founder of Loopex Digital. “Out of 100 applicants, the 2 candidates that would’ve been hired didn’t make it because they used different wording instead of the exact keywords.”
How to fix this: “We simplified our job descriptions, removed buzzwords that didn’t matter, and limited AI to shortlisting. The quality of hires improved immediately,”said Maria.
2. Trusting AI Notes Without Review
AI note-takers often struggle with background noise and poor audio, leading to inaccurate notes. In many cases, up to 70% of summaries focus on side comments rather than decisions.
“We tested 10+ AI note-takers across50 of our regular meetings. Most of the main summaries ended up being jokes and half-finished sentences,” said Maria. “Key decisions were either unclear or missing entirely from the AI summary.”
How to fix this: “We limited AI notes to action points and decisions,” said Maria. “Everything else is filtered out or reviewed manually, cutting note clean-up from half an hour to minutes.”
3. Letting Artificial Intelligence Replace Your Customer Support Team
When customers realise they’re speaking to AI, call abandonment jumps from 4% to 25%. Even when customers stay on the line, AI tools can get policy and pricing details wrong, leading to confusion, complaints, refunds, and extra clean-up work for support teams.
How to fix this: Use AI only for simple FAQs, not complex cases. Define clear escalation rules for cancellations, complaints, and legal issues and route those to a human immediately. Restrict your AI from creative responses in support, only letting it use approved templates.
Maxio analysis of $40B+ in billings data shows vertical focus and AI innovation driving success, while growth inflection points emerge earlier than expected
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Analysis of $40B+ in billings data shows vertical focus and AI innovation driving success, while growth inflection points emerge earlier than expected
Growth remains strong for B2B SaaS and AI companies, but volatility is high, according to the B2B Growth Report by Maxio, a leading billing automation and revenue management platform. While the market is healthy overall, with the average company growing 18% year over year, more than 35% of companies experienced a decline, revealing an industry where growth increasingly depends on focus, discipline and execution rather than market momentum alone.
The report analyzed over $40 billion in billings data across 2,000+ companies from 2024-2025, revealing unexpected patterns in how growth varies by company size, business model, investment backing, and approach to AI. The findings challenge conventional assumptions about scaling thresholds, the universal benefits of AI adoption, and the predictability of growth trajectories.
“Growth didn’t disappear in 2025; it became harder to earn,” said Alan Taylor, Chief Operating Officer at Maxio. “The winners weren’t chasing every trend. Whether AI-native or traditional SaaS, the top performers stayed focused on solving real customer problems.”
Key Report Findings:
Growth is still the norm, but it’s not universal: Average company growth reached 18%, while aggregate market growth was closer to 13%, reflecting slower expansion among larger, more mature businesses. Nearly two-thirds of companies grew year over year, yet more than one-third declined. Down years remain common across all revenue bands.
Growth slows earlier than expected: The data revealed inflection points at around $5 million in billings with another slowdown beyond $25 million, not the typical $1 million, $10 million or $50 million marks, showing the operational challenges of scaling.
Vertical focus outperforms horizontal scale: Vertically focused companies grew faster than horizontal peers (20% vs 16%), reinforcing the value of specialization in competitive markets.
Capital helps, but doesn’t guarantee faster growth: Bootstrapped companies nearly matched VC-backed growth (20% vs. 22%), though scale differed dramatically with VC-funded companies nearly 4x larger. Private equity-backed companies focused more on profitability, growing 13% on average while skewing significantly larger than other cohorts.
AI accelerates, but only at the core: Truly AI-led companies, with AI central to product and positioning, grew fastest at 21%. However, AI-enhanced companies lagged at 16%, while non-AI companies quietly outperformed at 19%. This pattern suggests that AI adoption alone does not guarantee impact—AI implementation without clear value differentiation may not translate into competitive advantage.
“Average growth numbers only tell part of the story,” said Ray Rike, founder and CEO at Benchmarkit. “What stood out is how early growth friction shows up. Teams that identify where and why growth is accelerating will be best positioned to focus their resources on the market segments that provide faster growth.”
2026 Outlook
Despite a more competitive and complex environment, industry optimism is back and strong. Seventy-two percent of companies expect to grow faster in 2026 than 2025. However, leaders are entering the year with more measured expectations around buyer scrutiny, competition and the need for operational efficiency.
Sustainable growth is built, not assumed, the report found. Companies that understand their true growth levers, invest with intent, and maintain discipline as they scale will be best positioned to win in 2026.
Maxio is the billing and financial reporting platform trusted by over 2,000 SaaS, AI and subscription businesses worldwide. With $18B+ in billings under management, Maxio empowers finance teams to scale recurring revenue, automate quote-to-cash and deliver the insights needed to grow confidently.
Digital & Tech Head Soumya Mishra reveals how the group behind power brands like Sensodyne, Panadol and Centrum, broke away from GSK and transformed so successfully. Haleon is itself a large organisation so separating from a huge parent company was a big challenge… “It was the biggest deal of its kind and the first to happen in this industry,” Mishra adds. “We were separating to create simplification, but we had to work hard to achieve that. There were a lot of processes and policies that didn’t make sense and needed an overhaul. This had to be backed by a culture shift that was properly communicated.”
State of Montana: Cybersecurity Through A New Lens
State of Montana CISO, Chris Santucci, explains the organisation’s drastic shift towards security, and how his team has become a shining example within the wider IT centralisation sphere… “Fixing security vulnerabilities came down to having built enough social capital and trust to correct. I like to stay slightly uncomfortable as a CISO and as a human, to keep challenging myself to deliver better services and greater value. The mission is to ensure Montana citizens get the support they need while keeping services secure and protecting data.”
Publicis Sapient: Driving Banking Transformations with AI
Financial Services Director Arunkumar Gopalakrishnan reveals how Publicis Sapient is developing the playbook for delivering successful AI-led digital transformations across the financial services landscape. “Working with Generative AI today feels like standing on a new frontier. It keeps us on our toes, but it’s also what drives us – to stay relevant, deliver outcomes and connect both worlds of business and technology.”
Techcombank:
Chief Strategy & Transformation Officer, PC Chakravarti explores the operating model, Data & AI foundations, culture and talent playbook, and the partnerships turning ambition into market leading outcomes at Techcombank in Asia. “Tech is not the limiting factor – it’s about supporting people and talent to leverage capabilities to enhance business models.”
Oakland County:
Sunil Asija, Director of Human Resources at Oakland County, talks building trust with collaboration and becoming employer of choice. “To build trust the culture needs to change from top to bottom, and it needs everyone to join in that good fight.”
Lasse Fredslund, CMS Product Owner at Umbraco, examines the carbon footprint of our digital lives and offers advice on how to shrink it
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Our digital lives have a carbon footprint. The energy consumed to power and cool the data centres at the heart of ecommerce, online banking, social and streamed media, already emits as much greenhouse gas as the aviation industry. This is expected to increase to 8% of GHG emissions in 2025.
While hyperscale data centre operators, including Microsoft, Alphabet, and Amazon, have made big strides towards adopting renewable energy sources, they still need fossil fuel-powered backup systems to meet the 24×7 demand for power and cooling.
To meet the predicted 606 Terawatt hours of electricity needed to power datacentres by 2030, three mothballed nuclear plants have been recommissioned in the US, and major investment is going into building new nuclear plants. However, building will take years and until then, fossil fuel combustion will continue.
How Can we Shrink our Digital Carbon Footprint?
The good news is that we can all do our bit to lighten the load. Even turning off autoplay on our smartphones and turning down the screen brightness can contribute to an overall reduction in energy consumption on our digital devices. Web designers and developers can do even more: making multiple optimisations that reduce web page weight and lower energy consumption and associated GHG emissions.
For our own part, we’re focusing on ways to make our operations more sustainable and our software more energy-efficient. Running our CMS platform on Microsoft .NET9 has introduced features such as HybridCache that aid carbon-conscious web developers in building sites that load content more efficiently.
We’re also working closely with our global open-source community and digital agency partners to show how to reduce the CO2 emitted by business websites built on the Umbraco CMS platform. The Umbraco community Sustainability Team, formed in March 2023, has published documentation that provides practical steps for reducing web page weight and optimising data transmission.
Sharing Responsibility and Best Practices
By sharing sustainable best practices, and the measurable ROI that our partners’ clients have achieved as a result of carbon-conscious web design, we hope to amplify these changes across the industry. Together we can make a much bigger difference to our collective carbon footprint.
Prominent members of our open-source community Sustainability Team worked with us and implemented the Green Web Foundation’s CO2.js tool. We now have a Sustainability Dashboard, which helps businesses monitor and reduce the environmental impact of their websites running on Umbraco Cloud.
Ten tips to reduce Cloud Carbon Footprint
Members of the Umbraco Sustainability Team have published the following practical steps that organisations can take, and free tools that they can use, to measurably reduce the energy consumption and CO2 emissions of websites and digital experiences.
Lose weight
Just as the aviation industry has been introducing lighter aircraft to help reduce fuel consumption and emissions, carbon-conscious web designers can also help organisations to reduce web page weight.
The Sustainability Team recommends using tools such as www.Ecograder.com and www.Websitecarbon.com which show grams of CO2 emitted per web page. This is the simplest way to check a web page’s energy-efficiency, so that improvements can be made.
Neil Clark, Service Design Lead, at TPX Impact, observes, “Every piece of website software and code must minimise the data transfer it causes. We must start to consider data transfer as a constraint in all of our digital projects.”
Thomas Morris, Tech Lead at TPX Impact advises, “A useful first step is to set page weight budgets and stick to them. This helps to create a culture of optimisation with realistic targets. The HTTP Archive suggests a maximum of 1 Megabyte.”
Reduce Images
To reduce web page weight, Rick Butterfield, Lead Software Engineer at Wattle, emphasises, “Be ruthless about images. Make sure they’re sized well and avoid using stock images, which can sometimes be massive files.”
Thomas Morris agrees, “One of the biggest impacts you can have, with fairly minimal effort, is to use appropriately-sized images on your website, or consider whether images are needed at all. Using modern image compression formats, such as WebP, or AVIF helps reduce file sizes by up to 70% compared to JPEGs, without your users noticing any difference. Optimise images before upload, to reduce the extra compute effort of resizing images. Where appropriate, consider using SVG icons, logos or illustrations, since these often result in smaller image file sizes and also scale easily without compromising image quality.”
Compress fonts
Thomas Morris advises, “We suggest using system fonts to reduce extra server requests. If you do have to use custom fonts then compression tools, such as WOFF2, will help to minimise the data weight of those assets. WOFF2 is supported across all modern browsers.”
Minimising text assets, including HTML documents, JavaScript files and CSS files is a really good practice. Google’s Brotli is a lossless compression tool supported by 96% of browsers that makes this a lot easier and reduces text-based files by around two thirds.
Choose colours wisely
Rick Butterfield advises that web designers can even reduce carbon footprint by changing the colours selected for a website: “Blue shades use up more energy than reds and greens when they’re displayed on screens.”
Default to Dark Mode
“Dark mode is very simple to set up and can be built on incrementally,” enthuses Rick Butterfield. As with a lot of the best practices outlined by the Sustainability Team, these changes benefit end users too. “A university study found that switching from light mode to dark mode at 100% screen brightness can save an average of 40% battery power, so users don’t have to charge devices as often,” adds Rick.
Keep software updated
James Hobbs, Head of Technology at aer Studios, says, “Simply by keeping libraries, frameworks and the rest, up to date, your organisation is likely to benefit from enhanced efficiency, which means doing more work with the same or fewer resources, which is better for the planet. When Umbraco moved to .NET Core it made a massive difference to the efficiency of the CMS. Staying on top of this can deliver sustainability and efficiency benefits and an improved security posture.”
Load web content efficiently
To make data transfers of images, videos and iframes more efficient, the Sustainability Team recommends implementing lazy loading on clients’ sites. “Lazy loading limits what is loaded within the viewport and is supported in modern browsers,” explains Thomas Morris.
However, web designers should avoid applying lazy loading to hero images which are always visible at the top of a page, as this will cause the website to load slowly and impact user experience.
Make your Site Carbon-Aware
Rick Butterfield is a strong advocate for building carbon-aware websites. “The Green Software Foundation’s Carbon Aware software development kit allows developers to create software that does more when the electricity is from renewable sources and less when the electricity is from fossil fuels. Open APIs allow us to create this type of service for clients. Functionality of the site can be altered based on current grid usage, where your servers are located, or where your users are. As an example, images can be disabled if the server load is too high, or they could be stripped back to display illustrations instead.”
Choose carbon-efficient infrastructure
Andy Eva-Dale, CTO at Tangent, advises that running digital services from the cloud has both environmental and financial benefits for organisations, “All the major cloud providers have carbon commitments. Take advantage of PAAS features like auto-scaling, to ensure you’re only using and paying for the computing memory you need, and this is optimised for ‘business as usual’ traffic, from a carbon perspective. Then, when you have spikes in traffic, we can auto-scale those applications. Furthermore, when we start looking at microservice architecture, we can scale independently and set resource plans on individual services rather than whole applications, giving us more control.”
Andy Eva-Dale continues, “The next thing to consider is serving content geographically close to your audience. Hosting static files or caching your API responses on the edge can significantly reduce the amount of carbon your systems produce.”
Thomas Morris agrees, saying, “Serving static assets via a content delivery network (CDN) will ensure that requests are treated efficiently.”
Switch off after use
Andy Eva-Dale also advises turning off cloud-based resources after use, “When you’ve moved to a relatively stable business as usual cycle, turn off your non-production environment and turn them on only when you need to make a patch, or update a particular feature. If you’re in a continuous programme of work, look at switching off environments at weekends. Applications like Kubernetes give you increased control over that. An auto event-driven autoscaler was announced by The Cloud Native Computing Foundation that allows infrastructure to be adjusted, based on carbon metrics.”
Taking our own advice:
The Sustainability Team is committed to working with peers, clients and even competitors to share these best practices and collectively reduce the environmental impact of digital experiences. This includes Umbraco listening to our digital partners and making the necessary changes to our core CMS platform and website.
Neil Clark comments, “By having us as a Sustainability Team, we can really push change at all levels of Umbraco which means that the impact of those changes is going to be amplified and not restricted to a few developers or agencies changing the way that they work.”
This is not just a nice-to-have. Our digital agency partners tell us they are seeing more client briefs and RFPs that stipulate sustainable web design. In the face of new legislation such as the Corporate Sustainability Reporting Directive, there is an increasingly strong business case for carbon-conscious web design.”
Some Europe & Middle East CIOs anticipate up to 178% ROI on AI investments, with further efficiencies expected as Agentic AI scales
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Enterprises have moved decisively from AI pilots to scaled implementations, driven by proven benefits and expectations of significant financial returns, according to the Lenovo Europe & Middle East CIO Playbook 2026 with research insights by IDC. Nearly half (46%) of AI proof-of-concepts have already progressed into production, with organisations projecting average returns of $2.78 for every dollar invested.
The 2026 Lenovo CIO Playbook: The Race for Enterprise AI, draws on insights from 800 IT and business decision makers in Europe and the Middle East. It captures a regional inflection point and reinforces the value proposition for enterprise AI as both real and immediate. It calls on CIOs to act now to avoid lagging competitors. The research marks a clear shift from AI experimentation to measurable value creation, with nearly all (93%) of those surveyed planning to increase AI investments in the next 12 months. At an average spending growth rate of 10%, and 94% anticipating positive returns.
Enterprise AI Adoption in Europe and the Middle East
AI is now recognised as a core engine of business reinvention and competitive advantage. However, AI adoption in the markets is progressing at different speeds. Reflecting varying levels of digital maturity, regulatory readiness, and investment capacity, and there is a clear overconfidence problem among CIOs. While 57% of organisations in Europe and the Middle East are approaching or already in late-stage AI adoption, only 27% have a comprehensive AI governance framework. Further limitations in data quality, in-house expertise, integration complexity, and organisational alignment are causing a mismatch between ambition and readiness.
With Agentic AI overtaking Generative AI as the top priority for CIOs in 2026, these factors will prevent many organisations from fully capitalising on AI’s potential, leaving significant returns unrealised. Moreover, 65% of organisations are focused on scaling Agentic AI across their operations within 12 months, but only 16% report significant usage today, with the majority still piloting or actively exploring use cases.
More advanced markets such as Scandinavia, Italy, and the UK are moving beyond pilots, with a majority of organisations already systematically adopting AI and increasing focus on hybrid and edge deployments to support scale. In contrast, parts of Southern and Eastern Europe remain earlier in their AI journeys, with a higher proportion of organisations still in planning or early development stages. Meanwhile, the Middle East is emerging as a fast-moving growth market, showing strong adoption momentum and a sharp year-on-year increase in interest in advanced and Agentic AI.
Across the region, hybrid deployment models dominate as organisations balance innovation with data sovereignty and operational control. While interest in Agentic AI is accelerating. This signals a broader shift from experimentation toward more autonomous, production-ready AI use cases, even as readiness levels continue to vary by market.
“We’re now seeing clear returns from the AI pilots and proof-of-concepts organizations have invested in, with AI delivering measurable impact across the region. But many are not fully equipped with the skills, governance and readiness needed to scale AI to its full potential. As priorities shift toward Agentic AI, and compliance with regulation such as the EU AI Act becomes imperative, trust and scale must be built in from the start. Those who don’t, risk leaving tangible returns on the table.”
Matt Dobrodziej, President of Europe, Lenovo
Hybrid AI Now Preferred Enterprise Architecture
The research shows that real-world business and financial considerations are accelerating the shift toward hybrid AI. Factors such as data privacy, advanced security requirements, and the need to customise and optimise infrastructure are driving adoption of this model, which blends public cloud, private cloud, and on-premises compute. Nearly three out of five (58%) organisations now prefer hybrid as their primary AI deployment model.
Scalable, high-performing AI infrastructure is a critical enabler of enterprise AI success. Respondents in the region highlighted the importance of compute that is both cost- and energy-efficient. This factor ranked second overall, with many identifying it as key to moving AI from pilots into reliable production.
With AI PCs and edge endpoints central to an effective Hybrid AI strategy and securely running AI workloads locally, deploying AI-capable devices has emerged as the top IT investment priority for 2026.
“CIOs across the region are entering a decisive phase of AI adoption where agentic AI and enterprise-scale inferencing are moving from experimentation to core business priorities,” said Dobrodziej. “To unlock real value, organisations need strong foundations, including secure, energy-efficient infrastructure, flexible hybrid architectures, and AI-capable devices and edge endpoints that bring inference closer to where data is created, and work happens. When combined with the right governance and services, this end-to-end approach enables enterprises to innovate confidently, responsibly, and at scale.”
Lenovo recently introduced Lenovo Agentic AI, a full-lifecycle enterprise solution for creating, deploying, and managing AI agents, alongside Lenovo xIQ, a suite of AI-native platforms designed to simplify and operationalise AI across the enterprise. Built on the Lenovo Hybrid AI Advantage™, these offerings combine hybrid infrastructure, platforms, and services to address governance, integration, and performance from day one. Supported by the Lenovo AI Library of proven use cases, CIOs can reduce risk, accelerate time-to-value, and scale AI initiatives with greater confidence as they move beyond experimentation.
To further enable real-world deployment, Lenovo ThinkSystem and ThinkEdge inferencing servers help enterprises turn trained models into production-ready, low-latency AI applications across data center, cloud, and edge environments. By enabling faster, more efficient inference at scale, Lenovo helps CIOs bridge the gap between AI ambition and day-to-day business impact.
Building on this end-to-end AI foundation, Lenovo’s Smarter AI for All vision is focused on bringing AI to more people and businesses at scale, from enterprise infrastructure to AI PCs that deliver intelligent, personalised experiences directly to users. As outlined at Lenovo Tech World at CES 2026, Lenovo is advancing this vision across its AI PC and smartphone portfolio, with Lenovo and Motorola Qira representing one example of how personal AI can enhance productivity by understanding context across devices and helping users get things done.
Learn more about how enterprises can accelerate AI adoption with the right infrastructure, governance, and partnerships:Explore the full 2026 CIO Playbook report.
About the CIO Playbook Study
This is the third year of surveying CIOs in Europe and the Middle East, with Lenovo commissioning IDC which conducted research between 16th September 2025 and 17th October 2025. This year’s report draws on insights from 800 IT and business decision makers in Europe and the Middle East. Industries represented include: BFSI, Retail, Manufacturing, Telco/CSP, Healthcare, Government, Education and others.
About Lenovo
Lenovo is a US$69 billion revenue global technology powerhouse, ranked #196 in the Fortune Global 500, and serving millions of customers every day in 180 markets. Focused on a bold vision to deliver Smarter Technology for All, Lenovo has built on its success as the world’s largest PC company with a full-stack portfolio of AI-enabled, AI-ready, and AI-optimized devices (PCs, workstations, smartphones, tablets), infrastructure (server, storage, edge, high performance computing and software defined infrastructure), software, solutions, and services. Lenovo’s continued investment in world-changing innovation is building a more equitable, trustworthy, and smarter future for everyone, everywhere. Lenovo is listed on the Hong Kong stock exchange under Lenovo Group Limited (HKSE: 992) (ADR: LNVGY). To find out more visit https://www.lenovo.com, and read about the latest news via ourStoryHub.
The AI leader joins Hy-Tek to scale its IntraOne software platform
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Hy-Tek Intralogistics, a leading provider of warehouse and distribution technology, is excited to announce today the appointment of Jim Peters as Senior Director, Software Development. In this leadership role, Peters will oversee the engineering and product development strategy, focusing on scaling high-performance teams and advancing the architecture of the company’s software solutions.
Peters joins Hy-Tek with over 18 years of experience in senior leadership roles, bringing deep expertise in systems architecture, cloud computing, and machine learning. He has a proven track record of building and scaling engineering organisations, having successfully managed global teams across on-site and offshore locations in the US, Europe, Australia, and Hong Kong.
Most recently, Peters served as Senior Software Engineering Manager at Vanderlande, where he led engineering and product teams in North America and Europe to develop next-generation Warehouse Execution Systems (WES). During his tenure, he was instrumental in updating legacy systems to modern development practices and piloting an Agentic AI development program to assist with system review and refactoring.
Robert Kluck, Vice President of Software Development at Hy-Tek Intralogistics, said: “Jim’s extensive background in WES development and his forward-thinking approach to AI and machine learning make him an invaluable asset to our technology leadership team. His ability to transform organisations using Agile methodologies aligns perfectly with our mission to deliver cutting-edge software solutions to our customers.”
At Hy-Tek, Peters will leverage his proficiency in transforming organisations and his experience with AI platforms to enhance decision support and development velocity. His leadership will be pivotal in driving the continuous evolution of Hy-Tek’s software offerings, ensuring they remain at the forefront of the supply chain industry.
Christina Mertens, vice president of business development, EMEA, at VIRTUS Data Centres on designing next gen digital infrastructure
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Europe’s digital infrastructure is entering a new phase of development. For more than a decade, growth was concentrated in a small number of metropolitan hubs. This was where connectivity, enterprise demand and financial services created natural centres of gravity for data centres. Cities such as London, Frankfurt, Amsterdam and Paris (FLAP markets) became the backbone of Europe’s cloud and colocation landscape.
That model is now under pressure. Computing power is surging in ways that surpass forecasts made even two years ago. AI training and inference, high performance computing (HPC), analytics and modernised public services all require significant and sustained energy and cooling capacity. McKinsey suggests that global demand for data centre capacity could more than triple by 2030. It’s clear Europe needs more digital infrastructure. However, it needs that infrastructure in places with the headroom and regulatory clarity to support long term expansion. And this is why what are referred to as second-tier locations are becoming critical to expanding Europe’s digital architecture.
In practical terms, second-tier locations are not secondary in importance. They are cities and regional areas outside the most constrained metropolitan centres, where there is greater headroom for power, land and long-term infrastructure planning. Across Europe, this includes parts of regional Germany and Italy, Iberia, the Nordics and areas of the UK outside of London. These locations are now playing a central role in how Europe expands its digital capacity.
Why the Digital Infrastructure Shift is Happening
The primary driver is power. Data centres require sustained, predictable electrical capacity over long periods, particularly as AI workloads increase baseline demand. In dense urban centres, electricity networks are often operating close to their limits, and upgrading them is complex, costly and slow. New substations are difficult to site, transmission upgrades can take many years, and competition for capacity from other sectors is intensifying.
Land availability compounds this challenge. Modern data centres are no longer single buildings inserted into existing industrial estates. They are increasingly campus-based developments, designed to accommodate multiple facilities, on-site substations and future expansion. Securing sites of that scale within major cities is difficult and expensive. And often incompatible with planning frameworks that prioritise mixed-use or residential development.
By contrast, regional and edge-of-city locations offer more physical space and greater flexibility. They make it possible to plan electrical infrastructure coherently from the outset, rather than retrofitting systems around urban constraints. For building services professionals, this changes the nature of both design and delivery.
Delivery Challenges in Regional Locations
While second-tier locations offer more space and flexibility, they are not without challenges. Securing grid capacity remains a critical path issue. It requires close collaboration with transmission and distribution network operators, regardless of geography. In some regions, new infrastructure or upgrades are required to support data centre demand. This can introduce complexity into delivery programmes.
Phased development is another defining characteristic. Many campuses are designed to be built out over several years, sometimes over a decade or more. Electrical and mechanical systems need to be designed and installed in a way that supports this staged approach, maintaining operational efficiency while allowing for expansion.
This places a premium on coordination between designers, contractors, operators and utilities. Clear documentation, consistent standards and long-term programme management become essential, particularly where different phases may be delivered by different teams over time.
Skills and Workforce Considerations
As data centre development spreads across a wider range of locations, skills availability becomes an important consideration. High-voltage electrical expertise, experience with resilient power systems and familiarity with data centre standards are already in demand, and that demand is unlikely to ease.
In regional locations where specialist labour pools may be smaller, there is increased focus on training, apprenticeships and long-term workforce development. From an operator and developer perspective, the ability of contractors and consultants to provide consistent quality across multiple phases is particularly valued on campus-scale projects.
This creates opportunities for building services firms that invest in people and develop repeatable delivery capability. Long-term relationships can be built where teams understand an operator’s standards and are involved across successive phases of development.
The Influence of AI and Higher-Density Workloads
AI is accelerating many of these trends. Training and inference workloads place sustained loads on electrical and cooling systems, increasing the importance of reliability and predictable performance. This reinforces the need for robust primary infrastructure and careful long-term planning.
Second-tier locations make it easier to accommodate these requirements because they allow for comprehensive system design at scale. Space for substations, cooling plant and future expansion can be planned into the site from the beginning, rather than being constrained by surrounding development.
From a building services perspective, this does not necessarily mean radically new technologies, but it does increase the importance of integration, resilience and accurate demand forecasting.
Why this Matters for the Built Environment Sector
The shift toward second-tier locations represents more than a geographical redistribution of data centres. It reflects a broader change in how digital infrastructure is planned, designed and delivered. Larger sites, longer programmes and greater emphasis on early-stage coordination place building services and electrical design at the centre of successful delivery.
For the built environment sector, this creates sustained opportunities across design, construction and operation. Campus developments require ongoing engagement rather than one-off interventions, and they rely on teams that can think beyond individual buildings to system-level performance over time.
Looking Ahead…
So, it’s clear that Europe’s digital infrastructure is becoming more distributed, and that trend is unlikely to reverse. Power constraints, planning pressures and rising digital demand all point toward continued development beyond traditional metropolitan hubs.
Second-tier locations are not a temporary solution. They are becoming a permanent and essential part of Europe’s digital landscape. For building services professionals, understanding how to design and deliver infrastructure at this scale, and over these time horizons, will be increasingly important.
As the next phase of development unfolds, success will depend on careful planning, strong collaboration and a clear understanding of how electrical and mechanical systems underpin the resilience and performance of Europe’s digital future.
Dan Nichols, Chief Technology Officer at virtualDCS, on why cloud resilience in the financial services sector hinges on shared accountability and an assume-breach philosophy
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A powerful catalyst for transformation, the cloud is reshaping how organisations compete in the financial services sector. Beyond significant cost savings and flexibility, leaders are eager to unlock the potential of AI-driven insights, intelligent automation, and real-time business modelling. And, in a space governed so strictly by data sovereignty and privacy policies, the cloud’s ability to localise, encrypt, and control data has made it a key enabler of compliance and customer confidence.
But as threats become more frequent and sophisticated – with attackers now targeting shared platforms and partner supply chains – organisations can no longer rely on their own defences alone. For true digital resilience, shared accountability, collective readiness, and clear governance across every cloud touchpoint are equally non-negotiable.
All Eyes on the Money
The industry sits at a valuable intersection of data, technology, and finance. A combination that makes it uniquely attractive to attackers. It holds some of the world’s most sensitive data, directly underpins the flow of global capital, and operates through deeply complex and interconnected systems. With every integration increasing the risk of exposure. Ultimately, the attack motivation is as simple and relentless as it is in most sectors: monetary gain. Cybercriminals target institutions precisely because of the value at stake and the speed at which disruption translates to loss.
How the Threat Landscape is Evolving
Ransomware groups may see insurers and payment providers as high-yield targets. They understand even seconds of downtime can induce multi-million pound losses. Under pressure to protect customer trust and avoid regulatory penalties, some firms may choose to pay in order to restore their service quickly. This dangerous perception only encourages repeat targeting and paves the way for damage to spread even further. Yet it remains a common response tactic among many.
At the same time, the rise of supply chain and third-party attacks has made it possible for criminals to bypass even the most well-defended cloud environments. By exploiting shared platforms, managed service providers, and cloud-hosted applications, perpetrators can move laterally across multiple organisations at once, amplifying both the reach and impact of their attacks. In other words, infiltrating one vendor’s weakness can cripple an entire network in one carefully coordinated strike. And, since some firms may overlook the cloud’s shared responsibility model – presuming end-to-end security sits solely with their cloud provider – multiple blind spots can inevitably emerge, creating easy openings to exploit.
In an environment where boundaries blur and dependencies multiply, traditional perimeter-based defences are no longer enough. Hybrid and multi-cloud infrastructures demand continuous visibility, faster detection, and coordinated response across every partner and provider. The goal is not simply to prevent breaches, but to withstand and recover from them collectively. It’s about recognising that in today’s ecosystem, no financial institution is secure in isolation.
Inside the Ransomware Economy
Evolving beyond the scattergun attacks of the past, ransomware now operates as a professionalised, profit-driven ecosystem, where malicious actors collaborate, trade intelligence, and lease attack tools much like legitimate software vendors. The rise of ransomware-as-a-service (RaaS) has even lowered the barrier to entry, giving less skilled affiliates access to ready-made payloads and automated encryption kits in exchange for a percentage of the ransom.
What makes it especially destructive is the precision and psychology behind the attacks. Rather than randomly striking, attackers conduct weeks of reconnaissance – learning behaviours, studying employee hierarchies, and identifying systems most critical to operations. They often infiltrate through phishing emails or compromised credentials, quietly moving laterally through the network to gain elevated access. Once embedded, they disable defences, exfiltrate sensitive data, and target backup repositories before finally encrypting production systems.
At that point, the goal shifts from technical control to financial coercion. Victims are locked out of their systems and presented with a ransom note demanding payment, sometimes in cryptocurrency, in exchange for a decryption key. Increasingly, the threat includes public exposure of stolen data – a tactic designed to pressure leadership into paying to protect their reputation and customer trust. Even when ransoms are paid, recovery is rarely clean: data may be incomplete, corrupted, or resold on the dark web, and repeat targeting is common once an organisation is identified as a payer.
It’s this blend of stealth, strategy, and human manipulation that makes ransomware so difficult to defend against. By the time the encryption begins, attackers have already spent weeks ensuring recovery options are limited. This background isn’t designed to scaremonger, but to highlight why resilience must start long before an attack ever reaches the endpoint.
The Foundations of Ransomware Resilience
Ransomware resilience isn’t achieved through a single product or policy – it’s the outcome of strategic, technical, and cultural alignment. Financial institutions, in particular, must approach it as a continuous process of readiness: Anticipating compromise, containing impact, and restoring normality quickly and transparently:
Assume-Breach Philosophy
The first step is shifting from a defensive mindset to an assume-breach philosophy. In practice, this means recognising that even the most sophisticated systems can and will be breached – and building architectures and response strategies designed to limit damage when this happens. It’s a pragmatic approach, grounded in the reality that attackers are increasingly sector agnostic. No organisation is too small or too secure to be targeted, but the financial sector remains a favourite because it offers both high disruption value and potentially significant monetary reward.
Building meaningful resilience, therefore, demands layered defence and disciplined execution. The goal is to slow attackers down at every stage – detecting them early, limiting lateral movement, and ensuring business continuity when systems are disrupted. Behavioural analytics and continuous monitoring can surface and neutralise subtle anomalies that would otherwise go unnoticed – such as phishing, spear phishing, and malware, with email still the number one entry point for ransomware.
Zero Trust & MFA
Meanwhile, zero trust policies and multi-factor authentication methods add a second layer of protection, blocking unauthorised access even if credentials are compromised.
When incidents do occur, a well-practised response framework ensures action is fast and coordinated, minimising disruption across critical systems, with the ability to switch to secure replica environments to keep operations running while remediation takes place. Secure, immutable, air-gapped backups underpin it all, providing a safety net that guarantees recovery can begin from a clean and uncompromised state.
Human readiness is equally critical. Technology can contain an attack, but only people can recover from one effectively. Regular simulation exercises, incident rehearsals, and cybersecurity awareness training help teams respond calmly and cohesively, transforming response from reactive to instinctive. This operational maturity is reinforced by strong governance. Frameworks such as DORA, NIST, and ISO 27001 provide the structure to align technical teams, compliance leads, and executive decision-makers around shared resilience goals. When combined with skilled practitioners and clear accountability, they embed security into ‘business as usual’ – moving resilience from a strategy to a sustained organisational capability.
Why Multi-Layered Backup is Critical
When ransomware strikes, the speed and integrity of data recovery determine whether disruption lasts minutes or days – and whether the impact cascades through wider global markets. As the last and most decisive line of defence when every other control fails, it’s also fundamental to customer trust and compliance. Yet too often, backup is treated as a static safeguard rather than a dynamic resilience layer.
Since modern ransomware often seeks out and encrypts traditional backups first, a single backup copy or centralised repository is no longer sufficient. True resilience today depends on a multi-layered approach – combining offsite or cloud-diverse storage, immutable data copies that cannot be altered or deleted, and isolated environments to protect against lateral movement.
How frequently these backups are tested is equally important. Too often, financial institutions only discover weaknesses when recovery is already underway, at which point strategies can’t be magically strengthened, and it becomes a race against the clock to minimise downtime and reputational fallout. Regular, automated recovery testing changes that dynamic. It not only confirms that files can be restored, but provides verifiable assurance that systems come back online in the correct order, data dependencies remain intact, and teams have the muscle memory to act quickly and confidently when the worst happens.
The Power of Shared Accountability
In a digital economy so deeply interconnected, no organisation operates in isolation. This is especially true in financial services, where supply chains and service providers form the backbone of day-to-day operations. While this interdependence is a strength in many ways, it also means resilience is no longer defined by how well a single institution can defend itself, but by how effectively every partner in its ecosystem upholds their part of the security chain.
This is where shared accountability becomes critical. It recognises that cloud providers, managed service partners, and financial institutions each have distinct but complementary roles to play in securing data, systems, and infrastructure. When accountability is clearly defined – and when partners collaborate rather than operate in silos – visibility improves, incident response accelerates, and the risk of systemic failure decreases.
Shared accountability also extends beyond contractual obligation. It’s about building a culture of collective readiness: sharing intelligence, rehearsing joint incident scenarios, and supporting smaller or less-resourced partners to raise their security baseline. The result is a unified entity capable of anticipating, absorbing, and recovering from disruption together.
Looking Ahead
To view cyberattacks as inevitable might seem pessimistic to some, but it’s an unfortunate truth that no amount of investment can eliminate risk entirely. In an era where threats are growing in both scale and sophistication, readiness becomes the true differentiator – particularly in such a high-stakes sector. For financial institutions, that means embedding security into culture, strengthening connections across supply chains, and continually testing their ability to withstand and recover as a united ecosystem. Only then can resilience become a strategic advantage rather than a defensive necessity, and unlock the cloud’s transformative potential with absolute confidence.
Ash Gawthorp, CTO and Co-founder of Ten10, on building the right foundations to shape the AI era in the UK
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A recent study shows that UK businesses expect to increase their AI investment by an average of 40 percent over the next two years, following an average spend of £15.94 million this year. With investment surging, the UK is clearly in the fast lane, but the question is whether that momentum will convert into real, durable strength.
This rapid acceleration places the UK at a pivotal moment in its ambition to lead in artificial intelligence. Investment is rising, government focus is strengthening, and organisations across every sector are exploring AI at pace, creating a sense of real momentum. However, anyone who has experienced previous technology cycles will recognise the familiar tension that emerges during periods of rapid progress and optimism. Breakthroughs often attract significant attention and capital before entering a more grounded, sustainable phase.
The pressure today is not on AI as a whole. Instead, it is focused on a specific path, where belief in ever-larger transformer models delivering general intelligence continues to grow. This progress has been remarkable, but it represents only one path within a much broader AI landscape. As excitement reaches its peak, the market will inevitably stabilise. The long-term value will come through robust engineering, strong talent pipelines, and successful deployment in real-world environments.
The task now is to use this moment wisely. Long-term success depends on building deep capability at home, rather than relying on hype or outsourcing key foundations to external providers that sit outside our oversight and control.
The Limits of Scale as Strategy
A significant share of today’s investment is based on the assumption that increasing compute and model size will inevitably lead to artificial general intelligence (AGI). Transformer architectures have delivered extraordinary capability and accelerated progress in ways few predicted. They remain powerful systems for prediction and pattern recognition across language, images and other data.
However, scale is not a guarantee of general reasoning or broad intelligence. Many researchers believe that transformative progress may require developments beyond today’s dominant architecture. If that proves correct, the markets surrounding large closed models will experience a natural cooling. This would be an adjustment based on speculative expectation, not a failure of AI as a discipline. The industry would then shift toward approaches that prize clarity, modularity and measurable outcomes. Engineering discipline and architectural flexibility will matter far more than sheer size.
One Architecture Cannot Become a National Dependency
AI will continue to advance. The question for the UK is whether it builds capability that can evolve alongside that progress, or whether it locks itself to a narrow set of global platforms. A handful of model providers currently influence pricing, model behaviour and development cycles. When enterprises rely entirely on opaque APIs, they inherit changes without knowing why outputs shift, how models adapt or when pricing dynamics move. That introduces fragility that grows over time.
Some experimental use cases can tolerate opacity, but critical public services and regulated industries cannot. Lending, diagnostics, fraud detection and other high-stakes applications demand clarity over how decisions are formed and how logic stands up to scrutiny. In those environments, transparency and auditability shift from abstract ideals to essential operational requirements.
If the UK intends to embed AI deeply into essential systems, it must champion architectures that allow observability, explainability, control and replacement. Dependence on decisions made offshore is not a foundation for long-term strength.
Specialised Agents Reflect How Sustainable Systems Evolve
A practical and resilient approach to AI is already taking shape. Rather than depending on a single model to handle every task, organisations are assembling systems made up of specialised components. This mirrors the way effective teams work, where roles are defined, responsibilities are clear, and handovers are structured. One model transcribes speech, another classifies information, and a third retrieves or summarises content. Each performs a focused function that can be observed, validated and improved.
This modular design makes systems easier to maintain and evolve. New components can be adopted without rewriting entire frameworks. If performance changes or drift appears, individual parts can be evaluated or replaced without widespread disruption. This reflects long-standing engineering principles that value clarity, observability and the ability to substitute components when better options emerge.
Financial efficiency supports this approach as well. Running powerful frontier models for every interaction introduces cost and latency that scale quickly. Task-specific agents can often deliver the same outcome faster and more economically. Across thousands of interactions, the savings and performance gains become significant.
Engineering as the Anchor of Trustworthy AI
As AI becomes embedded in real systems, success relies on foundational engineering practices. Observability, continuous testing, performance monitoring and controlled deployment are essential. These are not new concepts created for AI, but long-established techniques that have been adapted to a new class of technology.
In early exploratory phases, it can be tempting to treat large models as something separate from traditional software systems. However, the moment AI begins to influence real decisions, the fundamentals return. Enterprises must be able to trace behaviour, explain recommendations and ensure consistent reliability, while regulators expect clarity and boards seek evidence-based decisions around technology choices, cost structures and risk.
Organisations that approach AI as engineered infrastructure, rather than a mysterious capability, will be far better equipped to scale safely and confidently.
Building Skills that Make Capability Real
The UK is fortunate to have strong research institutions, a sophisticated regulatory mindset and a robust software talent base. To convert these strengths into durable national advantage, investment in skills must expand beyond narrow data expertise. Data scientists remain crucial, but sustainable AI delivery depends equally on software engineers, cloud specialists, machine learning specialists, testers, governance experts and operational teams who run systems at scale.
Leading organisations recognise that AI delivery is a multidisciplinary effort. As architectures become more modular, value will flow from those who can integrate, monitor and guide AI systems responsibly. The UK must ensure that thousands of professionals have access to this training and experience. Real leadership emerges when capability is widely shared, not concentrated in a small group.
Governance that Accelerates Innovation
Strong governance does not slow innovation. It accelerates meaningful adoption by building confidence. When organisations can demonstrate transparency, control and reliability, AI can extend into more critical functions.
For national strategy, this becomes a competitive advantage. Industries that manage financial and clinical outcomes are not resistant to technology. They simply require evidence that systems behave consistently and transparently. If the UK excels in building AI that is observable, testable and replaceable, trust will grow and adoption will move faster.
Shaping a Resilient AI Future
Every technology cycle begins with excitement and eventually settles into maturity. Those who succeed through this transition are the ones who invest in capability while enthusiasm is high. When the current market resets, leadership will belong to those with engineering depth, system agility, responsible governance and the skills to integrate specialised intelligence across complex environments.
The UK has an opportunity to define this standard. Strength will come from transparency, interoperability and the ability to adapt to model and architecture changes without disruption. It is a quieter strategy than making declarations about imminent artificial general intelligence, yet it builds the resilience required to lead over the long term.
The future will reward systems that can evolve, remain auditable and operate securely at scale. With the right foundation, the UK can shape this era of AI not through scale alone, but through excellence in engineering, governance and talent. That foundation is the true measure of AI power, and now is the moment to build it.
New research from myPOS, the European payments provider for small and medium-sized businesses, reveals that Britain’s shift toward tap-to-pay is leaving…
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New research from myPOS, the European payments provider for small and medium-sized businesses, reveals that Britain’s shift toward tap-to-pay is leaving traditional PIN codes behind. As contactless becomes the country’s top payment preference, almost a third of young adults now admit they can’t remember the four digits once central to everyday spending.
myPOS data reveals 29% of Gen Z struggle to remember, or have completely forgotten, their PIN. Highlighting how digital-first habits are shaping consumer behaviour. However, it isn’t just younger groups that are feeling the effects. One in five Boomers (20%) say they face the same issue as reliance on physical cards significantly declines.
Contactless Payments
This shift has been driven largely by the dominance of contactless card and mobile payments. Over two-thirds of Brits (69%) say tapping, via card, mobile phone, or smartwatch, is now their primary method of payment. In contrast, just 16% rely mainly on chip and PIN, and only 14% primarily use cash. A further 10 % of Brits now live entirely wallet-free, using only their mobile or smartwatch for day-to-day spending.
Convenience-led behaviours are accelerating the decline of PIN usage across the UK. Nearly half of British consumers (47%) say they would happily go completely contactless if it meant shorter queues in shops and venues. Flexibility and convenience (42%) and speed (34%) remain the largest drivers behind the rise of tap-to-pay.
“As the UK embraces contactless and mobile payments, it’s clear that the traditional PIN is becoming less central to everyday transactions. Businesses and payment providers should ensure security and convenience go hand-in-hand, while recognising that consumer habits are evolving rapidly.”
Katja Hakoneva, Product Manager at Tuxera, on delivering tomorrow’s data storage security today
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Smart meters are no longer just data endpoints. They’re intelligent, connected nodes embedded into the national infrastructure. As energy networks undergo rapid digital transformation, the focus has largely been on secure communications and real-time data transmission. But beneath the surface lies the local data storage, which often becomes a critical blind spot.
Smart meters store large volumes of sensitive data from energy usage profiles to firmware logs and grid event histories on embedded memory. If this information is accessed, altered, or deleted, it can trigger billing inaccuracies, regulatory breaches, and customer mistrust. With meters expected to operate in the field for up to 20 years, data-at-rest security is a critical requirement.
Storage Vulnerabilities: The Silent Cyber Threat
These embedded systems face multifaceted risks. Attackers may gain access to stored data by physically tampering with a meter or exploiting software vulnerabilities that bypass weak authentication. Malicious actors could manipulate logs to alter billing records, mislead consumption analytics, or mask larger cyberattacks on grid infrastructure.
In many cases, such intrusions go undetected until tangible damage, such as lost revenue or reputational fallout. With increasing dependence on smart infrastructure, utilities can no longer afford to treat embedded storage as a passive component.
Counting the Real Costs of Cybersecurity
Securing smart meters comes with technical requirements, as well as, operational and resourcing demands. For many UK manufacturers and utilities, managing cybersecurity internally means building and retaining specialist teams, often requiring three to five full-time professionals to handle vulnerability monitoring, patch management, and threat response throughout the year.
Aligning with regulatory frameworks frequently demands hardware upgrades to handle stronger encryption and secure configurations, impacting Bill of Materials (BOM) costs and development timelines. Many existing software stacks require optimisation to support modern security protocols within resource-constrained devices. These efforts are necessary, with a single undetected cyberattack costing companies an average of $8,851 (≈£6,900) per minute, and the consequences extending beyond financial loss to potential regulatory fines and service disruptions.
The CRA and the new Era of Cyber Regulation
The Cyber Resilience Act (CRA), set to come into force across the EU by 2027, will reshape how connected devices are designed, developed, and supported. For UK-based vendors serving the European market, or collaborating with EU counterparts, compliance with CRA is becoming a strategic imperative.
Key CRA requirements include:
Security by design: Devices must be secure from the outset, not retrofitted post-deployment.
No known vulnerabilities at market launch: Products must undergo security validation prior to release.
Default secure configurations: Devices should avoid insecure settings out of the box.
Lifecycle management: Vendors must support patching and vulnerability resolution throughout the device’s operational lifespan.
For smart meters, which often run in the field for two decades or more, the CRA introduces accountability that extends well beyond product launch. Compliance with the CRA will become part of the CE marking process, meaning global manufacturers must align if they wish to sell into the EU energy market.
Engineering Security: Confidentiality, Integrity, and Authenticity
Designing resilient smart meters starts with three pillars:
Confidentiality protects sensitive user data from unauthorised access. This includes encrypting both data and encryption keys, restricting user access levels, and securing communication channels.
Integrity ensures stored data remains unaltered and trustworthy. Power failures, for instance, can corrupt memory. Using flash-optimised file systems and secure boot processes can prevent such vulnerabilities.
Authenticity confirms that firmware and data updates come from trusted sources. Techniques like digital signatures and update validation prevent attackers from injecting malicious code into meters.
Together, these pillars enable smart meters to meet regulatory expectations while protecting both users and grid operations.
Future-proofing Data Storage
Cybersecurity for smart meters is not just a feature; it requires organisational readiness. Frameworks like the CRA, NIST, and IEC 62443 emphasise secure processes, documentation, and people alongside secure products.
For companies looking to prepare, it is smart to start with common pillars such as maintaining up-to-date Software Bills of Materials (SBOMs), conducting regular supply chain and risk assessments, keeping detailed test reports, and establishing clear incident response plans. Internally, training staff on cybersecurity best practices, setting clear data retention policies, and defining access controls and responsibilities are critical steps to ensure cybersecurity is embedded within the culture of the organisation. This approach ensures security is not a one-off compliance task but a sustainable practice that protects smart infrastructure long-term.
Smart meters deployed today could still be operating in the 2040s. This timeline intersects with the anticipated emergence of quantum computing, which may break today’s encryption standards. Though post-quantum cryptography is still evolving, vendors must prepare now to ensure systems remain secure in a post-quantum world. Smart meter software should be designed with cryptographic agility to allow it to adapt and upgrade algorithms as threats evolve.
Lessons from Long-Term Deployment
Smart meters are designed for longevity, but memory wear remains a primary failure point. Meters that lack flash-aware storage systems face early data loss, increasing the cost of maintenance, replacements, and warranty claims.
Utilities and OEMs that embed file systems capable of wear levelling, garbage collection, and secure boot processes have extended meter lifespans by more than 50%, even in challenging conditions. One example showed meters surviving over 15,000 power interruptions without any data loss.
Integrating secure storage delivers operational and commercial benefits. It ensures compliance with CRA and other evolving global frameworks, reduces maintenance and warranty costs, minimises carbon impact through fewer replacements, enhances brand credibility and trust with procurement teams, strengthens the business case for longer-term contracts and partnerships. As the smart energy market matures, these benefits are becoming differentiators, especially as digital infrastructure grows in complexity.
Delivering Tomorrow’s Data Storage Security Today
The next generation of smart infrastructure will be fast and connected, as well as, secure, resilient, and regulation-ready. For vendors and utilities alike, embedding data protection deep into the meter architecture is a business-critical move.
By preparing for the CRA today, smart meter manufacturers will position themselves as forward-thinking, trustworthy partners in tomorrow’s energy ecosystem, delivering technology that’s not only built to last but built to protect today and tomorrow.
Michael Ault, Country Manager at integrated payments specialists myPOS, offers strategic advice for SMEs looking to scale through digital transformation and diversification
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Scaling a small business is one of the most rewarding, yet complex journeys for any entrepreneur. While growth brings opportunities for greater reach, higher revenue, and stronger market presence, it also demands foresight, discipline, and the ability to manage risk strategically. Securely integrating new technology is the main obstacle for 47% of SME’s, even though 76% of these businesses intend to expand their IT investment. This underscores a key point of tension, as many businesses want to grow through digital transformation but struggle to do so securely and sustainably.
The business landscape continues to evolve with changing customer expectations, technology, and economic conditions. For UK SMEs, the key to long-term success lies in achieving growth but also in building resilience. Sustainable scaling comes down to three principles: embracing technology pragmatically, diversifying intelligently, and investing in people and partnerships that strengthen resilience.
Leveraging Digital Transformation
Digital transformation is the foundation of business growth, especially for small business. Cloud-based solutions, automation, and data analytics help to streamline operations, reduce inefficiencies, and create better customer experiences. However, transformation must be purposeful, not performative.
The smartest approach is to scale technology investment incrementally, integrating flexible, modular systems that evolve with business needs. This approach not only lowers risk but also helps ensure digital maturity evolve over time. When SMEs use modular, cloud-based technology, operations run more smoothly and changes can be effectively analysed. Ultimately, resilience is not built through one-time upgrades but through a culture of continuous digital evolution.
Diversifying Revenue Streams
Depending on a single product, service, or market leaves a business vulnerable to sudden changes in demand. Diversification, when guided by customer insight and data can turn volatility into opportunity. Expanding into online sales, introducing subscription models, or targeting fresh customer segments can make income streams much more stable and sustainable.
At myPOS, we know that even simple changes based on data, such as adding additional payment options or tapping into cross-border e-commerce, can help cash flow and protect against market shocks. The goal of technology is to mitigate specific challenges without adding layers of complexity.
Investing in Employee Development
Your people are pivotal to your ability to grow as a business; empowered teams are the engine of sustainable scale. A team that feels supported and motivated will bring fresh ideas, adapt to challenges, and push the business forward. Investing in training, mentoring, and development opportunities builds skills that pay back in the form of innovation and improved performance.
In fast-changing industries, having employees who are confident in learning and adapting can make the difference between struggling through disruption and taking advantage of it. Equally, strong partnerships extend this resilience beyond the organisation. Building resilience at the team level creates resilience for the whole business, so fostering a culture of continuous learning and celebrating employee contributions is key to maintaining motivation.
Focusing on Financial Health and Flexibility
Financial resilience underpins sustainable growth. Scaling often requires upfront investment, and without healthy cash flow or reserves, opportunities can be lost. Monitoring income and expenses closely, cutting unnecessary costs, and preparing for seasonal fluctuations gives businesses more control.
Having flexible financing options, like credit lines, small business loans, or even crowdfunding, provides a level of agility. Instead of being caught off guard by unexpected challenges, businesses with financial flexibility are positioned to respond quickly and strategically.
Financial management software can make it easier to track performance, spot issues early, and forecast future needs. When you can see your finances in real time, you can make proactive, data-driven decisions instead of waiting for problems to happen. In markets that change quickly, this kind of financial management helps small firms plan with confidence, stay flexible, and establish a stronger base for long-term growth.
Prioritising Customer Relationships and Feedback
Your customers are not just buyers; they are advocates, sources of insight, and the foundation of repeat business and brand loyalty. Businesses that scale successfully often place customer relationships at the heart of their strategy by actively gathering feedback, responding quickly to issues, and personalising interactions, which shows customers they are valued.
This loyalty becomes a form of resilience. In periods of uncertainty, a base of satisfied, returning customers provides more stability than constantly chasing new ones. Successful businesses use CRM tools to track customer preferences and automate follow-ups so no opportunity to strengthen a relationship is missed.
Building Strategic Partnerships
Partnerships can accelerate growth while also spreading risk. Working with other businesses, organisations, or influencers can provide access to new audiences, shared expertise, or additional resources. Collaboration can also create opportunities for joint marketing, co-branded initiatives, or innovative product and service offerings.
In times of uncertainty, strong partnerships act as a support network. By aligning with others who share your values and vision, you create opportunities that are mutually beneficial and more resilient than going it alone. It is important to find partners whose goals and audiences complement your own for the best long-term impact.
The next stage of small business success will be defined by resilience rather than speed, the ability to adapt, recover, and continue to create value in the fact of uncertainty. For SMEs, this means developing adaptable growth plans that include flexible technology, diverse models and empowered employees.
Fawad Qureshi, Global Field CTO, Snowflake, on realising possibilities for innovation in this new AI era
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Without cloud migration, businesses face the end of innovation. In this new AI era, businesses operating within the closed architectures of legacy systems do not have the flexible, data-driven foundation to engage with these new technologies and ensure a strong pipeline of necessary innovation. And as AI continues to evolve, those not able to keep pace with innovation risk being left behind.
Cloud migrations are the foundation to modernise and drive business growth over the long term. When organisations migrate to a cloud-based environment, it’s crucial to focus on the tangible business value a migration will deliver, rather than simply shifting from one system to another. Moving a company’s customer-facing applications and all of their data to a cloud-based environment has the benefits that are increasingly real and measurable.
Migration isn’t just a Plug and Play approach – Which migration fits your needs?
There are two approaches to cloud migration, broadly speaking: horizontal and vertical, each with their own benefits and potential challenges. A vertical approach sees organisations migrating applications one by one: this approach is a good choice if certain systems have to be prioritised, or if the applications being migrated do not have many interdependencies. Vertical migration allows for focused efforts and risk management on individual systems, and requires fewer resources. Horizontal migration moves entire system layers at the same time. This is the best solution when businesses have tight deadlines to retire legacy systems, or if their systems are tightly integrated. Horizontal migrations tend to be faster by allowing for parallel work streams, but they require more technical expertise.
Organisations often adopt a mixture of the two approaches, for example, horizontally migrating important systems such as data platforms, while taking a vertical approach to customer-facing applications. Whatever approach an organisation takes, it’s vital that the migration also includes a culture shift, preparing employees to adapt to new, consumption-based models and the possibilities of the new technology. Migration is also just the start of the journey, unlocking the potential of AI-driven use cases and seamless data collaboration, including new ways to achieve business value.
Before diving straight in, ensure it’s with a Data-First Mindset
When migrating to the cloud, a data-first approach is essential. For those acting as the catalyst for change, whether that be IT managers or even CIOs, data must be front of mind before planning any successful migration. Understanding how data is used within the organisations, including its structure, governance needs, and how it delivers value and business outcomes, is imperative. This applies doubly when it comes to large, complex systems with many interconnected applications.
Before migrating, businesses must comprehensively assess their current ecosystem. It’s imperative that the end-to-end business product survives the migration, intact. Organisations should maintain internal control over core competencies around data, such as business process knowledge, data governance and change management. These areas include institutional knowledge that external parties may not grasp. Businesses should also maintain direct oversight over compliance requirements and risk management.
Technical activities such as cloud infrastructure optimisation, performance testing, and specialised migration tooling are something, by contrast, that can be handled by external expertise. Code conversion can also benefit from purpose-built tools that use technologies including AI. Technical parts of the immigration tend to evolve rapidly and require specialist knowledge, so are ripe for outsourcing. While doing so, those steering the migration need to ensure clear governance around outsourced activities, including regular knowledge transfer sessions.
Different parts of the business all have a role to play: IT and engineering lead on technical implementation, handling the technical side of business requirements, while finance will identify ROI opportunities and manage cloud costs. It helps to create a cross-functional steering committee with representation from every department to ensure that different areas of the business are aligned and ready to address challenges.
Adaptability and Flexibility is the key to business longevity
Migration is never one-size-fits-all, and business leaders should be prepared to be flexible and adapt. There are multiple kinds of horizontal migration, from a simple ‘lift and shift’ focused on moving systems as they are to a ‘move and improve’ where migration is followed by optimisation to reduce technical debt. They should be ready to adapt at their own pace, choosing data platforms which offer agnostic architecture and the freedom to choose between data models and tools to ensure minimal disruption.
Flexibility is also important in choosing the tools used for migrations. Flexible data platforms will offer the support businesses need to deal with collaboration and governance frameworks. For businesses operating in EMEA, where different countries can have varying policies, pay close attention to issues around data quality, security and compliance, particularly when it comes to data sovereignty and issues around European data residency.
A Shared Destiny
The shift to the cloud fundamentally changes security. The traditional cloud ‘shared responsibility’ model clearly demarcated duties between the provider and the customer. However, a more advanced approach is emerging: the ‘shared destiny’ model. This model recognises that in the event of a breach, reputational damage affects both parties. This shared risk incentivises the cloud provider to be a more proactive partner, actively helping customers strengthen their security posture rather than simply managing their own side of the demarcation line.
As ‘destinies’ intertwine, you help eliminate the vulnerability created due to password simplicity. Put simply, in a ‘shared responsibility’ model, the cloud provider is only responsible for securing infrastructure, while the customer remains responsible for securing data and apps in the cloud, as well as for configuration. In a ‘shared destiny’ model, the cloud provider plays a more proactive role to ensure that their customers have the best possible security posture.
Taking a ‘shared destiny’ approach allows businesses to be more proactive in securing data, using approaches such as multi-factor authentication, secure programmatic access and more comprehensive cloud monitoring services. Choosing a modern, AI-driven data platform offers the best security foundations here, offering security controls across cloud service providers and the entire data ecosystem.
A Pathway to Growth
In today’s world, the bigger risk is standing still. Nothing changes if nothing changes.
If organisations are holding back on innovation due to technological limitation, then the time to migrate is clear. There is no need to face an end to possibilities when the path towards success lies in reach, offering an opportunity to bring businesses up to date with modern requirements, and pave the way for the adoption of technologies such as AI.
However, as we’ve seen, it’s not just a case of plug and play. Organisations must ensure a flexible, data-driven approach to migration, while keeping security front of mind via a ‘shared destiny’ approach. To deliver this, the right choice of a modern, flexible data platform will ensure the whole organisation can work together effectively and deliver a path to future innovation and growth.
Robert Cottrill, Technology Director at digital transformation company ANS, explores how businesses can harness the potential of AI while mitigating the growing risks to cybersecurity and privacy
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AI can transform businesses, but is it also opening the door to cyber risks? Fuelled by competitive pressure and rising government support through the UK’s Industrial Strategy, it’s no surprise that more and more businesses are racing to adopt AI.
But there’s a catch. The more businesses scale their AI adoption, the bigger their attack surface becomes. Without a proactive and structured approach to securing AI systems, organisations risk trading short-term efficiencies for long-term vulnerabilities.
The AI Boom
AI investment is skyrocketing. Businesses are deploying generative AI tools, machine learning models, and intelligent automation across nearly every function, from customer service and fraud detection to supply chain optimisation. Platforms like DeepSeek and open-source AI models are now part of the mainstream tech stack.
Initiatives like the UK’s AI Opportunities Action Plan are fuelling experimentation and adoption. AI is now seen not just as a productivity tool, but as a critical lever for digital transformation.
However, the rapid pace of AI deployment is outpacing the development of the security frameworks required to protect it. When integrated with sensitive data or critical infrastructure, AI systems can introduce serious risks if not properly secured. These risks include data leakage through AI prompts or model training, as well as AI-generated phishing and social engineering attacks
While technical threats often take centre stage, businesses also can’t forget the increasing regulatory requirements surrounding AI. As AI systems become more powerful, enabling businesses to extract valuable insights from vast datasets, they also raise serious ethical and legal challenges.
Regulatory frameworks like the EU AI Act and GDPR aim to provide guardrails for responsible AI use. But these regulations often struggle to keep up with the rapid advancements in AI technology, leaving businesses exposed to potential breaches and misuse of personal data.
The Need for Responsible AI Adoption
To build resilience while embracing AI, businesses need a dual approach:
1. Prioritise AI-specific training across the workforce
Cybersecurity teams are already stretched. Introducing AI into the mix raises the stakes. Organisations must prioritise upskilling their cybersecurity professionals to understand how AI can both protect and threaten systems.
But this isn’t just a job for the security team. As AI tools become embedded in daily workflows, employees across functions must also be trained to spot risks. Whether it’s uploading sensitive data into a chatbot or blindly trusting algorithms, human error remains a major weak point.
A well-trained workforce is the first and most crucial line of defence.
2. Adopt open-source AI responsibly
Another key strategy for reducing AI-related risks is the responsible adoption of open-source AI platforms. Open-source AI enhances transparency by making AI algorithms and tools available for broader scrutiny. This openness fosters collaboration and collective innovation, allowing developers and security experts worldwide to identify and address potential vulnerabilities more efficiently.
The transparency of open-source AI demystifies AI technologies for businesses, giving them the confidence to adopt AI solutions while ensuring they stay alert about potential security flaws. When AI systems are subject to global review, organisations can tap into the expertise of a diverse and engaged tech community to build more secure, reliable AI applications.
To adopt responsibly, businesses need to ensure that the AI they are using aligns with security best practices, complies with regulations, and is ethically sound. By using open-source AI responsibly, organisations can create more secure digital environments and strengthen trust with stakeholders.
Securing the Future of AI
AI is a transformative force that will redefine cybersecurity. We’re already seeing AI being used to automate threat detection and response. But it’s also powering more advanced attacks, from deepfake impersonation to large-scale automated exploits.
Organisations that succeed will be those that embed cybersecurity into every stage of their AI journey, from innovation to implementation. That means making risk management part of the innovation conversation, not a downstream fix.
By taking a responsible approach, investing in training, leveraging open-source AI wisely, and embedding cybersecurity into every layer of the business, organisations can unlock AI’s potential while defending against its risks.
AI is a double-edged sword, but with thoughtful adoption, businesses can confidently navigate the complex landscape of AI and cybersecurity.
They stem from a lack of first principles thinking. Worse, they stem from groupthink packaged as ‘best practices’ due to misunderstood value creation paradigms, misaligned incentives, and instinctive gut reactions.
Groupthink is the structural rot at the core of digital transformation. It disguises itself as best practices, consensus, and risk mitigation. In reality, it’s the comfort zone of institutional ‘cover your ass’ politics avoiding accountability. Vendors and consultants exploit this dynamic to sell solutions, either by making them so narrow they avoid all integration costs and result in no real impact or so vast they drown in abstraction and escape all responsibility.
Either way, they make money, while you always lose.
Spray and Pray: A Controlled Path to Failure
The default corporate approach to transformation is to crowdsource use cases, prioritise them by committee, and allocate budgets based on consensus. This is what I call spray and pray. It’s a portfolio of supposedly risk-averse, disconnected initiatives that signal motion but produce no impact. Committees gravitate toward politically safe options—sevens on a scale of one to ten. Sevens don’t win. They just help avoid blame when things turn out mediocre.
Crowdsourcing sounds democratic. But unless every participant has domain expertise, independent judgment, and access to the same information, Condorcet’s jury theorem guarantees failure. In practice, these conditions are never met. The outcome is consensus driven groupthink mediocrity.
Boiling the Ocean: The Illusion of Ambition
At the opposite extreme is boiling the ocean—attempting sweeping, technology-first transformations with no grounding in customer value. This is tech consumerism disguised as strategy. Moving to the cloud, buying a new ERP, or adopting the latest AI tool might make you look busy. But if it doesn’t create measurable value for your customers, it’s a distraction and guaranteed waste of resources.
Being an early adopter is often glorified. It means you’re a participant in an unpaid drug trial or beta test. The software may be new, but the value creation logic is not. As Charlie Munger noted, the benefits of increased efficiency flow to the vendor of new technology and eventually to the consumer, but definitely not to you. Unless you’re creating and capturing proprietary differentiated value, you’re just funding someone else’s business.
Fear, Novelty, and the Emotional Antipatterns
These failures aren’t just cognitive. They are evolutionary, subconscious and emotional. When faced with complexity and uncertainty, leaders regress to the most basal of human responses. The inner reptile avoids risk, delays decisions, and clings to orthodoxy. The inner monkey reacts emotionally, chases trends, and mistakes activity for progress.
Together, the reptile and the monkey can end up dominating the boardroom. They drive decisions not from first principles, but from fear, ego, and FOMO. The result: spray and pray portfolios, boiling-the-ocean transformations, and millions wasted on initiatives with no clear customer benefit. The unaccounted for and often ignored opportunity costs often run into billions.
Thinking Like a Producer
The antidote is not more frameworks or consultants. It is first principles thinking. Start by saving. Eliminate initiatives that don’t directly tie to customer impact. Stop acting like a tech consumer. Start thinking like a producer.
Technology is a means, not an end. The only transformation that matters is the one your customer feels. Work backward from that. Avoid crowdsourced decision-making for strategic priorities. Make fewer decisions. Make them more deliberately. Focus on depth, not breadth.
Groupthink thrives where accountability ends. Break the cycle by aligning incentives, eliminating noise, and rigorously focusing on value creation. Digital transformation does not fail because it is hard. It fails because it is misunderstood.
You don’t need another vendor pitch. You need clarity, courage, and conviction. Everything else is noise.
About the Author
Ritavan is an operator, investor and author of Data Impact, with peer-reviewed publications and an international patent. Over the past decade, he has built or scaled, data-driven solutions impacting billions. His mission: replace vague digital transformation narratives with clear, outcome-focused frameworks that help legacy businesses create real, measurable value.
Joe Logan, CIO at iManage, on the need to avoid the hype, manage cybersecurity, focus on ROI and balance change management to get the best results with AI
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Across the enterprise, AI promises transformational power – however, it’s not as simple as just plugging it into the organisation and instantly reaping the benefits. What are some of the top things CIOs need to focus on to avoid any pitfalls, unlock its value, and best position themselves for success with AI?
1) Separate the Hype from Reality
Here’s what hype looks like: using AI to “radically transform the way you do business” or to “accelerate comprehensive digital transformation” or – heaven forbid – to “completely change our industry.” These are big statements – and absolutely dripping with hype.
Getting real with AI requires identifying specific use cases within the organisation where a particular type of AI can be deployed to achieve a specific goal. For example, maybe you want to reduce customer churn by 20% and have identified an opportunity to use chatbots powered by large language models to provide more effective customer service. That’s what reality looks like.
In separating the hype from reality, organisations gain the added benefit of clearing up any misconceptions – at any level of the organisation – about what AI can and can’t do, thus performing an important “level set” around expectations.
2) Understand the Implications for Cybersecurity
On one side, any AI tool you’re using has access to data, and that means that access needs to be controlled like any other system within your tech stack. The data needs to be secured and governed, and issues around privacy, sovereignty, and any other regulatory requirements need to be thoroughly addressed.
As part of this effort, organisations also need to be aware of the security measures required to protect the AI model itself from bad actors trying to manipulate that model. For example: prompt injection – inputs that prompt the model to perform unintended actions – can affect the model and its responses if not carefully guarded against.
Securing your AI system is one side of the coin; the other side is understanding how to apply AI to cybersecurity. There are a growing number of use cases here where AI can help identify risks or vulnerabilities by analysing large amounts of data, helping organisations to prioritise the areas they need to focus on for risk mitigation.
In summary? While any usage of AI will require you to “play defence” on the security front, it will also enable you to “play offence” more effectively. In that sense, AI has multiple implications for cybersecurity.
3) Focus on the Right Kind of ROI
When it comes to ROI for any AI investments, don’t narrowly focus on absolute numbers when it comes to metrics like time savings or cost savings. While well-suited to industrial workplaces that are churning out widgets every day, absolute numbers can be an awkward fit when applied to a knowledge work setting.
The advice here for any knowledge-centric enterprise is: Don’t get hung up on the idea of actual dollars and cents or a specific number – instead, look for a relative improvement from a baseline. So, rather than saying “We’re going to reduce our customer acquisition costs by $100,000 this year”, it’d be more appropriate to focus on reducing existing customer acquisition costs by 10%. Likewise, don’t focus on each junior associate in the organisation completing five more due diligence projects per calendar year; look to complete due diligence projects in 30% less time.
4) Give Change Management its due
Change management has always mattered when it comes to introducing new technology into the enterprise. AI is no different: Successful adoption requires a focus on people, process, and technology – with a particular emphasis on those first two items.
A major challenge is educating the workforce with an eye towards improving their AI literacy – essentially, enabling them to understand what’s possible and how they can apply AI to their daily workflows.
Know that a centralised model of control that dictates “this is how you can experiment with AI” is probably going to be ineffective. It will be too stifling for innovative individuals in the organisation. Far better to provide centres of excellence or educational resources to those people who are most inclined to take the initiative and move forward with AI experiments in their team or department.
One caveat here: It’s essential to have guardrails in place as teams and individuals experiment with AI, to prevent misuse of the technology. That’s the tightrope that CIOs need to walk when introducing AI into the organisation. Striking the right balance between “total control” and “freedom to explore, but with appropriate oversight and guardrails”.
The Future of AI Depends on what CIOs do next
The promise of AI is massive, but only if CIOs adopting the technology focus on the right areas. And that means filtering out the hype, keeping security implications top of mind, redefining ROI, and guiding change with a steady hand. By paying attention to these areas, CIOs can safely navigate a path forward with AI. And ensure that it isn’t just a technology with promise and potential, but one that delivers actual enterprise-wide impact.
Ben Francis, Insurance Lead at Risk Ledger, on navigating cyber threats by reinforcing security from the inside out
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Cyber insurance has evolved from a straightforward risk transfer mechanism into an integral component of enterprise risk strategy. As a result, the conversation has shifted beyond simply securing coverage to embracing three foundational elements: transparency in risk exposure, accountability for security measures, and active collaboration throughout the digital ecosystem.
Rather than asking ‘are you covered?’, the more pertinent question has become ‘can you demonstrate measurable risk reduction?’. Insurers and insureds alike are recognising that what matters now is how well an organisation understands and manages its digital exposure, especially across its extended supply chain. Recent data reveals that 46% of organisations experienced at least two separate supply chain-related cyber incidents in the past year, a clear sign that exposure often lies beyond direct control.
From Risk Transfer to Risk Visibility
In recent years, the cyber insurance market has matured significantly. Once viewed as a reactive safety net to cushion the financial impact of attacks, it is now becoming a proactive tool for managing and mitigating risk. This shift is partly driven by insurers, who increasingly expect and work with organisations to demonstrate strong security practices and a nuanced understanding of their threat landscape, including risks deep within their digital supply chains; an area where many businesses still fall short.
At the same time, the industry faces a growing challenge from systemic cyber risk within their portfolios, as many businesses rely on the same cloud providers, payment systems and digital platforms, increasing the chance of a single point of failure. Insurers must gain visibility into how policyholders are connected, not only to suppliers but to each other. Tools and frameworks that map and monitor these interconnections will be essential to avoid underestimating the wider impact of seemingly isolated cyber events.
Mapping Beyond Third Parties
It is no secret that cyber attackers often target the weakest link in a supply chain. These are not always direct suppliers, but fourth, fifth or even sixth-tier vendors that have indirect but critical access to systems and data. Unfortunately, many organisations lack visibility beyond their first tier, creating blind spots that attackers can easily exploit. From an insurance perspective, this presents a clear challenge. If an organisation cannot account for who it is connected to, it cannot adequately quantify its risk and neither can its insurer. Mapping these extended connections is more than just a technical exercise; it means actively practiced risk governance and responsibility. Insurers increasingly want to know how their policyholders are identifying and managing indirect dependencies, particularly in sectors like financial services and retail where disruption can ripple across entire markets.
Collaboration as a Risk Strategy
One of the more underappreciated aspects of cyber resilience is the role of peer collaboration. Unlike physical incidents, cyber threats rarely exist in isolation. A single compromised vendor can impact multiple organisations simultaneously, a fact that has been highlighted by high-profile supply chain attacks such as SolarWinds and MOVEit.
As a result, businesses need to think beyond their own perimeters and adopt a more collective mindset. This includes building relationships with industry peers, sharing threat intelligence and participating in sector-wide initiatives aimed at improving visibility and preparedness.
In highly regulated sectors, such as insurance, this collaboration is increasingly being encouraged by oversight bodies. Frameworks like the Digital Operational Resilience Act (DORA) in the EU and initiatives from the Prudential Regulation Authority (PRA) and the Financial Conduct Authority (FCA) in the UK are pushing for more transparency around third-party risk. In this context, openness is no longer optional; it will be a regulatory expectation.
For insurance providers, greater collaboration between policyholders also means better data on emerging threats and more accurate portfolio management. For businesses, it offers a chance to anticipate vulnerabilities that may not yet have hit their own networks but are affecting others in their industry.
Proactive Transparency Builds Trust
Organisations that take a proactive, transparent approach to cyber risk management are more likely to secure cover and potentially favourable terms, not just in terms of premiums, but also in access to additional services such as forensic support, incident response sources and legal counsel.
Demonstrating a mature cyber posture is not about claiming perfection. No organisation is immune to breaches. What insurers are looking for is evidence of a structured approach: the existence of incident response plans, robust governance, effective supply chain risk management, and above all, an honest view of risk.
A Shift in Mindset
Ultimately, our understanding of cyber insurance must keep evolving. It should not be treated as a simple checkbox exercise, but as a collaborative relationship between insurers and the organisations they support – one built on shared insight, clear communication, and a drive for continuous improvement.
The organisations best equipped to navigate today’s threats will be those that prioritise transparency. Not only does it lead to stronger protection, but it also builds a culture of accountability that reinforces security from the inside out.
Vertiv expects powering up for AI, Digital Twins and Adaptive Liquid Cooling to shape future Data Centre Design and Operations
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Data Centre innovation is continuing to be shaped by macro forces and technology trends related to AI, according to a report from Vertiv, a global leader in critical digital infrastructure. The Vertiv™ Frontiers report, which draws on expertise from across the organisation, details the technology trends driving current and future innovation, from powering up for AI, to digital twins, to adaptive liquid cooling.
“The data centre industry is continuing to rapidly evolve how it designs, builds, operates and services data centres, in response to the density and speed of deployment demands of AI factories,” said Vertiv chief product and technology officer, Scott Armul. “We see cross-technology forces, including extreme densification, driving transformative trends such as higher voltage DC power architectures and advanced liquid cooling that are important to deliver the gigawatt scaling that is critical for AI innovation. On-site energy generation and digital twin technology are also expected to help to advance the scale and speed of AI adoption.”
Extreme densification – accelerated by AI and HPC workloads; gigawatt scaling at speed – data centres are now being deployed rapidly and at unprecedented scale
Data centre as a unit of compute – the AI era requires facilities to be built and operated as a single system
Silicon diversification – data centre infrastructure must adapt to an increasing range of chips and compute
The report details how these macro forces have in turn shaped five key trends impacting specific areas of the data centre landscape.
1. Powering up for AI
Most current data centres still rely on hybrid AC/DC power distribution from the grid to the IT racks, which includes three to four conversion stages and some inefficiencies. This existing approach is under strain as power densities increase, largely driven by AI workloads. The shift to higher voltage DC architectures enables significant reductions in current, size of conductors, and number of conversion stages while centralising power conversion at the room level. Hybrid AC and DC systems are pervasive, but as full DC standards and equipment mature, higher voltage DC is likely to become more prevalent as rack densities increase. On-site generation, and microgrids, will also drive adoption of higher voltage DC.
2. Distributed AI
The billions of dollars invested into AI data centres to support large language models (LLMs) to date have been aimed at supporting widespread adoption of AI tools by consumers and businesses. Vertiv believes AI is becoming increasingly critical to businesses but how, and from where, those inference services are delivered will depend on the specific requirements and conditions of the organisation. While this will impact businesses of all types, highly regulated industries, such as finance, defence, and healthcare, may need to maintain private or hybrid AI environments via on-premise data centres, due to data residency, security, or latency requirements. Flexible, scalable high-density power and liquid cooling systems could enable capacity through new builds or retrofitting of existing facilities.
3. Energy autonomyaccelerates
Short-term on-site energy generation capacity has been essential for most standalone data centres for decades, to support resiliency. However, widespread power availability challenges are creating conditions to adopt extended energy autonomy, especially for AI data centres. Investment in on-site power generation, via natural gas turbines and other technologies, does have several intrinsic benefits but is primarily driven by power availability challenges. Technology strategies such as Bring Your Own Power (and Cooling) are likely to be part of ongoing energy autonomy plans.
4. Digital twin-driven design and operations
With increasingly dense AI workloads and more powerful GPUs also come a demand to deploy these complex AI factories with speed. Using AI-based tools, data centres can be mapped and specified virtually, via digital twins, and the IT and critical digital infrastructure can be integrated, often as prefabricated modular designs, and deployed as units of compute, reducing time-to-token by up to 50%. This approach will be important to efficiently achieving the gigawatt-scale buildouts required for future AI advancements.
5. Adaptive, resilient liquid cooling
AI workloads and infrastructure have accelerated the adoption of liquid cooling. But conversely, AI can also be used to further refine and optimise liquid cooling solutions. Liquid cooling has become mission-critical for a growing number of operators but AI could provide ways to further enhance its capabilities. AI, in conjunction with additional monitoring and control systems, has the potential to make liquid cooling systems smarter and even more robust by predicting potential failures and effectively managing fluid and components. This trend should lead to increasing reliability and uptime for high value hardware and associated data/workloads.
Vertiv does business in more than 130 countries, delivering critical digital infrastructure solutions to data centres, communication networks, and commercial and industrial facilities worldwide. The company’s comprehensive portfolio spans power management, thermal management, and IT infrastructure solutions and services – from the cloud to the network edge. This integrated approach enables continuous operations, optimal performance, and scalable growth for customers navigating an increasingly complex digital landscape.
Jon Abbott, Technologies Director of Global Strategic Clients at Vertiv, asks how we can build a generation of data centres for the AI age
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The promise of artificial intelligence (AI) is enlightenment. The pressure it places on infrastructure is far less elegant.
Across every layer of the data centre stack, AI is exposing structural limits – from cooling thresholds and power capacity to build timelines and failure modes. What many operators are now discovering is that legacy models, even those only a few years old, are struggling to accommodate what AI-scale workloads demand.
This isn’t simply a matter of scale – it is a shift in shape. AI doesn’t distribute evenly, it lands hard, in dense blocks of compute that concentrate energy, heat and physical weight into single systems or racks. Those conditions aren’t accommodated by traditional data hall layouts, airflow assumptions or power provisioning logic. The once-exceptional densities of 30kW or 40kW per rack are quickly becoming the baseline for graphics processing unit- (GPU) heavy deployments.
The consequences are significant. Facilities must now support greater thermal precision, faster provisioning and closer coordination across design and operations. And they must do so while maintaining resilience, efficiency and security.
Design Under Pressure
The architecture of the modern data centre is being rewritten in response to three intersecting forces. First, there is density – AI accelerators demand compact, high-power configurations that increase structural and thermal load on individual cabinets. Second, there is volatility – AI workloads spike unpredictably, requiring cooling and power systems that can track and respond in real time. Third, there is urgency – AI development cycles move fast, often leaving little room for phased infrastructure expansion.
In this environment, assumptions that once underpinned data centre design begin to erode. Air-only cooling no longer reaches critical components effectively, uninterruptible power supply (UPS) capacity must scale beyond linear load, and procurement lead times no longer match project delivery windows.
To adapt, operators are adopting strategies that prioritise speed, integration and visibility. Modular builds and factory-integrated systems are gaining traction – not for convenience, but for the reliability that controlled environments can offer. In parallel, greater emphasis is being placed on how cooling and power are architected together, rather than as separate functions.
Exploring the Physical Gap
There is a growing disconnect between the digital ambition of AI-led organisations and the physical readiness of their facilities. A rack might be specified to run the latest AI training cluster. The space around it, however, may not support the necessary airflow, load distribution or cable density. Minor mismatches in layout or containment can result in hot spots, inefficiencies or equipment degradation.
Operators are now approaching physical design through a different lens. They are evaluating structural tolerances, rebalancing containment zones, and planning for both current and future cooling scenarios. Liquid cooling, once a niche consideration, is becoming a near-term requirement. In many cases, it is being deployed alongside existing air systems to create hybrid environments that can handle peak loads without overhauling entire facilities.
What this requires is careful sequencing. Introducing liquid means introducing new infrastructure: secondary loops, pump systems, monitoring, maintenance. These elements must be designed with the same rigour as the electrical backbone. They must also be integrated into commissioning and telemetry from day one.
Risk in the Seams
The more complex the system, the more attention must be paid to the seams. AI infrastructure often relies on a patchwork of new and existing technologies – from cooling and power to management software and physical access control. When these systems are not properly aligned, risk accumulates quietly.
Hybrid cooling loops that lack thermal synchronisation can create blind spots. Overlapping monitoring systems may provide fragmented data, hiding early signs of imbalance. Delays in commissioning or last-minute changes in hardware specification can introduce vulnerabilities that remain undetected until something fails.
Avoiding these scenarios requires joined-up design. From early-stage planning through to testing and operation, infrastructure must be treated as a whole. That includes the physical plant, the digital control layer and the operational processes that bind them.
Physical Security Under AI Conditions
As infrastructure becomes more specialised and high-value, the importance of physical security rises. AI racks often contain not only critical data but hardware that is financially and strategically valuable. Facilities are responding with enhanced perimeter control, real-time surveillance, and tighter access segmentation at the rack and room level.
More organisations are adopting role-based access tied to operational state. Maintenance windows, for example, may trigger temporary access privileges that expire after use. Integrated access and monitoring logs allow operators to correlate physical movement with system behaviour, helping to identify unauthorised activity or unexpected patterns.
In environments where automation and remote management are becoming standard, physical security must be designed to support low-touch operations with intelligent systems able to flag anomalies and initiate response workflows without constant human oversight.
Infrastructure as an Adaptive System
The direction of travel is clear. Infrastructure must be able to evolve as quickly as the workloads it supports. This means designing for flexibility and for lifecycle. It means understanding where capacity is needed today, and how that might shift in six months. It means choosing platforms that support interoperability, rather than locking into closed systems.
The goal is not simply to survive the shift to AI-scale compute. It is to build a foundation that can keep up with whatever comes next – whether that is a new training model, a change in energy market conditions, or a new set of regulatory constraints.
CoreX, a high-growth Elite Consulting and Implementation Partner of ServiceNow and NewSpring Holdings platform company, has announced the successful completion…
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CoreX, a high-growth Elite Consulting and Implementation Partner of ServiceNow and NewSpring Holdings platform company, has announced the successful completion of its acquisition of InSource’s ServiceNow business unit. InSource is a fellow Elite Partner recognised for deep delivery expertise and an unwavering commitment to client success. The transaction officially closed in late December 2025.
This agreement unites two high-performing ServiceNow partners in the ecosystem. Together, CoreX and InSource now operate as a single, purpose-built organisation designed to scale with intent, elevate enterprise transformation outcomes, and meet the accelerating demand for AI-enabled, end-to-end ServiceNow solutions worldwide.
InSource integration into CoreX delivering value for ServiceNoe customers
With InSource’s 1,500+ successful implementations and a 4.76 CSAT rating, the combined organisation, more than doubling its US-based employee headcount, now operates at a level of scale and technical depth that firmly positions CoreX among the top-tier Consulting and Implementation Partners in the global ServiceNow ecosystem. The acquisition doubles the firm’s ServiceNow certifications and brings together advanced platform specialisation and a people-first culture grounded in long-term client success.
“This is not growth for growth’s sake, but rather a strategic, deliberate move of scale,” said Rick Wright, Head of CoreX. “By fully integrating InSource into CoreX, we have created a focused consultancy built for scale, execution, and long-term value for ServiceNow customers.”
Reflecting on the integration, Mark Lafond, former President & CEO of InSource, added, “InSource was built on delivery strength, trust, and long-term client relationships. Joining forces with CoreX allows us to take everything we do best and amplify it on a much larger stage. This is the right home for our people, the right platform for our customers, and the right partner to accelerate the next chapter of growth.”
By unifying CoreX’s innovation roadmap and AI readiness with InSource’s long-standing operational delivery excellence, the combined organisation now offers a truly integrated model for enterprise transformation across industries. This integration enables clients to move faster from strategy to execution while maintaining the governance, resilience, and scalability required for modern enterprises.
Just as importantly, the acquisition strengthens CoreX’s geographic footprint and delivery capacity across key global delivery hubs, including North America and Latin America, enabling the firm to serve enterprise clients with greater speed, continuity, and depth.
“Our acquisition of InSource fundamentally changes the scale of impact we can deliver for customers,” Wright added. “CoreX is now purpose-built to lead the next era of ServiceNow-powered transformation.”
With this transaction, CoreX is now among the top global ServiceNow Elite Partners, distinguished not just by certifications or scale, but by consistent delivery of measurable, enterprise-level outcomes on the ServiceNow AI Platform.
About CoreX
Founded in 2023, CoreX is a global ServiceNow consultancy specialising in business-focused transformation that unlocks hidden value from the Now Platform. Backed by unmatched industry leadership, extensive functional experience, and the most seasoned ServiceNow team in the ecosystem, CoreX delivers strategic guidance and AI-enabled innovation to power sustained success. Learn more at corexcorp.com
About NewSpring Holdings
NewSpring Holdings, NewSpring’s majority investment strategy, focused on control buyouts and sector-specific platform builds, brings a wealth of knowledge, experience, and resources to take profitable, growing companies to the next level through acquisitions and proven organic methodologies. Founded in 1999, NewSpring partners with the innovators, makers, and operators of high-performing companies in dynamic industries to catalyze new growth and seize compelling opportunities. Having completed over 250 investments, the Firm manages approximately $3.5 billion across five distinct strategies covering the spectrum from growth equity and control buyouts to mezzanine debt. Partnering with management teams to help develop their businesses into market leaders, NewSpring identifies opportunities and builds relationships using its network of industry leaders and influencers across a wide array of operational areas and industries.
Jan Van Hoecke, VP AI Services at iManage and a highly experienced computer scientist with a passion for technology and problem-solving. on navigating the AI landscape for success in 2026
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The AI landscape faces a number of big shifts in 2026. Agentic AI will undergo a reality check as enterprises discover the gap between marketing hype and actual capabilities, while organisations will go through a mindset change from treating AI hallucinations as crises to managing them, acknowledging the inherent limitations of the technology. There will also be a shift in how data will be structured in AI systems, to help the move from just finding facts (“what”) to understanding reasons (“why”). Middleware application providers will face new challenges, as those vendors controlling both platforms and data will become more influential. Finally, standardised AI chat interfaces will evolve into smarter, dynamically generated, task-specific user experiences that adapt to immediate needs.
Agentic AI Reality Check
2026 is the year when agentic AI will get a reality check, as the gap between marketing promises made in 2025 and their actual competencies will become starkly visible. As enterprise adopters share the mixed successes of agentic AI, the market will begin to differentiate between true autonomous agents and the clever workflow wrappers.
Currently, many products promoted as AI agents are, in reality, rigidly programmed systems that simply follow predefined paths. They cannot independently plan or adapt in real-time to accomplish tasks. The current evolution of AI agents closely resembles the development of autonomous vehicles: early self-driving cars could only maintain lane position by relying strictly on preset instructions, and likewise, today’s AI agents are limited to executing narrowly defined tasks within established workflows. True autonomy, where AI agents can dynamically perform and solve complex problems better than humans and without human intervention, remains, for now, an aspirational goal.
AI Hallucination Goes from Crisis to Management
In 2026, the AI hallucination crisis will reach a critical juncture as organisations realise they must learn to coexist with the current fundamentally imperfect technology – until a new technology comes into play that can effectively address the issue. The focus will shift from AI hallucination ‘crisis’ to management.
As the industry deliberates who carries the liability for AI’s mistakes and inaccuracies – the tool makers or the users – enterprises will stop waiting for vendors to solve the problem and take matters into their own hands. They will adopt a variety of pragmatic risk mitigation strategies – from double and triple-checking work, and enforcing human oversight for high-stakes decisions, to taking hallucination insurance policies.
Major model builders acknowledge that current foundational LLM technology cannot eliminate hallucinations and ambiguity through incremental improvements alone. New technology is needed. Until then, and perhaps with the realisation that a technological breakthrough is years away, users will start driving the hallucination conversation – both by building systematic defenses within how they use AI, and forcing vendors to accept shared responsibility through better documentation and clearer model limitations.
The Next Evolution in AI Data Architecture Lies in a Shift from “What” to “Why”
There will be a fundamental shift in how data is structured for AI systems, driven by the limitations of current approaches in answering complex questions. While Retrieval Augmented Generation (RAG) has proven effective at locating information and answering “what” questions, it struggles with the deeper “why” and “how” inquiries.
This limitation stems from RAG’s flat-file architecture, which excels at locating information but fails to capture the complex interconnections and relationships that underpin meaningful understanding and knowledge, especially in specialised domains like legal and professional services information.
The solution lies in AI-driven autonomous structuring of data. These systems will be better placed (than humans) to reveal critical relationships across multiple data points at scale, also highlighting the contextual dependencies essential for answering the “why” and “how” questions effectively.
Consequently, in 2026, with machines taking the lead, the method of structuring data will undergo a complete transformation, gradually eliminating the human role in creating structure, to reveal the business-critical interconnections across multiple data points.
Middleware AI Apps Squeeze
Given the essential link between data and AI, middleware companies that specialise in building custom applications layered on top of data platforms will begin to get pushed to the margins, forced to compete on niche features – while the core value of data and insight is captured by the platform owners. The true leaders will be those organisations that both own and manage their data, while also offering an AI-powered interface that enables users to interact with their data securely and efficiently, fully leveraging the capabilities of modern AI technology.
Shift to AI-generated, Task-Oriented User Interfaces
In 2026, the current traditional vendor-designed, standard AI chat-based user interfaces will transition to dynamically AI-generated task-specific user interfaces that adapt to users’ immediate needs. This represents a fundamental shift from standardised software – for example, where everyone uses identical Microsoft Word or SharePoint interfaces – to personalised, short-term user interfaces that exist only as long as the user requires them for a specific task.
This transformation will also address the critical pain point that users typically have – i.e, the crushing cognitive load of navigating bloated, feature-rich software. Instead of searching through endless menus in an overstuffed application like Excel, the user will simply state their goal – “Compare the Q3 and Q4 sales figures for our top 5 products and show me a chart” – and the AI will instantly generate a temporary, purpose-built interface – a “micro-app” – solely designed for that one single task.
In the context of dynamically generated user interfaces, both data storage and the creation of bespoke interfaces will be managed by AI. The AI organisations that will truly lead in providing such bespoke user interface-generating capability are those that possess and control their own data.
About iManage
iManage is dedicated to Making Knowledge Work™. Our cloud-native platform is at the centre of the knowledge economy, enabling every organisation to work more productively, collaboratively, and securely. Built on more than 20 years of industry experience, iManage helps leading organisations manage documents and emails more efficiently, protect vital information assets, and leverage knowledge to drive better business outcomes. As your strategic business partner, we employ our award-winning AI-enabled technology, an extensive partner ecosystem, and a customer-centric approach to provide support and guidance you can trust to make knowledge work for you. iManage is relied on by more than one million professionals at 4,000 organisations around the world.
Driving Business Transformation Through Cloud & AI
Microsoft’s Shruti Harish, Head of Solution Engineering for Cloud and AI Platforms across the tech giant’s Manufacturing and Mobility vertical, talks to Interface about how to achieve successful AI implementations augmented by Cloud. Our future focused fireside chat covered everything from driving value through cloud modernisation to responsible AI.
“Leaders should align AI initiatives with clear business outcomes and foster a culture that embraces change. The focus is shifting toward AI-operated, human-led models where intelligent agents handle tasks and humans guide strategy.”
Virgin Media O2: Democratising Data as a Cultural Movement
Mauro Flores, EVP for Data Democratisation at Virgin Media O2, talks to Interface about the leading telco’s data journey and how it is supporting colleagues to innovate faster, make smarter decisions and deliver brilliant customer experiences.
“Data-driven insights are essential. They’re helping power our decisions like optimising our network performance, anticipating outages before they happen, identifying and preventing fraud, personalising offers and pricing to build customer loyalty, and forecasting demand so we invest in the right things.”
CIBC Caribbean: Shaping the future of Banking in the Caribbean
Deputy CIO Trevor Wood explains how CIBC Caribbean is blending technology, culture, and customer-centricity to deliver seamless digital experiences across the region with a ‘Future Faster’ strategy.
“We want to lead in every market we operate, build maturity across our practices and be architects of a smarter financial future for all.”
And read on for deep AI insights from ANS’s CIO on why AI isn’t just for big business, Emergn’s CTO on how your business can get AI-ready and Kore.ai’s Chief Strategy Officer on taming AI-sprawl with governance-first platforms.
We also hear from Celonis, Snowflake, ServiceNow, Make and Zoom with their tech predictions for 2026 and chart the key dates for your diary with global networking opportunities at the latest tech events and conferences across the globe.
ServiceNow, Celonis, Snowflake, Zoom and Make deliver their 2026 tech predictions for emerging technologies, including agentic AI, the role of the CIO, data governance, autonomous operations and more…
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Louise Newbury-Smith, Head of UK&I at Zoom
AI elevates both manager effectiveness and employee autonomy
“Moving forward, AI will simultaneously strengthen managerial capabilities and empower employees to work more autonomously. Managers will gain real-time insights into workload distribution and collaboration patterns, allowing them to support wellbeing, performance and development, without relying on manual check-ins. At the same time, intelligent workflows will give employees greater control over how they work enabling them to personalise tasks, streamline processes and focus on higher-value activities. This dual uplift will reduce friction, improve team culture, and create a more balanced workplace environment.”
Darin Patterson, Vice President of Market Strategy at Make
2026 will be the year businesses of all sizes finally turn AI’s promise into measurable value
“Companies will shift from experimentation to dependable automation that powers productivity, decision-making, and customer experience behind the scenes. AI will be judged less by novelty and more by real outcomes, whether orchestrating marketing campaigns, managing workflows in professional services, or enabling personalised, frictionless customer interactions. With maturing standards like Model Content Protocol and Agent2Agent moving into widespread use, organisations will gain the stability and coordination needed for scalable multi-agent systems that quietly keep operations running.
As these technologies advance, AI’s complexity will fade into the background. Concepts like embeddings and prompt engineering will be built into everyday tools, allowing smaller businesses and non-technical teams to deploy automation quickly and confidently. In 2026, the winners will be the companies using AI for practical, connected automation that drives results, while standalone chatbots and overly complex approaches fall away. The future belongs to businesses that stop chasing hype and start running on AI.”
Cathy Mauzaize, President, Europe, Middle East and Africa (EMEA) at ServiceNow
The governance vs. speed tension will define leadership in 2026
“As AI becomes core to how organisations operate, leaders will face a growing challenge: how to maintain trust without slowing down innovation. Across EMEA, this balance between governance and speed is becoming the defining measure of AI maturity. The EU AI Act marks a turning point that moves regulation from theory to practice. But rules alone won’t create responsible AI. The real test will be how organisations translate compliance into everyday practice, embedding accountability and transparency into workflows, data, and decisions.
The University of Oxford’sAnnual AI Governance Report 2025 found that leading organisations are embedding governance directly into workflows, not treating it as a compliance exercise. In doing so, they’re maintaining innovation speed while reducing AI-related risk.
The leaders who succeed will treat governance not as a brake, but as an engine of trust and resilience. They’ll build cultures where transparency, explainability, and ethical use are built in, not bolted on. They’ll use clarity to move faster, not slower. Doing this will require a central, single-platform lens of LLMs, AI agents and workflows.
CIOs must lead the enablement of agentic AI with a view to future risk
“2026 will mark the rise of Agentic Platforms – networks of intelligence that blend human and machine work to drive speed, accuracy, and innovation. These agents will increasingly operate alongside people, managing workflows and simplifying complexity – not to replace human judgment, but to strengthen it.
Yet, as this new layer of work evolves, so does a new layer of risk. The challenge will no longer be shadow IT, but ‘shadow AI’ – models and agents developed outside governance frameworks. This creates vulnerabilities for compliance, privacy, and security. Although regulations are evolving across regions, innovation is already moving faster than policy. CIOs and boards will need to anticipate, not react, staying one step ahead of regulatory change to avoid future disruptions. Agility will be the differentiator.
The leaders who succeed will do so by adopting flexible, adaptive platform architectures, able to connect data, governance, and decision logic by design. These platforms will allow organisations to monitor, verify, and coordinate AI activity across every functions, ensuring that trust, compliance, and performance advance together.”
Peter Budweiser, General Manager Supply Chain at Celonis
The race to autonomous operations will be won by orchestration
“Enterprises have spent a decade automating tasks. But in the agentic future, the differentiator won’t be how many tasks you automate, it will be how well you orchestrate outcomes. In 2026, leaders will shift from fragmented automation to coordinating AI, people and systems across the entire workflow. This is the only way to transform business processes into truly autonomous operations.
Supply chains will become the proving ground for orchestration. AI will dynamically reroute shipments, rebalance inventory, surface capacity constraints, and coordinate suppliers and planners in the same loop – turning fragile networks into intelligent, adaptive ecosystems that are able to respond instantly to tariffs, disruptions and volatility.
The strategic driver behind supply chain transformation is no longer just cost – its competitiveness. Orchestration lets companies coordinate AI agents, humans, and systems in real time, so their supply chains become more agile, more efficient, and better able to support new business opportunities.”
Dan Brown, Chief Product Officer at Celonis
The AI revolution will run on context
“After years of experimentation, companies will realise that AI can’t improve what it doesn’t understand. In 2026, competitive advantage will shift to organisations that give AI the operational context it needs – a living digital twin that shows how the business actually runs. This is how AI learns to sense, reason, act, and improve responsibly.
Context-aware AI will reshape supply chain decision-making. Instead of optimising isolated steps, AI will understand the full flow – predicting bottlenecks before they occur, identifying exceptions that matter, and orchestrating recovery plans grounded in financial and service-level impact. This closes the gap between planning and execution.
AI can’t drive business value without understanding how your business flows. When you give it that context – the real-time visibility into how work gets done – the trust comes naturally. You see why it made a decision and how to make it better. That’s when AI becomes enterprise-ready.”
Baris Gultekin, Vice President of AI, Snowflake
Data becomes a more powerful moat for Enterprise AI
“The pace of innovation in frontier AI models has provided the enterprise with an incredibly powerful and mature foundation. Give or take a few benchmarks, model capabilities are reaching a high floor, offering similar, state-of-the-art performance. Similarly, as building AI-powered apps becomes faster and easier to build for people of all technical backgrounds, the features that distinguish one product from another will also begin to fade.
By 2026, we’ll see this commoditisation accelerate across the entire AI stack. In this new landscape, an organisations’ sustainable competitive advantage won’t be the model or application itself, but the unique, proprietary data an organisation holds and its ability to reason over it. The companies that master the ‘data flywheel’ – using their unique data to create better AI, which in turn generates more unique data – will establish meaningful differentiation for years to come, and continue to benefit from improvements to the AI tools themselves.”
Agent Interoperability will unlock the next wave of AI productivity
“Today, most AI agents operate in walled gardens, unable to communicate or collaborate with agents from other platforms. This is about to change. By 2026, the next major frontier in enterprise AI will be interoperability – the development of open standards and protocols that allow disparate AI agents to speak to one another. Just as the API economy connected different software services, an ‘agent economy’ will quickly emerge, where agents from different platforms can autonomously discover, negotiate, and exchange services with one another. Solving this challenge will unlock compound efficiencies and automate complex, multi-platform workflows that are impossible today to usher in the next massive wave of AI-driven productivity.”
Dwarak Rajagopal, Vice President of AI Engineering and Research, Snowflake
The future of AI agents is in self-verification, not human intervention
“In 2026, the biggest obstacle to scaling AI agents – the build-up of errors in multi-step workflows – will be solved by self-verification. Instead of relying on human oversight for every step, AI will be equipped with internal feedback loops, allowing them to autonomously verify the accuracy of their own work and correct mistakes. This shift to self-aware, ‘auto-judging’ agents will enable the development of complex, multi-hop workflows that are both reliable and scalable, moving them from a promising concept to a viable enterprise solution.”
Mike Blandina, Chief Information Officer, Snowflake
AI will redefine the role of the CIO from IT Operations to Enterprise Innovation
“In the next year, the role of the CIO will shift from ‘IT’ to ‘ET’ – from information technology to enterprise technology leadership. Traditional metrics like ticket counts will still matter, but forward-looking CIOs will adopt a solution mindset. The modern CIO must leverage AI not just to source tools, but to engineer outcomes. Instead of recommending SaaS vendors, CIOs will assemble multiple LLMs to build solutions to solve today’s problems while anticipating what’s next. The IT function will no longer be just about infrastructure – it will be about delivering corporate intelligence with AI-driven solutions and providing leverage across every critical business platform. AI will redefine the CIO as a business innovator, not just a technology operator.”
CIOs will become an organisation’s number one sustainability steward
“In 2026, CIOs will be expected to own the responsibility for tech-driven sustainability. As enterprises face mounting pressure from regulators, investors, and customers to meet climate goals, CIOs will be expected to deliver the data, platforms, and AI-driven insights that make sustainability measurable and actionable. From optimising cloud workloads for lower energy use to applying advanced analytics that cut supply chain emissions, CIOs will increasingly be at the centre of corporate sustainability strategies. This isn’t just about compliance reporting, it’s about leveraging technology to transform sustainability into a source of efficiency, growth, and differentiation for the enterprise.”
Santo Orlando, Practice Director – App, Data and AI Services at Insight, on how your organisation can level up with Agentic AI
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By now, most of us have heard of Generative AI. Many businesses have already adopted the technology for tasks like customer service, code generation and content creation. Generative AI, however, is only the start; we’re only scratching the surface of the potential that AI has to offer
Enter Agentic AI
Unlike Generative AI, which relies on human input and prompts, Agentic AI can act autonomously to fulfil complex tasks without human intervention. As a result, nearly 45% of business leaders think Agentic AI will outpace Generative AI in terms of impact, and more than 90% expect to adopt it even faster than they did with generative AI. However, despite its promise, our joint understanding of Agentic AI – and how to implement it – is still very much in its infancy.
So, where do you start? To kickstart your Agentic AI journey here are five fundamental steps to consider.
Generative AI vs Agentic AI
If Generative AI is like having a personal assistant, supporting you one-on-one to speed up your tasks, then Agentic AI is more like having a dedicated team of smart, individual coworkers who can take initiative and get things done across your business – without needing constant oversight.
One powerful example of this in action is in sales. With Agentic AI, organisations are able to receive real-time insights during discovery calls. The AI ‘agents’ allow sales reps to respond with timely, relevant information, helping them build trust, operate faster and close deals more effectively.
By collecting and analysing data from across teams, agents can uncover patterns, translate complex metrics into actionable strategies and even highlight opportunities that might otherwise be unintentionally overlooked. In some early implementations, sales teams have reported saving five to ten hours per rep each month – adding up to thousands of hours redirected toward deeper customer engagement.
The one-to-one relationship we’ve grown accustomed to with Generative AI has evolved into the one-to-many dynamic of Agentic AI, which is capable of handling tasks for multiple users and automating entire business processes. Even more impressively, agents can make decisions, control data and take actions on their own. A capability that can seem daunting without a clear understanding of how it works.
That’s why businesses need to start small, and here are a few practical steps to get going quicklyand wisely with agentic AI.
Step 1: Getting your data ready
Agentic AI is the logical progression for organisations already exploring generative tools. However, the data needs to be in an optimal condition – clean, organised and secure – before autonomous agents can be deployed effectively.
As such, eliminating redundant, outdated and trivial (ROT) data is vital. Without removing ROT, agents may rely on obsolete information, leading to inaccurate or misleading outputs. For example, this could happen if a company deploys an HR chatbot that’s connected to outdated data sources. If an employee were to ask about their 2025 benefits, the chatbot might pull information from as far back as 2017, resulting in confusion and misinformation.
Proper file labelling, standardised document practices and use of version histories in place of multiple saved versions helps to ensure agents access only the most relevant and accurate information.
Step 2: Start with low-risk cases
Agents work on a transactional basis, charging for each operation, which can quickly add up. As such, it’s wise to experiment with simple, low-stakes applications first. This approach allows for quicker deployment and demonstrates immediate value to the business without significant costs or risks.
One example could be using an agent to assess sentiment in social media responses following a product launch. This can offer real-time feedback on public perception and inform messaging strategies. Other low-risk use cases include generating reactive press releases and monitoring competitor websites. Additionally, prioritising automation of routine tasks, especially those involving platforms like Salesforce, SharePoint, or Microsoft 365, allows teams to maximise impact without costly system overhauls.
Overall, organisations need to be willing to fail fast and expect failure. It won’t be perfect from the start. However, an experimental pilot approach helps to efficiently refine AI agents, reducing the risk of costly mistakes and making sure that only effective solutions are scaled up.
Step 3: Create a single source of truth
Establishing a dedicated, cross-functional team to explore agentic AI use cases helps prevent siloed adoption and supports enterprise-wide visibility. This team should span as much of the organisation as possible and include representatives from departments such as marketing, finance and technical solutions.
Collaborative workshops can then act as a forum to identify key processes that would benefit from autonomous capabilities and help businesses align potential applications with specific departmental objectives and broader business goals.
Step 4: Learn, learn and learn
Many companies underestimated the importance of training and governance with Generative AI – and Agentic AI is no different. Organisations need to establish clear governance to define how AI agents should and shouldn’t be used, covering not just technical implications, but HR, compliance and risk concerns as well.
Equally, businesses and those employed must understand Agentic AI’s full functionality to get the most out of it. Like with almost all technical training, AI education cannot be viewed as a one-time ‘tick-box’ exercise. Ongoing learning is necessary to keep pace with new capabilities and best practices.
For example, consider what’s already emerging, like security agents that automate high-volume threat protection and identity management tasks; sales agents that find leads, reach out to customers and set up meetings; and reasoning agents that transform vast amounts of data into strategic business insights.
Step 5: Reviewing ROI
Enthusiasm around Agentic AI is high. But before organisations dive in headfirst, it’s important they first define success. Technology can’t be the solution if there is uncertainty surrounding the goal. Successful deployment requires a clear definition of the problem organisations are looking to solve and knowledge of how to align the solution with measurable business value. Without this, initiatives risk stalling at the experimental stage.
Key performance indicators should also be identified early. These may include increased productivity, time savings, cost reduction or improved decision-making. Establishing these benchmarks and taking a data-driven approach ensures that AI initiatives align with business goals and demonstrate tangible benefits to stakeholders.
Moving forward
The process of switching to Agentic AI is about changing how businesses handle everyday problems with wide ranging effects, not just about using cutting edge technology. Iteration and learning along the way, as well as deliberate, measured adoption are the keys to increasing value. It’s simple. Success with AI starts with small, straightforward actions and use cases.
Kyle Hill, CTO of leading digital transformation company and Microsoft Services Partner of the Year 2025, ANS, explores how businesses of all sizes can make the most of their AI investment and maintain a competitive edge in an era of innovation
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Across the world, businesses are clamouring to adopt the latest AI technologies, and they’re willing invest significantly. According to Gartner, generative AI has produced a significant increase in infrastructure spending from organisations across the last few months, which prompted it to add approximately $63 billion to its January 2024 IT spending forecast.
Capable of reshaping business operations, facilitating supply-chain efficiency, and revolutionising the customer experience, it’s no wonder major enterprises are keen to channel their budgets towards AI. But the benefits of AI can extend beyond large enterprises and make a considerable difference to small businesses too if adopted responsibly.
Game-Changing Innovation
Most SMBs don’t have the same ability for taking spending risks as their larger counterparts, so they need to be confident that any investments they do make are worthwhile. It’s therefore understandable why some might assume it to be an elite tool reserved for the major players.
To understand how SMBs can make the most of their AI investments, it’s important to first look at what the technology can offer.
Across industries, AI is promising to be a game changer, taking day-to-day operations to a new level of accuracy and efficiency. AI technology can enhance businesses of all sizes by:
Enhancing customer experience
Businesses can use AI tools to process and analyse vast amounts of data – from spending habits and frequent buys to the length of time spent looking at a specific product. They can then use these insights to provide a more tailored experience via personalised recommendations, unique suggestions and substitution offers when a product is out of stock. And, with AI chat functions, businesses can provide more timely responses to any questions or requests, without always needing an abundance of customer service staff on hand.
Powering day-to-day procedures
One of the most common and inclusive uses of AI across organisations is for assisting and automating everyday tasks including data input, coding support and content generation. These tools, such as OpenAI’s ChatGPT and Microsoft Copilot applications, don’t require big investments to adopt. Smaller teams and businesses are already using them to save valuable employee time and resources and boost productivity. This also saves the need for these organisations to outsource these capabilities where they might not have them otherwise.
Minimising waste
AI is also helping businesses to drive profit, minimising wasted resources, and identifying potential disruptions. By tracking levels of supply and demand, AI can automatically identify challenges such as stock shortages, delivery-route disruptions, or a heightened demand for a particular product. More impressively, however, they are also capable of suggesting solutions to these problems – from the fastest delivery route that avoids traffic, to diverting stock to a new warehouse. Such planning and preparation help businesses to avoid disruptions which costs valuable time, money, and resources.
According to Forbes Advisor, 56% of businesses are already using AI for customer service, and 47% for digital personal assistance. If organisations want to keep up with their cutting edge-competitors, AI tools are quickly becoming a must-have for their inventory.
For SMBs looking to stay afloat in this competitive landscape of AI innovation, getting the most out of their technological investment is crucial.
Laying down the foundations
Adopting AI isn’t as straightforward as ‘plug and play’ and SMBs shouldn’t underestimate the investment these tools require. Whilst many of the applications may be easy to use, it’s important that business leaders take time to fully understand the technology and its potential uses. Otherwise, they risk missing some major benefits and not getting the most from their investment, particularly as they scale out.
Acknowledging the potential risks and challenges of implementing new AI tools can help organisations prepare solutions and ensure that their business is equipped to manage the modern technology. This can help businesses to avoid costly mistakes and hit the ground running with their innovation efforts.
SMB leaders looking to implement AI first need to ask the following:
What can AI do for me?
Are day-to-day administration tasks your biggest sticking points? Or are you looking to provide customer service like no-other? Identifying how AI might be of most use for your business can help you to make the most effective investments. It’s also worth considering the tools and applications you already have, and how AI might enhance these. Many companies already use Microsoft Office, for instance, which Microsoft Copilot can seamlessly slot into, making for a much smoother rollout.
Can my business manage its data?
AI is powered by data, so having sufficient data-management and storage processes in place is necessary. Before investing in AI, businesses might benefit from first looking at managed data platforms and services. This is crucial for providing the scalability, security and flexibility needed to embrace innovation in a responsible and effective way.
What about regulation?
The use and development of AI are becoming increasingly regulated, with legislation such as the EU AI Act providing stringent, risk-based guidance on its adoption. Keeping up with the latest rules and legislative changes is vital. Not only will this help your business to maintain compliance, but it will also help to maintain trust with customers and employees alike, whose data might be stored and processed by AI. Reputational damage caused by a data breach is a tough blow even for big businesses, so organisations would be wise to avoid it where possible.
Embracing Innovation
This new age of AI is exciting; it holds great transformative potential. We’ve already seen the development of accessible, affordable tools, such as Microsoft Copilot, opening a world of new innovative potential to businesses of all sizes. Those that don’t dip their toes in the AI pool risk getting left behind.
The question smaller businesses ask themselves can no longer be about whether AI is right for them; instead, it should be about how they can best access its benefits within the parameters of their budget.
By thoroughly preparing and taking time to understand the full process of AI adoption, SMBs can make sure that their digital transformation efforts are a success. In today’s world, this is the best way to remain fiercely competitive in a continuously evolving landscape.
About ANS
ANS is a digital transformation provider and Microsoft’s UK Services Partner of the Year 2025. Headquartered in Manchester, it offers public and private cloud, security, business applications, low code, and data services to thousands of customers, from enterprise to SMB and public sector organisations. With a strong commitment to community, diversity, and inclusion, ANS aims to empower local talent and contribute to the growth of the Northwest tech ecosystem. Understanding customers’ needs is at the heart of ANS’s approach, setting them apart from any other company in the industry.
The ANS Academy is rated outstanding by Ofsted and offers in-house apprenticeships across a range of technology disciplines. ANS has supported more than 250 apprentices to gain qualifications in the last decade via apprenticeships across technology, commercial, finance, business administration and marketing.
ANS owns and operates five IL3‐accredited data centres in Manchester and has an ecosystem of tech partners including Microsoft (Gold Partner), AWS, VMWare, Citrix, HPE, Dell, Commvault and Cisco. It is one of the very few organisations to have received all six of Microsoft’s Solutions Partner Designations.
Jalal Charaf, Chief Digital & AI Officer of the University Mohammed VI Polytechnic (UM6P) and Managing Director of Ecole Centrale Casablanca on how Africa can seize its moment to lead on data
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In today’s world, data is not just about numbers and technology; it shapes how people live, how governments plan, and how businesses grow. It influences who gets a loan, who receives medical care, and who has access to education. That’s why control over data, called data sovereignty, is becoming one of the most important sources of power in the 21st century.
Unfortunately, Africa is still on the margins of this new reality. Although the continent is home to over 1.4 billion people, 18% of the world’s population, it provides less than 4% of the data used to train today’s most powerful AI systems. Most African data is stored in foreign data centres, beyond the reach of African laws and courts. This is no longer just a ‘digital divide’, it’s a dependence on outside systems that don’t fully understand or represent African realities.
What’s Holding Africa Back?
There are several key reasons why Africa remains largely underrepresented in the global digital economy.
First, representation. Most AI systems are built on data from outside Africa. As a result, they often misjudge or misrepresent African realities, whether it’s credit scoring, medical diagnostics, or speech recognition. The absence of African data creates blind spots that affect real lives.
Third, governance. With 29 different national data protection laws, Africa lacks a unified approach to managing data. In contrast, the European Union negotiates data rules as a single bloc. Africa’s fragmented regulatory landscape makes it harder to attract investment or protect citizens’ rights.
Morocco offers a model of what digital sovereignty can look like. In June 2025, a consortium led by Nexus Core Systems announced a 500-megawatt, renewables-powered AI infrastructure project on the Atlantic coast. Phase one, with 40 MW of NVIDIA’s Blackwell AI chips, will go live in early 2026, exporting compute power across Europe, the Middle East, and Africa.
Critically, this infrastructure is under Moroccan jurisdiction, not subject to U.S. laws like the CLOUD Act. The project proves that African countries can host cutting-edge data systems while protecting their own legal and strategic interests.
How Africa Can Lead
To turn early momentum into lasting sovereignty, African governments, institutions, and partners must work together across four pillars:
Data creation and curation. Countries should invest at least 1% of GDP in digital public infrastructure, such as national ID systems, crop mapping satellites, and open data portals. These systems ensure that African data reflects African lives.
Compute and storage. Regions with access to renewable energy can build local ‘green AI corridors’ linked by neutral internet exchanges. This keeps data close to where it’s generated and cuts dependence on foreign servers.
Policy and regulation. The African Union should lead a continent-wide Data Sovereignty Compact, a framework to harmonise data protection, localisation, and AI ethics. A unified legal environment will attract investment and support responsible innovation.
Talent and research. African universities and public agencies should develop homegrown AI talent. Governments can require that models trained on African data are hosted locally. Research must be rooted in African languages, priorities, and realities, not just imported standards.
A Role for Everyone: From Governments to Global Partners
Governments should commit at least 10% of their ICT budgets to data sovereignty and adopt AU-wide standards. Local cloud facilities and fibre infrastructure deserve long-term funding, not just short-term pilots.
Private industry must shift from short-lived cloud credits to permanent, on-the-ground investment. Companies should publish annual data localisation reports and follow the example set by Nexus Core Systems.
Universities, civil society groups, and non-profits also have a responsibility. Open data repositories, civic tech labs, and ethical data governance initiatives must be scaled up to support innovation that’s inclusive and local.
Africa has everything it needs to become a global leader in digital intelligence. Its young population, growing tech talent, and renewable energy potential are powerful advantages. But sovereignty will not be handed over, it must be built.
We must act now, before the rules of the digital world are written without us. Morocco’s Nexus Core project shows what’s possible when ambition meets action. It’s time for the rest of the continent to follow suit, and shape a future where Africa owns its data, tells its stories, and sets its own course.
Cathal McCarthy, Chief Strategy Officer at Kore.ai, on why now is the time for enterprises to take stock and set themselves up for a long-term, successful future in applying AI where it can make the most difference
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The generative AI boom has triggered a wave of enterprise experimentation. From proof-of-concepts to customer-facing AI Agents, which can be launched at pace but too often in isolation. This comes as MIT’s latest report finds that only 5% of Generative AI pilots are successful, with the majority failing due to poor integration with enterprise systems and in-house implementations without engagement with expert vendors.
As adoption grows, so does the call for accountability. Control and centralisation is more important than ever. Siloed operations and experimentation pilots have meant that there are a trail of disconnected tools, incomplete experiments and sometimes confusion within enterprises of where AI is being used and who is using it, meaning it can’t be governed effectively.
Now is the time for enterprises to take stock and set themselves up for a long-term, successful future in applying AI where it can make the most difference. The state of play today shows where clear changes are needed.
AI Islands
In a recent report from Boston Consulting Group and Kore.ai, 80% of AI leaders say they now favour platform-based strategies over scattered deployments. These platforms are not just about efficiency; they’re quickly becoming the only viable model for visibility, scalability and governance.
The consequences of fragmentation are starting to show. CIOs and CTOs are sounding the alarm on siloed AI solutions that make it harder to measure impact, manage risk, or move quickly. This is often the case when AI tools and solutions are implemented in-house and without proven expertise.
These ‘AI islands’ are hard to govern, expensive to integrate and nearly impossible to scale responsibly. More than half surveyed in the report say current AI solutions are slowing them down and nearly three-quarters highlight explainability and compliance as top concerns. Clearly, connecting these AI islands together via a common platform can offer more long-term benefits such as better governance, faster time to market, and cost consolidation.
Regulation Demands New Architecture
Where governance could have been considered a final step by some, it now has to be a design principle from the outset. Transparency, auditability, and oversight must be built into the very fabric of how AI is developed, deployed and monitored.
Take the EU AI Act for example, the world’s first broad AI law, now applying to general-purpose AI models from August 2nd, 2025. The rules aim to boost transparency, safety and accountability across the AI value chain while preserving innovation.
According to the BCG report, 74% of leaders believe new regulations will significantly influence how they roll out AI across their organisations. And for good reason. Fragmented systems don’t just introduce inefficiency, they create gaps that regulators, stakeholders and customers are not ready to accept.
For all the talk of regulation as a constraint, it’s also an opportunity. Regulations should be seen as catalysts, rather than roadblocks. Companies that ensure governance is hard-wired into their AI projects don’t just avoid risk, they create greater trust. And this means greater adoption. This is what leaders need to see, as increased adoption of AI products ensures sustainable, long-term growth.
Enterprises in industries holding sensitive and personal data like BFSI, healthcare and retail, are already adopting a platform-based approach. Not only does this ensure integration across the business but also means it future proofs compliance, meeting industry and government regulated standards today but also building in parameters for upcoming regulations.
Gaining Control
Adopting a platform model doesn’t limit creativity. And it doesn’t mean sacrificing flexibility. Instead of juggling multiple tools, you get one place to plug in what you’ve built and get the best of what’s out there. By running all of your AI capabilities under one unified platform and set of guardrails, your teams across the organisation move forward with one framework, which means, they move faster, make quicker decisions and have a clear understanding of what is – and isn’t – working.
Most importantly, a platform turns compliance into a competitive and operational advantage. You can swap models, scale pilots and grow without silos tripping you up, and bring centralised control. This momentum is crucial for scaling and growing an organisation. Platforms create the foundation to scale AI responsibly and effectively and that’s key for future-proofing AI projects and creating impact that matters.
This month’s cover story focuses on the digital transformation journey continuing at the United States Department of Agriculture (USDA). In conversation with Fátima Terry, USDA’s former Digital Service Deputy Director, we revisit the sterling work being carried out and find out how technology is being humanised to deliver value to the American people this organisation serves.
“One of the things we did was partner with multiple USDA teams that focused on customer experience and digital service delivery for their programs,” she explains. “We also partnered with other federal-wide agencies and departments to move forward and evaluate the progress of digital transformation by cross-pollinating success models to everyone connected.”
Ayoba: A Super-App for Africa
Ayoba, part of the MTN telco group, is a super-app platform built in Africa, for Africa. Esat Belhan, Chief Technology & Product Officer, reveals how it is bringing more people to digital so they can be tech-savvy and educated on digital capabilities…
“In order to do that, one thing you could do is give away free data, but that data could be easily wasted on another data-heavy app, like TikTok, in just a couple of hours. So, the real solution is that the valuable and insightful content Ayoba provides should be provided for free, and that we provide instant messaging and short video content, to keep people using our platform for their communication and entertainment needs.”
Kraft Kennedy: Supporting MSPs with People and Processes
Nett Lynch, CISO at Kraft Kennedy, explains how the company’s new division, Legion, solves cyber pain-points for MSPs with a collaborative, business-centred approach.
“A lot of MSPs struggle with client strategy, they’re talking tech instead of business. We’re nerds – we love the tech, we love the features. But we need to admit clients aren’t focused on those things. They don’t necessarily care how or why it works. They just want it to work and align to their business goals.”
And read on to hear from FICO’s CIO on using AI to transform technical operations; learn from KnowBe4 how AI Agents will be a game changer for tackling cybercrime; and discover how data centres are meeting the demands of the AI boom with Vertiv.
Interface hears from Emergn CTO Fredrik Hagstroem on approaches to AI best practice that can drive positive business transformations
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What does it actually mean for an organisation to be AI-ready, beyond having the right tools and data
“Being AI-ready is fundamentally about openness to learning and the ability to react quickly. While having the right tools and well-managed data is essential, true readiness is defined by an organisation’s capacity to operate, monitor, and measure the effectiveness of AI solutions.
We often see organisations invest heavily in implementation and tooling, only to realise that no one is prepared to take responsibility for running, monitoring, and improving AI systems.
AI-savvy organisations design solutions differently depending on the type of work, operational versus knowledge work, and, for knowledge work, focus on measuring effectiveness rather than just productivity.”
Where do most companies go wrong when trying to embed AI into their operations?
“Many companies treat AI solutions like traditional IT projects, using user acceptance as a checkpoint between development and handover to IT operations. This approach often fails before it even begins.
AI performs tasks that typically require human intelligence, perception, reasoning, and decision-making. While AI can execute these tasks with far greater precision and consistency than humans, someone within the organisation remains ultimately accountable for the results.
The most common misstep is underestimating the need to provide users with the right level of oversight and control so they can accept accountability for AI-driven decisions.
For example, explaining how AI decisions are made and demonstrating that they are ethical and fair depends not only on transparency and traceability but also on maintaining control and proper training data records.”
How can leaders prevent transformation fatigue during AI-driven change initiatives?
“Change is inevitable, so responding to it is part of effective leadership. AI will transform how businesses operate, but transformation fatigue arises when people feel constantly subject to change rather than in control of it.
Deliberate planning and thoughtful communication help, but the most effective approach is to empower people to feel more in control. This often involves organising teams around value streams that cut across business, technology, and operations.
Leaders can ensure teams have the skills and information necessary to take ownership of outcomes and make adjustments based on real results. This is especially important with AI solutions, which should be structured to provide continuous feedback, allowing teams to monitor performance, improve models, and refine processes based on learning.”
What kind of mindset and cultural shift is required for AI to deliver long-term value?
“Delivering long-term value from AI requires a shift from control to collaboration, and from predictability to adaptability. Organisations focused on individual targets and siloed accountability often struggle to realise AI’s full potential.
Value emerges when teams adopt a collective mindset, defining success by shared outcomes, whether customer experience, business impact, or strategic growth. Individual productivity only matters when it benefits the whole system.
Another critical shift is embracing uncertainty. Traditional corporate cultures often reward certainty and fixed plans. Cultures that support experimentation, feedback loops, and incremental change are more likely to see lasting benefits from AI.
This cultural evolution isn’t just about tools; it’s about how work is structured, how teams interact, and how decisions are made. Empowering teams to act fast, learn fast, and improve fast is central to sustaining AI-driven value.”
How can organisations balance AI experimentation with maintaining trust, transparency, and alignment with business goals?
“Each AI initiative should be evaluated based on the type of work and value it aims to deliver, whether efficiency, experience, or innovation. Different goals require different levels of oversight and distinct success metrics, making a portfolio approach to investment essential. Maintaining alignment with business goals means focusing on outcomes rather than outputs.
This requires systems where feedback, transparency, and learning are built in from the start, allowing initiatives to fail gracefully. Trust begins with a clear governance framework, as AI, like any transformative technology, can have unintended consequences. Transparency is not just audit trails; it’s about inviting dialogue, sharing lessons learned, and adapting as standards and regulations evolve.
Experimentation and learning go hand in hand. Delivering incremental value early builds credibility and transparency, helping teams understand what works and what doesn’t. Ultimately, AI is only valuable to the extent that it drives the business toward its strategic goals.”
How do organisations deal with some of the risks associated with AI – hallucinations, privacy issues, etc. – and how do they go about both securing essential data and overcoming employee resistance to the technology?
“Treating AI adoption as an iterative, feedback-driven process is key to managing risks. Success is less about getting everything perfect from the start and more about structuring work to minimise unintended consequences and adapt quickly.
“Hallucinations” is a misleading term. Today’s AI doesn’t imagine things; it follows programmed rules based on probabilities and patterns. Like any software, AI carries risks of errors or mismanaged data.
What is new is how AI uses data, to train models that imitate human decision-making. Without careful management, models can produce biased or unethical outcomes. Technology does not remove employee accountability. Recognising this allows organisations to design AI solutions with lower risk.
Designing solutions with humans in the loop is critical. It promotes transparency and explainability and is the most effective way to overcome resistance while maintaining control over outcomes.”
Ralph Hogaboom is a seasoned cybersecurity leader, a CISO with a deep commitment to public service and a human-centred approach to information security. Our cover star talks about creating a people-led cybersecurity function for the Washington State Department of Natural Resources (DNR) defined by long-term thinking, commitment to the vision and keeping empathy at the forefront.
“Now we’re the team that helps people get to ‘yes’,” says Hogaboom. The core of it, he explains, is an approach to cybersecurity focused on people, their needs and outcomes, rather than a systems or technology-centric approach.”
IAG Firemark Ventures: Transforming Insurance
We check in again with Scott Gunther, General Partner at IAG Firemark Ventures, on how the company is bringing powerful investments to life to transform how insurance is delivered.
“We realised that if we were going to bring the best of the outside world in, we needed to be a truly global CVC.”
Delta Dental: Cybersecurity as a Business Enabler
Alex Green, CISO at Delta Dental Plans Association, talks cyber risk, resilience, and practicing servant leadership in a uniquely challenging cybersecurity environment.
“Cybersecurity isn’t about locking everything down; It’s about managing risk in a way that allows the business to operate, adapt, and grow.”
Chief Information Officer, Jan Bouwer, explores the work Alexforbes has undertaken to modernise and expand its financial services for its 1.2 million members and retail customers alike. “Alexforbes can now engage its 1.2 million members more directly, offering a wider range of services.”
University of Tasmania: A Technology Transformation for the People
We spoke to four members of the University of Tasmania‘s, research, and student services team to dig into the incredible work the university is doing to support researchers and students, and what such a complex operation entails.
“We recognise that not all potential students get the support they need to go to university,” says CIO Kathleen Mackay. “But we want to be able to provide that support.”
Join thousands of attendees in Dubai for the 2nd annual Artificial Intelligence & Data Science conference and find out what’s new in Data & AI
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Attend one of the leading international conferences aimed at gathering world-class researchers, academics, industry experts, and students to present and discuss the recent innovations in Artificial Intelligence (AI), Machine Learning, and Data Science. As technology increasingly transforms industries and societies globally, this conference offers a valuable chance to exchange ideas, share knowledge, and build collaborations. These will define the future of intelligent systems and data-driven decision-making. Register for tickets now!
Artificial Intelligence & Data Science – The Conference Program
The program of the conference aims to offer both theoretical and practical viewpoints with keynote talks by global experts, oral and poster sessions, panel sessions, exhibitions, and courses. Participants will be able to learn about the latest methods in AI and Data Science from real-world use cases. Join discussions regarding the ethical, social, and technological issues involved with using AI in various fields from healthcare, finance and education to retail, transportation and smart cities.
Expected Take-Aways:
Technical Insights & Deep Learning
Future-Ready Competencies
Actionable Tools & Recipes
Business & Strategic Frameworks
Network & Collaborations
Visibility & Recognition
Confidence & Vision
Career Development & Leadership Skills
Networking in Dubai
The host city, Dubai, also lends a unique flavour to the conference. As a world-renowned centre of innovation, business and technological advancement, Dubai is known for its world-class infrastructure and international accessibility. It’s the perfect platform for international collaboration. In addition to professional interaction, delegates can also sample the city’s cultural diversity and lively atmosphere, complementing their conference experience.
Among the key objectives of the conference is to ensure networking and cooperation among the attendees. Researchers, practitioners, students, and policymakers can meet, learn from each other, and discover possible partnerships that stimulate innovation. Students and young professionals learn from mentorship, exposure to new technologies, and the opportunity to showcase their work to the world. Industry attendees learn about the latest trends and solutions that guide strategic decision-making and competitive edge.
Artificial Intelligence & Data Science is a gateway to knowledge, cooperation, and innovation. It provides participants with the tools, networks, and intelligence needed to succeed in the fast-changing technological landscape.
If you are a researcher, professional, student, or policymaker, attending the Artificial Intelligence & Data Science Conference 2026 in Dubai is an unbeatable chance to help shape the future of AI and Data Science across the globe. Register for tickets now!
Samsung and OpenAI Announce Strategic Partnership to Accelerate Advancements in Global AI Infrastructure
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Samsung will bring together technologies and innovations across advanced semiconductors, data centres, shipbuilding, cloud services and maritime technologies
OpenAI, Samsung Electronics, Samsung SDS, Samsung C&T and Samsung Heavy Industries have announced a letter of intent (LOI) for their strategic partnership to accelerate advancements in global AI data centre infrastructure and develop future technologies together in relevant fields. This expansive collaboration will bring together the collective strengths and leadership of Samsung companies across semiconductors, data centres, shipbuilding, cloud services and maritime technologies.
The signing ceremony was held at Samsung’s corporate headquarters in Seoul, Korea, attended by Young Hyun Jun, Vice Chairman & CEO of Samsung Electronics; Sung-an Choi, Vice Chairman & CEO of Samsung Heavy Industries; Sechul Oh, President & CEO of Samsung C&T; and Junehee Lee, President & CEO of Samsung SDS.
Samsung Electronics
Samsung Electronics will work with OpenAI as a strategic memory partner to supply advanced semiconductor solutions for OpenAI’s global Stargate initiative. With OpenAI’s memory demand projected to reach up to 900,000 DRAM wafers per month, Samsung will contribute toward meeting this need with its extensive lineup of high-performance DRAM solutions.
As a comprehensive semiconductor solutions provider, Samsung’s leading technologies span across memory, logic and foundry with a diverse product portfolio that supports the full AI workflow from training to inference.
The company also brings differentiated capabilities in advanced chip packaging and heterogeneous integration between memory and system semiconductors, enabling it to provide unique solutions for OpenAI.
Samsung SDS
Samsung SDS has entered into a potential partnership with OpenAI to jointly develop AI data centre and provide enterprise AI services.
Leveraging its expertise in advanced data center technologies, Samsung SDS will collaborate with OpenAI in the design, development and operation of the Stargate AI data centers. Under the LOI, Samsung SDS can now provide consulting, deployment and management services for businesses seeking to integrate OpenAI’s AI models into their internal systems.
In addition, Samsung SDS has signed a reseller partnership for OpenAI’s services in Korea and plans to support local companies in adopting OpenAI’s ChatGPT Enterprise offerings.
Samsung C&T and Samsung Heavy Industries
Samsung C&T and Samsung Heavy Industries will collaborate with OpenAI to advance global AI data centers, with a particular focus on the joint development of floating data centers.
Floating data centers are considered to have advantages over data centers because they can address land scarcity and lower cooling costs. Still, their technical complexity has so far limited wider deployment.
Building on their proprietary technologies, Samsung C&T and Samsung Heavy Industries will also explore opportunities to pursue projects in floating power plants and control centers, in addition to floating data center infrastructure.
Starting with the landmark partnership with OpenAI, Samsung plans to fully support Korea’s goals to become one of the world’s top three nations in AI and create new opportunities in the field.
Samsung is also exploring broader adoption of ChatGPT within the companies to facilitate AI transformation in the workplace.
About OpenAI
OpenAI is an AI research and deployment company. Our mission is to ensure that artificial general intelligence benefits all of humanity.
About Samsung Electronics Co., Ltd.
Samsung inspires the world and shapes the future with transformative ideas and technologies. The company is redefining the worlds of TVs, digital signage, smartphones, wearables, tablets, home appliances and network systems, as well as memory, system LSI and foundry. Samsung is also advancing medical imaging technologies, HVAC solutions and robotics, while creating innovative automotive and audio products through Harman. With its SmartThings ecosystem, open collaboration with partners, and integration of AI across its portfolio, Samsung delivers a seamless and intelligent connected experience.
Join 3,000+ industry decision makers and influencers at Smart Retail Tech Show for your opportunity to gain the tools to stay ahead in a competitive market
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If you’re in retail and looking to stay ahead in a fast-changing market, the Smart Retail Tech Expo is a must-attend event. With thousands of industry professionals, the show is a hub for innovation, showcasing the latest technologies to enhance the customer journey, streamline operations, and drive growth. Whether it’s improving operations, enhancing safety, enabling contactless payments, or elevating the customer experience, it’s all on the show floor.
Regardless if you’re an independent retailer or part of a global chain, this is your chance to explore cutting-edge solutions!
Why Attend Smart Retail Tech Expo?
With only pre-qualified decision-makers and key influencers in attendance, it’s the perfect place to network, learn, and invest in the future of retail.
Visitors include Key Decision-Makers: CTO | Director of Retail Experience | Digital Transformation Director | Director of Innovation | Head of Customer Experience | Head of Digital & E-commerce
3,200 visitors in attendance
86% have purchasing authority
76% are looking to source new products & services
95% are senior management or above
Smart Retail Tech Expo is where retail innovation happens! Small business or global, discover cutting-edge solutions and in one place and shape retail’s future.
“Thanks @smartretailexpo! Packed with innovation, connected with lots of great problem solving startups doing amazing work in the space!”
Daniel Himsworth, Marks & Spencer
Keynote speakers include experts from e-commerce, retail, and tech backgrounds, alongside many more. They will be sharing insights from their personal journey and future-proofed strategies on customer engagement, globalising your business, social media commerce, and lots more. Come and hear from the industry’s biggest voices and learn about how to keep ahead in the white and private-label sector. Keynote speakers include expert insights from Pinterest, Tik Tok, Uber Eats, Alibaba and many more…
Register now for free tickets and gain insider knowledge… Beyond networking, Smart Retail Tech Expo offers expert-led sessions and insights into emerging trends, sourcing strategies, and retail technology—giving you the tools to stay ahead in a competitive market.
Join over 25,000 entrepreneurs, SME owners, and senior professionals at Excel London for The Business Show London 2025
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The world’s largest award-winning business event, The Business Show London 2025, is returning to Excel London on the 12th and 13th of November 2025. Join over 25,000 SMEs and startups at this premier London business expo, designed to provide the support and resources you need to start, grow, or scale your business.
As always, the event offers free expert advice and insights from some of the biggest names in the industry. Building on last year’s impactful keynotes, this year’s business conference features fresh faces—business leaders who have thrived in recent years. In today’s digital landscape, this is a rare opportunity to gain face-to-face experience, advice, and inspiration from those who have been in your position and succeeded.
Whether you’re looking to network at one of the best business networking events in London or seeking new business partnerships, this event is your gateway to unlocking growth. For enquiries, registration, or to book a stand, contact the team today and secure your place at the UK’s leading SME business event.
Why Attend The Business Show London?
This flagship London business expo offers unparalleled opportunities to connect with industry leaders, discover cutting-edge solutions, and gain practical insights to accelerate your business.
“Vibrant, electric and inclusive ….the atmosphere I felt today at The Business Show, London excel as a keynote speaker representing Google. Such an incredible turn out, engaged listeners and wonderful to also have 121’s with many entrepreneurs on business growth utilising AI!”
Harmony Murphy, Google
With thousands of exhibitors, inspiring keynote speakers, and interactive show features, the show caters to startups, established businesses, and everyone in between. Whether you’re looking to connect with startups, explore small business exhibitions, or attend the UK’s leading business growth conference, this event will equip you with fresh ideas and practical strategies to help your business succeed.
500+ exhibitors
86% attendee satisfaction rate
75% attendees plan to return
6 show features
Don’t miss your chance to participate in one of the top business networking events in London.
Register now for free tickets and join the UK’s most ambitious business minds to gain new partnerships, expert advice, and business development opportunities.
Robert Cottrill, Technology Director at digital transformation company ANS, explores how businesses can harness the potential of AI while mitigating the growing risks to cybersecurity and privacy
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AI can transform businesses, but is it also opening the door to cybersecurity risks?
Fuelled by competitive pressure and rising government support through the UK’s Industrial Strategy, it’s no surprise that more and more businesses are racing to adopt AI.
But there’s a catch. The more businesses scale their AI adoption, the bigger their attack surface becomes. Without a proactive and structured approach to securing AI systems, organisations risk trading short-term efficiencies for long-term vulnerabilities.
The AI Boom
AI investment is skyrocketing. Businesses are deploying generative AI tools, machine learning models, and intelligent automation across nearly every function, from customer service and fraud detection to supply chain optimisation. Platforms like DeepSeek and open-source AI models are now part of the mainstream tech stack.
Initiatives like the UK’s AI Opportunities Action Plan are fuelling experimentation and adoption. AI is now seen not just as a productivity tool, but as a critical lever for digital transformation.
However, the rapid pace of AI deployment is outpacing the development of the security frameworks required to protect it. When integrated with sensitive data or critical infrastructure, AI systems can introduce serious risks if not properly secured. These risks include data leakage through AI prompts or model training, as well as AI-generated phishing and social engineering attacks
While technical threats often take centre stage, businesses also can’t forget the increasing regulatory requirements surrounding AI.
As AI systems become more powerful, enabling businesses to extract valuable insights from vast datasets, they also raise serious ethical and legal challenges.
Regulatory frameworks like the EU AI Act and GDPR aim to provide guardrails for responsible AI use. But these regulations often struggle to keep up with the rapid advancements in AI technology, leaving businesses exposed to potential breaches and misuse of personal data.
The Need for Responsible AI Adoption with Cybersecurity
To build resilience while embracing AI, businesses need a dual approach:
1. Prioritise AI-specific training across the workforce
Cybersecurity teams are already stretched. Introducing AI into the mix raises the stakes. Organisations must prioritise upskilling their cybersecurity professionals to understand how AI can both protect and threaten systems.
But this isn’t just a job for the security team. As AI tools become embedded in daily workflows, employees across functions must also be trained to spot risks. Whether it’s uploading sensitive data into a chatbot or blindly trusting algorithms, human error remains a major weak point.
A well-trained workforce is the first and most crucial line of defence.
2. Adopt open-source AI responsibly
Another key strategy for reducing AI-related risks is the responsible adoption of open-source AI platforms. Open-source AI enhances transparency by making AI algorithms and tools available for broader scrutiny. This openness fosters collaboration and collective innovation, allowing developers and security experts worldwide to identify and address potential vulnerabilities more efficiently.
The transparency of open-source AI demystifies AI technologies for businesses, giving them the confidence to adopt AI solutions while ensuring they stay alert about potential security flaws. When AI systems are subject to global review, organisations can tap into the expertise of a diverse and engaged tech community to build more secure, reliable AI applications.
To adopt responsibly, businesses need to ensure that the AI they are using aligns with security best practices, complies with regulations, and is ethically sound. By using open-source AI responsibly, organisations can create more secure digital environments and strengthen trust with stakeholders.
Securing the Future of AI
AI is a transformative force that will redefine cybersecurity. We’re already seeing AI being used to automate threat detection and response. But it’s also powering more advanced attacks, from deepfake impersonation to large-scale automated exploits.
Organisations that succeed will be those that embed cybersecurity into every stage of their AI journey, from innovation to implementation. That means making risk management part of the innovation conversation, not a downstream fix.
By taking a responsible approach, investing in training, leveraging open-source AI wisely, and embedding cybersecurity into every layer of the business, organisations can unlock AI’s potential while defending against its risks.
AI is a double-edged sword, but with thoughtful adoption, businesses can confidently navigate the complex landscape of AI and cybersecurity.
Anna Collard, SVP Content Strategy & Evangelist KnowBe4 – Africa, on leveraging AI-driven cybersecurity systems to fight cybercrime
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Artificial Intelligence is no longer just a tool. It is a game-changer in our lives, our work as well as in both cybersecurity and cybercrime. While businesses leverage AI to enhance defences, cybercriminals are weaponising AI to make these attacks more scalable and convincing.
In 2025, research shows AI agents, or autonomous AI-driven systems capable of performing complex tasks with minimal human input, are revolutionising both cyberattacks and cybersecurity defences. While AI-powered chatbots have been around for a while, AI agents go beyond simple assistants. They function as self-learning digital operatives that plan, execute, and adapt in real time. These advancements don’t just enhance cybercriminal tactics, they may fundamentally change the cybersecurity battlefield.
How Cybercriminals Are Weaponising AI: The New Threat Landscape
AI is transforming cybercrime, making attacks more scalable, efficient, and accessible. The WEF Artificial Intelligence and Cybersecurity Report (2025) highlights how AI has democratised cyber threats. Thus enabling attackers to automate social engineering, expand phishing campaigns, and develop AI-driven malware. Similarly, the Orange Cyberdefense Security Navigator 2025 warns of AI-powered cyber extortion, deepfake fraud, and adversarial AI techniques. And the 2025 State of Malware Report by Malwarebytes notes, while GenAI has enhanced cybercrime efficiency, it hasn’t yet introduced entirely new attack methods. Attackers still rely on phishing, social engineering, and cyber extortion, now amplified by AI. However, this is set to change with the rise of AI agents. Autonomous AI systems are capable of planning, acting, and executing complex tasks—posing major implications for the future of cybercrime.
Here is a list of common (ab)use cases of AI by cybercriminals:
AI-Generated Phishing & Social Engineering
Generative AI and large language models (LLMs) enable cybercriminals to craft more believable and sophisticated phishing emails in multiple languages. Without the usual red flags like poor grammar or spelling mistakes. AI-driven spear phishing now allows criminals to personalise scams at scale, automatically adjusting messages based on a target’s online activity. AI-powered Business Email Compromise (BEC) scams are increasing. Attackers use AI-generated phishing emails sent from compromised internal accounts to enhance credibility. AI also automates the creation of fake phishing websites, watering hole attacks and chatbot scams. These are sold as AI-powered ‘crimeware as a service’ offerings, further lowering the barrier to entry for cybercrime.
Deepfake-Enhanced Fraud & Impersonation
Deepfake audio and video scams are being used to impersonate business executives, co-workers or family members to manipulate victims into transferring money or revealing sensitive data. The most famous 2024 incident was UK based engineering firm Arup that lost $25 million after one of their Hong Kong based employees was tricked by deepfake executives in a video call. Attackers are also using deepfake voice technology to impersonate distressed relatives or executives, demanding urgent financial transactions.
Cognitive Attacks
Online manipulation—as defined by Susser et al. (2018)—is “at its core, hidden influence, the covert subversion of another person’s decision-making power”. AI-driven cognitive attacks are rapidly expanding the scope of online manipulation. By everaging digital platforms, state-sponsored actors increasingly use generative AI to craft hyper-realistic fake content. They are subtly shaping public perception while evading detection. These tactics are deployed to influence elections, spread disinformation and erode trust in democratic institutions. Unlike conventional cyberattacks, cognitive attacks don’t just compromise systems—they manipulate minds, subtly steering behaviours and beliefs over time without the target’s awareness. The integration of AI into disinformation campaigns dramatically increases the scale and precision of these threats, making them harder to detect and counter.
The Security Risks of LLM Adoption
Beyond misuse by threat actors, business adoption of AI-chatbots and LLMs introduces significant security risks. Especially when untested AI interfaces connect the open internet to critical backend systems or sensitive data. Poorly integrated AI systems can be exploited by adversaries. This enables new attack vectors, including prompt injection, content evasion, and denial-of-service attacks. Multimodal AI expands these risks further, allowing hidden malicious commands in images or audio to manipulate outputs.
Moreover, many modern LLMs now function as Retrieval-Augmented Generation (RAG) systems. Dynamically pulling in real-time data from external sources to enhance their responses. While this improves accuracy and relevance, it also introduces additional risks, such as data poisoning, misinformation propagation, and increased exposure to external attack surfaces. A compromised or manipulated source can directly influence AI-generated outputs. Potentially leading to incorrect, biased, or even harmful recommendations in business-critical applications.
Additionally, bias within LLMs poses another challenge. These models learn from vast datasets that may contain skewed, outdated, or harmful biases. This can lead to misleading outputs, discriminatory decision-making, or security misjudgements, potentially exacerbating vulnerabilities rather than mitigating them. As LLM adoption grows, rigorous security testing, bias auditing, and risk assessment, especially in RAG-powered models, are essential to prevent exploitation and ensure trustworthy, unbiased AI-driven decision-making.
When AI Goes Rogue: The Dangers of Autonomous Agents
With AI systems now capable of self-replication, as demonstrated in a recent study, the risk of uncontrolled AI propagation or rogue AI – AI systems that act against the interests of their creators, users, or humanity at large – is growing. Security and AI researchers have raised concerns that these rogue systems can arise either accidentally or maliciously. Particularly when autonomous AI agents are granted access to data, APIs, and external integrations. The broader an AI’s reach through integrations and automation, the greater the potential threat of it going rogue. This means robust oversight, security measures, and ethical AI governance essential in mitigating these risks.
The Future of AI Agents for Automation in Cybercrime
A more disruptive shift in cybercrime can and will come from AI Agents. These transform AI from a passive assistant into an autonomous actor capable of planning and executing complex attacks. Google, Amazon, Meta, Microsoft, and Salesforce are already developing Agentic AI for business use. However, in the hands of cybercriminals, its implications are alarming. These AI agents can be used to autonomously scan for vulnerabilities, exploit security weaknesses, and execute cyberattacks at scale. They can also allow attackers to scrape massive amounts of personal data from social media platforms. They can automatically compose and send fake executive requests to employees. And, for example, analyse divorce records across multiple countries to identify individuals for AI-driven romance scams, orchestrated by an AI agent. These AI-driven fraud tactics don’t just scale attacks, they make them more personalised and harder to detect. Unlike current GenAI threats, Agentic AI has the potential to automate entire cybercrime operations, significantly amplifying the risk.
How Defenders Can Use AI & AI Agents
Organisations cannot afford to remain passive in the face of AI-driven threats. Security professionals need to remain abreast of the latest developments. Here are some of the opportunities in using AI to defend against AI:
AI-Powered Threat Detection and Response
Security teams can deploy AI and AI-agents to monitor networks in real time, identify anomalies, and respond to threats faster than human analysts can. AI-driven security platforms can automatically correlate vast amounts of data to detect subtle attack patterns. These might otherwise go unnoticed. AI can create dynamic threat modelling, real-time network behaviour analysis, and deep anomaly detection. For example, as outlined by researchers of Orange Cyber Defense, AI-assisted threat detection is crucial as attackers increasingly use “Living off the Land” (LOL) techniques that mimic normal user behaviour. Making it harder for detection teams to separate real threats from benign activity. By analysing repetitive requests and unusual traffic patterns, AI-driven systems can quickly identify anomalies and trigger real-time alerts, allowing for faster defensive responses.
However, despite the potential of AI-agents, human analysts still remain critical. Their intuition and adaptability are essential for recognising nuanced attack patterns. They can leverage real incident and organisational insights to prioritise resources effectively.
Automated Phishing and Fraud Prevention
AI-powered email security solutions can analyse linguistic patterns, and metadata to identify AI-generated phishing attempts before they reach employees, by analysing writing patterns and behavioural anomalies. AI can also flag unusual sender behaviour and improve detection of BEC attacks. Similarly, detection algorithms can help verify the authenticity of communications and prevent impersonation scams. AI-powered biometric and audio analysis tools detect deepfake media by identifying voice and video inconsistencies. However, real-time deepfake detection remains a challenge, as technology continues to evolve.
User Education & AI-Powered Security Awareness Training
AI-powered platforms deliver personalised security awareness training. They can simulate AI-generated attacks to educate users on evolving threats, helping train employees to recognise deceptive AI-generated content. And strengthen their individual susceptibility factors and vulnerabilities.
Adversarial AI Countermeasures
Just as cybercriminals use AI to bypass security, defenders can employ adversarial AI techniques. For example, deploying deception technologies – such as AI-generated honeypots – to mislead and track attackers. As well as continuously training defensive AI models to recognise and counteract evolving attack patterns.
Using AI to Fight AI-Driven Misinformation and Scams
AI-powered tools can detect synthetic text and deepfake misinformation, assisting fact-checking and source validation. Fraud detection models can analyse news sources, financial transactions, and AI-generated media to flag manipulation attempts. Counter-attacks, like those shown by research project Countercloud or O2 Telecoms AI agent “Daisy” show how AI based bots and deepfake real-time voice chatbots can be used to counter disinformation campaigns as well as scammers by engaging them in endless conversations to waste their time and reducing their ability to target real victims.
In a future where both attackers and defenders use AI, defenders need to be aware of how adversarial AI operates. And how AI can be used to defend against their attacks. In this fast-paced environment, organisations need to guard against their greatest enemy: their own complacency. While at the same time considering AI-driven security solutions thoughtfully and deliberately. Rather than rushing to adopt the next shiny AI security tool, decision makers should carefully evaluate AI-powered defences to ensure they match the sophistication of emerging AI threats. Hastily deploying AI without strategic risk assessment could introduce new vulnerabilities, making a mindful, measured approach essential in securing the future of cybersecurity.
To stay ahead in this AI-powered digital arms race, organisations should:
Monitor both the threat and AI landscape to stay abreast of latest developments on both sides.
Train employees frequently on latest AI-driven threats, including deepfakes and AI-generated phishing.
Deploy AI for proactive cyber defense, including threat intelligence and incident response.
Continuously test your own AI models against adversarial attacks to ensure resilience.
The deadline for entries for the National DevOps Awards is September 19th. Finalist will be announced September 26th. Don’t miss out – book your place before the October 14th deadline.
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For nearly a decade, the DevOps Awards have celebrated innovation and excellence in DevOps, recognising the hard work and achievements driving the community forward. As an independent awards program, it highlights leaders who are shaping the future of DevOps.
Being shortlisted is a significant achievement, marking you as a key player in the industry. The awards are open to businesses of all sizes, as well as teams and individuals worldwide. With 16 diverse categories, entries are judged against a clear set of criteria, ensuring fairness and prestige.
The awards offer a unique platform to showcase your expertise, gain visibility, and connect with top professionalsin DevOps and quality engineering.
Join us in London this year and share your insights with some of the brightest minds in the field.
The DevOps Awards ensures fair and unbiased judging through an anonymous evaluation process. All judges -led by Dávid Jámbor Senior Director – Technology and Secure Infrastructure BCG – are seasoned senior professionals and they assess award entries purely on merit, with all identifying information removed. This guarantees that every winner is recognised solely for their exceptional achievements, regardless of company size, budget, or market influence.
Enterprise-wide AI platform security protects sensitive data and governs integrations to help organisations scale Agentic AI with confidence
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ServiceNow the AI platform for business transformation, has unveiled its new Zurich platform release. It delivers breakthrough innovations with faster multi-agentic AI development, enterprise-wide AI platform security capabilities, and reimagined workflows. New intelligent developer tools enable secure vibe coding with natural language. This helps turn employees into high-velocity builders and creators and lower the barrier to app creation. Built-in security capabilities, including ServiceNow Vault Console and Machine Identity Console, natively secure sensitive data across workflows. This governs integrations to help organisations scale Agentic AI and innovations with confidence. The introduction of autonomous workflows turns data into action through agentic playbooks. Uniquely offering the flexibility to apply AI and human input in workflows where and when it’s needed for greater control and efficiency.
AI Transformation with ServiceNow
Enterprise leaders are racing to move beyond table-stakes AI implementations to unlock transformative, tangible results. According to Gartner, “By 2029, over 60% of enterprises will adopt AI agent development platforms to automate complex workflows previously requiring human coordination.” The ServiceNow AI Platform delivers this transformational promise across the enterprise. It underpins a new era of highly efficient human-AI collaboration.
“Zurich marks a turning point for enterprise AI. ServiceNow is delivering multi-agentic AI systems in production that are not just powerful, but governable, secure, and built for scale,” said Amit Zavery, president, COO, and chief product officer at ServiceNow. “We are transforming the enterprise tech stack to be AI-native. From autonomous workflows that act on data with precision, to developer tools that democratise high-velocity innovation. With built-in controls for security, risk, and compliance, we’re helping organisations move beyond experimentation. And into a new era of intelligent execution.”
Vibe Coding Meets Enterprise Scale
According to Gartner, “Agentic AI features will be near ubiquitous, embedded in software, platforms and applications, transforming user experiences and workflows.” The introduction of ServiceNow Build Agent and Developer Sandbox provides resources for employees to work with AI more efficiently. They can now do this conversationally, and at scale, to solve real problems in every corner of the business.
Build Agent is a breakthrough for enterprise app creation—bringing vibe coding to the rigor of the ServiceNow AI Platform. In seconds, employees can turn an idea into a production-ready application by asking in natural language. Say, “Create an onboarding app that assigns tasks to HR, IT, and Facilities,” and Build Agent handles the rest. Design, build, logic, integrations, testing, and industry-leading governance included. What sets it apart is enterprise discipline: every app comes with audit trails, security, and compliance built in. Developers and citizen creators alike get the speed of AI with the confidence of enterprise-grade control, in a streamlined interface.
Developer Sandbox empowers developers to build better applications, faster, while maintaining the highest standards of quality. Sandboxes provide isolated environments within a single instance, so multiple teams can collaborate, build, and test new features without conflicts, and rapid scale doesn’t come at the cost of control. Teams can version, iterate, and deliver without waiting in line for developer resources. Developers can safely experiment with vibe coding, test AI-powered workflows, and resolve version control issues before changes go live. This reduces rework, shortens feedback loops, and helps teams ship higher-quality applications rapidly with lower risk.
Security That Enables AI Strategy
As enterprises adopt autonomous workflows powered by agentic AI, securing how these systems access data and communicate across environments is essential. Zurich introduces new built-in AI platform security capabilities to make it easier to protect sensitive information. It can also govern integrations and manage growing AI footprints.
The newServiceNow Vault Console provides a guided experience to discover, classify, and protect sensitive data across workflows. For example, an admin managing customer service operations can now identify personal data across tickets, apply different types of protection policies, and track compliance activity. The console also offers recommendations for protecting newly discovered sensitive data, along with customizable dashboards to monitor key metrics. What used to require manual configuration across multiple tools can now be managed in one place, with intelligent insights and a streamlined experience.
Machine Identity Console addresses the need for integration security with enterprise-grade authentication and authorization, delivering control over bots and APIs head on. As the ServiceNow AI Platform scales, every API connection, including those from AI agents, introduces another identity to manage and determine what it can access. This console gives platform teams visibility into all inbound API integrations using machine identities such as service accounts and keys, flags outdated or weak authentication methods, and provides clear steps to strengthen security. If an integration is using basic authentication or hasn’t been active in 100 days, the console spots it and helps resolve it.
Digital Transformation
“At Kanton Zürich, digital transformation is central to how we deliver secure and efficient public services. Since 2018, ServiceNow has enabled us to centralize and standardize our processes with data security as a top priority,” said Jürg Kasper, head of business solutions, Kanton Zürich. “Zurich’s latest advancements in both security and AI will allow us to automate more complex workflows, unlocking new efficiencies that enhance how we serve our citizens—with greater speed, clarity, and assurance.”
Without built-in security and trust, scaling AI comes with risk. These new security features in Zurich build upon ServiceNow’s AI Control Tower, announced in May 2025, which provides enterprise-wide visibility, embedded compliance, and end-to-end lifecycle governance for Agentic AI systems. By centralising oversight of every AI agent, model, and workflow, native or third-party, the AI Control Tower ensures organisations can scale AI with confidence, aligning innovation with enterprise-grade security and trust.
Turn Data Into Outcomes With Autonomous Workflows
As organisations rapidly scale AI, they face the added challenge of delivering solutions consistently, reliably, and responsibly. Enterprises need the right guardrails, full visibility, and strong governance to achieve service delivery. Or they risk eroding trust and slowing results. ServiceNow’s AI Platform does all this in a single platform. It sets a new standard for how organisations can create autonomous workflows to turn data into action and AI into measurable business impact.
Agentic playbooks from ServiceNow bring people, automation, and AI together seamlessly, powering autonomous workflows. A traditional playbook is a structured sequence of automated steps. These are based on predefined business rules and processes—ideal for ensuring consistency, efficiency, and trust. Agentic playbooks amplify this model by embedding AI into the trusted framework. AI agents eliminate manual effort, completing tasks in seconds and accelerating execution. This frees employees to focus on higher-value work where human judgment matters most. For example, in a credit card support situation, an agentic playbook can guide an AI agent to verify someone’s identity. It can freeze a card, send a replacement and notify the customer while allowing a human agent to step in. The result: governed, efficient, and trusted work—supercharged by AI to deliver faster, smarter outcomes.
The ServiceNow Zurich platform release also seamlessly combines Process and Task Mininginsights within a unified platform. These new capabilities give organisations an end-to-end understanding of how work gets done. Revealing where human expertise is essential, and where AI agents can deliver the greatest impact. With process intelligence built directly into the platform, customers can move seamlessly from insight to action. Streamlining operations, applying AI where it matters most. And accelerating real business outcomes without the complexity of disconnected legacy tools.
Mike Puglia, General Manager, Kaseya Cybersecurity Labs, on how the need for regulatory support to better support industries when tackling cybercrime
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Cyberattacks keep coming hard and fast, but things are beginning to change. In the past few months, law enforcement has announced arrests of three people in the Marks & Spencer breach, seven members of the hacking group NoName057, five affiliates of Scattered Spider and also disrupted the infrastructure of gangs such as Flax Typhoon, Star Blizzard and others.
Earlier this year, the UK retail industry felt the pressure. Brands, including Marks & Spencer, Harrods and Co-op – and by proxy, their customers – became victims of the hacking group, Scatter Spider. Other businesses are now on high alert as this wave of security breaches is expected to continue. For as long as bad actors can reap rewards and the risk of consequences remains small, they will keep attacking. Ransomware-as-a-service lowers the bar to entry further, allowing even those without specialised skills to launch successful ransomware campaigns.
Along with the threats, regulatory pressure on businesses is growing. Organisations must be able to prove they have strong security defences in place or risk paying hefty fines for non-compliance. However, this means we are essentially punishing the victim, not the perpetrator. By putting the onus on the victims to protect themselves, we are missing an important truth… Because there is no bullet-proof defence, even the best security strategies will not end cybercrime for good.
It’s Time to Treat Cybercrime as Crime
What the industry needs instead is a change in how we approach cybercrime. Rather than blaming the victims, we must start treating it as the serious criminal activity it is. It is high time we addressed cybercrime’s fundamental drivers. Opportunity, motive and the widespread perception that criminals can still get away without punishment. As is the case with physical crime, it takes a two-pronged approach to curb cybercrime: Prevention – and an effective response.
Those who attempt physical theft, for example, face trials and potentially prison. While we have seen a growing number of cybercriminals arrested in recent months, the truth we are only scratching the surface. In the digital world, everything is accessible from everywhere, all the time. This creates an inherent vulnerability that makes perfect protection impossible. In many cases, it also makes it much harder to track down the offenders and hold them accountable.
The Problem with Cryptocurrency and Jurisdiction
The cybercrime landscape has also undergone a significant transformation. While in the past, hackers were mostly focused on stealing financial data, there has been a dramatic shift towards ransomware. It’s far easier to encrypt an organisation’s data and demand a ransom than finding buyers for stolen credit card info.
This transformation has further accelerated because cryptocurrency allows cyber attackers to be paid in anonymous currency. Anywhere in the world, at any time. Previously, criminals had to physically collect payments or transfer money to traceable bank accounts. Now, they can operate with anonymity whilst easily converting their loot into real euros, pounds and dollars. This means ‘following the money’ is no longer a useful way for law enforcement to track nefarious activity. If we made it impossible for criminals to anonymously convert cryptocurrency into real currency, we could change the risk-reward calculation.
The second key issue with fighting cybercrime is the question of jurisdiction. Many cybercriminals are based in countries where western governments have no recourse. When hackers operate from non-cooperative jurisdictions, it may be impossible to extradite them. And they may find their activities tolerated by their local government or even supported. As we have seen with the recent arrests – the threat actors were outside of Russia and China – where many attacks come from.
These two factors – anonymous payment systems and safe havens – create an environment where cybercrime can and will continue to flourish. While organisations can do their best to make it harder for criminals to attack, it is foolish to believe individual businesses will be able to solve the cybercrime problem on their own.
Stop Blaming the Victim
So, what needs to happen? First, the victim-blaming approach must change. We simply cannot regulate every business to become an impenetrable fortress. When a person is physically robbed, police respond to investigate the crime and help recover stolen property. With cybercrime, victims face reputational damage, fines and higher insurance premiums. Incidents often raise questions about where the business’ cybersecurity strategy failed, rather than a recognition that a crime has been committed against them.
A first step forward towards solving the cybercrime problem would require governmental and societal recognition that cyberattacks represent crimes against businesses and individuals, not merely failures of those organisations to adequately defend themselves. While many countries have ramped up policing efforts against cybercrime, these are generally underfunded considering the scale of the problem.
Secondly, we need to urgently address the anonymous payment systems that keep fuelling cybercrime. This is not an easy problem to solve, but governments must find better ways to trace and regulate how cryptocurrency is converted into real money.
It is also time we introduced real and severe consequences for cybercriminals. The number one deterrent to any type of crime is fear of being caught and punished. The internet has essentially eliminated this, enabling hackers to operate from nations that turn a blind eye. To address this will require more political pressure on ‘safe harbour’ countries to charge, punish and extradite cybercriminals. Where nations refuse to cooperate, potential sanctions such as restrictions on internet connectivity might force governments to reconsider their tolerance for criminal activities.
Finally, we need to acknowledge that regulations such as GDPR, PCI and NIS have their limits. Despite increasingly complex compliance requirements, cybercrime has continued to grow. While regulations can provide critical and much-needed guidance to businesses, they must be combined with properly funded law enforcement – empowered with tools to bring criminals to justice across jurisdictions.
To truly disrupt the criminal ecosystem, systemic changes are needed. We are starting to see governments give law enforcement the tools they need, but it is very early in that process. Because ultimately, we will not solve the cybercrime problem with defence measures alone.
About Kaseya
At Kaseya, our mission is to empower you to simplify and transform IT and cybersecurity management with innovative platform solutions.
Our Mission:
Since 2000, Kaseya has delivered the technology that IT departments and managed service providers need to reach new heights of success. More than 500,000 IT professionals globally use Kaseya products to manage and secure 300 million devices.
Kaseya’s commitment to our customers goes beyond listening to your needs and puts words into action to deliver innovative solutions that empower your business. But we don’t stop there. Kaseya’s first-of-its-kind Partner First Pledge program shares the risk our partners experience because we know a true partner is with you through the ups and downs of life.
Andy Swift, Cyber Security Assurance Technical Director at Six Degrees on
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According to AV-TEST, the independent IT security institute, every day sees at least 450,000 new malware variants added to its database. In June this year, for example, cybercriminals are thought to have used malware to steal over 16 billion login credentials across various major platforms in what is thought to have been the largest breach of its kind in history. For security teams, this represents a relentless challenge that demands constant attention and consumes significant resources.
Malware-Free Attacks
As if that wasn’t enough, malware-free attacks are increasingly favoured by cybercriminals as a way to circumvent organisational security. Typically using legitimate programs and tools, these stealth attacks are particularly complex to detect. And they are invisible to most automated security protection options that are available to buy.
With no obvious malware signatures to detect, automated defences are often powerless to respond. And without robust security foundations, even advanced detection tools offer limited protection once an attacker gains a foothold. When that happens, the consequences can be significant.
At the heart of the matter are the limitations of many traditional security tools, which are simply not designed to stop what they cannot see. Malware-free attacks do not rely on external payloads or binaries with known malicious signatures. This renders many automated detection systems, including standard antivirus solutions, effectively useless. As a result, the burden falls elsewhere.
For most organisations, that means having the right expertise in place to recognise unusual behaviour, supported by technologies that can identify behavioural anomalies quickly. Endpoint detection and response (EDR) platforms offer some of these capabilities. But even the most advanced solutions rely on proper configuration and human oversight to be effective. In an ideal world, every business would have round-the-clock monitoring in place, but in reality, very few do.
Challenging Assumptions Around Risk
So, how can organisations fill the gap? When assessing how to protect against malware-free attacks, many organisations begin with the assumption that they will need to buy new tools or licenses. This can form part of a rounded solution. However, leading with this mindset often overlooks a more fundamental and cost-effective question: What can be improved with the tools already in place?
Reviewing existing capabilities should be the first step. For example, most environments already have some level of EDR, behavioural monitoring or identity protection deployed. Yet these are often underutilised or misconfigured. This can result from a lack of understanding around tool capabilities (and limitations), paying for the wrong level of license coverage, and failing to ensure configurations support behavioural analysis rather than just malware scanning. In many cases, even minor adjustments can significantly increase effectiveness without any additional spend.
Cost vs Risk
Organisations should also reconsider how they approach the question of investment. The cost vs risk conversation needs to shift from what they should buy to what they should fix. Even the most expensive detection tools can be rendered ineffective if attackers can exploit basic oversights such as poor configuration, excessive access rights or the absence of multi-factor authentication. In contrast, identifying and addressing these gaps in existing systems is not only more cost-effective but also more impactful in stopping attacks before they gain momentum.
This kind of review process is also an opportunity to identify gaps and prioritise actions that reduce risk without escalating costs. For example, many organisations find that network segmentation, strict privilege controls and enforcing least-access policies can help prevent lateral movement and minimise credential misuse – two of the most common techniques used in malware-free attacks. Putting these capabilities in place are security fundamentals that often determine whether an attack is stopped early or is able to spread.
In this context, a best practice approach matters more than ever. Not as a one-off initiative, but as a continuous effort to close the windows of opportunity that attackers rely on. This includes reducing privilege levels, adopting MFA by default, limiting binary access and educating users on social engineering techniques. All of which are good examples of cost-effective steps that can limit the opportunity for malware-free attacks to take hold. These are not headline-grabbing technologies, but they remain the strongest defence against attacks that thrive on poor hygiene and overlooked gaps.
So, rather than investing in yet another layer of detection, organisations should focus on strengthening what they already have. This approach not only helps avoid unnecessary expense but also delivers a stronger, more sustainable defence posture in an environment where threat actors continue to be extremely effective.
The Financial Transformation Summit (FTS), presented by MoneyNext, took place June 18-19 2025 at London’s ExCeL Centre, Royal Victoria Dock. With over 2,000 attendees, 300+ speakers, and 400 roundtables, it stood out as one of the most immersive and interactive events in the financial services calendar.
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FinTech Strategy hit the conference floor at the heart of the action delivering insights from experts across Banking, Insurance, Wealth, and Lending at Financial Transformation Summit (FTS).
Financial Transformation Summit attendees from banking, insurance, wealth, lending, fintech, consultancy, and regulatory sectors convened for two days packed with keynotes, panel talks, immersive demos, and networking among 60+ exhibitors and startups.
Co-located streams – Banking, Insurance, Wealth, and Lending part of themed zones– meant that ticket-holders could explore adjacent sectors fluidly across a guiding theme: culture, collaboration, and customer centricity driving tech adoption and transformation.
Programme Highlights
Keynotes & Panels
1. Data Silos & Cross‑Institutional Collaboration
A panel featuring senior leaders from EVLO, Aon, Schroders, and Brit Insurance tackled how institutions – despite collectively spending over $33 billion annually on data – still struggle to collaborate due to privacy concerns and regulation. Innovative solutions included federated learning, anonymised client IDs and consent-backed APIs.
2. Digital Insurance via Wallets
Anna Bojic (Miss Moneypenny Technologies) unveiled a fresh take on insurance – embedding policy and claim data into Apple/Google Wallets. The idea: dynamic customer interaction directly from smartphone wallets, enhancing real‑time engagement and retention.
3. ESG Economics & Market Reality
Marc Kahn (Investec) challenged ESG orthodoxy, urging firms to emphasise human and planetary wellbeing – beyond purely financial returns – to capture stakeholder trust and sustainable growth.
4. People & Psychological Safety
Kirsty Watson (Aberdeen Group) and Vikki Allgood (Fidelity International) underlined that technological investments are futile without organisational design and psychological safety. Allgood cited a McKinsey study revealing only 26% of leaders build teams with a sense of safety – a critical step toward innovation.
5. Human‑Centred AI
Monica Kalia (Planda AI) championed AI that models individual financial contexts – recognising diversity within demographic cohorts and personalizing services accordingly.
Roundtable Experiences at FTS
At the event’s heart were the TableTalk roundtables – 400+ small-group sessions, each led by a subject-matter expert. These were limited to six participants each, enabling deep, peer-led discussions on themes like:
AI in risk and compliance
Open banking integration
ESG data standards
Cyber resilience
Change management and culture adaptation
Attendees consistently praised their interactive nature – far removed from the stage‑focused “listening” format often critiqued at other conferences.
Demonstrations & Exhibitor Showcase
Over 60 exhibitors presented tech-driven innovations: Generative AI, open‑banking APIs, ESG reporting tools, embedded finance solutions, and more. A few standouts were:
CRIF highlighted AI-powered credit scoring with ESG overlays – promising dynamic risk assessments backed by sustainability data
Emerging FinTechs demoing AI compliance engines, digital wallet insurance packaging, and data-sharing platforms
Hylanddemonstrated the intuitive end-user experience of its Hyland Content Innovation Cloud™ and showed how easy it is to configure, tailor and deploy solutions that can empower key stakeholders across any business
The demo zone allowed engaging, hands-on exploration and real-time Q&As; it complemented the content with practical insights.
Standout Themes & Strategic Insights
1. Tech is Not Enough Without Culture
Recurrent messaging emphasised that culture, trust, governance, and psychological safety are foundational – not secondary – to digital initiatives. Technology alone won’t deliver transformation without a people-first mindset.
2. Cross‑Sector Data Collaboration
Despite heavy investment, institutions still operate in silos. Shared, secure infrastructure and regulatory-aligned frameworks are being prototyped, but broad adoption remains a work in progress.
3. AI-as-a-Personalisation Backbone
AI is shifting from automation to empathy. Organisations showcased tools to hyper-personalise offers yet maintain privacy and inclusion – moving beyond outdated demographic frameworks into genuine behavioural understanding.
4. Embedded Finance & Digital Wallets
Insurance via wallet applications and embedded finance models point to seamless customer journeys – less app hopping, more value delivered at the point of need.
5. Rebalancing ESG & Profit Metrics
Speakers emphasised integrating ESG factors into performance metrics – not just for compliance, but as an operative advantage anchored in long-term stability and stakeholder trust.
Who Should Attend FTS Next Year?
Ideal for:
Transformation and change leaders
CTOs, CIOs, and Heads of Innovation
Data and AI strategists
Operational and HR leaders focused on culture
FinTech innovators and solution providers
If you’re crafting digital transformation strategies, an attuned leader in financial services, or a consultant embedding tech in legacy environments, this summit provides rich, actionable content.
Expect next year’s event to build on this foundation:
More AI-specific tracks, possibly Generative AI streams
ESG deep-dives with case studies on implementation
Expanded regulator involvement around data governance and cross-border compliance
FTS: Final Verdict
Overall, the FTS 2025 delivered on its brand promise:
Interactive and inclusive: 400 roundtables empowered voices across levels.
Cross‑sector learning: Banking, Insurance, Wealth, and Lending streams offered both breadth and depth.
Insightful keynotes: Big ideas on AI, ESG, data-sharing, and culture were well-explored.
Real-world relevance: Exhibitor demos connected theory with practice.
Networking with purpose: Opportunities to engage, learn, and collaborate were abundant.
The Financial Transformation Summit struck a compelling balance between big-picture vision and granular, execution-level insight. It emphasised that while technology enables; culture, customer centricity and collaboration drive real progress. The format – with its roundtables, demos, and keynotes – offered a dynamic platform for knowledge exchange.
If you attended, chances are you left with practical next steps. If you didn’t, you missed one of the most interactive, future-focused events shaping financial services transformation today.
Collaborating with Amdocs has been a game-changer for Telkom. Here’s why.
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As telecom companies race to adopt generative AI, a critical shift is underway – from generic copilots to deeply verticalised, telco-grade agents. Amdocs, in collaboration with AWS and NVIDIA, is leading this evolution with its amAIz Agents – introducing a new class of AI agents built specifically for the telecom industry.
Unlike general-purpose AI, verticalised agents are built with domain-specific knowledge, reasoning, and telco ontology that reflect the complexity of telecom operations. These agents understand service plans, billing structures, and network topologies, enabling them to deliver context-aware responses and take meaningful action.
Amdocs, NVIDIA and AWS released a publication that defines and showcases how AI agents can be tailored for specific telecom domains, illustrating the concept of ‘agent verticalization’ and its impact on operational efficiency and customer experience. These domain-specific agents, across every telco domain like care, sales, network, and marketing, work in coordination, enabling end-to-end automation and intelligent customer engagement through seamless orchestration.
In the whitepaper, ‘AI Verticalization for Telco’, Amdocs outlines the essential traits of telco-grade agents such as composable architecture, reasoning, and agentic experience, and enterprise-grade traits such as trust, security, and cloud-native scalability.
Amdocs: Three decades as a key transformation partner
It’s a rare thing, in the fast-paced world of technology, for partnerships to last decades. However, for Telkom, Amdocs has been by its side for almost 30 years. The latter has played a critical role in supporting both mobile and wireline operation through its B/OSS platforms. These platforms are regarded as industry leaders, and Telkom has been able to navigate major shifts with Amdocs’s help, from legacy to next-gen digital stacks.
“We have been in this game for some time, being the digital backbone of choice for South Africa, really, Amdocs has been a strategic partner of Telkom for over 30 years,” says Dr Noxolo Kubheka-Dlamini, Chief Digital and Information Officer at Telkom. “We have a shared goal of delivering a better, faster, and more seamless experience to our customers. What stands out about Amdocs is their deep domain expertise, strong delivery capabilities, commitment to our success, and ability to evolve with our ambitious goals. We see them as an extension of our own teams.”
This month’s cover star, Dr. Noxolo Kubheka-Dlamini – Chief Digital and Information Officer at Telkom Consumer & Small Business, speaks to the process of leading an ongoing digital transformation
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Welcome to the latest issue of Interface magazine!
Our cover star talks us through the process of leading an ongoing digital transformation that is pragmatic, strategic and embedded in business goals at South Africa’s largest telecommunications platform provider. “By the time we entered the mobile space in 2010, the market was already saturated,” explains Dr. Noxolo Kubheka-Dlamini, Chief Digital & Information Officer at Telkom Consumer & Small Business. “Our ambitions were constrained by limited capital, inherited legacy systems, regulatory shackles, and the sheer inertia of being a former state-run monopoly.” However, Telkom’s “willpower and commitment never faded” resulting in “notable and consistent performance against all odds”. Today, Telkom is playing a pivotal role in ensuring access to meaningful connectivity, driven by the company’s vision to become South Africa’s digital backbone: bridging the digital divide and enabling inclusive participation in its digital economy.
Kynegos: Shining a Spotlight on Transformation, Innovation and Sustainability
Kynegos, a spin-off from Capital Energy, is a business built on strategy. It exists to develop technological solutions for strategic industries. Capital Energy needed an independent platform that could scale digital solutions beyond the energy sector, and foster collaboration with startups and technology centres. Kynegos has filled this gap, and is being leveraged to create co-innovation ecosystems. This allows Capital Energy to develop digital tools that address current and future industrial challenges, keeping the company’s finger on the pulse. We spoke to CEO Victor Gimeno Granda, about its backstory, its values, and the road ahead. “Not only do we develop digital assets for the renewable sector, but for green data centres as well. My perspective is that sustainability is going to be more relevant than ever in the next 18 months.”
York County: The Human Side of AI
York County’s IT team has spent the past decade redefining what local government tech can and should be. From pioneering community cybersecurity workshops to forging statewide collaboration through ValGITE, the county has systematically brought innovation into its operations. This broad portfolio of initiatives has strengthened infrastructure and elevated service delivery. And also earned York County the number one spot in the Digital Counties Survey for jurisdictions under 150,000 population.
“Since I became deputy director eight years ago, this has been one of my goals,” reflects Tim Wyatt, director of information technology at York County. “And over the last eight years, we’ve been in the top 10, but we finally landed that number one place. I think it’s a great reflection for my team, the county, and all the dedication to try to do what’s right by the citizens. It’s just something I’m incredibly proud of. I think it accurately reflects the hard work of my team.”
Wade Trim: Bridging the Cybersecurity Skills Gap
Wade Trim provides consulting engineering, planning, surveying, landscape architecture and environmental science services to meet the infrastructure needs of government and private corporations. With a cybersecurity skills gap leaving vacancies unfilled, Wade Trim’s Senior Manager of Information Security, Eric Miller, spoke with Interface about how stepping away from education-focused rigidity could unlock swathes of latent talent. “Our industry puts emphasis on certifications. However, being passed over for jobs because you don’t have a particular certification or degree in favour of someone fresh out of college has shown me that the best candidates are those that can tell me their story. What brings them to this point in their career? Tell me what qualifies you for this role. That’s how I interview.”
York Catholic District School Board: York Catholic District School Board: Community and Communication at the Heart of IT Strategy
The challenges facing an IT leader in 2025 call for a new kind of approach. One that favours partnerships over transactions, collaboration over competition, and centres people rather than technology for technology’s sake. These perspectives ring especially true in an organisation like the York Catholic District School Board (YCDSB). It emphasises values like “service, community, collaboration, and fait rather than academic excellence alone,” explains Scott Morrow, YCDSB’s Chief Information Officer (CIO). “It’s not actually about the technology; it’s about enablement.”
We spoke with Morrow to learn more about his approach to IT leadership. From building and maintaining a team amid the IT talent crisis, to driving digital transformation initiatives across the organisation. And broader strategic objectives across a changing technology landscape increasingly defined by cybersecurity and the rise of AI.
FinTech Strategy meets Eastern Horizon Founder & CEO Christine Le to discuss client expectations and the changing landscape of wealth management
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Financial Transformation Summit 2025 EXCLUSIVE
At Financial Transformation Summit, Christine Le, a Chartered Financial Planner and Founder & CEO of Eastern Horizon Wealth Management, spoke on an investment panel – “Generational Wealth Transfer: Meeting the Expectation of Younger Clients”. Appearing with industry colleagued representing Citi Global Wealth, HFMC Wealth and Lightbox Wealth, Le considered: What trends and technologies are shaping NextGen investment decisions, and how can WMs stay ahead? Can digital wealth platforms meet the demand for hyper-personalised, user-friendly experiences? How does social responsibility & ESG investing influence younger investors, and how can advisors align with these priorities? How can wealth managers build and maintain trust with NextGen investors?
Following the panel, we spoke with Christine to find out more…
Hi Christine, tell us about your role at Eastern Horizon?
“I’m a Chartered Financial Planner and the Founder & CEO of Eastern Horizon Wealth Management. We are a financial advisory firm and also a partner practice of St. James’s Place. They are among the biggest wealth management firms in the UK based on assets under management. We get a lot of support from St. James’s Place in terms of technology compliance and investment solutions. At my practice, we focus on a diverse range of clients including ethnic minorities, especially British Asians in the UK. I’m also the president of the Vietnam Investment and Finance Association in the United Kingdom (VIFA). We aim to provide useful financial information for Vietnamese people in the UK and become a bridge between Vietnam and the UK.”
You were part of a panel at this Summit focused on Generational Wealth Transfer. Can you give us an overview of your thoughts?
‘’Having worked in the financial services industry for over 15 years, I’ve observed a persistent gap in how the industry serves diverse client segments – particularly ethnic minority communities in the UK. This gap is especially pronounced when it comes to financial education and long-term planning, including wealth transfer across generations. When I speak to members of my own Vietnamese community, I often find that there’s a limited understanding of how to navigate financial systems effectively – from managing investments and pensions to planning for intergenerational wealth. It’s not due to a lack of interest or ambition, but rather a lack of access to culturally relevant and accessible financial advice.
“This is where I believe I can make a meaningful difference. I not only bring professional expertise and technical knowledge to the table, but also a deep understanding of the cultural values, family dynamics, and communication styles that shape financial decision-making in the community. That cultural insight is key to building trust, something that is essential when discussing personal finances and planning for the future. My goal is to help bridge that gap – to empower families with the knowledge and tools they need to make informed financial decisions, preserve their wealth, and pass it on confidently to the next generation.’’
Why is this an exciting time for the business?
“At the moment the world is so integrated, and many people can benefit. A lot of people want to go to the UK, invest into the UK. I think with that in mind this is an exciting time to run my business and to be able to bridge that gap, providing sufficient knowledge for people as a trusted source when they come to the UK and need to understand the financial regulations. We can give people solid support to understand the financial processes of settling and building wealth in the UK.”
What other trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“Right now, everyone is talking about AI, and for good reason. In my business, we rely heavily on digital tools to streamline administrative tasks. It’s truly a game-changer. Compared to starting a business 15 years ago, when I would have needed a full-time assistant just to take meeting notes and summarise action points, many of those processes can now be automated, saving both time and cost. Another advantage is in how we communicate. Many of my clients are British Vietnamese. While they understand and speak English, they often feel more comfortable communicating in Vietnamese. We use AI-powered translation tools to make this process faster and more seamless. These technologies are allowing us to broaden the range of services we offer and tailor our support to each client’s needs.”
What pain points are your clients experiencing that you need to address? How are you meeting the challenge?
“It’s about meeting the client’s highest priority. When people come to me, they maybe want to support their children to get onto the property ladder or plan for their retirement. They might be looking to buy a new car or move home. So, as a regulated financial advisor, I can sit with a client and talk them through key priorities and tailor the solutions best for them and help them overcome the pain points of decision-making.
“Additionally, the UK’s financial regulations are complex and changing all the time. It’s very difficult for people to follow. It’s my job as a financial advisor to follow up those changes and stay up to date with the regulations to assess how it can impact our clients and then give them the best recommendations. Allied to this, many of our clients will need support with cross-border services as they move freely between different countries they need somebody they can trust, an expert that knows what they’re doing and who can provide the right financial services for them.”
Tell us about a recent success story…
“Success for Eastern Horizon is to know that our clients feel they have somebody to rely on. For example, I have an old friend who came to me as a client. She was based in Vietnam but wanted to relocate to the UK. She had assets across Europe and in Vietnam and needed to understand the big picture of financial planning in the UK. We examined her assets across different countries to bring them into the UK and find the best solution for her to utilise tax efficient savings, pensions and investments to support her family and her business in the long term.”
What’s next for Eastern Horizon when it comes to wealth management? What future launches and initiatives are you particularly excited about?
“Over the next few months, we are keen to collaborate with different associations and communities across the UK – whether that’s related to Vietnam or British Asian communities and offer useful information and workshops and webinars tailored to different audiences. Also, with my work for the Vietnam Investment and Finance Association I want to organise workshops for those keen to invest in the UK but don’t know where to start. They often don’t have anyone to support them so I would like to focus on building a network to offer that bridge to investment in the UK.”
Why do you think the evolution of collaboration between traditional institutions and FinTechs is set to continue? What are you excited about?
“I spent five years working at the intersection of FinTech and WealthTech – where wealth management meets technology. During that time, I witnessed firsthand how the financial services landscape is evolving. Large incumbent banks bring undeniable strengths: scale, regulatory rigour, and long-standing client trust. However, they often struggle with agility. Their legacy infrastructures, many of which still aren’t cloud-based, make digital transformation slow and complex. On the other hand, FinTechs are born digital. They’re nimble, innovative, and quick to adapt to changing customer needs. But without the reputation and stability that traditional institutions have built over decades, they can face challenges in gaining consumer trust or navigating regulatory environments alone. What became clear to me is that banks and FinTechs cannot operate in silos.
“Collaboration is not just beneficial, it’s essential. When they work together, they combine the best of both worlds: the reliability and compliance of traditional finance with the innovation and customer-centric design of new technology. With my own practice, we apply this mindset. We actively look for ways to streamline administrative processes using digital tools – reducing costs, improving efficiency, and freeing up more time to focus on what matters most: building strong, human relationships with our clients. The goal is to use technology not to replace that human connection, but to enhance it. By doing so, we can deliver modern, efficient, and deeply personalised financial services that clients trust.”
Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Eastern Horizon?
“I’ve attended several events this year, and this has truly been one of the most enjoyable and well-organised in the UK. What stood out was the impressive mix of voices – from established financial institutions to bold, forward-thinking startups. Engaging with such a diverse group of speakers has been both insightful and thought-provoking. I’ve come away with fresh perspectives, challenged some of my own assumptions, and found new ideas to explore as we continue building meaningful partnerships for Eastern Horizon Wealth Management.”
About Christine Le and Eastern Horizon Wealth Management
As an Appointed Representative of St. James’s Place, Practice Lead, and business owner, Christine leverages over 15 years of experience in financial services and wealth tech to serve our clients, acquired through extensive work in multinational financial services firms in the UK. This rich background has equipped Christine with the skills and knowledge necessary to effectively oversee the business, ensuring that every facet is managed with the highest level of professionalism.
Christine founded and built this Practice to help clients prosper, build financial security, and attain peace of mind while overcoming financial obstacles.
Her primary focus is on nurturing enduring relationships with her clients, offering them trusted guidance as their financial requirements evolve over time. Throughout her advisory process, clarity remains paramount. By closely collaborating with her clients, Christine strives to identify the most efficient and tax-effective strategies to help them achieve their objectives. Specialising in tailored solutions, Christine is dedicated to understanding her clients’ financial goals and crafting strategies that align with their vision for the future.
FinTech Strategy meets with Citigroup’s Head of ESG Credit Management, Mauricio Masondo, to discover the future for ESG and sustainable finance
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Financial Transformation Summit 2025 EXCLUSIVE
At Financial Transformation Summit, Mauricio Masondo, Head of ESG Credit Management at Citigroup, featured on a sustainability panel – ‘The Future of ESG and Sustainable Finance: Balancing Profit and Purpose’. Alongside peers fromGenerali AM, Gallagher Re and Arma Karma, Masondo considered: What key metrics should FIs use to track ESG progress, and how can they ensure authenticity in their sustainability efforts? Developing a holistic ESG strategy amid evolving regulations – key challenges and solutions. How can FIs leverage technology to meet sustainability goals and drive long-term profitability? How can FIs move beyond offering ESG products to embedding sustainability into their core business models?
Following the panel, we spoke with Mauricio to find out more…
Hi Mauricio, tell us about your role at Citigroup?
“In my 32 years with Citi my career has primarily focused on wholesale credit, and in recent years I built out our portfolio management function. For the past year specifically, I’ve been leading the integration of ESG and climate considerations into our credit processes.As Head of ESG Credit Management, my role is to embed ESG requirements into our credit processes in a way that’s consistently and efficiently applied through technology, policies, training, and governance frameworks. Our strategic approach was not to create an ESG silo that replicates existing processes, but rather to integrate ESG considerations seamlessly into our current workflows. This means any credit analyst can now underwrite ESG credits, sustainable loans, or green loans, rather than requiring dedicated specialists. We’ve equipped our entire team with the knowledge and tools they need to handle these transactions effectively.”
You were part of a panel at this Summit focused on the future for ESG and sustainable finance. Can you give us an overview of your thoughts?
“Data standardisation is absolutely critical, especially as we advance into the AI era. I often reference Moody’s as an excellent example of strategic foresight. Moody’s operates two key businesses – credit ratings and data analytics – and early in their AI journey, they made the strategic decision to structure and normalise all their credit research data. This proved to be transformational because it enabled them to deploy AI solutions much more rapidly with clean, structured datasets. We’re working to apply this same principle at Citi. We’re developing processes to structure climate-related data in a way that will be usable across multiple applications. For example, we’re working on integrating emissions data and climate risk assessments into our credit risk rating models. We’re also exploring how this structured approach could support underwriting processes and securitisations, where comprehensive data packages could facilitate risk transfer transactions with institutional investors. The goal is to build normalised, structured data as the foundation for various applications, from portfolio management to AI-driven solutions. While we’re still in the early stages of many of these initiatives, the potential is significant.”
Why is this an exciting time for the business?
“We’re witnessing the convergence of several transformative trends. However, one of our biggest challenges is policy divergence across jurisdictions. Countries are taking vastly different approaches to ESG requirements, and for a global bank like Citi, this creates significant complexity in standardising processes across multiple regulatory environments. While challenging, this divergence also creates opportunities to develop scalable, cost-effective solutions that can adapt to various regulatory frameworks.Second, AI is revolutionising how we approach ESG challenges. It’s helping us structure data more effectively, enhance reporting capabilities, contextualise information, and identify trends that would have been impossible to detect manually.
“Previously, comprehensive ESG analysis required significant time, resources, and personnel. AI has made these processes more accessible and cost-effective.Most importantly, there’s been a fundamental shift in how the industry, and governments, view ESG. It’s evolved beyond compliance and emissions reporting to become a significant business opportunity. We need to capitalise on this transition – moving from reactive reporting to proactive opportunity capture. The capital is there, and if traditional banks don’t seize these opportunities, asset managers, private credit firms, and private equity will. We’re partnering strategically with reinsurance companies and asset managers to develop innovative solutions that unlock transition capital and help companies fund decarbonisation projects.”
What other trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“Trade flows are experiencing significant disruption due to current tariff policies. This creates both challenges and opportunities for our clients. Companies are reassessing their supply chain vulnerabilities and seeking greater resilience in their operations.I anticipate we’ll see a regionalisation of trade flows rather than a complete deglobalisation. European companies will likely increase intra-regional trade while reducing intercontinental transactions. We’re seeing similar patterns emerging in Asia and the Middle East. This shift requires banks to be more agile in how we structure trade finance and working capital solutions to meet these evolving needs.”
What pain points are you experiencing that you need to address? How are you meeting the challenge?
“Working capital finance requires increasingly creative solutions that leverage advanced technology. Banks are recognising that FinTechs often have greater agility in developing and implementing these technologies. There’s significant efficiency in having one FinTech serve multiple banks rather than each institution developing independent solutions. This collaborative approach allows us to move faster while reducing development costs and time-to-market.”
Tell us about a recent success story…
“I designed and led the implementation of an early warning monitoring system for Citi’s credit portfolio. The project began with a fundamental concept: create a data lake, develop meaningful metrics, and engage data scientists to interpret the insights. We collaborated with trade officers and partnered with external specialists to enhance our capabilities.Initially, there was scepticism about the system’s value, particularly because we built it as an independent function within our portfolio management organisation, separate from traditional banking and risk management structures. However, this positioning allowed us to collect unique client data and develop insights that weren’t available elsewhere in the organisation.A critical component of our success was establishing a dedicated credit expert team that oversees the entire process.
“This team leads the engagement and communication of alerts, ensuring that insights are properly interpreted and actionable recommendations reach the right stakeholders.The evolution was remarkable. We progressed from generating a few alerts daily to dozens per day, and eventually to hundreds of alerts weekly. More importantly, we developed sophisticated processes for interpreting and acting on these alerts, with our expert team serving as the bridge between data insights and business action. Bankers and risk managers began to recognise the value, and today, three years later, the system is integral to how we conduct annual reviews and client presentations. It’s incredibly rewarding to provide our bankers with comprehensive data and insights that strengthen their client relationships.”
What’s next for Citigroup when it comes to ESG? What future launches and initiatives are you particularly excited about?
“While it may sound clichéd, AI truly is transformative for our industry. The breadth of use cases and the rapid pace of learning make it essential to our strategic direction. We’ve established a strategic partnership with Google and are investing significantly in AI use case development and implementation across our operations. From an operational perspective, AI will undoubtedly increase our efficiency as an industry. More importantly, it’s enabling us to evolve our business models and create client solutions that weren’t previously feasible. This opens entirely new avenues for innovative product development. Additionally, since CEO Jane Fraser joined, we’ve embarked on a comprehensive transformation program that’s delivering strong results in terms of financial performance and returns. We’ve restructured and simplified our operations, which positions us more competitively as we refresh our leadership teams and attract new talent. The trajectory is very promising.”
Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?
“The current tariff environment is creating opportunities for FinTechs that facilitate connections between banks, investors, and corporations. It’s also presenting consolidation opportunities for private equity firms within the rapidly expanding FinTech ecosystem.”
Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Citigroup?
“The panel brought together diverse perspectives from FinTech, asset management, insurance, and banking – all addressing common challenges that span our sectors. This cross-industry dialogue creates tremendous opportunities for collaboration and mutual understanding.The key now is translating these conversations into action. We need to maintain these connections, expand the dialogue, and avoid making decisions in isolation. FinTechs possess the agility to implement changes in their operating models far more quickly than large incumbents like us. However, our procurement systems and processes aren’t always conducive to collaborating with smaller, innovative companies.Events like this highlight the need to streamline how institutions like Citi can collaborate with and learn from FinTechs. We must accelerate our ability to adapt to a rapidly changing world.”
We’re helping build more sustainable, economically vibrant communities around the world.
At Citi, helping our clients navigate the challenges and embrace the opportunities of our rapidly changing world is fundamental to our mission of enabling growth and economic progress.
FinTech Strategy spoke with Veritran’s CMO, Jorge Sanchez Barcelo, at Money20/20 Europe to find out more about the tech firm’s partnership with Manchester City reimagining CX to create a frictionless digital experience for fans
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Money20/20 Europe Exclusive
In an era where technology defines the customer journey, Jorge Sanchez Barcelo, Chief Marketing Officer at Veritran, is leading a bold charge into a new frontier: one where financial technology fuses with fandom, and CX becomes both frictionless and deeply personal.
Jorge’s professional journey has always followed the arc of digital transformation. From his earlier roles at AT&T and Banorte to now helming marketing at Veritran, a global technology company, his mission is clear: make life easier, better, and more secure for end users – whether they’re banking customers or football fans.
“Our technology without a purpose is nothing. It’s just code,” Jorge says. “We build for people. And that purpose has taken us far beyond banking.”
From Buenos Aires to Global Ambitions
Founded in Buenos Aires almost 20 years ago, Veritran started building mobile applications before the iPhone even existed – when, as Jorge jokes, “phones were just for calls, texts, and the occasional game of Snake”.
“Our guys were visionaries,” he continues. “They were talking about applications when we didn’t even have smartphones. Back then, you had to build a separate app for every phone model because we didn’t have iOS or Android,” he recalls.
Despite those early technical hurdles, the company maintained a singular focus: democratising access to financial services. “Once a person starts managing their own finances, they gain control,” reasons Jorge. “And control is the first step toward growth.”
That mission has proven timeless, and borderless. Today, Veritran has a solid footprint across Latin America and has expanded into the US and Europe.
Why Experience Matters More Than Ever
Jorge is acutely aware that in financial services, trust is everything. A slick PowerPoint is not enough to win over banks.
“When I meet with a financial institution, they don’t want theory. They want proof. They want to see our tech working in the real world. But many banks are reluctant to share their strategies, even with non-competitors.”
This desire to demonstrate capability led Veritran to seek a bold new marketing approach – one that would provide a visible, secure, and non-competitive environment to showcase its tech.
Enter Manchester City: A Blueprint for CX Innovation
The solution arrived via the pitch, not the boardroom. Veritran entered into a partnership with Manchester City, one of the best football teams in the world.
“Manchester City is digitally five to seven years ahead of most clubs,” says Jorge.
Veritran’s technology now supports key digital operations at Manchester City, helping the Club streamline processes such as user registration, membership management, and ticketing. This collaboration reflects a shared commitment to innovation and operational excellence.
What began as a strategic partnership has evolved into a strong example of how financial technology can reinforce digital infrastructure in the sports sector. As more organisations seek reliable and scalable solutions, the model developed with Manchester City demonstrates the value of secure, efficient platforms designed to support long-term digital growth.
Breaking the Sponsorship Mold
Unlike traditional sports sponsorships, which often come with hefty price tags and limited strategic collaboration, Veritran’s deal with City was rooted in partnership.
“Our partnership is beneficial for both companies, we share value,” explains Jorge. “With the brand reach of Manchester City’s clubs we have been able to promote our company worldwide.”
This model has opened the door to future collaborations, not only with sports clubs, but also with entertainment companies in the US who are eyeing similar digital transformations.
Applying FinTech Learnings in New Territories
As Veritran enters new markets, they carry the lessons of regulated finance into less restricted sectors.
“In banking, every innovation has to pass through layers of regulation,” notes Jorge. “But in entertainment or sports, you can think outside the box and start with the experience, not the compliance checklist.”
That freedom has allowed Veritran to experiment with new ideas, such as smile-based stadium access or face-based payments.
“We call it ‘mouthful access’ – just smile, and you’re in. You can’t do that in banking… yet.”
Blending Brand and Utility: A New Era for Embedded Finance
What sets Veritran apart isn’t just its technology stack – it’s the way it applies that stack to create emotional resonance and operational value in new settings. For Jorge and his team, the convergence of financial services and lifestyle touchpoints is the most exciting, and underexplored, frontier.
“When we embed finance into a stadium or a music festival, we’re not just processing payments,” he explains. “We’re creating seamless, branded experiences that extend customer relationships beyond the bank branch or app.”
This philosophy echoes a wider FinTech trend: the shift from siloed services to contextual, embedded finance – delivered where customers already are, not where institutions want them to be.
As financial brands seek new ways to engage digitally-native consumers, Jorge believes partnerships with lifestyle, sports, and entertainment brands offer huge untapped potential.
Jorge notes that younger generations expect everything to be digital, instant, and intuitive. They don’t separate banking from shopping or attending an event, it’s all part of one journey. “If we can integrate services invisibly into those moments, that’s where the magic happens.”
He’s quick to add that the financial industry still has work to do in aligning with this shift – both culturally and technologically.
“It’s not just about APIs or infrastructure. It’s about mindset. The organisations that embrace this new way of thinking – who see CX as a shared responsibility across ecosystems – will lead the next decade.”
With Veritran’s cross-industry collaborations accelerating, Jorge is confident they’re not just shaping financial journeys – they’re reshaping everyday experiences.
Embedding Finance in the Fan Journey
Jorge sees a massive opportunity to embed financial services into sports and entertainment ecosystems, particularly in underbanked regions like Latin America.
“In the UK, stadiums are already cashless. In Latin America, we still have guys walking around selling Coca-Cola for cash from their pockets. We want to change that.”
By introducing digital wallets, biometric payments, and embedded insurance services (e.g., ticket protection at the point of sale), Veritran enables clubs to become financial service providers.
“Imagine buying a match ticket and adding travel insurance in one click. That’s the level of seamless we’re aiming for.”
Pain Points Driving Demand
So what are clients asking for?
Jorge says it comes down to three priorities:
Integrated Payments Ecosystems Clients want unified platforms that support seamless payments across channels and partners
Digital Onboarding & Identity Reducing friction while enhancing security is top of mind – especially in customer acquisition
End-to-End Security Suites With AI-driven fraud and evolving regulations, security isn’t optional; it’s a strategic asset
Veritran’s flexibility as a tech partner, not just a vendor, allows it to co-create with clients. This often means integrating with their existing partners, such as banks, card networks, or insurers.
What’s Next for Veritran?
According to Jorge, the company is at a pivotal moment. Its technology is gaining traction in new verticals with strong investment appetite – such as entertainment and live events.
“These sectors have the budget and the ambition. No one’s serving them with the kind of Fintech-grade CX we provide.”
The company is also exploring opportunities in public transportation and other infrastructure-heavy sectors where transactions are frequent and still inefficient.
“Everywhere there’s a transaction, there’s an opportunity to simplify.”
FinTech is set to play an expanding role in everyday life whereJorge believes the very definition of FinTech is evolving.
“It’s not just about banks anymore. If you buy a coffee, book a train, or enter a concert – those are all transactions. And if we can simplify them, that’s FinTech too.”
That’s why Veritran sees future growth in collaborative ecosystems where banks, brands, and non-traditional players converge to serve the customer journey holistically.
Why Money20/20?
Jorge credits the annual Money20/20 Europe conference with helping shape Veritran’s partnerships – including the initial connection with Manchester City.
“It’s one of our top five global trade shows. We don’t just send a team – we send our top execs, including our CEO. It’s where deals happen.”
Building with Purpose for the Future
In an industry flooded with features and hype Veritran differentiates by staying grounded in user value.
“Tech for tech’s sake is meaningless. But tech that improves how someone lives, spends, or connects – that’s everything,” says Jorge.
From its Argentine roots to a global stage, Veritran’s journey underscores one enduring truth: In customer experience, the future belongs to those who build it with purpose.
FinTech Strategy meets with Seema Desai, COO at iwoca, to hear how customer experience is being redefined in a digital lending era
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Financial Transformation Summit 2025 EXCLUSIVE
At the Financial Transformation Summit, Seema Desai, COO at iwoca, spoke on a panel (alongside representatives from Zopa Bank and Citibank) about the shifting needs for customer experience in digital lending. How can lenders create hyper-personalised loan products to meet diverse customer needs? What are the best practices for maintaining a human touch in automated lending processes? How can lenders build and maintain customer loyalty in a competitive market? What role does omnichannel strategy play in delivering a seamless lending experience?
Following the panel, we spoke with Seema to find out more…
Hi Seema, tell us about your role at iwoca?
“I am the Chief Operating Officer at iwoca. We provide fast and flexible finance to small businesses across the UK and Germany. In my role as COO, I’m responsible for all of our UK operations teams. So, all of our agents that engage with customers throughout the customer journey. And I make sure that we’re offering a really high quality service that is also highly efficient.”
You were part of a panel at this Summit focused on redefining CX in the era of digital lending. Can you give us an overview of your thoughts?
“So, maintaining that personal touch is really important because that personal touch helps us to build trust with our customers. We all know that when dealing with money, that trust element is super important. There’s lots of things that iwoca does to maintain that. For example, every customer has a dedicated account manager. They can get through to them via a direct number. We also respond to emails fast, every email on the same day. And then we commit to answering at least 80% of calls in less than 60 seconds. We’ve got 10,000 new applications every month and about 30,000 customers making repayments currently. We’re doing all of this with an account management team of just 30 people. So, to maintain that level of personal touch whilst also being able to deal with that volume of customers, we absolutely have to leverage digital technology to be able to do that really efficiently. And there’s many ways that we do that…
“First of all, we make sure that our account pages and our signup flow is as clear and seamless as possible so that customers can self-serve if they want to. But we also make sure that with our operations activities, we’ve broken down every step of every operational process into a task that is visible on our in-house built CRM system. And then what we can do is run tests on every single step of those to see where having human interaction really adds the most value. So, we are constantly upgrading where we apply human interaction in a really forensic way to make sure that it’s optimised as much as possible.”
Why is this an exciting time for the business?
“It’s really exciting right now. We’ve been having some record months recently and broken some big milestones. We are now approving around 10,000 new business loans every month, which is huge. Our loan book across the UK is almost £1 billion. And then a bit closer to home, we’ve also just moved offices. We’ve got more space and we’re still able to attract exceptional talent into iwoca and it’s great to have a new home in central London to do that.”
What trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“Embedded finance is a big trend right now. It’s important for us to make sure that customers can access lending when and where they need it. We’re integrating lots of partners through our open API – around a third of our applications come through partner channels. So, that’s a very important trend and growing for us in the future. We’re also seeing a lot of hyper-personalisation. We know that customers want to be able to tailor loan products exactly to their needs, and we want our products to be able to provide that flexibility to them. We’re looking at increasing loan amounts, changing durations and offering different types of repayment schedules with interest only options. And that’s hugely exciting. And one of the big trends that I’ve heard about here at FTS, and which we are working on at iwoca, is how we leverage AI and what we might be able to do with AI to make us even more efficient, but still maintain an excellent customer service.”
What pain points are your customers experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?
“So, it’s important to remember that iwoca exists in order to solve pain points for customers because customers were just relying on traditional lenders. Those traditional lenders, the big banks, have much longer application processes, typically taking weeks and sometimes just aren’t able to lend to those customers at all because it’s not within their risk appetite. Whereas at iwoca you can get a loan within minutes. We can also lend to customers that banks couldn’t lend to because we’re able to use data and data science to be able to understand the risk level and different customers much better.”
Tell us about a recent success story…
“We are operational in the UK and Germany, and a success story for us is the fact that we are now working with a loan book of almost a £1 billion and we are profitable. And we have been for quite a while now, since early 2023. So, it’s a real success story for us that we’re able to use that profitability to fund our core business growth but also use it to invest in solving other pain points for customers beyond lending.”
What’s next for iwoca? What future launches and initiatives are you particularly excited about?
“Yeah, there’s a lot of things that we’re working on right now. I’m excited about some of the AI tools that we are trialling to make our service even more efficient. There’s a number of exciting applications out there, so there’s a lot of people at iwoca exploring and exploiting different AI technologies. It’s going to be very exciting to see how that rolls out across our business in the rest of this year. And then also looking at new ventures that are beyond lending, which we may be launching later this year or early next.”
Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?
“Collaboration is hugely important to us and our business model. Traditional banks are able to access capital more cheaply than we can, but they’re able to provide us with access to their balance sheet so that they provide financing to us so that we can then lend to our customers. So, with their financing, we are able to use our data and our technology to reach customers that they wouldn’t be able to reach directly. At the moment, something like 80% of our funding comes from banks such as Barclays and Citi. So, they’re hugely important to us and we are continuously reviewing with them the performance of our own book and finding ways that we’d be able to lend to more of our customers.”
Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for iwoca?
“This is my first time at this event, and I’ve been really impressed. It’s been really well organised and the panels have been insightful with some great speakers. I’ve learned quite a lot. I’ve met some really interesting people and I’m really impressed by the diversity of people that are coming here. So, I was just on a panel with somebody from Zopa, which is where I used to work. I also met somebody in the audience who came from Lloyd’s, which is where I worked about 15 years ago. So, it’s great to see that this ecosystem being brought together at FTS.”
Fast, flexible finance empowers small businesses to manage their cash flow better and seize opportunities – making their business and the economy stronger as a whole. At iwoca, we do just that. We help businesses get the funds they need, when they need it, often within minutes. We’ve already made several billion pounds in funding available to over 100,000 businesses since we launched in 2012 and positioned ourselves as a leading Fintech in Europe. Our mission is to finance one million businesses. We’ll get there by continuing to make our finance ever more relevant and accessible to more businesses by combining cutting-edge technology, data science and a 5-star customer service.
FinTech Strategy speaks with Jonas von Oldenskiöld, Head of Partnerships at Qover, about the future for the insurance industry
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Financial Transformation Summit 2025 EXCLUSIVE
At Financial Transformation Summit, Jonas von Oldenskiöld, Head of Partnerships at Qover, spoke on a panel (alongside peers from Davies Group, Accenture, Superscript and YuLife) entitled ‘Bridging the Gap: How InsurTech is Reinventing Traditional Insurance Processes’.
Following the panel, we spoke to Jonas to find out more…
Hi Jonas, tell us about your role at Qover?
“I’m the Head of Partnerships at Qover. We are focused on embedded insurance. We try to enable that for a lot of different players in the markets. Everything from motor insurance, SMEs, going the whole way down to simple things like classes[1] such as travel, trying to be the enabler between the typical risk carrier and the distribution platform.”
You spoke on a panel at the Summit about InsurTech innovation. Give us an overview of your thoughts…
“It was a very interesting group of people on the panel coming from different angles across the industry. And the key things for me were around where InsurTech needs to go now and how it enables insurance companies at this point in time. The common understanding was that we, the InsurTechs, come from being disruptors to being more of a force into them where we can plug in and help them to change a little bit the behaviours that are currently going on. Being that catalyst in the organisation and helping them to drive innovation. Because I think a lot of large organisations have realized that innovation cannot be driven by a single hidden team somewhere, it needs to be driven from a business perspective.”
Why is this an exciting time for Qover?
“I think there are many reasons. Of course, you cannot be at an event like this without speaking about AI and the opportunity that gives to us. Also, we’re seeing a generational shift. The industry needs to get ready to service a completely different type of customers going forward and that will drive a lot of exchanges we’ll see in the next couple years.”
What other trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“I think a key one is to be able to navigate the future role of AI regulation. That will be very interesting to see what opportunities are there and what opportunities would be possible to use. More importantly, I think it is taking data from something, using data from something that is good to have, to really put it in the forefront of the operation to start planning your business process from a data perspective. This is the data that we need to have in order to deliver a good product rather than having data as the outcome of the whole process. You have set up and try to do something from that perspective. So, we need to turn the table on that.”
What other pain points your customers are experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?
“They particularly need help with the UX and how to deliver the product. I think the underlying product itself doesn’t change so much, but it’s a lot about the delivery, making sure that it actually does get delivered at the point in time that we like to call events driven. So, for us it is distributing insurance when you have a life event, if that is having a child, buying a car, buying a house or whatever it might be, data can help us to drive that. So, for us it’s very much around the delivery rather than the product underneath.”
Tell us about a recent success story…
“We’re very proud that we now have several new motor programmes in place where we have been working with large motor organisations that have realized that they’re not only selling a car, they’re selling a means of transportation and convenience, which also then includes insurance across that whole journey. We recently announced partnerships with both Volvo and BMW. And we have more in the pipeline. So, I think that has been a great success where large established industries have realised they need to go further in order to have that UX design.”
What’s next for Qover? What future launches and initiatives are you particularly excited about?
“In 2025, our focus is on expanding into more new verticals. We are involved in driving that engagement to see where we can expand. We started traditionally with a lot of the travel organisation and bike providers. We’re now working with neobanks[2] , traditional banks and the motor industry. I also see more opportunities in areas like utilities, in SME supporting functions, everything from accountancy to data provision and being a software provider. These expansions will be the goal over the next 24 months.”
Why do you think the evolution of collaboration between industries and InsurTechs is set to continue? What are you excited about?
Partnerships is one of the key things changing the insurance industry. We still have some very large players around. They’re fulfilling their function, and they do it very well. But in order for them to adapt into the new situation, partnerships are important. You always need to be able to work at scale, which is important for them. Of course, with a partnership you lose a little bit of control compared to acquiring something or developing it yourself. But on the other hand you win on the speed to market and potentially also on the cost side. So, for me, the winners will be the ones that can handle partnerships in the right way. And at the end of the day, a partnership is a relationship. You can have as many contracts as you want, but it comes down to people.”
Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Qover?
“We get a lot of good feedback and the great thing with events like this is that you have the chance to do networking both informal and formal. You’re having a formal agenda but also have a chance to rotate around. I always make sure to join the sessions and round tables. It has been interesting to speak to peers across the industry. It’s a good way of getting away from the desk and finding some new inspiration.”
Embedded insurance orchestrators… We’re creating a global safety net with insurance,
empowering people to live life to the fullest.
Qover was founded in 2016 by Quentin Colmant and Jean-Charles Velge. From the very beginning, our co-founders had a clear vision of the future of insurance: a simple, transparent and accessible service across borders.
Through embedded insurance, we can create a global safety net that protects everyone, everywhere. To that end, our embedded insurance orchestration platform enables any company to harness the power of technology to embed insurance as a native component of or add-on to their core product or service.
In doing so, embedded insurance becomes a powerful tool for businesses to enrich their value proposition, enable their success and care for their community.
FinTech Strategy meets Vikki Allgood, Director of Technology Strategy at Fidelity, to discuss the fundamental importance of culture in driving a successful business transformation
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Financial Transformation Summit 2025 EXCLUSIVE
At Financial Transformation Summit, Vikki Allgood, Director of Technology Strategy at Fidelity International, gave a keynote speech entitled ‘Psychological Safety – The Hidden Key to Transforming Your Business’. Following her appearance, we spoke to Vikki to learn more…
Hi Vikki, tell us about your role at Fidelity?
“I am Director of Technology Strategy for Fidelity. We’re looking at how we can ensure we can adapt our response to our business’ needs through our technology to meet whatever demand is coming over the horizons tomorrow. And in the years to come.”
You spoke at this Summit about psychological safety driving business transformation. Tell us more…
“At Fidelity, our strategy for our technology has culture as our foundational pillar. Talking with our leaders over the last 18 months, we looked to understand how we can create a brilliant culture, recognising that psychological safety is a fundamental element in that.
“Transformations often stumble because the business plan forgets its most volatile, and most valuable component, the people asked to deliver it. Without psychological safety, even well‑funded and organised programmes stall. Teams focus more on protecting themselves instead of challenging ideas. That’s when the risks remain hidden until it’s costly, and the collective new ideas to solve the biggest challenges are never formed. That’s why we ask leaders to invest time and energy in building a culture where it’s safe to question, experiment, challenge the status quo and admit what’s not working. In that environment the behaviours every transformation depends on (curiosity, creativity, problem‑solving, healthy challenge) all naturally emerge.
Psychological safety isn’t some new trendy HR slogan, it’s a timeless basic human need wired into our biology through millennia of evolution. When people sense social threat, the amygdala floods the body with cortisol and the prefrontal cortex (the part of our brain we rely on for reasoning, innovation, etc.) literally dims. Remove the threat, and the brain’s chemistry flips, dopamine and oxytocin rise, and teams move from cautious compliance to bold collaboration. Leaders must ask themselves if their teams can lean in and challenge effectively or if they are staying quiet to protect themselves. The hidden key is simple, but non‑negotiable, leaders must consciously, relentlessly and courageously build psychological safety through everything they do and say. If they do that, then your technology and transformation plans will have the human engine they need to succeed.”
Why is this an exciting time for Fidelity?
“I think that within the industry, all the opportunities that are coming along, and our ability to adapt to our customers’ needs, is what makes it exciting. We are all on an exponential curve of change. Technical possibilities, customer expectations, regulatory demand, industry landscapes, are all going to keep moving, with new challenges and opportunities presenting themselves. We are ensuring that we can meet those needs of our customers both today and tomorrow. Finding new ways to do that is pretty exciting.”
What trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“So, from a technology perspective, I would say that we are making sure that all our foundational elements are there so that we can respond and adapt. One of Fidelity’s differentiators is that we have historic long running relationships with our customers. We are reintegrating our data strategy to allow us to better leverage this, in addition to market data, allowing us to provide personalised solutions to our customers.
“AI is absolutely generating a buzz for us right now as well, and not just Generative AI. We’re seeing a push towards Agentic AI and how we can look to provide faster, quicker, more cost-effective services for our business partners who can then provide better outcomes for our customers. This in combination with our long-standing history gives us a unique opportunity.”
What pain points are your customers experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?
“We need to understand the new generations entering the wealth space and what their expectations are and how they engage with us. We’re looking to ensure we can keep pace with their demands. For example, we’ve just launched Pay by Bank allowing our customers to pay money into their accounts in a faster more secure way. This feature leverages the Open Banking Technology that is now available to financial institutions.”
Tell us about a recent success story for Fidelity…
“Across the technology landscape, we have been amplifying our existing cloud strategy by removing complexity in our hybrid setup, reducing the number of dependencies back to on-premises. This is a well-known challenge for financial institutions who have regulatory reasons to have highly confidential systems in house. This will allow us to respond at pace to what customers need. Looking a couple of years down the line nobody can be sure what the next big opportunities are going to be, so ensuring we’re building that foundation to respond to what comes over the horizon is fundamental.”
What’s next for Fidelity? What future launches and initiatives are you particularly excited about?
“Security is incredibly important to us. With that in mind, we are exploring Quantum to understand both the opportunities and risks that it could present in the future and how we can stay at the forefront of it. Ensuring a secure and reliable service for our customers is an absolute non-negotiable part of our strategy.”
Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?
“I think the reality is that we need the collective mindsets to come together to create the best outcomes. We’re never going to have all the answers all by ourselves. So, starting to engage and work with people and collaborate means that we get to have a better, wider perspective. Coming to events like this, we get to learn, understand what other industries are doing, what other areas are looking at, and it helps to widen our perspectives and have more opportunities to find those out of the box ideas that are going to then help our customers.”
Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Fidelity?
“I was particularly keen to attend this conference because I think transformation and how we can do this successfully is so important at the moment. The reality is, sadly, and I covered this in my talk, a staggeringly large number of transformations miss the mark or fall short. And so, learning and embracing how you can ensure that you go after it and you get the value that you’re aiming for, that is for me what’s important. As I said, getting that learning, talking to each other, understanding what’s worked, what hasn’t worked and sharing tips and techniques is actually incredibly powerful and something you can then take back and use at your organisation.”
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The needs of our customers have always steered our decisions, which is why we’ve stuck to our core activity of investing. We believe this is what allows us to excel – and, even more importantly, to repay the trust placed in us by our customers.
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FinTech Strategy met with Standard Chartered’s Head of Digital Assets – Financing & Securities Services, Waqar Chaudry, at Money20/20 Europe to discuss how the bank is connecting traditional with digital, collaborating with FinTechs directly and via SC Ventures, and taking a measured approach to entering the crypto market
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Money20/20 Europe Exclusive
There is a buzz in the air at Money20/20 Europe. Waqar Chaudry, Head of Digital Assets – Financing & Securities Services at Standard Chartered, has just spoken on Mastercard’s Horizon Stage about the great digital assets opportunity. We meet up with him at his bank’s stand in the heart of the action at the Amsterdam RAI Arena.
Waqar works in custody to secure digital assets at Standard Chartered. It also has a fund accounting business and offers transfer agent services. “The financing in the Financing & Securities Services elements are in our FX Prime offering,” he explains. “At the moment my sole focus is on crypto custody, tokenisation and building an ecosystem around those products.”
The Rise of Digital Assets
It’s an exciting time for Standard Chartered with crypto custody and the rise of stablecoins and tokenisation… Whether the asset is Bitcoin, a tokenised money market, or anything tokenisable, there have been a lot of conversations with the bank’s partners in terms of the technology quest.
“Most of the conversations historically have been led by the fact that technology does give you the capability to do 24/7 trading and settlement. Risk management from the technology side is much better. The blockchain dream is sold to everyone, which remains true,” notes Waqar. “The issue has been that on the business side, tackling the areas that actually can work with this technology. You have your near instant settlement availability on blockchains. On the other side you have a T+1 or T+3 cash settlement time – that doesn’t gel very well.
“Entrenched in the day-to-day business of these really large institutions is to be able to inject a new piece of technology. And then suddenly say, hey, all these things are solved. For all the inefficiencies in the system it doesn’t work that quickly. We’re actually taking one step at a time. That’s why it’s exciting that we can see in five or ten years from now what the world will look like. Basically, in our vernacular that means we have near instant settlements and near instant international transfer of value. So, that’s the kind of stuff that we are really interested in for the future.”
Meeting the Blockchain Challenge
Waqar explains that when something like a blockchain comes into a traditional bank, and especially blockchains like the ones that support an asset like Bitcoin, you don’t know who the counterparties are (which are clear on the SWIFT network).
“You have to build capability from a technology side, operations side, risk management side,” he continues. “You need to develop the governance of all those functions to be able to get the value of the asset in the ecosystem. And then be able to add value to that to transact on it. We don’t yet have those ingredients, so it becomes very challenging for us to accept the assets. A lot of the work that the bank has done over the past five years has been around embedding those elements into our day-to-day operations. It’s about understanding the risk profile of the coins and understanding the risk profile of the blockchains.”
Waqar’s team works on how to protect the ecosystem from risks from both an AML and KYC point of view. “We’re also making sure that by doing that we don’t create such a burden to the client that the service becomes useless,” he adds. “We’re trying to balance that out and that’s where the challenges lie at the moment. The next stage is to also be able to integrate all of our traditional cash and assets rails into this. And that’s where the next level of risks will come in… Where people are not used to seeing things on the blockchain… They are used to seeing things on the SWIFT network or a CSD. But when the blockchains come in, profiles will change and that’s where we have to meet the challenges.”
Traditional Meets Digital
For an asset manager with a variety of equities and bonds, but keen to start in crypto and other digital assets, the rails are very different… “The liquidity venues and the way you settle the instrument are very different. And they don’t naturally talk to each other,” confirms Waqar. “It’s a big challenge. But to be able to go with the provider that has all the capabilities, which includes the cash side, the asset side, the crypto side and the blockchain side, is something people are looking for now. Without having the end-to-end picture, it would be very difficult for our clients to have an equitable strategy for their clients. We need to be able to service them appropriately based on the rails they operate in.”
Reacting to FinTech Trends
For Standard Chartered’s clients it’s increasingly important for payments to facilitate activity on-chain regardless of the use case of digital assets. “There is a key challenge with payments at the moment. If you do transfer value across geographies or between B2B and B2C, what do you do with that value afterwards?” asks Waqar.
“Are you going to keep it on the books for your treasury or account purposes or are you going to find a way to liquidate the position to pay your employees or pay your service provider? Without the capability to store the asset appropriately and then convert it into a usable form, you can’t do much with it. The only thing you can do is actually transfer value. So, for us what’s important in payments is that we get the transfer value happening immediately. Or as quickly as possible. And then also connect our payment infrastructure and the banking behind. We aim to support the transfer of value from a digital asset into an actual cash asset.”
Building on Success
Standard Chartered’s work with OKX in Dubai has spurred demand the bank didn’t expect. “The key ingredient is that a really large crypto exchange has come together with a really large bank,” reasons Waqar. “When you combine the product features of a large bank like ours with the liquidity of OKX it creates a unique proposition in the market. The traditional players have started to show interest in that because now they can buy diverse assets, pledge them as collateral and start trading while the assets remain safe in a genuine large institutional bank. And at the same time, they also have access to a highly regarded institutional exchange. That story is for us quite important and we’re fostering these relationships more and more…”
It’s been a real success story for Standard Chartered on the money market fund side which is also connected to what the bank is doing on the collateral side. “Money market funds are used to gain value and have an asset that does generate yield on the one side, but also the capability to use the asset as collateral is important,” adds Waqar.
“The money market fund that we launched for China Asset Management in Hong Kong, albeit it’s a retail use case for a start, but then the ambitions are big. The next thing is how do we start using that same asset for pledging for trading purposes and then how do we inject that into a portfolio basket of assets that people buy? At Standard Chartered, we aim to create a supermarket of tokens in a centralised ecosystem. So, our collateral story and the tokenised money market funds is connected, and we want to continue building around it. We’re thinking about other assets now too… We’re looking at equities, bonds and enabling more cryptocurrencies in the same ecosystem as well. It’s just the start of all the things we need to build in the future.”
Why Money20/20?
“This is my first time coming to Money20/20 Europe. Digital asset companies are here alongside financial services and related FinTechs. It’s great that they’re able to talk to each other and it’s quite evident there are lots of great meetings happening. There are many companies here we are either supporting or we’re working with. We’ve also had meetings with UK government representatives geared to attracting talent into the country. They’re trying to make sure that their FinTech ecosystem grows quite significantly for us in the UK and for other footprint markets in Asia; Middle East and Africa are also quite important in how we do that and continue to grow.”
The Evolution of Collaboration between Banks and FinTechs
Standard Chartered is also working in harmony with its ventures partner SC Ventures. The bank is working closely with Libeara for tokenisation and with Zodia Custody as Saas. “Our core institutional bank and our Ventures business are quite tightly coupled from that point of view,” says Waqar. “And it’s quite obvious that the reason for that is how we’ve made significant investments into them. We’ve given part of our DNA into this ecosystem and now, at the bank, they’re building the ecosystem around these capabilities, so we’re keen to bring them in and use their solutions for our services as well.”
Standard Chartered may be a traditional bank but it is a seasoned collaborator with innovative FinTechs. “They need traditional services too,” reasons Waqar. “Once they get to a critical mass, a FinTech may not have the bandwidth to manage certain client sizes. By partnering with some of the FinTechs, we’re seeing that once a certain size of a client comes in, they prefer to work with a large institution like ours. So, that partnership is proactively managed as well from our side. From our ventures side, bringing their innovative approach to product development and technology into the bank, building the ecosystem around risk management and governance from the bank side and then connecting into the FinTechs outside of that ecosystem is something I think is quite an interesting proposition for us. We’re going to keep building on top of that.”
Standard Chartered – Financing & Securities Services
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In today’s fast-moving markets, especially across Asia, Africa and Middle East, success isn’t just about the solutions you choose – it’s about the partnerships you build.
Standard Chartered has been committed to these regions for decades. We understand both the promise and challenges. That’s why we go beyond delivering end-to-end custody, fund, and fiduciary solutions – we actively help shape the markets themselves.
By working with local governments and industry associations, we bring you early insights and access to new opportunities. Partnering with leading asset managers, fintechs, and infrastructure providers, we connect you to the best of the industry, via a single partner. Because in a world of complexity, collaboration is your greatest advantage.
FinTech Strategy meets Ishtiaq M Ahmed, Senior Product Manager – Emerging Tech, Innovation & Ventures at HSBC, to learn more about the future of payments – real-time, cross-border and beyond
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Financial Transformation Summit 2025 EXCLUSIVE
At the Financial Transformation Summit 2025, Ishtiaq M Ahmed, HSBC’s Senior Product Manager, for Emerging Technology, Innovation & Ventures, joined a panel with J.P. Morgan, Revolut, Lloyds and EY to explore how real-time payments, embedded finance and global collaboration are shaping the future of financial services. How are real-time payments reshaping banking infrastructure? What are the regulatory challenges for cross-border payments? How can banks compete with FinTechs in the rapidly evolving payments space? How are digital wallets and mobile payment platforms changing consumer spending behaviours?
We spoke with Ishtiaq after the session to explore what drives HSBC’s approach to innovation, how customer expectations are evolving, and why trust remains at the core of transformation.
Hi Ishtiaq, tell us about your role at HSBC?
“I work on Global Product within HSBC’s Emerging Technology, Innovation & Ventures team. Our focus is to deliver next-generation propositions, particularly across payments, embedded finance and frontier technologies. We work on horizon 2 and 3 initiatives, with a view to turning emerging ideas into viable, scalable solutions. The goal isn’t just to experiment. It’s to test, validate and shape innovations that will help us serve customers better and redefine how financial services operate in the years ahead.”
It’s a transformational time for payments with the rise of open banking and a national vision for the UK. Give us your overview…
“Payments is possibly the most loved area by both FinTechs and banks. A lot of what is happening in payments, it’s where a lot of meaningful innovation is already landing. It’s no longer theory or ideation, its practical and accelerating. The UK’s National Payments Vision is ambitious, and rightly so. But ambition needs alignment. We need stronger collaboration between Banks, FinTechs, Regulators and infrastructure service providers. This journey will take time and coordination. It’s more a marathon than a sprint, and we’re only just getting started.”
Why is this an exciting time for HSBC?
“Simply because the way technology has penetrated our lives and the influence of technology on how banking is evolving are very closely knitted. Technology is no longer on the edges of banking; it’s embedded in every customer interaction.”
What trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“The shift towards alternative payment methods is one I feel strongly about. For decades, the path was linear: cash to cheque to card. Now, we’re entering a new chapter. Pay by Bank, or direct account-to-account payment, is gaining traction. Some regions have already scaled it. In the UK, it’s about to accelerate. This trend will unlock lower costs, faster movement of money and better control for users. It’s not just about technology. It’s about user experience and future-ready infrastructure.”
What other pain points are your customers experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?
“I think for customers it’s very simple. As a customer myself, I look for speed, ease, and simplicity in everything that I do. That’s universal. But what makes it complex today is the influence of AI, automation and data. People want innovation, but not at the expense of trust. So, while we innovate, we keep trust as the anchor. The real test is whether customers can do more, faster and easier, while still feeling their money is protected and their experience is safe. That’s the balance we aim to strike.”
Tell us about a recent success story…
“We’re particularly proud of the work we’re doing on embedded payments. The goal is to make payments feel invisible – integrated into the environment the customer is already in. Whether that’s a retail website, a social app or a business platform, customers shouldn’t have to toggle across apps to complete a payment. We have already launched products in this space, and we’re continuing to build. It’s about making banking ambient – present where the customer is, not where the bank wants them to be.”
Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?
“FinTechs bring urgency and imagination. Banks bring trust, infrastructure and scale. The opportunity is not in competing, but in co-creating. We have seen some encouraging partnerships, and we’re still working at the surface level. There’s a much deeper layer of value if we can move beyond tactical deals into genuine joint innovation.”
Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for HSBC?
“Events like this are important because they bring together different voices with a shared interest in shaping the future. What stood out to me is how open the audience and panellists are to challenging ideas and exploring new perspectives. These are places where real conversations happen; where you meet regulators, banks, FinTechs and enablers all under one roof. It’s these intersections that move the industry forward.”
About HSBC Emerging Technology, Innovation & Ventures
HSBC Emerging Technology, Innovation & Ventures team is a global group of technologists, data scientists and venture specialist dedicated to shaping the banks future capabilities. Our goal is to deliver world class digital-first banking across HSBC’s global footprint.
Our mission is to drive meaningful innovation across the organisation by identifying and unlocking opportunities that enhance customer experience, improve operational efficiency and embrace disruptive technologies.
Our approach is rooted in experimentation, rapid prototyping, continuous iteration. By working closely with both internal and internal partners and external collaborators, we test and refine new ideas, prioritising solution that are scalable, impactful and aligned with the needs of our customers.
We actively partner with leading technology firms, FintTechs, academic institutions and policy makers to stay at the forefront of digital innovation and accelerate time to market.
By combining the scale, trust and resilience of HSBC with agility and mindset of a tech start-up, we aim to nurture transformative ideas, drive strategic innovation and shape the future of banking.
FinTech Strategy speaks with Matt Bazley, Account Executive at Hyland, to explore how the content intelligence and process automation specialists are helping to drive operational efficiencies for their financial services clients
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Financial Transformation Summit 2025 EXCLUSIVE
Hyland empowers organisations with unified content, process and applications intelligence solutions, unlocking the profound insights that fuel innovation. The Hyland team was at Financial Transformation Summit to reveal the ways organisations can transform their processes with the Hyland Content Innovation Cloud™. By combining AI-powered automation with built-in integrations to productivity tools and business applications, Hyland streamlines workflows across multiple channels, accelerating response times, boosting productivity and improving customer satisfaction.
At the event, Neil Rayment, Sales Solution Engineer, demonstrated the intuitive end-user experience and showed how easy it is to configure, tailor and deploy solutions that can empower key stakeholders across any business. We spoke to Hyland’s Matt Bazley, Account Executive for Financial Services, to find out more…
Hi Matt, tell us about your role at Hyland?
“I’m the Account Executive responsible for banking across the UK and Ireland. I’ve been with the company for just over 18 months. Across my career, I’ve been helping financial services institutions for over 15 years with digital transformations and various programmes.”
What are the key digital transformation solutions Hyland offers Financial Services organisations? How are they making a difference? What are some of the use cases you’re exploring?
“Hyland is at the cutting edge of the content space. We have what we call our Content Innovation Cloud, which is delivering content intelligence, process intelligence and application intelligence. What that means in reality is that we’re helping organisations get access to their content that they don’t currently have access to because it’s spread over many siloed systems and sat in an unstructured format. So, with our content and intelligence, we’re able to get access to that unstructured data, which is around about 80% of an organisation’s data in the financial services sector. And we’re able to then provide knowledge and insight on that content, which helps organisations to make better strategic decisions. Allied to that, with this process intelligence, we’re able to help automate processes across the business. Whether it be orchestrating use cases and workflows or integrating with other systems to deliver application intelligence, we’re able to manage that whole end-to-end life cycle of information across an organisation.”
Why is this an exciting time for the business?
“We’re excited because our strategy is really leading the way. We’re leveraging large language models (LLMs) and AI to be able to deliver these real-life use cases that solve actual challenges. A lot of the time AI projects fail because businesses are trying to implement AI that isn’t actually a solution solving a problem. Whereas the AI we’re using is to actually solve a real-life challenge that businesses face because they want to be hyper-personalised for customers and more customer-centric. And you can’t really do that if you’re only leveraging 20% of the data you hold about your customers. And that’s why getting access and insight around this unstructured data is really vital for financial services organisations right now. We are able to help them leverage that unstructured data and meet them where their data is at. So, it’s not a case of having to migrate all of that data into different platforms or into our platform. We confederate across your information wherever it’s held as a financial services organisation; and that’s really a game-changing position for us and for the industry.”
What trends are you seeing across the Financial Services landscape? What will be important for you and your customers?
“AI is the big one. Although it is a bit of a buzzword that everyone’s mentioning nowadays, we’re actually delivering AI solutions to solve problems that businesses face. And that’s one of the real trends in the industries. Most AI projects fail, and companies want AI projects that succeed and deliver real value. The other thing we’re seeing is the rise of hyper-personalisation as part of being really customer-focused and customer-centric. Again, by helping businesses leverage that 80% of information around their customers that they don’t currently have access to, and provide insights on that information, we’re helping those organisations to become really specific and personalised in their dealings with their customers.
“The final piece is around data and governance. So, security around our data as customers, because we’re all consumers at heart and want to know that our information is secure. Using best-in-class processes around security and governance is what we’re really focused on. And that’s a real trend in the market as well. We’re making sure that while we’re leveraging that information about customers, we’re keeping it safe and only using it for what it’s intended for and making sure the processes and governance around that information are really robust.”
What other pain points are clients in the FS space experiencing that you need to address? What are they asking you for help with? How are you meeting the challenge?
“The one big one is the siloed information across multiple systems as part of digital transformation strategies. Over the years, I’ve seen many businesses implement point solutions. They might be best-in-class point solutions… But that means you end up with information and data and processes across 10, 15 or 20 systems. How do you then unify that data and leverage it to make the user journeys more effective? And also the customer journeys better, whatever channel those customers are using?
“What we see is that while trying to be omnichannel for their customers, organisations end up with multiple solutions. One for their mobile app, a solution for their website, a solution for in-branch banking… So, you end up with omnichannel processes that are actually siloed processes. What we are trying to help businesses do is to unify those processes. We can break down those silos and make it a really seamless, integrated journey internally and externally for colleagues and customers.”
Tell us about a recent success story …
“A great example is our work with ABN AMRO – a bank that is one of our longstanding and valued customers. They were looking for a solution because of this very challenge. The bank had multiple siloed systems holding a lot of information and a very complex architecture. They went to market and Hyland was able to prove our solution was able to manage the sheer volume and complexity of the information and content that they had. And most importantly we were able to help them integrate with their line-of-business systems very easily to create that seamless internal/external journey for both users and customers.”
What’s next for Hyland? What future launches and initiatives are you particularly excited about?
“It’s all about continuing to grow for us. With the Content Innovation Cloud, the reception we’ve received from the market, from our customers, has been absolutely tremendous. Businesses are so excited to see the ability and capability of what we’re able to do. And what we’re able to deliver for them in terms of real value through the Content Innovation Cloud. We’ve got customers onboarded already. It’s now about expanding that list of customers who are going to see real value from leveraging the cloud, our AI solutions and driving efficiencies with our content process and application intelligence across their businesses.”
Why do you think the evolution of collaboration between banks and FinTechs is set to continue? What are you excited about?
“Across the market over the last 15-20 years the banks are starting to see FinTechs more as allies than competitors. And they’re leveraging these technologies rather than trying to challenge them. I think that’s going to continue because FinTechs are far more agile. And as customer expectations continue to evolve and become more demanding, banks need to evolve and deal with these demands more effectively and more fluidly. And that’s why leveraging FinTechs is going to be a key differentiator over the next 10 years. That trend is going to continue where banks and FinTechs work together and collaborate rather than challenge each other.”
Why Financial Transformation Summit? What is it about this particular event that makes it the perfect place to embrace innovation? What’s the response been like for Hyland?
“It’s my fourth year coming here with a couple of different companies and I always find this event really valuable. Not only to obviously promote our products and our brand… But to speak to key decision-makers and peers across financial services. We aim to learn from them about whether the challenges we perceive as a vendor are seen by them as a customer. We will continue to learn and evolve our business around key market challenges. Hyland can then focus our solutions around the real-world problems our peers are seeing across financial services. Coming to this event is a great way to meet as many people as possible. And just really enjoy having those meaningful conversations with leaders in the financial services sector.”
Hyland puts your content to work, making it smarter and more accessible in the moment of need.
Hyland’s content, process and application intelligence solutions empower customers to deliver exceptional experiences to those they serve. The solutions capture, process and manage high volumes of diverse content, helping you improve, accelerate and automate operational decisions and workflows.
This month’s cover story features SSEN Transmission’s journey to build a digitally-enabled, AI-ready energy business to meet the country’s clean power, energy security and net zero goals.
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Welcome to the latest issue of Interface magazine!
SSEN Transmission: Digitally Enabling the Grid of the Future
James McLean is the Chief Information Officer (CIO) of SSEN Transmission, a growing Business Unit of SSE Plc. In our lead feature this month, he charts the company’s journey to build a leadership team for IT capable of meeting Transmission’s goals, while facing the daily challenges of operations and programme delivery, allied with focusing on the drive for cyber-readiness, architecture expansion and the growing need for data and analytics.
“The business case was to stand up core systems to deliver foundational technologies capable of driving efficiencies across an expanding enterprise,” he explains. “During my first few months I dialled into how SSEN Transmission operates and considered staffing plans. What does my organisation look like? At this point there were just seven people on the IT team and as T1 was ending we had some deliverables to do in preparation to ramp up for T2.”
“It’s been a unique and interesting challenge leading a constantly growing organisation,” reflects James. “The majority of our people have never worked for SSEN Transmission before, and they’ve come from other industries. We’ve been fortunate in the fact that our business sector is attracting strong talent keen to be part of our energy security and net zero ambition as we work towards that goal.”
Craig Thomas, CIO at the Merit Systems Protection Board.
The Merit Systems Protection Board: Championing Public Sector Change
Digital transformation on a public sector budget is no mean feat, and the operational requirements of a government agency compounds the challenge.
Craig Thomas, CIO at the Merit Systems Protection Board, met with Interface to explain how he and his team overhauled each of MSPB’s legacy systems one-by-one.
“The digital transformation has been critical to MSPB operations because the agency can absorb much more organisational change without having to spend time and money retrofitting IT systems. The environment that we’re in now requires the ability to move very quickly and to change direction with minimal effort.”
Carnival Corporation: Maturing Cybersecurity Across Global Operations
Carnival Corporation’s CISO, Margarita Rivera. With two decades’ experience in the cybersecurity space, she has witnessed immense change both in the fabric of the industry and in its growing importance in increasingly complex and risk-prone digital environments.
With a wealth of multi-industry experience, deeply transferable qualifications, and a front-row seat to the profound changes seen in cybersecurity over the past 20 years, Rivera is ideally placed to lead the ongoing process of securing the company’s digital and data environments.
“People saw cyber as just an IT or tech problem, and I think today folks realise that cybersecurity is much more than that,” says Rivera. “We’re much more involved with many other stakeholders, ingrained in other parts of the business, helping to drive change in a positive fashion and providing guardrails for faster innovation that’s accelerating the way the business can operate.”
“When I first started, there weren’t a lot of women in the tech and cybersecurity space,” she says. “I was one of the first. I remember going to conferences and being the only woman in the room. Now, thankfully there’s been a lot of change.
“I recently met with a partner that’s helping us with a project here, and I looked around the room to see it’s probably sixty-forty, with the sixty in favour of having more women-representative engineers and founders. That’s quite exciting. I think there’s a special skillset that women possess that they bring to the table in terms of creativity and collaboration.”
Appian: Redefining Enterprise Transformation With AI
Gregg Aldana, VP, Head of Global Solutions Consulting, shares what CIOs are really asking for in 2025 and beyond, how Appian is answering that call like no other platform, and why he believes the most progressive and impactful approach to AI is by embedding it inside the most critical processes.
“When I first came to Appian a little under a year ago, one of the first things that came up was the need to spend time with customers,” says Aldana. “If you really want to learn what’s driving and going on in the industry, you’re not going to find out from just reading analyst reports or looking online. You’ve got to go out and physically meet with and talk to people that are leading these changes. Meeting with 200+ CIOs and CTOs a year gives you a front seat to reality.”
Accenture is helping SSEN Transmission manage hundreds of infrastructure projects vital to achieving the UK’s Net Zero ambition. Effective delivery…
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Accenture is helping SSEN Transmission manage hundreds of infrastructure projects vital to achieving the UK’s Net Zero ambition. Effective delivery required addressing fragmented data and disconnected tools that can slow the flow of information between systems. SSEN Transmission sought a partner to help reshape its approach for data-driven execution on capital projects.
Meeting the Digital Challenge with Accenture
SSEN Transmission partnered with Accenture to embrace automation and digitisation in response to increasing project demands, a challenge reflected across the wider Capital Projects sector. Through the adoption of BIM (Building Information Modelling) and the implementation of Integrated Project Management (IPM), which was developed with Oracle and Microsoft, this collaboration laid the groundwork for more connected ways of working and continues to promote transformation across the organisation.
Key Benefits Delivered
Accenture supported with IPM (Integrated Project Management) and Building Information Modelling (BIM) customised to meet specific needs and achieve key goals:
Digitise processes for a single unified environment
Unify data for a standardised and trusted source of truth
Create a scalable platform for delivering capital projects
“With a unified real-time view of project data, SSEN Transmission has improved efficiency and strengthened collaboration across internal teams and with external partners. This allows for more time focused on higher value insight-led work, supporting better outcomes, faster decisions and much more agile delivery”
Huda As’ad, Managing Director, Capital Projects & Infrastructure, UKI
Building for the Future
More than a solutions provider, Accenture helps with strategy and issupporting SSEN Transmission’s continued focus on refining best practice for smooth project delivery. The partnership is helping to evolve ways of working and strengthening the digital foundation for future readiness.
“Our collaboration is built on a strong digital foundation that can scale with SSEN Transmission’s growing needs. By unifying systems, data, and process, we are enabling the faster adoption of new capabilities and supporting the shift towards a fully data-driven capital project delivery”
Nithin Vijay, Managing Director, Industry X – Capital Projects & Infrastructure
Accenture: A Partner for the Journey
Transformation is a journey that begins with the right foundation across people, data and process. It also requires a digital partner that brings together the best of industry experience, process excellence and technology to:
Develop a clear, actionable strategy for digital and data transformation
Embed industry best practices to optimise processes and drive continuous improvement
Enable smarter, more consistent delivery aligned to a long-term vision, from strategy through to execution
And that’s where Accenture makes its mark, helping clients navigate the journey with confidence.
Learn more about how Accenture is supporting SSEN Transmission on its digitisation journey with Huda As’ad, Managing Director, Capital Projects & Infrastructure, UKI and Nithin Vijay, Managing Director, Industry X – Capital Projects & Infrastructure
Digital DNA – Exploring core infrastructure, platform strategies, and foundational technologies.
Embedded Intelligence – AI, machine learning, data strategies, and real-time analytics.
Beyond Fintech – Partnerships between fintechs and other sectors like retail, health, and climate.
Governance 2.0 – Regulation, digital identity, privacy, and ESG compliance.
Day three featured more impactful sessions across all four pillars, offering attendees more valuable insights and strategies for innovation.
Highlights from Key Sessions at Money20/20 Europe:
How to Create and Leverage FinBank Partnerships
The discussion focused on the evolution and success of FinTech partnerships with banks. Key points included the shift from transactional partnerships to more collaborative, value-driven relationships, emphasizing joint KPIs and product creation.
Alex Johnson, Chief Payments Officer, Nium
“You really have to differentiate. You really have to stand out for a bank to say, ‘Yeah, I like what you offer enough to go through, six months of onboarding.’ Dare I say, maybe more.”
John Power, SVP, Head of JVs & AQaaS, Fiserv
“The legacy system, it’s a fact of life. They’re there. They’re pervasive. They’re going to be here for a long time, and banks historically have made huge investments in those platforms and systems. So I think both the challenge for the for the bank and the opportunity for the FinTech is, how do you at the front end of those legacy systems develop new products that can scale and that you can bring cross border easily and readily.”
“It really is cutting the line to be able to deliver opportunity for customers and to be able to expand propositions for new customers.”
“The economic development supply chains shifting to low to middle income countries are incredibly important right now, and cross border payment rails have not been good in low middle income countries.”
Where Fintech goes Next: Tapping into Platforms and Verticals
The discussion centred on the democratisation of financial services through embedded finance. The panel emphasised the importance of data quality, personalisation, and strategic partnerships in delivering seamless financial experiences – ultimately enhancing customer satisfaction and improving business efficiency.
“Embedded finance is going to be defined by region and use cases.”
Amy Loh, Chief Marketing Officer – Pipe
“Small businesses don’t want to manage their business through a bunch of different tools that are stitched together. They’re looking to platforms to do everything for them and keep high end services.”
“Most platforms or merchants out there trying to diversify revenue, and they will get auxiliary revenue, or maybe get primary revenue through FinTech activity.”
The Neobanks Strike Back
In a dynamic exploration of neobanking’s evolution, Ali Niknam revealed bunq’s remarkable journey from a tech-driven startup to a sustainably profitable digital bank. By leveraging AI across every aspect of their operations, bunq has transformed traditional banking, reducing support times to mere seconds and creating a hyper-personalised user experience. Niknam emphasised the power of user-centricity, showing how innovative features like simple stock trading and multi-language support can democratise financial services.
The bank’s strategic approach – focusing on user needs rather than investor expectations – has enabled them to expand thoughtfully, with plans to enter the UK and US markets. By embracing technological change and maintaining a relentless commitment to solving real customer problems, bunq exemplifies the next generation of banking.
Ali Niknam, Founder & CEO, bunq
“Somewhere in the 70s, we let go of the gold standard, and now currencies are basically floating. The only reason why a dollar or a euro is worth what it’s worth is because of trust and perception. Philosophically, it’s very logical that we have found another abstraction layer by introducing stablecoin, which is not much else than a byte number that has a denomination currency as a backing asset that itself doesn’t have anything as a backing asset. A lot of people might ask, ‘Why would you need a stablecoin? We have euros. I go get a coffee, pay with Apple Pay or cash.’ But there are many countries on this planet where the local currency is not stable. If your country has an inflation rate of 30,000% like Zimbabwe, you would really love to use a different currency. The US dollar has been the currency of choice, but as a normal person, you cannot access the US dollar. A US dollar stablecoin that you can access by simply having a mobile phone – that’s going to be transformational for large groups of people.”
Innovating When Regulation Can’t Keep Up: Lessons from NASA
Lisa Valencia covered an array of topics, from her 35 year career at NASA and Guinness World Record to the rise of private entities like SpaceX, which has launched 180 missions this year, and the increasing role of public-private partnerships in space exploration. The speaker also touched on international collaborations, particularly with the European Space Agency and the Italian Space Agency, and the potential for space tourism and colonization of the moon.
Lisa Valencia, Programme Manager/Electrical Engineer – Pioneering Space, LC (ex NASA)
“Back in the day, NASA got 4% of the national budget. Now it’s down to just 0.1%, so we’ve had to get creative with private partnerships. SpaceX is the perfect success story. They came to us in 2007 needing money after some rocket mishaps, and look at them now! From my balcony, I see their launches every other day. They’re planning 180 launches this year alone.Talk about a return on investment!”
“We’re planning to colonise the South Pole on the moon. The idea is to extract water and hydrogen from the regolith—both for living there and for fuel.”
Scaling Internationally in 2025: Funding, Innovating, and Breaking into New Markets
The conversation focused on the growth and strategy of fintech companies, particularly those with a strong presence in Europe and the US. The panel featured Ingo Uytdehaage, CEO and co-founder of Adyen, and Alexandre Prot, CEO of Qonto. Both leaders expressed a preference for organic growth over acquisitions, emphasizing the importance of scaling efficiently before pursuing an IPO.
Ingo Uytdehaage, CEO and co-founder of Adyen
“I think an important part of scaling a company is not just thinking about your product, but also considering the markets you want to address, and how you ensure you become local in each country.”
“We realised over time that if we really want to bring the customers, we need to have the best licenses to operate. A banking license gives you a lot of flexibility.”
“Being independent from other companies, other financial institutions, that gives you flexibility to build what your customers really want.”
“I think it’s very important, also in Europe, that we continue to be competitive. If you think about regulations and AI, we shouldn’t try to do things completely differently compared to the US.”
Alexandre Prot, CEO of Qonto
“We need to be very strict about tech integration and avoiding legacy which slows us down.”
“We still need to scale a lot before we have a successful IPO. A few team members are working on it and getting the company ready for it. But, the most important thing is just scaling efficiently in the business, and maybe an IPO would be welcome in a couple of years.”
Putting The F in Fintech
The panel discussion focused on the role of women in FinTech based on personal experiences.
Iana Dimitrova, CEO, OpenPayd
“At times, being underestimated is helpful, because if you’re seen as the competition, driving an agenda is becoming more difficult. So what I found, actually, over a period, is that bringing your emotional intelligence, leaving the ego outside of the outside of the room, and just focusing on execution is is incredibly helpful.”
Megan Cooper, CEO & Founder, Caywood
“The moment we start defining ourselves as like a female leader or a female entrepreneur, you almost kind of put yourself in a bit of a box. And so I think just seeing yourself on an equal playing field and then operating it on an equal playing field and interacting in that way is quite advantageous.”
“We can’t just want diversity and hope it happens. We actually have to be intentional about creating it.”
Valerie Kontor, Founder, Black in Fintech
“Black women make up 1.6% over the FinTech workforce, but when we look at the financial reality of black women by the age of 60, only 53% of black women have enough money in their bank account to retire. We need to start marrying people in FinTech and the people that we need to serve.”
Money20/20 Europe 2025 closed its doors but the next edition of the conference will return to Amsterdam from June 2–4, 2026, promising to continue the tradition of shaping the future of financial services…
US Department of Homeland Security: Integrating with the Intelligence Community
Zeke Maldonado, CIO at the US Department of Homeland Security (DHS) is tasked with integrating the Department with the intelligence community. During times of change, governments need innovative, strategic leadership more than ever. And that’s where inspirational figure like Maldonado come into play.
“I remain committed to the DHS mission and want to take it to the next level. Many of the services we provide require substantial improvements, and I am eager to see how our modernisation efforts can help achieve the desired objectives. We play a crucial role in automating and enhancing the vetting process for non-US citizens, making it significantly more efficient.”
Cotality: The AI-powered Property Platform
Cotality,the AI-powered property and location intelligence platform, is making the real estate industry more efficient, smarter, and more resilient against climate change by leveraging the Google Cloud Platform.
Chief Data and Analytics Officer, John Rogers, explains how… “Buying a home is the biggest purchase in most people’s lives, so we’re passionate about making sure the system works for them.”
Nemko Digital: Pioneering Trustworthy AI
Nemko boasts more than 90 years of building trust in physical products, Today, Nemko’s digital division is leading the way in defining that trust in an increasingly complex and connected world with its pioneering approach to trustworthy AI reveals Managing Director, Dr Shahram Maralani.
“We want to be one of the top five players in this space. Our goal is to make the world a safer place.”
Security, AI, and Digital Resilience: A look inside Visions CIO + CISO
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The cybersecurity landscape has never been so fast-moving or complex. The stakes have never been higher. A worsening geopolitical reality and increasingly sophisticated cyber threats mean that the role of security leaders is more pivotal than ever as devastating cyber breaches become a matter of “when,” not “if.” It’s a time for information and skill sharing, networking, and collective action in an industry facing a more challenging future than ever.
Visions CIO + CISO Summit brings together executive security and technology leaders and experts from the largest organisations in multiple industries to network and learn from the people driving innovation in the IT and cyber spaces. This year’s event took place between April 28-30, and featured 8 tentpole sessions, over 30 presentations from key industry figures, and more than 30 speakers across the various panels, fire-side chats and peer-to-peer round tables that comprise the rest of the event. Speakers and solutions providers at this year’s event included Illumio, Threatlocker, LastPass, Claranet, Okta, Covertswarm, Intruder, and Ripjar RPC Services. Also in attendance were IT and security professionals from large scale enterprises, including Currys, Astley Digital, 24/7 Home Rescue, H&M Group, IBM, MUFG (Mitsubishi Financial Group), Federated Hermes, Deliveroo, Experian, Saint-Gobain, and Nordea GSK.
At the event, and afterwards, we were lucky enough to catch up with some of the leaders speaking at Visions and get their perspectives on key trends affecting the IT space — from the ever-relevant issue of security to AI and digital resilience.
1. What’s the general outlook for the IT and fintech sectors right now? Is this a scary time? An exciting one?
“It’s an exciting time, particularly within the UK banking sector, where we’re seeing a real shift toward customer-centric innovation. Financial institutions are working hard to deliver seamless, secure, and personalised experiences—often by leveraging cloud, AI, and advanced analytics.”
“There’s a strong emphasis on modernising legacy systems, improving digital onboarding, and enhancing fraud prevention without compromising user experience. This push for technology-driven customer satisfaction is creating space for smarter, faster, and more agile solutions—making it a great time to be contributing to the evolution of digital trust and transformation in financial services.”
2. What are some of the challenges organisations are facing that you can help them with? What problems are they asking you to solve?
“Many organisations are grappling with how to secure cloud environments at scale without slowing down innovation. Key challenges include visibility across hybrid or multi-cloud setups, managing identity and access with precision, and operationalising zero trust.”
“There’s also a strong demand for integrating security earlier in the development lifecycle—what we often refer to as shifting security left. People are asking how to reduce complexity, automate controls, and move away from reactive postures to proactive, real-time risk mitigation.”
1. What kind of outlook does an organisation like Federated Hermes have right now towards the industry? Is this a scary time? An exciting one?
2025 is shaping up to be a very dynamic year for the markets at large. There are rapid developments, from geopolitics to booming technology innovation with AI, that are impacting how the markets move as well changing the environment we operate in as a business. As a global asset manager, Federated Hermes is staying abreast of these changes to ensure we can be where the markets are, whilst maintaining efficiency in our operations for strong profitability.
2. What problems are people asking you to solve right now?
The ever changing world of cyber has historically been difficult for businesses to decipher. In the last few years, it has become even more difficult to keep up, with the advent of AI and how it is changing the technology landscape. Whilst businesses are trying to understand this new technology and embed it into their products and operations, cyber-criminal enterprises are leaping ahead in innovation and starting to leverage it in novel ways. The challenge this brings is two-fold.”
“On one hand, businesses are trying to find the right use cases for AI to get their return on investment at every level. This applies to core business functions, as well as Technology departments and the Security organisations. As cyber strategists we are now being forced to be innovators ourselves and not just passive consumers of the latest products and market trends. This brings a new perspective to how we design controls, build our roadmaps and prioritize our budget items. Boards and executive teams are looking for Security teams who are embracing AI and maximizing the effectiveness and efficiency of their programmes.”
“The second challenge is on the defensive side. The average person, as well as the average corporate employee, is lagging behind in understanding what the latest AI models are capable of, let alone understanding how they can be used to conduct cybercrime. Working in security, we find ourselves in a situation where we both need to find ways to keep up with cyber criminals to defend our enterprises, as well as keep educating our staff and management teams so that we can bring them on this journey.”
1. Would you say this is an exciting time for Astley Digital?
“Astley Digital is at a pivotal point in its journey, experiencing remarkable growth and expanding our service offerings. We’re actively exploring partnerships with innovative cybersecurity companies like ThreatLocker, enabling us to provide even more robust endpoint security solutions for our clients.”
“Additionally, the evolving landscape of cybersecurity is presenting us with unique opportunities to leverage AI for predictive threat analysis, streamline incident response, and enhance our managed security services. This moment is particularly exciting as we are positioning ourselves not just as a service provider but as a thought leader in cybersecurity strategy, risk management, and digital transformation for businesses across various sectors.”
2. What are some of the key challenges organisations are facing that you can help them with? What problems are they asking you to solve?
“Organisations today are grappling with a rapidly changing threat landscape, and one of the most significant challenges is maintaining a strong cybersecurity posture amidst evolving threats. At Astley Digital, we address critical issues such as:
“Endpoint Security: Many organisations struggle with managing endpoint security across remote and hybrid workforces. We provide comprehensive solutions that restrict unauthorised software and applications, preventing potential breaches and maintaining data integrity.”
“Third-Party Risk Management: Ensuring third-party vendors maintain security standards is another pressing concern. We work closely with our clients to assess, monitor, and mitigate third-party risks to prevent supply chain attacks.”
“Incident Response and Recovery: Companies are seeking rapid and effective incident response strategies. We offer real-time monitoring, response planning, and post-incident analysis to minimise business disruptions.”
“Regulatory Compliance: Compliance is a growing concern, especially in highly regulated industries. Our team assists with implementing frameworks that align with industry standards, ensuring data protection and reducing legal risks.”
“We are really fortunate to have reach and presence with clients across different sectors. We have professional service specialisms that respond to many of the trickiest and most important strategy and skill challenges that clients face; technology, cyber security, AI, data, and digital regulations to name a few. Not only is it a great time to be helping clients with those issues and helping them make their businesses more capable, effective, successful and resilient, from a selfish perspective it’s an incredible privilege for our people to be trusted by clients to help with these super interesting initiatives.”
2. What are some of the key challenges organisations are facing that you can help them with? What problems are they asking you to solve?
“We help clients with everything from assessing and improving their resilience positions, to complying with the intersections of a range of existing regulations, frameworks and standards, through to future gazing and thinking about what’s possible through challenging the status-quo.”
“Lately that has included a lot of work on things like AI readiness, development of use cases, working on AI explainability and the human element of potential resistance to the kinds of change that AI and other emerging tech are delivering.”
“Of course an evergreen core of our work is digital resilience, including cyber security, so we do a lot on ensuring that new technology adoptions including those with AI sprinkled throughout them, are digitally and operationally resilient by design.”
“We’re at a turning point where AI is no longer a side conversation—it’s embedded in the way Deliveroo operates. That shift brings real momentum and urgency to the work we do in securing AI adoption and protecting digital environments.”
2. What are some of the key challenges organisations are facing that you can help them with? What problems are they asking you to solve?
“The main concern is how to adopt AI without opening the door to unmanaged risk. Businesses know they can’t sit this one out, but they’re looking for help building the right guardrails to manage risk; especially with evolving regulation and the rise of AI-powered threats like deepfake vishing and advanced phishing.”
1. What are you here at Visions to discuss with your peers in the cybersecurity and IT space?
“The first panel I was part of was the Threat Detection & AI Panel Discussion. We were looking at establishing trust, mitigating risks, and safeguarding security in the age of AI. I focused on how to balance the benefits of AI with the challenges of building trust, managing risks, and ensuring security.”
“Then, I had a deep dive into looking at an age where individuals don’t verify, they just take information, no longer researching to see if the information is correct.”
“I always remain sceptical, whilst understanding the value of efficiency. AI is now embedded in so many tools, but now the main concern is the people within the organisation. Monitoring and education are essential. People will often try to find a shortcut and the easy way to go about things. Until training, governance and understanding is at a level where there can be trust, I suggest turning it off.”
1. These are challenging times for cybersecurity teams. How has 2025 been going for you and Ripjar?
“Ripjar utilises new and emerging technology to solve customer problems in cyber threat investigations and anti-financial crime compliance. We’ve been able to help organisations achieve record results – identifying connections, anomalies and potential risks, while reducing false positives and increasing true positives – leading to best-in-class results in many industries. We’re excited to be sharing that technology, alongside further innovations, with other organisations as we expand our global coverage.”
“The advent of generative AI creates vast risks and opportunities. It also shifts perspectives on existing machine learning and artificial intelligence technologies. It has been exciting to see how the newest AI can be combined with non-generative AI and other technologies to create new solutions to the problems that keep our customers awake at night.”
2. What are some of the challenges organisations are facing that you can help them with?
“Ripjar serves customers in several areas. Our anti-financial crime customers are trying to make sense of the ever-expanding business risks presented by their customers and counterparties in a tumultuous world. We’re able to help them in that journey, whether it’s responding to changing Russian or Middle East sanctions or aligning with the massive political changes that have impacted PEP (politically exposed persons) regimes all around the world.”
“Using foundational AI, we find broad risks in the media – which is often referred to as negative news or adverse media. That means reading through millions of daily news articles to identify risk signals which are important to those handling the world’s global payments or trading internationally. Agility is a key requirement for our customers, and machine learning and AI make it possible to make sense of huge quantities of structured and unstructured data quickly and accurately.”
“Our cyber customers are sophisticated threat investigators working in complex environments, including a number of MSSPs. They rely on our data fusion and investigations software to identify potential threats to their data and ultimately their businesses.”
Looking at the future
The shadows of GenAI, looming threats, and a shifting regulatory landscape loom over the global cybersecurity and IT communities, but the tone is also optimistic. While every leader we spoke to at Visions CIO + CISO acknowledged the threat posed by emerging technologies, many were also excited by the potential of GenAI tools to detect threats and help strengthen cybersecurity defenses.
Given how quickly the circumstances surrounding cybersecurity have changed in just a few short years, it’s almost impossible to predict where we’ll be by the end of the decade. However, the experts we spoke to at Visions are approaching the future with both eyes open — watchful for new risks, and determined to capitalise on new opportunities.
The next Visions CIO + CISO Summit (Autumn, UK) is taking place at the Allianz Stadium in London on 13 – 15 October, 2025. Learn more and register to attend here.
Transformational success with technology is about more than just ‘keeping the lights on’. Our cover story this month spotlights National Grid with the story of an innovation programme empowering everyone across the organisation on a shared transformation journey. Global Head of Data Strategy, Andrew Burns, tells Interface how connections like these are driven by data.
“We have new energy sources, greater demand and an opportunity to gather more data than ever before. Technologies like artificial intelligence (AI) and augmented reality (AR) are revolutionising how we use that data. Today, data and these technologies are combining to increase our ability to deliver value to our customers, and society.”
Asian Hospital and Medical Center: Leading the technology revolution in healthcare
Asian Hospital and Medical Center, one of the largest and fastest growing premiere hospitals among the close to 30 hospitals in the Metro Pacific Health Group, is the pioneer of an integrated healthcare network in the Philippines. Frank Vibar, CITO at Asian Hospital and the former Group CIO of the MPH Group, reveals the IT strategic roadmap that will deliver a true regional hospital.
“AHMC’s vision is to become the centre of global expertise in caring for the unique needs of our patients and the communities we serve.”
Also in this issue of Interface…
We hear from Tecnotree on the year ahead for the Telco industry; get the lowdown on meeting the challenges of integrating Agentic AI from Confluent; learn about the importance of Cybersecurity investment in OT (Operational Technology) from Claroty; and discover how IoT-enabled digital customers are reshaping customer experiences with Content Guru.
Discover how Capgemini is helping National Grid make a giant leap for Data with Priscilla Li, Head of Customer Data & Technology at frog, part of Capgemini Invent
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Capgemini is working with National Grid to harness the value of its data through collaboration across the organisation and by applying new technologies.
Capgemini innovates with a human-centred design approach, in crafting a vision that resonates with National Grid. And also a capability that empowers innovators to pioneer new ideas, experiment with novel technologies and accelerate value. Underpinning this vision was an innovation framework and operating model supported by the right tools, ways of working and technologies that worked for National Grid.
Delivering success with DataConnect
National Grid’s Innovation Lab delivers innovation globally through collaboration with DataConnect. With fireside chats, and internal marketing, Capgemini empowered teams from across the organisation to get involved and be innovators – resulting in over a hundred new ideas in just a few months. Working with National Grid’s ecosystem of partners, Capgemini delivered over 12 projects in less than six months with clear business value. These ranged from creating digital twins of substations, simulating cyber- attack paths, using Generative AI to smartly summarise key documents and helping people understand their own unused ‘dark data’.
Promoting progress with the Innovation Lab
The Innovation Lab is a ground-breaking innovation capability that is transforming National Grid’s ability to test and learn and accelerate a greener inclusive future for us all. Capgemini was integral to its success in multiple ways, including:
Establishing a shared vision and mission, aligning key senior stakeholders across the organisation
Creating the Operating model and Playbook of new ways of working, such as how to apply design thinking and innovation techniques and upskilling teams
Introducing a ‘Gameboard’ with clear metrics for prioritisation and qualification of new ideas
Pipeline and Portfolio Management, including impact measurement to enable tracking of 100+ ideas across a balanced portfolio
An internal DataConnect website allowing anyone at Grid to tap into the Innovation story, how it was delivered, the benefits and to submit their own new idea
A DataConnect Platform, a technology infrastructure that enables safe, rapid experimentation, including managing the use of key datasets
Support the next evolution and business case for the Innovation Lab
“Capgemini were key to helping us set up the framework and the operating model for the Innovation Lab. They’re currently supporting us in developing out our own internal research environment so that we then have a capability to de- ploy use cases internally as well as working with our partners. They’re instrumental in building our core capabilities and evolving our approach to innovation.”
Andrew Burns, Global Head of Data Strategy, National Grid
Click here to read more about National Grid’s Innovation story
Deepak Parameswaran, Sector Head – Energy, Manufacturing & Resources at Wipro, talks innovation with National Grid’s Global Head of Data Strategy Andrew Burns
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Partners for over 25 years, Wipro and National Grid have been laying the foundation for progress… By taking data to the cloud, creating value and leveraging their common work to deliver advanced, data-driven innovations across the National Grid enterprise.
Meeting the transformation challenge
As a utility, National Grid seeks to provide safe, affordable, and reliable electric and natural gas service for its customers. As such, the company is hyper-focused on natural gas, electricity grid modernisation, customer satisfaction and the integration of business and technology processes across the entire business as gas and electricity demand increases across the markets. Wipro offers actionable solutions, providing the innovative technology and domain expertise necessary for organisations like National Grid to transform and become leaders in sustainability within their respective industries.
Delivering bespoke solutions for Innovation
Traditional utility technologies can pose challenges in terms of complexity and capital investment. With Cloud and AI technologies emerging as game changers, Wipro delivers a proven ecosystem, incorporating analytics, IoT, Generative AI, and Augmented Reality, tailored to meet the needs of customers, assets, and grid management. This makes for easier, scalable, and faster to market solutions that allow National Grid to quickly realise the benefits. Wipro’s Utility Enterprise solutions have delivered on key elements of the digital transformation journey at National Grid. This allows for a constant data presence across the globe, creating a common, secure cloud environment.
Wipro’s partnership with National Grid
Wipro’s collaboration with National Grid continues to be built on a foundation of continuous innovation, with a commitment to:
Staying ahead of utility business trends
Supporting National Grid’s clean energy transition
Developing sophisticated data and AI solutions for enhanced customer service
Maintaining agility to address emerging challenges
“Wipro has been our biggest partner in executing use cases through the Innovation Lab, enabling us to be agile and deliver multiple projects with direct, tangible business benefits. Their support has been vital in ensuring a clear, efficient process and rapid execution, making them key to our success.”
Andrew Burns, Global Head of Data Strategy, National Grid
Click here to read more about National Grid’s Innovation story
Trinidad’s Republic Bank has been serving customers via its branches for over 185 yearsand now serves 16 different countries across the Caribbean and beyond. It’s “a regional bank with a growing global reach,” explains Group Chief Information & Digital Transformation Officer, Houston Ross. His team is building a digital bank during a Year of Delivery and Accountability (YODA). “It’s easy to be overwhelmed with the ideas of what’s possible so it’s up to our team to channel its work in the right direction for the bank. We’ve been aiming to facilitate a shift from project to product – the traditional project mindset is stop/start. But when we talk about digitalisation it’s a journey that never ends. And product is the vehicle to make sure we’re continuously improving.
“We’ve had success with initiatives like our Endcash digital wallet – which now features more than 1,000 merchants and over 10,000 customers successfully onboarded. This is our digital pathway and we have to change minds in terms of going beyond the challenges to achieve what’s possible with the right frameworks, tools and processes for our people to serve our customers.”
Carrefour: Bridging the linguistic divide with technology
Zoe Bordelon, Global L&D Lead at Carrefour, digs deep into the company’s desire to bring better communication to its staff and customers through the magic of language-learning.
“We needed to give our team a way to learn languages and improve their communication…We work closely with the different countries to make sure we’re all aligned for the group roadmap, while also supporting them in delivering our initiatives to employees.”
Glovo: Cybersecurity as a business enabler
We speak with Glovo’s Head of Security, Rafael Di Bari, on managing a global business-wide transformation to make Cybersecurity a business enabler at the leading Spanish tech platform connecting users across 23 countries with a range of on-demand services.
“At Glovo aim to create a robust security framework that adapts to emerging threats and aligns with our strategic business objectives.”
InsurTech Insights Europe 2025: A Transformational Gathering for the Future of Insurance
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InsurTech Insights Europe 2025, held on March 19-20 at the InterContinental London – the O2, reaffirmed its status as the premier conference for insurance technology professionals across the continent. Drawing more than 6,000 attendees from over 80 countries, the event brought together C-level executives, startup founders, investors, and tech leaders. They explored the evolving future of insurance powered by innovation and digital transformation.
Key Themes
With seven stages and over 400 speakers, the conference agenda was packed with compelling keynotes, forward-looking panel discussions, fireside chats, and practical workshops.
The overarching theme of the 2025 edition was crystal clear: artificial intelligence (AI) is no longer a futuristic concept, it’s the driving force behind today’s insurance innovation. Topics like automation, generative AI, claims transformation, underwriting analytics, embedded insurance, cyber security, and ESG all reflected a dynamic industry poised for rapid acceleration.
A Focus on Leadership & Diversity
One of the standout sessions was the panel discussion titled “The ROI of Gender Diversity: Breaking the Glass Ceiling for Women in Leadership”, held on the Purple Stage. Featuring high-level voices from Solera, unlock VC, and AXA XL, the panel addressed the often-overlooked yet crucial importance of gender diversity in executive roles. The discussion didn’t stop at raising awareness; it presented measurable business outcomes tied to diverse leadership and called for action to foster inclusivity across all levels of the industry.
Complementing this session was “The Women in Insurance Power Group Meet-up”, a networking event held at the Sky Bar on the 18th floor. Attendees not only connected over lunch but were also invited into an exclusive WhatsApp group, encouraging long-term collaboration and support among female leaders and allies in the space.
The Innovators Hub and the ITI Marquee: Where the Future Was Born
A major addition to this year’s conference was the debut of the ITI Marquee. A vibrant, purpose-built zone dedicated to showcasing bold ideas and startup brilliance. This space housed the Innovators Hub, which included its own dedicated Innovator’s Stage. Here, early-stage ventures and InsurTech pioneers pitched their solutions to panels of VCs, corporate innovation leads, and fellow founders.
This setting offered more than exposure, It cultivated real-time connections between startups and investors, giving many smaller players their first shot at meaningful partnerships or funding opportunities. The diversity of ideas, from AI-powered claims processors to data-driven risk models for climate insurance, reflected the industry’s hunger for next-gen solutions.
Keynote InsurTech Highlights
One of the most talked-about moments of the event came from Daniel Schreiber, CEO and Co-Founder of Lemonade, whose opening keynote explored how AI can dramatically enhance customer experience in insurance. He challenged the audience to rethink not just how insurance is sold or serviced, but why it’s offered. And how technology can transform its social impact.
Another crowd favourite was the session on “The Path to Embedded Insurance”, which unpacked how insurance products are increasingly being bundled into digital ecosystems like ecommerce platforms, mobility apps, and smart home technologies. This wasn’t just a hype piece. Real-world case studies from European neobanks and auto insurers illustrated how embedded models are already driving customer growth and retention.
Among the compelling keynotes on the Main Stage, Sofia Kyriakopoulou, a Fintech Strategy AI Champion and Group Chief Data & Analytics Officer at SCOR, revealed how GenAI innovation at one of the world’s largest reinsurers is transcending the realm of proof of concepts to become fully productive.
InsurTech Deep Dives: AI, Data & Digital Claims
Sessions throughout the week made it clear that AI is at the forefront of virtually every area of insurance operations. Whether it was applied in predictive underwriting, fraud detection, or personalised customer engagement, companies are looking to AI not just for marginal gains but foundational transformation.
A standout workshop on AI in Claims Automation included live demos from startups using computer vision and NLP to automate damage assessment. Meanwhile, a session on Data-Driven Underwriting shared how insurers are replacing traditional risk proxies with real-time data streams, from wearables to smart meters.
Cybersecurity was another hot topic, with insurers discussing how to build resilient cyber products in the face of increasing digital threats and regulatory complexity.
Global Meets Local: The Power of Diversity
Although a European event at heart, the conference had a distinctly global flair. Speakers came from the U.S., Singapore, Brazil, South Africa, and the Middle East. They brought diverse perspectives on shared challenges such as climate change, digital regulation, and consumer trust.
Simultaneously, European startups shone on stage. Companies from the UK, Nordics, DACH, and Benelux presented innovative, often niche solutions for localised market challenges—from parametric crop insurance to real-time mobility coverage.
Trade Exhibition & Brand Visibility
The exhibition floor was a hive of activity, featuring booths from established players like Munich Re, Swiss Re, Guidewire, Duck Creek, and Cognizant, alongside vibrant startup showcases. Product demos, swag giveaways, and live challenges kept engagement high and made it easy for brands to stand out.
The conference proved to be a golden opportunity for brand elevation, allowing companies to position themselves as thought leaders or rising disruptors in front of an incredibly curated audience.
InsurTech Insights Europe: The Verdict
The closing remarks from Kristoffer Lundberg, CEO of InsurTech Insights, captured the spirit of the event:
“It’s a privilege for us to gather together the sharpest minds in the industry to discuss the role of AI in insurance. The direction and impact of these technologies will shape the space for decades to come.”
Indeed, InsurTech Insights Europe 2025 wasn’t just a conference, it was a strategic gathering. A melting pot of ideas and a launchpad for the next generation of insurance products and platforms. Attendees walked away not just with new business cards, but with fresh ideas, collaborative leads, and the motivation to drive innovation within their own organisations.
As the insurance industry continues to evolve amid mounting global challenges and rapidly advancing tech, this event served as a timely and energising reminder… The future is not something to wait for—it’s something to build, together.
Meet, greet, and learn from fellow IT professionals at VISIONS CIO + CISO Leadership Summit on the 28th to the 30th of April 2025. At the Allianz Stadium in London, you’ll discover the newest solutions and strategies on the market, while making meaningful connections with your peers.
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Over the course of the VISIONS event, attendees will have access to over 30 presentations and eight different sessions, as well as panels involving numerous expert speakers, and peer-to-peer roundtables.
Interface Magazine is thrilled to announce that our magazine is a media partner of VISIONS UK! For the CIO + CISO Leadership Summit, VISIONS is offering a VIP code for our readership. Secure your free pass here and use the code INTF-VIP for the full VIP experience!
Taking the challenge out of change
The pressure to modernise is at an all-time high, but the VISIONS CIO + CISO Leadership Summit provides a welcoming and informative atmosphere for you to learn about updating your systems, tackling cybersecurity threats, and building AI strategies.
The event is reserved for executives, and aims to support your professional and departmental goals across the board. The programme is tailored to enlighten, educate, and support CIOs and CISOs in their technology journeys.
Agenda
Eight sessions
30+ presentations
30+ speakers across panels, fireside chats and peer-to-peer roundtables
Alongside your free pass, use the VIP code INTF-VIP to also gain access to the following:
Complimentary accommodation for one night
On-site food and drinks provided
Multiple networking receptions with open bar
Travel reimbursement
Designed to address your challenges
This event aims to put an end to the usual wandering around the exhibition hall in order to find the information you want. During registration, you’ll have the chance to explain the current challenges you’re facing in business, and Visions will do the hard work in arranging meetings with a tailored set of solutions providers. You’ll be connected directly with the people who can help, in a bespoke, no-pressure environment.
Register today! Click here to book, and use our unique media partner code for VIP treatment: INTF-VIP
Tech Show London is coming to Excel March 12-13. Register for your free ticket now!
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Unlock unparalleled value with a single ticket that gets you free access to five industry-leading technology shows. Welcome to Cloud & AI Infrastructure, DevOps Live, Cloud & Cyber Security Expo, Big Data & AI World, and Data Centre World.
Tech Show London has it all. Don’t miss this immersive journey into the latest trends and innovations.
Discover tomorrow’s tech today
Unleash Potential, Embrace the Future. Hear from the greatest tech minds, all in one place.
Dive into a world where cutting-edge ideas shape your tomorrow. Tech Show London is the epicentre of technology innovation in London and beyond, hosting the brightest minds in technology, AI, cyber security, DevOps, and cloud all under one roof.
The Mainstage Theatre is not just a stage; it’s a launchpad for innovative ideas. Witness a stellar lineup featuring world-renowned experts from across the tech stack, influential C-level executives, key government figures, and the vanguards of AI and cybersecurity. All ready to share ideas set to rock the industry.
GLOBAL INSPIRATION, LOCAL IMPACT
Seize the opportunity to be inspired by global visionaries. Furthermore, with speakers from the UK, USA, and beyond, prepare to be inspired by transformative concepts and actionable strategies from technology insiders, ensuring your business stays ahead in an ever-evolving technology landscape.
Where the future of technology takes the stage
Secure your competitive edge at Tech Show London, the UK’s award-winning convergence of the industry’s brightest tech minds.
On 12-13 March 2025, gain vital foresight into the disruptive technologies reshaping your market, and position your organisation at the forefront of technology’s next frontier.
If you’re defining your business’s tech roadmap, register for your free ticket to join us at Excel London.
Parag Pawar, Partner – Banking & Financial Services, on how Hexaware’s services and platforms can streamline any transformation journey
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Parag and his team at Hexaware have been working closely with the European Bank for Reconstruction & Development (EBRD) on a digital transformation program focused on the bank’s Compass ERP program.
This ongoing collaboration is set to scale to meet EBRD’s future needs says Parag: “Hexaware’s strategy is based on building and deploying AI-infused technology platforms. With our talented and passionate workforce, we are uniquely positioned to enable transformation.”
Why Hexaware?
With 32,000+ professionals across Asia Pacific, Europe, and the Americas, Hexaware—backed by The Carlyle Group—delivers a blend of deep domain expertise and transformative technologies.
Its proprietary platforms help address the unique challenges of financial services and FinTech:
RapidX™: Accelerates software engineering and code analysis, enabling legacy modernization and faster time-to-market.
Amaze®: This platform simplifies cloud migrations and helps customers streamline their cloud operations and leverage the potential of AI.
Tensai®: Drives automation, streamlining workflows and enhancing operational efficiency.
But technology is just part of the equation – expertise drives transformation. From modernising legacy systems to deploying intelligent automation, Hexaware’s tailored approach helps ensure that solutions align with your business goals.
Hexaware strives for a record of delivering scalable growth, reducing costs, and elevating customer experiences. Whether you’re an established financial leader or an emerging FinTech innovator, Hexaware looks forward to be your partner for thriving in the digital era.
Hexaware: Shaping the future of financial services, one solution at a time
“A CIO will only be as successful as the team and the partnerships they build around them. It’s why we chose Hexaware as the strategic partner for our Compass program, EBRD’s ERP transformation. Having the right partner to work closely with us is key to any successful change journey within an IT organisation. You can’t run a bank at the scale of EBRD without this type of partnership. The nuances required, the skill they’re offering along with the design thinking and innovation they’re able to bring to the table in a short space of time is truly impressive. We’re counting on Hexaware to continue making a big impact.”
Subhash Chandra Jose, Managing Director for Information Technology, EBRD
Click here to read more about EBRD’s journey towards delivering a transformation programme to support the bank’s global investment efforts
Head of Group Payment Strategy, Lee McNabb, explains how a customer-centric vision, allied with a culture of innovation, is positioning NatWest at the heart of UK plc’s Open Banking revolution: “The market we live in is largely digital, but we have to be where customers are and meet their needs where they want them to be met. That could be in physical locations, through our app, or that could be leveraging the data we have to give them better bespoke insights. The important thing is balance… At NatWest, we’ll keep pushing the envelope on payments for a clear view of the bigger picture with banking that’s open for everyone.”
EBRD: People, Purpose & Technology
We speak with the European Bank for Reconstruction & Development’s Managing Director for Information Technology, Subhash Chandra Jose. With the help of Hexaware’s innovation, his team are delivering a transformation programme to support the bank’s global investment efforts: “The sweet spot for EBRD is a triangular union of purpose, people, and technology all coming together. This gives me energy to do something innovative every day to positively impact my team and our work for the organisation across our countries of operation. Ultimately, if we don’t get the technology basics right, we can’t best utilise the funds we have to make a real difference across the bank’s global efforts.”
Begbies Traynor Group: A strategic approach to digital transformation
We learn how Begbies Traynor Group is taking a strategic approach to digital transformation… Group CIO Andy Harper talks to Interface about building cultural consensus, innovation, addressing tech debt and scaling with AI: “My approach to IT leadership involves creating enough headroom to handle transformation while keeping the lights on.”
University of Cinicinnati: Where innovation comes to life
Bharath Prabhakaran, Chief Digital Officer and Vice President at the University of Cincinnati (UC), on technology, innovation and impact, and how a passion for education underpins his team’s work. “The foundation of any digital transformation in my opinion is people, process, technology – in that order,” he states. “People and culture are always the most challenging areas to evolve because you’re changing mindset and behaviour; process comes a close second as in most organisations people are wedded to legacy ways of working. In some respects, technology is the easy part, you always implement the tools but they’ll not be effective if you don’t have the right people and processes.”
IT: A personal career retrospective
It’s fascinating, looking back at something as complex and profoundly impactful as IT. And for Claudé Zamboni, who is preparing to retire after over 40 years in the sector, it’s been an incredible time to be deeply involved in technology. “There have been monumental changes from when I first entered IT, where it was basically a black box,” says Zamboni. “People didn’t know what the IT team was doing, and those in IT would just handle problems without telling anyone how. It only started to become more egalitarian when the internet got more pervasive. We realised that with information being available everywhere, we would lose the centralisation function of IT. But that was okay, because data is universal.”
“Turning transformation into a non-event is our North Star,” explains Thorsten Spihlmann, Head of Business Development for Transformation in the Cloud Lifecycle Management department at SAP. The evolution of SAP’s Business Transformation Centre (BTC) is future proofing customer experience. “The BTC is a comprehensive solution that helps users streamline the process of migration to S/4HANA,” says Spihlmann. “In the end, it’s one central platform – one central orchestration layer – which guides you through all phases of the project. The BTC enables users to access source systems, profile data for insights, enhance and transform data, provision it to target systems, and validate data integrity… Our customers’ interests are always top of mind.”
Nestlé: A CIO Leading by Example
Nestlé‘s Oceania’s CIO, Rosalie Adriano, dives deep into how her breadth of experience in transformational change led to her becoming one of 2024’s top 50 CIOs in Australia. “I want ideas to be freely shared. Innovation is encouraged. This approach breaks down silos and creates a sense of unity and purpose.”
Poundland & Dealz: The Value of Digital
Dean Underwood, IT Director at Poundland & Dealz, talks challenges, cultural shift and the company’s digitally transformation… “We must prove that spending on technology is as impactful as investing in product pricing,” he says. “For example, my request to fund a new data warehouse competes with the Commercial Director’s goal to maintain affordable prices. The customer always comes first, but investing in supply chain efficiencies lowers operating costs, helping us keep prices down. It’s our responsibility to demonstrate the value of every investment.”
Schenectady County Government: Delivering Critical and Secure Infrastructure
Schenectady County’s CIO Gabriel A. Benitez discusses the role of IT as a steward for citizens, leadership and the power of teams, and why security is crucial to the organisation… “We support and serve to keep Schenectady County running. That covers a broad remit, but some of the key departments we work with include Finance, Law Enforcement, Emergency Management, Public Health, Glendale Nursing Home, County Clerk, District Attorneys, Public Defender, Conflict Defender, Probation, Social Services, Veteran’s Affairs, Engineering & Public Works, and Department of Motor Vehicles.”
Interface looks back on another year of ground-breaking tech transformations and the leaders driving them. We spoke with tech leaders…
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Interface looks back on another year of ground-breaking tech transformations and the leaders driving them. We spoke with tech leaders across a broad spectrum of sectors – from banking, health and telcos to insurance, consulting and government agencies. Read on for a round up of some of the biggest stories in Interface in 2024…
EY: A data-driven company
Global Chief Data Officer, Marco Vernocchi, reflects on the transformation journey at one of the world’s largest professional services organisations.
“Data is pervasive, it’s everywhere and nowhere at the same time. It’s not a physical asset, but it’s a part of every business activity every day. I joined EY in 2019 as the first Global Chief Data Officer. Our vision was to recognise data as a strategic competitive asset for the organisation. Through the efforts of leadership and the Data Office team, we’ve elevated it from a commodity utility to an asset. Furthermore, our formal strategy defined with clarity the purpose, scope, goals and timeline of how we manage data across EY. Bringing it to the centre of what we do has created a competitive asset that is transforming the way we work.”
Lloyds Banking Group: A technology and business strategy
Martyn Atkinson, CIO – Consumer Relationships and Mass Affluent, on Lloyds Banking Group‘s organisational missive around helping Britain prosper, which means building trusted relationships over customer lifetimes by re-imagining what a bank provides.
“We’ve made significant strides in transforming our business for the future,” he reveals. “I’m really proud of what the team have achieved with technology but there’s loads more to go after. It’s a really exciting time as we become a modern, progressive, tech-enabled business. We’ve aimed to maintain pace and an agile mindset. We want to get products and services out to our customers and colleagues and then test and learn to see if what we’re doing is actually making a meaningful difference.”
Arianne Gallagher-Welcher, Executive Director for the USDA Digital Service, in the Office of the OCIO, on the USDA’s tech transformation and how it serves the American people across all 50 states.
“If you’d told me after I graduated law school that I was going to be working at the intersection of talent, HR, law, regulations, and technology and bringing in technologists, AI, and driving innovation and digital delivery, I’d say you were nuts,” she says. “However, it’s been a very interesting and fulfilling journey. I’ve really enjoyed working across a lot of different cross-government agencies. USDA is the first part of my career where I’m really looking at a very specific mission-driven organisation versus cross-agency and cross-government. But I don’t think I’d be able to do that successfully without the really great cross-government experiences I’ve had.”
Virgin Media O2 Business: A telco integration supporting customers
David Cornwell, Director – SMEs, on the unfolding telco integration journey at Virgin Media O2 Business delivering for Business customers
“If you’ve got the wrong culture, you can’t develop your people or navigate change…” David Cornwell is Director of Technical Services for SMEs at Virgin Media O2 Business. He reflects on the technology journey embarked upon in 2021 when two giants of the telco space merged. A new opportunity was seized to support businesses with the secure, reliable and efficient integration of new technology.
Nick Edwards, Group CDO at The AA, on the organisation’s incredible technology transformation and how these changes directly benefit customers.
“2024 has been a milestone year for the business,” explains Edwards. “It marks the completion of the first phase of the future growth strategy we’ve been focused on since the appointment of our new CEO, Jakob Pfaudler.” Revenues have grown by over 20%, allowing The AA to drive customer growth with technology. “All of this has been delivered by our refreshed management team,” he continues. “It reflects the strength of our people across the business and the broader cultural transformation of The AA in the last three years.”
Dave Murphy, Financial Services Lead, Global at Publicis Sapient, gave us the lowdown on its third annual Global Banking Benchmark Study.
The report reveals that artificial intelligence (AI) dominates banks’ digital transformation plans, signalling that their adoption of AI is on the brink of change. “AI, machine learning and GenAI are both the focus and the fuel of banks’ digital transformation efforts,” he says. “The biggest question for executives isn’t about the potential of these technologies. It’s how best to move from experimenting with use cases in pockets of the business to implementing at scale across the enterprise. The right data is key. It’s what powers the models.”
Chief Information Officer Simon Birch and Chief Customer & Transformation Officer Danielle Handley discuss Bupa’s transformation journey across APAC and the positive impact of its Connected Care strategy.
“Connected Care is our primary mission. We’ve been focusing our time, investment and energy to reimagine and connect customer experiences,” says Simon. “It’s an incredibly energising place to be. Delivering our Connected Care proposition to our customers is made possible by the complete focus of the organisation and the alignment leaders and teams have to the Bupa purpose. Curiosity is encouraged with a focus on agility, collaboration and innovation. Ultimately, we are reimagining digital and physical healthcare provision to customers across the region. Furthermore, we are providing our colleagues with amazing new tools to better serve our customers throughout all of our businesses.”
Gregg Aldana, Global Area Vice President, Creator Workflows Specialist Solution Consulting at ServiceNow, on how a disruptive approach to technology can drive innovation.
While the whole world works towards automating as many processes as possible for efficiency’s sake, businesses like ServiceNow are supporting that change evolution. ServiceNow’s platform serves over 7,700 customers across the world in their quest to eliminate manual tasks and become more streamlined. We spoke to Aldana about how it does this and the ways in which technology is evolving.
Innovation Group: Enabling the future of insurance
James Coggin, Group Chief Technology Officer on digital transformation and using InsurTech to disrupt an industry.
“What we’ve achieved at Innovation Group is truly disruptive,” reflects Group Chief Technology Officer James Coggin. “Our acquisition by one of the world’s largest insurance companies validated the strategy we pursued with our Gateway platform. We put the platform at the heart of an ecosystem of insurers, service providers and their customers. It has proved to be a powerful approach.”
Chief Information Officer William Sanson-Mosier on the development of advanced technologies to empower emergency responders and enhance public safety
“Ultimately, my motivation stems from the relationship between individual growth and organisational success. When we invest in our people, and we empower them to innovate with technology and problem-solve, they can deliver exceptional results. In turn, the organisation thrives, solidifying its position as a leader in its field. This virtuous cycle of growth and innovation is what drives me.” CIO William Sanson-Mosier is reflecting on a journey of change for the San Francisco Police Department (SFPD). Ignited by the transformative power of technology to enhance public safety and improve lives.
We chat with the CIO of Urenco, Sarah Leteney, about the ways this unique business leverages technology, and the big difference a small team can make.
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Urenco does things a little differently. It has to. It supplies uranium enrichment services and fuel cycle products for the nuclear industry – a niche that requires a lot of specialist care and attention. Urenco has a clear vision for the net zero world. A world in which carbon-free energy is the norm. And for its CIO, Sarah Leteney, this means approaching the world of technology in different and interesting ways.
Leteney speaks exclusively to Interface Magazine about what it means to operate IT in a high-risk environment that requires an enormous amount of consistency. She also discusses the types of systems that are vital to Urenco, how the business leverages suppliers, bringing in the most talented possible people, and how Urenco balances a small team with a high pressure environment.
How does the role of CIO within the nuclear industry differ from one for a consumer goods company?
Most CIOs spend their time thinking about how to talk to customers through the rapid exchanges that are needed to maintain the flow of high volumes of traffic. They need to know how to keep up with their competitors in terms of customer experience and how to quickly bring new products to market.
At Urenco, we are quite literally the polar opposite of this. We are concerned with the consistency and timeliness of highly individualised communications with our customers, how internal control software can enable the accurate flow of information to our regulators, and how to support our teams to keep track of every gram of raw material, and product in our organisation. Our systems are vital to keep our operations safe and reliable. It is not fast-paced – rather a very careful and considered environment where accuracy is everything.
What is it like to enable and provision services in such an environment? Can you keep in touch with market trends? Is there much recognition of what you do?
I work in a high threat environment and there are many special considerations to understand. There is a certain cadence and rhythm to what we do and we have to work at a pace which suits the organisation, rather than keep up with the latest trends in the IT industry. Although, we do keep abreast of developments through networks such as Gartner and Aurora and introduce them where appropriate and relevant.
In relation to the recognition of this role, like every other CIO out there, you are noticed more when something is not working properly. That said, Urenco is very good at making you feel as if you are part of something that matters. People readily ask you questions and understand when something is a minor glitch compared to something more significant. And we actively encourage people to report issues because that is how you get continuous improvement. Overall, the organisation takes care of my team, we’re not under siege when things go wrong and what we do is widely appreciated.
What sorts of systems are you looking after and what are the challenges around these?
We have all the same systems that you see in many other large organisations, plus a few really niche products used only in our industry.
Like lots of businesses, we are on a SAP journey, moving existing systems into S4. This programme impacts all parts of the organisation and we have to drive the changes forward from a business point of view. We consider the IT team an enabler for this work as it’s ultimately the transformation of our business processes which we are trying to facilitate.
We also look after the information assets of the organisation – both the structured and unstructured data. Like many organisations, it’s an on-going process to work out how to extract genuine business insights from vast amounts of historical data which has been stored in multiple places and not always in the most logical manner. We have a significant amount of historical information which still remains important (think plant designs and maintenance records, etc.) so effective archiving and retention policies are very much at the forefront of our minds. It’s so easy to over store or over classify information in an effort to be ‘safe rather than sorry’, but in reality, as well as increasing on-going costs, this sort of behaviour tends to make it harder to find what you need. We are investigating new technologies to help us search through our data faster and more effectively than ever before.
We’re also currently extending into the Operational Technology sphere, sharing our experience and tools with our OT colleagues and directly addressing operational security challenges, investing significantly in our cyber defences to further strengthen our plant security services.
What is it like to work in a company with a large turnover but a relatively small number of employees? How does that affect the service you provide?
We try to think through what every employee needs from IT and provide them with the level of service their role requires, regardless of their position in the business. We are in the fortunate position where having fewer employees means individual changes to software, hardware, or SAAS costs tend to have a less significant impact on our profitability than in many organisations with higher staff complements. Many organisations have tiers of users which determine the level of service received. However, in our organisation, every minute of everyone’s time is important, as we don’t have many employees driving our engine forward. We are investing in our employee experience as one of the key organisational imperatives working alongside our colleagues in the People and Culture team, and this is going to be an on-going focus for us for the next few years.
Whilst the company turnover is important, it is less of a driving factor for us in IT. We benchmark ourselves against what proportion of operational expenditure we are investing in IT and IS to ensure we invest an appropriate amount in IT for an organisation of this size.
How do you work with your team to ensure they can provide the most effective service to the business?
We are organised primarily around our production sites, with a centralised team to provide shared services like architecture and finance. The organisation is only two layers deep in most teams, so information flow is mainly managed by direct cascade. The senior team is made up of heads of shared functions and site IT managers, and opinions flow freely between them.
Our IT Leadership team has a monthly two-day meeting where we come together in person. We sit together without our PCs and the constant pinging of information. This helps us to realign, to reprioritise matters, and include coaching and learning techniques. We all have daily pressures in our lives, and these meetings are about supporting each other and working effectively together.
Once a quarter we also visit one of our sites as a group, hosted by our IT site managers. This is critical to us because we cannot do our jobs without thoroughly understanding the experience of IT services on the ground. These visits also allow us to meet up with our business colleagues as part of their site leadership teams so we can exchange experiences and strategic thinking quite freely in person.
We also run monthly townhall meetings for all members of the IT team, and invite our colleagues from Information Security to join us. We have found this to be a really valuable information exchange point. IS can hear exactly what we are saying to the wider team on the ground, so they can gain real insight into our issues first hand. Our key suppliers are also invited to these sessions on a quarterly basis, again to foster free exchange of information.
How about diversity and inclusion – what are you doing within that area and what have you achieved?
This is one of the biggest areas I would like to tackle further. Within our company, like the whole of the nuclear sector, the age of our employees is increasing year on year as we have a very low employee turnover. So we have a small number of vacancies on an annual basis and we are working hard to get a better talent pool for when these opportunities arise, reaching out to people with a wider range of backgrounds.
Our strategy includes blind sifting, engaging with people who have had periods of time out of the workplace and may need to work certain hours, and being open to job-sharing. It is possible for us to be very flexible and we are trying to ensure this is known out in the world of recruitment.
One area we are doing really well in right now is neurodiversity. We have a significant proportion of our team who identify as neurodivergent and a new staff network focussing on the specific issues of importance to this community was actually started by a member of our team.
I’d love to see an ethnicity and gender mix in the future which is closer to the population norms in each of our operating countries and I’m pleased to say that our talent acquisition partners are working hard to promote our roles in new talent pools with a much more diverse population.
How do you work with your suppliers to maintain a good relationship with them?
We’re currently in the process of diversifying our IT supply base. We have had a couple of really strong suppliers for a long period of time who work very closely with us, but what we are aiming to do now is widen our group of key suppliers to create a supplier ecosystem consisting of four different types of partner – Advisory, Development, Configuration, and Support. A key part of this initiative will be about embedding the behaviours we would like suppliers to demonstrate when working with us to create an inclusive and transparent relationship, which we are progressing through setting up a Urenco Academy to provide initial onboarding and on-going behavioural reinforcement of Urenco’s core values across our partnerships.
You recently won a CIO 100 award. How did that come about and what reaction did you get from people who know you?
The CIO 100 award came about through my external mentor asking me why I wasn’t looking at it! He encouraged me to put myself forward for consideration. Sometimes you need a bit of a push from a critical friend to remind you that whilst you see how much remains to be done, it’s good to acknowledge the great results you have already achieved.
The most gratifying thing about the whole experience for me was that you are judged by really experienced CIOs, so they fully understand the complexity of what you do. I’m incredibly grateful and humbled to be included in such an inspiring group of people, who are all wrestling with organisational struggles and trying to keep up in a fast-paced world, solving problems all day, every day.
My colleagues were delighted for me and sent lots of congratulatory messages. I think my team were slightly surprised because they also don’t always see what a good job they are all doing. One of them was even inspired to send an AI-created poem in celebration!
Urenco gave me the opportunity to take on a challenging and exciting role initially as an interim CIO. They chose to promote from within despite having strong external candidates, and not only that, but they asked if I would like to have a mentor in my first year to help me to cement the skills I wanted to strengthen for my own peace of mind. I’m not sure what else I could have asked for from this organisation. When I look at the award all I really think, looking back over the last three years, is ‘how amazing is that’!
We say goodbye to 2024 focused on the technology innovation the new year will bring. Our cover story highlights a…
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We say goodbye to 2024 focused on the technology innovation the new year will bring. Our cover story highlightsa technology transformation journey change for the San Francisco Police Department (SFPD)
Welcome to the latest issue of Interface magazine!
San Francisco Police Department: A Technology Transformation
San Francisco Police Department (SFPD) CIO William ‘Will’ Sanson Mosier is ignited by the transformative power of technology to enhance public safety and improve lives. “Ultimately, my motivation stems from the relationship between individual growth and organisational success. When we invest in our people, we empower them to innovate, problem-solve, and deliver exceptional results. In turn, the organisation thrives, solidifying its position as a leader in its field. This virtuous cycle of growth and innovation is what drives me.”
OSB Group- Building the Bank of the Future
Group Chief Transformation Officer Matt Baillie talks to Interface about maintaining the soul of a FinTech with the gravitas of a FTSE business during a full stack tech transformation at OSB Group. “We’ve found the balance between making sure we maintain regulatory compliance and keeping up with customer expectations while making the required propositional changes to keep pace with markets on our existing savings and lending platforms.”
Urenco: Accuracy is Everything
We speak with the CIO of Urenco – an international supplier of enrichment services and fuel cycle products for the civil nuclear industry. Sarah Leteney talks about the ways this unique business leverages technology, and the big difference a small team can make. “We work in a high threat environment and there are many special considerations to understand. There is a rhythm to what we do to work at a pace which suits the organisation, rather than keep up with the latest trends in IT.”
Langham Hospitality Group SVP, Sean Seah, talks hospitality informed by innovation, and falling in love with the problem, not the solution. “You’ve got to pilot something small – ideate it, then you can incubate it, and if it works you figure out how to industrialise it.”
Midcounties Co-operative: A Digital Transfomation
The Midcounties Co-operative is home to over 645,000 members and employs more than 6,200 people across multiple brands and locations, including over 230 food retail stores across the UK. We spoke with CIO Jacob Isherwood to learn about its approach to data management. “Whether you’re running a nursery, managing a natural gas pipeline, or selling tins of beans, data helps manage complexity and meet challenges from a place of understanding.”
Xerox has been a household name for decades. For many, it’s associated with photocopiers and printers. After all, it’s the…
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Xerox has been a household name for decades. For many, it’s associated with photocopiers and printers. After all, it’s the largest print company in the world. But it’s also a technology powerhouse that’s been at the forefront of a great deal of innovation. It has undergone a journey of evolution and reinvention into an IT and digital services provider. That’s what led to the business acquiring a large managed service provider, Altodigital, in 2020.
Derek Gunton has spent nearly 20 years in the technology sphere. He came to Xerox as part of the Altodigital acquisition. Altodigital also started out as a management print organisation and evolved into the IT services side, so its journey mirrors Xerox’s in many ways. “Now, as we move into the next technological age powered by AI and automation, we’ve put ourselves in a good position,” says Gunton.
“Xerox continues to evolve as a company. It recently announced the acquisition of another large managed services IT business called Savvy, which will double the size of the IT services business. That gives us a lot of speciality, a lot of scale, and prepares us for that leap into the technologies of the future.”
Supporting Lanes Group’s technology
Xerox has been supporting Lanes Group in its own growth journey for a few years now. It doesn’t provide print services, but the IT and digital services Xerox is gradually becoming known for. The relationship began during the COVID-19 pandemic, when the working environment was very different. Businesses were trying to figure out how to continue to operate as normally as possible and provide certainty for staff.
“There were just two of us from Xerox working with them, and we were talking about room planning software,” says Gunton. “How do you manage how many people are in the building? How do they book spaces, or manage people in line with the COVID legislation that was in place? The conversation started there. Then, we were asked what we could do around providing some managed service desk support just to assist the internal team at the time – and it’s grown from there. Four years later, we have over 30 members of staff dedicated to the Lanes account, supporting more than 4,000 users across over 50 states.
“We’re very much an operation that compliments Lanes Group. The thing that has always worked well is that we have the ability to respond and scale. Lanes have been on their own journey over the last few years to the point that they’re truly industry-leading, and we’ve managed to keep up whilst always looking to innovate, make suggestions, and bring new solutions to the table.”
An integrated technology partnership
Lanes Group supports key utilities including water and gas. What it does is absolutely critical. If there are problems in those areas, millions of people can be affected. So while Lanes has a huge responsibility to always be ready to support those utilities at all times, Xerox has just as much of a responsibility to be in a position to support Lanes.
“It’s massively important, and everybody in our business is briefed on what Lanes does to ensure we understand that responsibility,” says Gunton. “In my career, I’ve seen lots of different structures in terms of how we work with clients. Sometimes it can be very much a supplier-client relationship where it’s very siloed and formal. What sets our relationship with Lanes Group apart is that it’s a very integrated partnership. There are several meetings every week. There are dedicated program managers, and every product area has its owner. We have very strict SLAs to adhere to and the only way to deliver what Lanes needs is through communication and mutual support.”
Streamlining inconsistencies
A perfect example of the collaborative relationship between Xerox and Lanes Group is the secure network solution Xerox put in place. Effectively, Xerox mapped out and replaced the network infrastructure of all Lanes Group sites, giving better visibility, better control, and a better user experience.
“When we first reviewed the sites, there were over 50 of them running independently. That was difficult for the IT team to manage,” says Gunton. “It led to a lot of inconsistencies. We had mixed feedback from end users. Our aim was to introduce a technology system that would give the users the ability to have a consistent experience across all sites. We worked with our partners at HPE to identify the latest Ariba access solutions available, and deployment across all sites has been very successful. It’s also improved security, giving users the ability to skip length authentication processes. The user experience is really smooth now, which is what we were after.”
Creating agility
Working as partners, not in a supplier-client capacity, has made all the difference for the two businesses. From robot process automation to take manual tasks away from humans, to the increased use of AI-driven tools, Xerox is providing Lanes with what it needs to be agile. It’s a relationship based on trust and a shared goal.
“I do appreciate the help from the stakeholders at Lanes, because they embrace the same kind of culture,” Gunton says. “Often we’ll do joint meetings where we all address the same problem or desire to innovate together. We trust each others’ skill sets and openness to really come up with a solution. Ultimately, it’s all people-driven. It’s based on having really clever people in the right places, and we’ve built up a really solid team over the years.”
The evolution Lanes Group is going through isn’t going to slow down any time soon. That means Xerox’s work won’t either. Gunton states: “Our broad priorities with Lanes also reflect the current UK landscape. Data integration and automation are the areas we’re continuing to focus on. We have to think about how we deliver that. In terms of data, there needs to be one true source. You have to be really confident in the information you have, being as accurate as possible.”
What’s key for Xerox is ensuring that Lanes Group is able to shift from being reactive to more proactive. That is its focus. “We’re already delivering technology solutions to better equip Lanes to respond in that manner. I think the next year is going to be really exciting as we continue to develop that. We believe that we will continue to put Lanes at the forefront of their industry with the solutions that we supply.”
This month’s cover story throws the spotlight on the ground-up technology transformation journey at Lanes Group – a leading water…
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This month’s cover story throws the spotlight on the ground-up technology transformation journey at Lanes Group – aleading water and wastewater solutions and services provider in the UK.
Welcome to the latest issue of Interface magazine!
In a world driven by transformation, it’s rare a leader gets the opportunity to deliver organisational change in its purest form… Lanes Group – the leading water and wastewater solutions services provider – has started again from the ground up with IT Director Mo Dawood at the helm.
“I’ve always focused on transformation,” he reflects. “Particularly around how we make things better, more efficient, or more effective for the business and its people. The end-user journey is crucial. So many times you see organisations thinking they can buy the best tech and systems, plug them in, and they’ve solved the problem. You have to understand the business, the technology side, and the people in equal measure. It’s core to any transformation.”
Mo’s roadmap for transformation centred on four key areas: HR and payroll, management of the group’s vehicle fleet, migrating to a new ERP system, and health and safety. “People were first,” he comments. “Getting everyone on the same HR and payroll system would enable the HR department to transition, helping us have a greater understanding of where we were as a business and providing a single point of information for who we employ and how we need to grow.”
Schneider Electric provides energy and digital automation and industrial IoT solutions for customers in homes, buildings, industries, and critical infrastructure. The company serves 16 critical sectors. It has a vast digital footprint spanning the globe, presenting a complex and ever-evolving risk landscape and attack surface. Cybersecurity, product security and data protection, and a robust and protected end-to-end supply chain for software, hardware, and firmware are fundamental to its business.
“From a critical infrastructure perspective, one of the big challenges is that the defence posture of the base can vary,” says Cassie Crossley, VP, Supply Chain Security, Cybersecurity & Product Security Office.
“We believe in something called ‘secure by operations’, which is similar to a cloud shared responsibility model. Nation state and malicious actors are looking for open and available devices on networks. Operational technology and systems that are not built with defence at the core and not normally intended to be internet facing. The fact these products are out there and not behind a DMZ network to add an extra layer of security presents a big risk. It essentially means companies are accidentally exposing their networks. To mitigate this we work with the Department of Energy, CISA, other global agencies, and Internet Service Providers (ISPs). Through our initiative we identify customers inadvertently doing this we inform them and provide information on the risk.”
Persimmon Homes: Digital Innovation in Construction
As an experienced FTSE100 Group CIO who has enabled transformation some of the UK’s largest organisations, Persimmon Homes‘ Paul Coby knows a thing or two about what it takes to be a successful CIO. Fifty things, to be precise. Like the importance of bridging the gap between technology and business priorities, and how all IT projects must be business projects. That IT is a team sport, that communication is essential to deliver meaningful change – and that people matter more than technology. And that if you’re not scared sometimes, you’re not really understanding what being the CIO is.
“There’s no such thing as an IT strategy; instead, IT is an integral part of the business strategy”
WCDSB: Empowering learning through technology innovation
‘Tech for good’, or ‘tech with purpose’. Both liberally used phrases across numerous industries and sectors today. But few purposes are greater than providing the tools, technology, and innovations essential for guiding children on their educational journey. Meanwhile, also supporting the many people who play a crucial role in helping learners along the way. Chris Demers and his IT Services Department team at the Waterloo Catholic District School Board (WCDSB) have the privilege of delivering on this kind of purpose day in, day out. A mission they neatly summarise as ‘empower, innovate, and foster success’.
“The Strategic Plan projects out five years across four areas,” Demers explains. “It addresses endpoint devices, connectivity and security as dictated by business and academic needs. We focus on infrastructure, bandwidth, backbone networks, wifi, security, network segmentation, firewall infrastructure, and cloud services. Process improvement includes areas like records retention, automated workflows, student data systems, parent portals, and administrative systems. We’re fully focused on staff development and support.”
It’s impossible not to be inspired by the energy at a DPW event. DPW Amsterdam 2024 was buzzing with that…
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It’s impossible not to be inspired by the energy at a DPW event. DPW Amsterdam 2024 was buzzing with that same energy, its attendees soaking in information and inspiration from speakers, peers, other experts. We caught up with Rujul Zaparde, Co-Founder and CEO of Zip, at the event to dive into the procurement landscape and chat about the specific qualities DPW brings to the sector.
Zaparde is the Co-Founder and CEO of Zip. At the beginning of Zip’s journey, Zaparde and his fellow founder, Lu Cheng, based the company around their own experiences as end-users of the procurement process. They took their lived confusion around having multiple intakes for a contract, for the purchase request, and all the different complicated components of the process, and created a solution.
“And so, we started Zip and created the category of intake and procurement orchestration. We’re very grateful to have been named the leader in the category,” says Zaparde, in reference to having just been named a category leader in IDC’s first ever Marketscape for Spend Orchestration.
So, as is often the case, procurement is something Zaparde fell into. In this case, he got involved with procurement specifically to solve pain points. Prior to Zip, he was a Product Manager and Cheng was an Engineering Leader, both at Airbnb; they knew very little about procurement. “We were just end-users,” he explains. The upside of this was that they were able to come into the industry fresh, without the baggage and legacy issues that can come with being in a sector for a long time.
UX first
“At Zip, we really try to take a user experience first approach,” Zaparde continues. “What we found is the highest leverage change you can make in any procurement organisation is to make it easier for your employees to actually adopt and follow whatever the right process is. If you do that, then all of finance, procurement, accounting, and even IT find that they’re suddenly swimming with the current, not against it. And you can’t do any of that unless you solve for user experience.”
Taking away problems, the way Zip does, also takes away a barrier to ambition. The theme of DPW Amsterdam 2024 was 10X, a term on the lips of many across all sectors. Once immediate issues and pain points are addressed, 10X is something businesses can aspire to, with many talks and workshops during DPW Amsterdam focusing on how to approach this.
Getting the mindset right
For Zaparde, 10X thinking is a necessity for growth. “You have to aim for 10X to even end up at something X,” he explains. “That requires ambition. I also think that when you think in terms of 10X, and your mindset is angled towards incremental change, you’re much more open to thinking of solutions that are perhaps a little more risky. It changes your perspective.”
A mindset shift needs to happen before anything else. This involves considering the needs of procurement and the wider company, having a north star in mind, and then breaking changes down to an incremental level.
“Then you can start to think about the steps you need to take to get there,” Zaparde explains. “A big component of this is bringing along your peers and stakeholders across every function that’s tangential and critical to the core procurement workflow and path.”
Innovating for good
The work Zip does is indicative of the shift towards continuous improvement and advanced technology that procurement has been going through in recent years. There are things that are possible now that weren’t possible even a year ago, thanks to the vast innovations being made. One of the hot topics right now is generative AI, something that’s opening up a world of possibilities.
“It’s the elephant in the room right now,” says Zaparde. “With the capabilities that gen AI unlocks, you can automate a lot more. That allows you to cut down a lot of the transactional and operational work that procurement and sourcing organisations are doing. Procurement is tired of the status quo. It’s been an underserved function for over 20 years, and I’m glad that’s finally changing. I feel privileged for myself and Zip to be part of the conversation, and that we’re seeing all these amazing changes happening.”
Zaparde believes we’re already seeing the benefits of the major changes that have occurred over the last couple of years in procurement. In fact, he knows this, because Zip has helped its customers save around $4.5bn of spend over the last two years, which is an astonishing statistic.
“One customer of ours, Snowflake, achieved over $300m in savings alone,” Zaparde continues. “We’ve seen tangible benefits already. The way procurement is evolving isn’t a hypothetical thing – it’s really happening.”
Fragmentation on fragmentation
The key, again, is overcoming base level issues for the sake of evolution. This is precisely what Zip provides, after all. But sometimes, the issue is at a data level. Unclean data is something that technology leaders are talking about a great deal right now, with some feeling that it holds them back from implementing new technology. Zaparde believes that businesses should be questioning why their data isn’t clean from the start, rather than worrying about trying to cleanse existing data.
“You don’t just clean your data – the real question is why is your data not clean in the first place?” he muses. “You have to have a clean entry point for it. I don’t think I’ve ever spoken to a Fortune 500 CPO that said they had clean data. I think it’s because of the upstream processes in intake and orchestration. If all the cross-functional teams – the IT review, the legal review, the finance – are being manually shepherded by the procurement operations organisation, then how can you possibly end up with clean data?
“People are keying the same information into multiple systems, which might mean they answer in similar – but different – ways. So you end up with fragmentation on fragmentation. But if you have one single door to that data, you’ll be able to drive only clean data, because it’s a funnel. If you let everyone have different swim lanes that never intersect, you won’t have clean data.”
As 2025 approaches, Zip has multiple product capabilities and features coming up that Zaparde and his team are very excited about. This includes leveraging gen AI, something we’re seeing incredible utilisation of across the sector.
For Zaparde, attending events like DPW Amsterdam to talk about what Zip does and interact with peers and clients alike is a joyous part of his job. “DPW is really accelerating the rate of change in the procurement industry. That’s very much needed, and it’s energising to see so many incredible people from the procurement world in one place. I love spending time with these forward-thinking procurement leaders at this event.”
Catching up with Mitha-Ai’s Co-Founder, Arash Saberi, we dive into the vital importance of a solid data foundation.
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Whether we’re talking about gen AI, 10X, or any other kind of advanced tech solution, data is at the core of the discussion. And when data isn’t clean or ready for the implementation of something being built on top of it, businesses can end up significantly held back. Mithra-Ai is an organisation that helps its customers to build trust in their data, which is a core issue for many.
“That sets us apart,” says Arash Saberi, Co-Founder of Mithra-AI. “We help procurement leaders and category managers create, execute, and realise their strategies. This is backed by reliable, comprehensive data, both internal and external, tailored specifically for their categories.
“Maintaining high-quality data is crucial as it influences the accuracy and reliability of AI-driven insights and recommendations. That’s where Mitha-AI comes in. Our cleansing, enrichment, and auto-classification engines ensure that procurement stakeholders, including data scientists, begin with a reliable data foundation.”
Cleaning and classifying data
Mithra-Ai is an AI-native SaaS solution, which starts off by proposing a meaningful spend hierarchy for every category. What’s key is that this is paired with an automated cleansing and classification engine. This is so important because the only way to achieve truly clean data is to make sure it enters the system clean in the first place.
“Clear visibility into categorised spending eliminates uncategorised expenses and wrong assumptions,” says Saberi. “When supplemented by relevant external data intelligence, category managers are empowered to negotiate with confidence, achieve greater savings, and monitor initiatives effectively.”
A world beyond cost savings
When launching Mithra-Ai in 2021, the company’s founders rightly foresaw that the role of procurement would evolve beyond focusing merely on cost savings, and become the central hub of every organisation. Because of that, they knew that accurate, reliable information was needed – hence the necessity for Mithra-Ai.
As procurement has shifted, the status quo is no longer good enough. It’s an exciting time for the sector, but also one of high demand in the race to adopt increasingly advanced technology. But it’s necessary for efficiency and growth.
“Tesla and Nvidia exemplify the power of embracing change over maintaining that status quo,” says Saberi. “Procurement is facing intense pressure to evolve with organisational needs. Those organisations can opt for incremental changes, which will likely slow them down, or pursue a 10X leap to maintain competitive advantage. The latter requires bold and decisive leadership from heads of procurement.”
The road to 10X thinking
The way to drive 10X thinking, Saberi believes, is through having a clear vision of your goals. Sometimes businesses, especially ones which are going through major change or those navigating outdated legacy systems, are at risk of losing sight of their goals. But having that vision is a foundational necessity, regardless of what stage you’re at.
“Set aspirations high, and question existing norms,” says Saberi. “Procurement leaders can draw inspiration from startups by fostering a culture of innovation through small-scale initiatives that can rapidly expand. Reevaluate the skills and team structure necessary for future success.”
Another important aspect to bear in mind when considering these things is the level of risk you’re willing to undertake when setting goals and aspirations. “That’s often overlooked,” Saberi continues. “Determining the acceptable level of risk is crucial. It significantly influences partner selection and the outcome of RFPs.”
Thinking big, starting small
While ambition is vital to 10X thinking and beyond, businesses must also make sure they don’t bite off more than they can chew. Launching into adopting huge volumes of advanced technology can lead to overwhelm and can make a business stall rather than evolving. A more careful approach is required.
“Think big, start small,” says Saberi. “Prioritise high-impact, low-effort initiatives over those requiring significant effort. Many transformation projects fail to deliver the expected benefits and incur high costs during the program.” This is another reason to decide on the appropriate risk level early on, in order to guide prioritisation decisions and transformation pace.
It’s an incredibly exciting time for procurement, and that includes Mithra-Ai. In a very short time, it’s developed several foundational modules for its data-driven category management solution. This includes the Collaborative Initiative Tracker that was launched during DPW Amsterdam 2024 – just one of Mithra-Ai’s inspiring undertakings as we approach 2025.
“The tracker means that procurement teams can now involve multiple stakeholders in collaboratively tracking and enhancing the impact of key initiatives, such as cost-saving measures,” says Saberi. “Exciting times lie ahead.”
DPW Amsterdam is the perfect stage for launching a solution like this. It’s an event that inspires a culture of innovation, bringing procurement professionals together to teach, learn, and shout about their latest additions to the procurement landscape.
“DPW stands out as the premier procurement tech event of the year,” says Saberi. “Practitioners can explore and engage with procuretech suppliers, showcasing valuable use cases and personal stories across multiple stages. DPW is a catalyst for ideation, creating trust and confidence in the benefits of applying cutting-edge technologies to improve business outcomes. This year’s event felt even more international than previous years. I look forward to seeing it continue to grow.”
Saberi’s main takeaway from DPW Amsterdam this year is that a solid data foundation is essential – something he was well aware of as part of Mithra-Ai. “Without it, transformation projects and new technologies will struggle to succeed,” he concludes. “In the past two years, there has been increased focus on sustainability and risk intelligence, driven by numerous new solution providers. However, during the DPW Amsterdam 2024 conference, we observed new trends coming up and, again, more focus on data quality, which works to our advantage.”
When we’re talking about technology in procurement, the importance of partnership is a major component for success. No business is…
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When we’re talking about technology in procurement, the importance of partnership is a major component for success. No business is an island, and joining forces with experts is, increasingly, the direction many move in for the sake of growth.
At DPW Amsterdam 2024, we met many businesses who were looking around at the procurement sector in search of either what direction to move in next, or who they can help. The event is one that brings people together to learn, to teach, to discover the cutting edge of procurement, and be inspired by it. So when we sat down with the CEO of Fairmarkit, Kevin Frechette, it wasn’t surprising that he brought Nick Wright, who leads bp’s Procurement Digital Garage, into the conversation.
For Frechette, one of the best things about working in the advanced procurement technology sphere is joining forces with other businesses to help them keep improving, and vice versa. “Having the chance to work with people like Nick, who are pushing the envelope when it comes to autonomous sourcing, is amazing,” he explains. “We’re fired up to be at DPW, absorbing this atmosphere.”
While it’s something of a running joke in the procurement world that most professionals in the sector don’t deliberately choose it, Wright actually did. “I went to university and thought ‘wow, I fancy a career in procurement or vendor management’. I know a lot of people don’t have that story, but I’ve been doing something I’m passionate about from the beginning. I love making deals, whether I’m buying a car, a house, or something for BP.” The Procurement Digital Garage he leads exists to look at problems being faced across procurement, and figuring out possible solutions.
For Frechette, the intention wasn’t to start a company in the procurement space, but his team quickly saw the opportunities within it. “We had this ‘aha’ moment,” he says. “It was a tough pivot. There was a lot of debate, a lot of late nights. I’m super glad we made it because we got to be in a space where people can be forgotten about, and we’re able to give them centre stage.”
The realistic approach to 10X
DPW itself exists to put procurement under the limelight. Each event is themed in a way that gets conversations flowing around the next big thing in procurement. For Amsterdam 2024, this theme was 10X – something Frechette believes isn’t achievable right off the bat.
“It’s something to strive towards,” he says. “It’s something where you work on getting a little better every single month, every quarter. You keep getting those small wins, and you build credibility. There’s no silver bullet. You just have to start the journey and learn as you go.”
For Wright, it’s about not getting caught up in the hype, but figuring out what’s realistic. “There’s a lot of hype out there, and the beauty of something like my team at the Procurement Digital Garage is to weed out that hype, because what’s right for us might not be right for someone else. Having a team that’s out there in the market, testing and figuring out what’s real, will put you in good stead.”
“There’s a leap of faith element that can be challenging to achieve, before you can really strive for 10X,” Frechette adds. “It’s like Amara’s Law: humans typically overestimate the value of technology in the short term, but underestimate it in the long term. So the hype is needed. We have to help people on that journey and sometimes, a leap of faith is needed. For the people that risk it, it’s exciting, and they’re then well positioned for the future.”
However, again, managing expectations is important. “People might be on the sidelines expecting a 10X solution,” says Wright. “But the reality is, you’re going to get 5% here, 10% – smaller pockets of improvement.”
The benefits of advanced technology are absolutely being seen at this stage, but being realistic about the future outcomes is important. “The benefits are there – not at the scale of 10X – but if you just make a start, you’ll achieve wins,” says Frechette. “You broadcast those wins across the organisation. That generates excitement, and then you can work on the next thing because you have ground swell.”
How ‘the future’ has changed
What’s interesting is that this 10X focus, this drive towards incremental wins, has reframed the way businesses plan for the road ahead. ‘The future’ used to mean having a three or five-year plan. Now, the future is only 12 months away.
“The thought process right now is ‘what can we do that’s super optimistic in just 12 months’?” says Frechette. “Then you can put in realistic time frames and set off on a sprint to get there. You have to be able to move fast. We have launches every two weeks now, and we have to be flexible with our roadmap along the way. But we always know where we’re going – we have a north star.”
“To me, that’s the only way to do it,” Wright adds. “I don’t have a crystal ball. Nobody knows what’s going to happen in two or three years. So what’s the point of creating a plan that’s going to get you to a certain point in those two or three years? You have to work on small iterations, make adjustments, change direction as necessary.”
It’s part of what makes Fairmarkit and BP an active partnership – the ability to be flexible and open up discussions at every point. It’s all about real-time feedback and trust-building, to the extent that both parties feel like they’re on the same team.
The right people in the right places
Because ultimately, it’s the human element that makes transformation happen. Having the right people in place is one of the elements that’s key to making sure implementing advanced tech for the sake of business strategy works at all. “It’s about access to talent and making sure you’ve got a capable user group that can make the most of that technology,” says Wright. “You don’t need to be a data scientist, but you do need to have the right mindset to take advantage of the tools you’ve got.”
“I agree – you have to get the right people on the bus,” adds Frechette. “You all have to be committed to going on the journey together. Prioritise where you start and where you’re going to have the most value with the lowest risk, and have people on your side who can give suggestions and ideas.”
While the much-discussed talent shortage can create challenges there, DPW as an entity proves that not only does procurement keep becoming more appealing and exciting, but where there are gaps, there are digital tools. “I’ve noticed a lot of folks under 30 who are here at DPW Amsterdam, and they’re genuinely interested in procurement,” says Wright. “We’re at a tipping point that makes me really excited about the profession I’m in.”
‘Digitalisation is just the beginning’ according to Crowdfox, a business which aims to improve procurement by bettering the ordering process…
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‘Digitalisation is just the beginning’ according to Crowdfox, a business which aims to improve procurement by bettering the ordering process while lowering costs. That tagline speaks to Crowdfox’s dedication to advancing procurement using the exciting tools the sector now has at its disposal, and this push to innovate is being driven, in part, by Martin Rademacher, Crowdfox’s CSO. We sat down with Rademacher at DPW Amsterdam 2024, the exciting vibe of the event spreading far and wide around us.
Rademacher is responsible for everything to do with Crowdfox’s customers. From sales, to marketing, to customer onboarding and success, and everything in between – that’s Rademacher’s wheelhouse. His background is in management consulting, with a focus on procurement and supply chain. So, while he started out in sales, he soon decided that procurement was the direction to move in.
“During my time as a consultant, I found procurement very interesting because it’s so versatile,” explains Rademacher. “Of course, it’s about the transactional phase with suppliers – but also you’re so connected with R&D, production, logistics, and so on. You have so many fields of application.”
10X thinking
At DPW Amsterdam, the overall theme of the two-day event was 10X. The concept of the 10X rule is around taking a goal you’ve set for yourself and multiplying it by 10. It’s an aspirational tool, coaxing all of us to aim higher. In procurement, that means innovating.
“In the last two years we’ve seen tools like ChatGPT trigger some big adaptations in the procurement world,” says Rademacher. “I think there is the opportunity now to achieve 10X in terms of efficiency gains. Especially when it comes to making better decisions, more quickly, in order to analyse data. We’re now finding out what AI can really do, and focusing on how that can help with strategy.”
For Rademacher, he believes people have the right tools to achieve 10X – it’s now about implementing those tools properly, and having the right culture.
“In the last couple of years, implementing tools has become much easier than it was a decade ago,” Rademacher continues. “They’re so well designed that they fit into large procurement systems, and can connect with other best-of-breed tools. I’d say implementation should be the focus, but it’s not that complicated anymore. AI tools especially are really intuitive. As a result, you don’t need much in the way of change management. People just intuitively cooperate with AI.”
The question of security
The big challenge, Rademacher believes, is data protection. When it comes to barriers preventing a 10X approach, concerns around data privacy are among the biggest issues. As a result, organisations have to take the necessary precautions before plunging into making major technological changes, or risk falling at the first hurdle.
“In the EU, it’s all about data protection,” says Rademacher. These concerns led to the Artificial Intelligence Act (AI Act) coming into force in the EU in August 2024. It was created in response to the rise in generative AI systems, and ensures that there’s a common regulatory framework for AI within the European Union. “Companies are very concerned about their data, but I wouldn’t call this an obstacle – more like a challenge.
“The key is making sure you have a protected environment. Start with a pilot in a limited space, for instance, and then make sure you can find a solution you can control in a safe environment that suits your operations.”
Shooting for the stars
With these measures in mind, it’s never been easier to implement new technologies and aim for that ambitious 10X goal. Certainly, advanced tools have never been more accessible, or more straightforward for businesses to educate themselves about. Even as recently as two years ago, integrating multiple elements of advanced tech – like genAI – wasn’t really possible.
“It definitely wasn’t easy to combine sources the way we can now,” says Rademacher. “Now, you can provide a much better user experience experience not only for procurement professionals, but for anyone who takes advantage of what procurement introduces to the company. Finding the supply to fulfil your demand is so much easier now. You no longer have to have difficult conversations starting with an email to your procurement professional to identify whether you’re allowed to purchase from a certain vendor, and whether they’re vetted or not. Streamlining processes like that makes that information quick and easy to identify.”
Additionally, we’re at a point with advanced technology where the tools we have access to are capable of handling more and more volumes of data at an extremely fast pace. “In consulting, for example, every project started with an analysis of the status quo of a firm,” says Rademacher. “We’d figure out who the vendors are, the categories, and the spend. Depending on the workforce, this could take one or two weeks. Now, with the tools we have access to, you can gather this information in 24 hours.”
The evolution continues
While we’re seeing many of the benefits that come with genAI and other advanced technologies already, it’s only the beginning of what we can achieve using these tools. GenAI is at a peak right now, but according to Rademacher, it might take another five years to achieve its full productivity level. “There’s also this ambitious idea going around of fully autonomous procurement, and it’ll likely take a good 10 years to reach that level of productivity,” he adds. “On the other hand, nobody is talking about robotic process automation anymore because we’re almost there with that already.”
Another challenge is data quality. The cleanliness of an organisation’s data can make or break its use of advanced technology, which is where making the right connections with service providers comes in. “It’s a good example of when to find the right partner,” says Rademacher. “Find someone from the innovative tech space who you think you can rely on. Don’t try to do it all on your own – that’ll just hold you back more and more. Be bold; find the right partner to make the most of your data and that helps you constantly improve. There’s a lot of talent out there, a lot of solutions that are really helpful for organisations of all sizes. You’ll improve step by step.”
There’s no doubt that it’s an exciting time for procurement. The atmosphere at DPW Amsterdam 2024 was electric for that exact reason. The event, in Rademacher’s words, has “a really strong influence on the sector and enables attendees to learn about how the landscape is developing in real time”.
“The AI-driven future is already a reality for us,” he states. “We’re beyond the pilot phase with our AI tool, ChatCFX, and now we really want to drive market share. 2024 going into 2025 sees us in a good position with high user visibility, and now we’re adding ChatCFX to the game, pushing it into the European market. We’re at DPW Amsterdam to meet the players who are looking for a solution exactly like ours, making it an invaluable place to be.”
Certain procurement pain points can prove debilitating for a business, freezing it in its tracks when it’s trying to grow…
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Certain procurement pain points can prove debilitating for a business, freezing it in its tracks when it’s trying to grow and improve. This is where companies like Candex are able to step in and turn a headache into something so simple, it requires no further thought.
Danielle McQuiston is the Chief Customer Officer at Candex. She’s been with the fintech startup for five years, spending two decades prior to that working in procurement at Sanofi. Candex is a technology-based master vendor that allows customers to engage with and pay one-off or small suppliers without setting them up in their system. This means that the system doesn’t get clogged up with suppliers that are rarely or never going to be used again.
“We’re primarily used for what companies consider tail spend, and we typically deliver it as a punchout catalogue for a really simple user experience,” McQuiston explains. That ability to support lots of customers was what drew her to the role. “Coming to Candex, I was very excited about what they were doing and wanted to help as many companies as possible.”
Addressing tail spend
That ability to address tail spend in a unique way is the main thing that differentiates Candex. It’s an enormous problem for procurement professionals. The way Candex delivers it is through a digital plug-and-play solution, removing the need to be dependent on human intervention. “It’s a horizontal solution for any good or service, and it’s available in over 45 countries now,” says McQuiston. “It becomes part of the customer’s ecosystems and leverages the P2P process. It’s super compliant, and allows a lot of control.”
With this tool in place, Candex’s customers are able to gain much better control over their smaller purchases, defining what is allowed to be purchased. For many, this tool allows them to put tighter restrictions on purchases than their e-procurement systems are able to do. Additionally, Candex runs suppliers through screenings every day, which generally doesn’t happen for small, rarely-used suppliers.
“We run really detailed compliance and sanction screening against all those vendors, taking away a really daunting task from customers,” McQuiston states. “Customers probably check those suppliers once when they’re being set up, but then they never look at them again. Every day, we’re checking them, and keeping an eye on them when our customers can’t.”
Candex’s reporting is extremely detailed, and provides customers with the kind of real-time visibility they wouldn’t normally get – even in their own systems. Reports are generated weekly or monthly, including the diversity status of suppliers. This is data that a lot of clients then feed directly into their Power BI tools and data lakes, meaning they’re able to integrate it seamlessly into their other data.
Cleaning up the data
The whole purpose and aim of Candex’s tool is to make life easier for its customers, streamline its processes, and improve efficiencies. To that end, standardisation is key when it comes to business improvements, and that includes preparing data prior to implementing new technologies and processes. When it comes to ensuring a business’s data is healthy – before launching into major tech changes – accepting the necessity of making foundational change is key.
“Data cleansing processes are ugly, cumbersome, and long – and everyone has to do them,” McQuiston comments. “But you have to accept that you’re going to have to do something, if you want to get a handle on your spend. First and foremost, you need to standardise the way you name things, the way you put data in the system, and you need a really strict discipline around that. All of those things will make backend processes a lot easier.”
It’s just one of many considerations CPOs need to bear in mind when seeking out technology solutions and implementation. Modern procurement departments have a seat at the wider business table now, and what they do impacts the entire business. So when it comes to utilising solutions for the sake of the business at large, there are many factors to think about.
“As with any data or technology, it’s all about garbage in and garbage out,” says McQuiston. “Any advanced technology should be used with caution and viewed with a critical eye. You have to start with knowing what you want out of it.
“A lot of times, people put technology in place because it looks interesting, but you need to start with the problem and work backwards. If the issue is user experience, you need to make sure that whatever you’re implementing focuses on a positive UX. If the problem is unclean data, you need to make sure you’re putting in place all the foundational elements you need to make that better. Always start from the perspective of implementing a technology based on a problem, rather than the other way around.”
Improving UX in 2025
It’s a seriously dynamic time to be involved in procurement right now, as evidenced by the intense buzz around us at DPW Amsterdam as we sit with McQuiston. As we look ahead, she envisions that procurement will have an increasingly powerful impact on user experience. This is particularly important at a time when tasks are becoming increasingly automated, with less and less direct human interaction.
“We’re also seeing a pretty big leap forward in terms of best practice sharing amongst our clients,” says McQuiston, something that events like DPW also encourage. “For Candex, a big theme of 2024 has been getting our clients together to share best practices and information, helping them to develop further expertise in the field. 2025 will have more of the same, but there’s now a higher level of maturity out there in the way customers are considering tail spend. As people continue to onboard solutions, it will be interesting to see how that impacts the UX in relation to Candex. We’re always looking for ways to make our tool more user-friendly and add better functionality.”
All of this is why Candex’s customers love the company. On a base level, Candex takes a complex pain point and makes it simple. In a broader sense, the reason Candex is becoming so popular is the way it works with people. “The most common feedback we get from customers and suppliers is that we’re great to work with because we’re so flexible,” says McQuiston. “We hired a team of procurement experts, so our team is made up of people who really understand the pain of our clients, and can anticipate their fears, their needs, and cater to those.”
The buzz of DPW Amsterdam draws in the most innovative minds across the industry. They’re there to have riveting conversations…
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The buzz of DPW Amsterdam draws in the most innovative minds across the industry. They’re there to have riveting conversations with their peers, to inspire, to teach and learn in kind. And they’re there to keep an eye on an industry that doesn’t stop changing for the better.
This is a big part of the appeal for Fraser Woodhouse. Woodhouse leads the digital procurement team within Deloitte in the UK. His team historically focused on large-scale transformations, providing a backbone for suite implementation. Increasingly, however, it’s turning its attention to helping clients navigate a plethora of technology solutions. The goal is to help them build and scale, and take advantage of some of the more niche functionalities available. These are things that can be highly daunting for many customers, which is why Deloitte is there for support.
“We’re helping clients ask the big questions,” Woodhouse explains as he sits down with us at DPW Amsterdam 2024. “How do you connect the technology in a way that allows data to flow from one system to another? How do you deal with processes that are connected to solutions which all have their own release cycles? How do you approach change management? That underpins so much of where the value is going to be achieved, and a lot of the providers will be focusing on it. They just might not have the same capability that Deloitte can provide.”
For Woodhouse, getting involved with procurement was a total accident. He even left the sector at one point, but his strong foundational knowledge – and the exciting landscape procurement is enjoying right now – lured him back in. “It changes faster than I can get bored with it, that’s for sure,” he explains. “Procurement is fascinating.”
Aspiring to greatness
Especially now, with constant conversations around genAI, 10X, and beyond. Procurement is only becoming more interesting, more enticing, drawing young professionals in to fill gaps in the talent pool. 10X was actually the theme of DPW Amsterdam this year, a notion that’s on everyone’s lips. And for Woodhouse, it’s absolutely something to aspire to.
“Aiming for 10X is sensible. You just have to consider your timescale. I’d caution against running before you can walk, but a culture of experimentation is important. Running small-scale pilots can help you hone in on where you really want to see value, or where value is likely to be generated. Starting with requirements is a fundamental thing at the moment, but you shouldn’t underestimate how long that will take. And it’s a continuous consideration, because requirements change. Just keep trying to refine your solution in order to take advantage of everything that’s out there right now.”
Fotograaf: MichielTon.com
Having the wrong mindset is one of the major barriers to adopting 10X thinking. It all starts with the company’s culture, and whether that’s one of growth or not. “I imagine most of the people here at DPW Amsterdam have already made that mental shift,” says Woodhouse. “Last year, people were still trying to understand how they, as big companies, could utilise startups. That’s changed now, and it’s amazing to see companies that were startups three years ago working with all these big enterprise customers.
“They have scaled and grown in partnership with those customers. Mindset is so important, and having the wrong one will only create barriers and missed opportunities.”
Always improving, never slowing down
When it comes to the advantages that technology has brought to procurement in the last few years, the list is endless. Procurement has gone from an overlooked segment of any given organisation, to having a seat at the table and helping make major business decisions. 10X thinking – whether it goes by that name or not – has been spreading across the segment and fuelling businesses to aim higher.
“The layers of automation have really improved,” says Woodhouse. “A year or so back, there were a handful of use cases that you could truly automate, but now you can do it at a much larger scale. Another big change is around security concerns. There are more tried and tested case studies to draw upon now, and solutions are more readily available. You don’t necessarily have to be a pioneer, because someone else has already taken that first step.”
The question of data
Something else that holds businesses back, despite the innovation at their disposal, is an element that can be harder to change: poor quality data. When trying to implement advanced technology solutions, bad data can make or break their success.
“It’s always useful to focus on that and have a dedicated work stream,” Woodhouse advises. “You need someone who really understands data. I think there’s a tendency to try to boil the ocean before you even get going in your transformation, which isn’t necessarily a bad thing. Cleaning up your data before you start, and having a fresh foundation will help you make decisions on what to implement on top of that good data.
“Doing all of that is obviously hugely beneficial, but it’s going to slow you down, in many cases. There are ways around that, like embedding the cleanup of data within the new processes. Data is important – we shouldn’t underestimate that – but there are different approaches to solving the issue of poor quality data, like buying it or using genAI to restructure your data into something more powerful. Either way, you need a strategy.”
Novel thinking 101
Some businesses fall into the trap of thinking that they can’t achieve specific things because their data isn’t in the right position, but novel thinking around data can allow them to still drive forward. “You’ve just got to focus on it. You can’t assume the data’s going to fix itself,” Woodhouse adds.
Novel thinking is certainly something that can be seen at DPW events, and DPW Amsterdam 2024 was no exception. People congregated there to learn, to share stories, to inspire. For Woodhouse, the magic of the digital procurement sector right now is that everybody recognises that their journey has no end. While that may be daunting, it’s a positive thing and keeps procurement professionals striving for more.
“It’s a continuous improvement journey, and I think the best-performing organisations will recognise that, and invest in the business capability to continue that journey,” Woodhouse concludes. “That’s how you get proper value. I love hearing about how people frame problems differently, and how they approach the solutions.”
Making procurement slicker, more streamlined, is the name of the game right now – and this is precisely why Globality…
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Making procurement slicker, more streamlined, is the name of the game right now – and this is precisely why Globality exists. It’s an organisation which leverages advanced, native-built AI to make sourcing more autonomous for Fortune 500 and Global 2000 companies, meaning it has a finger on a pulse of the technology tools procurement now has access to as the industry shifts and evolves.
Keith Hausmann is the Chief Customer Officer at Globality. He has been working in procurement since the early 90s, both in industry as a service provider, and now, at a technology company. He came to Globality from Accenture, where he ran the operations business. During his first real job after college, Hausmann was also part of a training program at a major Fortune 500 company, working closely with a COO. At some point they got into a conversation about salespeople seemingly having an advantage over procurement people due to their access to information, knowledge, and training. The COO suggested that they launch a company to help support procurement. For Hausmann, it was a serendipitous entry to the industry.
“I came to Globality because I saw the business was struggling with how to scale, automate, and deliver a differentiated user experience. Ultimately, I found it really compelling, and joined about five years ago.”
Achieving 10X thinking
Hausmann admits that the concept of what procurement is has only been defined relatively recently, and he’s been in the industry long enough to have seen the shift happen and suddenly accelerate over the last few years. Now, procurement professionals are in a position where they’re able to think big, and they have the tools to support that way of thinking. One of the most-discussed topics right now is 10X, whereby businesses are setting targets for themselves that are 10 times greater than what they can realistically achieve.
“There continues to be, and always has been, so many mind-numbing manual activities that go on in procurement spaces,” says Hausmann. “We’ve built small armies of teams to handle those things. I think 10X has prompted us to take a step back and ask if there’s now technology that can uplift the role of people in the function and take on some of those automatable tasks. Whether that’s writing RFPs, discovering suppliers, or analysing proposals – these are all things that can be automated in today’s technological world. With 10X thinking, you can imagine the many, many, many things that can be automated and just go after them.
“There are barriers, of course. The biggest one is not being able to convey a compelling vision of what we want people to do in the new world. It’s not necessarily about making them go away – it’s about making their daily jobs, lives, and work more valuable. There are so many things around category thinking and strategy that don’t get done because people are spending so much time on tasks that could be automated. So I think the barrier is creating that vision and that plan to shift the operating models, roles, and the skill sets to something new and different.”
People power
Hausmann believes that if roles are reshaped and honed in response to automation, it’s less likely that there will be resistance to change because employees will know exactly what they’re doing, rather than being concerned about their future. “They have to know what they’re doing before they jump on board. It just requires a mindset change and good change management.”
Hausmann believes it’s down to the CPO to drive that change management by conveying the activities, impacts, roles, and operating model they envision. If they can paint a picture of how humans can impact things in a new way, alongside the new technology rather than against it, suddenly it’s an exciting prospect and people are keen to make a bigger impact.
CFOs and CPOs joining forces
While CPOs now have a long-deserved seat at the table to help push change business-wide, CFOs’ roles are also expanding and having an increased impact on procurement. “I think they’ve always influenced what’s going on in procurement,” says Hausmann. “CFOs are the champions of many things, but certainly improving the bottom line of the company. They’re also champions of using technology to make the organisation more resilient, more scalable, and more efficient. There was a time when people thought that the CTO or CIO would be doing that, but more often than not, the CFO is the ultimate owner of improving business impacts. More and more, we’re seeing our customers leaning on the CFO to help them make decisions about investments that have a big impact through technology and AI.
“These days, the relationship between the CFO and CPO is wildly different to what it once was, and CFOs are showing more interest in procurement as a function than ever, making a difference to the bottom line. It makes sense because, in theory, procurement controls one of the biggest cost line items in a company, besides raw headcount.”
Matching the pace of technology
The fact that we still need to focus on change management and relationships confirms that the way procurement is changing isn’t just about the technology. Far from it. However, technology is moving at an incredible pace and needs to be taken seriously. There are things that are possible now which couldn’t be done even one or two years ago.
“A few years ago, technology couldn’t write an RFX document for you,” Hausmann says. “Technology could not instantaneously bring to light the most relevant suppliers from within a customer’s supply base, or in the broader market. It couldn’t write a contract, or an SOW, or a work order. It can now. Those are things that are near and dear to my heart that were impossible 3-5 years ago.”
With these tools in mind, procurement professionals are able to think about the future in short-term stints. Five-year plans are no longer good enough when it comes to the way procurement is shifting – a year is now the maximum for putting plans in place.
“I’ve always thought that procurement, from the perspective of technological advancement and investment perspective, should sit under a broader business umbrella,” says Hausmann. “I’d guess that probably 50% of companies in the world right now have some kind of program in place to save money or improve agility by investing in technology. And speed to market is more important than ever, so sourcing can’t be a bottleneck.”
Looking ahead, Hausmann expects to see many of the unique, differentiated technology providers becoming interoperable together, because big enterprises want services that operate and scale well in combination with others.
“We’re seeing that a lot, and working with our customers on how we improve interoperability and integration,” he says. “Tools will become more seamless, more easy-to-use, more scalable. Another big thing is, and will continue to be, analytics. It’s a hot topic in procurement, and I think there are profound opportunities to be deployed. For Globality, we’ll continue to endlessly innovate on user experience, ease of use, and beyond.”
“I’m overwhelmed,” are Matthias Gutzmann’s first words when asked about DPW Amsterdam 2024. At the end of the bustling two-day…
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“I’m overwhelmed,” are Matthias Gutzmann’s first words when asked about DPW Amsterdam 2024. At the end of the bustling two-day event, we sat down with Gutzmann, the company’s founder, and Herman Knevel, DPW’s CEO, for a debrief. Gutzmann also quite rightly pointed out that the final word on summarising those 48 hours is in the hands of the sponsors and attendees, but if the countless conversations we had with said sponsors and attendees are anything to go by, it was the best DPW event yet. And Gutzmann and Knevel agree.
“I really think that’s the case,” says Gutzmann. “We almost doubled the number of exhibiting startups, we had over 120 sponsors, more startup pitches than ever, and all the feedback I’ve heard so far has been amazing. There are always things you can do better, but I’m absolutely happy.”
Across the 9th and 10th of October, DPW Amsterdam welcomed over 1,300 attendees through its doors at Beurs van Berlage, Amsterdam. Those attendees arrived from 44 countries across 32 industries, and the event itself featured 72 sessions with 140 speakers across five stages. It’s abundantly clear that people are deeply passionate about DPW.
“On day one, it was already packed at 8:30 in the morning,” Knevel states. “The energy in the room was contagious, and the numbers speak for themselves. The startups, the innovators, the corporates, the mid-market – everybody who’s here has a genuine interest in what these guys are bringing to the procurement space.”
Reconnecting with the vision
Gutzmann describes that intangible energy as “bringing a little bit of joy back to procurement”. For many years, procurement was a very ill-defined concept – almost as ill-defined as the role of CPO. The shift has been a quick one, accelerated further by the COVID-19 pandemic, and events like DPW Amsterdam are part of the reason why. CPOs having somewhere to go, to meet, to learn about the procurement landscape is vital, hence that inspiring energy that permeates every DPW event.
“A lot of people are missing that vibe,” Gutzmann continues. “It’s why I founded DPW. I was inspired by Mark Perera [Chairman of DPW], who I worked with at Vizibl, and had great technology while also being so inspiring. I realised we needed to connect founders with CPOs. I think every CPO should talk to one startup founder per week, at least. It’s important that we listen to their vision.”
Striving for 10X
The core of those visions for the 2024 event revolves around the concept of 10X, the idea being that you set targets for your business that are 10 times greater than what you think you can realistically achieve. It keeps people ambitious, always striving for greatness, and it’s especially prevalent in startup culture – hence Gutzmann’s belief that CPOs should be connecting with them more.
“Deciding on 10X for this year’s theme was serendipity,” says Knevel. “The term came along and Matthias said, ‘this is it – this is what we need in procurement’. This is what the industry needs, and we’re exploring it, diving deeper.”
“Last year’s theme was ‘Make Tech Work’, which was all about getting the basics right in order to scale,” Gutzmann continues. “This year we said, ‘how can we take it further?’ We are entering the biggest wave of AI yet. That technology is giving us the opportunity and the possibility to scale outcomes. The world around us is changing so fast, so we need to be more agile, scalable, and faster in procurement. It’s a very ambitious, maybe lofty theme, but it’s a mindset more than anything else.”
“It’s the mindset that drives innovation and speed,” Knevel adds. “That’s really important in this age of procuretech and supply chain tech.”
When it comes to honing that 10X mindset, it’s all about having a purpose in mind. A lot of the procurement professionals we spoke to at DPW Amsterdam called this a ‘north star’, which is the phase Gutzmann uses too. “That’s where it starts. There’s so much procurement can do. There are so many problems in the world, and I believe procurement can be the solution to many of those. So I think it starts with the CPO and their leadership, their vision. You also have to embrace startup innovation, be more experimental in the way you work, instigate new ways of working, and be bold in your thinking. You also have to remember it’s okay to fail.”
Growing DPW
Something that’s particularly impressive about DPW Amsterdam 2024 is that it’s actually the second of the year. Back in June, DPW ventured into the North American market with an intimate summit held in New York City, which CPOstrategy was fortunate enough to be invited to. Planning one wildly popular event a year is one thing, but venturing into a whole new part of the world with an additional one is incredibly dedicated.
“I’m a bit more conservative when planning ahead, so there probably wouldn’t be a New York event without Herman encouraging me,” says Gutzmann. “I’m glad he said ‘let’s go for it’. It was a short-term plan, but it was ultimately very successful and the right decision.”
Knevel adds: “The feedback we got from sponsors and delegates was quite impressive. They were asking for more. And it’s not just Matthias and myself – we have a great team here. This is a massive production, but we made the jump and it’s paid off.”
Inspiration for 2025
When it comes to the lessons Gutzmann and Knevel have learned in response to this event, it’s more about narrowing down the influx of ideas DPW gives them. By the time we spoke with them at the end of the Amsterdam 2024 event, their heads were spinning with inspiration.
“I have so many ideas,” says Gutzmann. “Every year we reinvent the show, so we never rest. We’re always asking what we can do better. How can we improve? I think this year we maxed out the number of sponsor stands that are possible to have. We doubled the number of under-30 attendees. There’s the potential to go a little deeper on the talent side, connecting students with the corporates and building a proper program around that.”
There was also the Tech Safari this year. The idea was to make the expo hall easier to navigate, since it was more crowded than ever this year. Members of the DPW team acted as ‘super connectors’ to help attendees find the right solutions and help startups find new customers. The aim was to simply make it easier for everyone involved to find what they’re looking for in small groups,enabling them to find who they wanted, talk to them, and ask questions. It turned out to be an amazing interactive experience for people, making sure they felt thoroughly looked after and valued.
“Plus there’s an opportunity to cater more to the corporates coming in,” Gutzmann continues. “Perhaps we will build a custom program for them around the event. Some of them are already coming in with teams and doing annual leadership meetings outside of the venue, but I think there’s scope to show them solutions and do some workshops within the event. We can also do more with day zero, where we have site events. There’s much more we can do.”
Giving CPOs what they want
As for the broader future of the event, DPW’s heart lies in Amsterdam and will continue to do so. The organisation is building its team even further and putting strategies in place for future events, allowing it to move forward. “We follow the demand of what our customers want,” Knevel says. That’s what really drives DPW and how the event is themed and set up. The organisation listens to CPOs so it can give them exactly what they need, and what will help the industry level up further and further.
“There are things we’re still developing,” says Gutzmann. “For example, the podcast studio [something introduced in its current form for 2024] is something Herman is very passionate about, so it was great to test it out here. There’s more we can do with that. We have so many ideas and it’s important to engage our amazing team on these ideas and see what they think along the way.”
“We’re ideating a lot,” Knevel adds. “And we’re asking our ecosystem what we should do more of.”
“Ultimately, we’re bringing in the voice of the customer to make sure we’re giving them what they want and need,” Gutzmann concludes. “That’s the whole purpose of DPW.”
Combining advanced technology with a people-led focus is the name of the game for Bravo Consulting Group. Bravo was founded…
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Combining advanced technology with a people-led focus is the name of the game for Bravo Consulting Group. Bravo was founded in 2007 by President and CEO Gino Degregori. He had his sights squarely set on leveraging Microsoft technologies to deliver cloud services, application modernization, and cybersecurity compliance. Bravo’s aim is to simplify how organisations create, share, and secure their intelligent information. In nearly 17 years of its existence, the business has grown into a premier Microsoft solutions provider serving the federal government, the Department of Defense, the Intelligence Community, and multiple Fortune 500 organisations.
Human-centric leadership and core values
Degregori began his career in software engineering and entrepreneurship. However, he quickly realised that his true calling was beyond just developing software and implementing Microsoft technologies. “I saw an opportunity to build an amazing organisation that provides real value to our customers through our people and innovative solutions,” Degregori explains. “While the cloud didn’t exist in 2007, development, automation, and security were already crucial.”
Degregori founded Bravo on core values that remain the cornerstone of the company today. “Our vision is to attract and create kind leaders who make an impact on our customers, partners, and communities,” he explains. “We lead with empathy, embracing kind leadership. This means prioritising the growth and wellbeing of our team members and clients. We view every interaction from a win-win perspective with a strong sense of accountability.
“It’s not just about implementing technology in your organisation; it’s about truly advancing the mission. Collaborating with great people enables us to deliver outstanding results,” he emphasises. Degregori also hosts The Kind Leader Podcast where he discusses empathetic leadership with industry leaders, embodying the values Bravo champions.
By fostering a culture of empathy and innovation, Bravohas established itself as a leader in cloud services, application modernization, and cybersecurity. Degregori’s commitment to building a people-centric organisation ensures that Bravo not only meets but exceeds the expectations of its clients, driving meaningful and impactful results.
Strategic partnership with AvePoint
Bravo’s commitment to collaborating with exceptional partners has been the cornerstone of its longstanding relationship with AvePoint. For 15 out of its nearly 17 years of existence, Bravo has partnered with AvePoint—a testament to the enduring strength and value of this collaboration. When Bravo first started, the Microsoft ecosystem was rapidly evolving, with many businesses transitioning away from legacy systems. AvePoint’s advanced SharePoint migration and administration tools played a pivotal role in this transition, enabling Bravo to assist over 100,000 users across various verticals in successfully migrating and managing their content and data.
“Our partnership with AvePoint allowed us not only to migrate vast amounts of content and data efficiently but also to reduce costs, which we passed on to our customers,” says Degregori. “It was a phenomenal opportunity to leverage AvePoint’s tools for seamless content and data migration. We recognized early on that AvePoint was poised for significant success, and from then on, our collaboration deepened, enabling us to develop even better solutions.”
This partnership is a key reason customers choose Bravo. By integrating Bravo’s expertise in the Microsoft ecosystem with AvePoint’s suite of tools, Bravo delivers a unique value proposition centred on data management, compliance, and AI-driven solutions. Customers benefit from a holistic approach that not only prepares them for new technologies but also ensures regulatory compliance, cost efficiency, and superior results.
Together, Bravo and AvePoint empower organisations to confidently navigate their digital transformation. Leveraging Microsoft’s advancements in AI and AvePoint’s robust data management tools, they offer cutting-edge solutions that address the evolving needs of modern businesses. This collaboration enables organisations to optimise their data, maintain stringent compliance standards, and harness the power of AI to drive innovation and efficiency.
Expanding horizons through collaboration
For the first decade, Bravo focused exclusively on the federal sector. Recently, Degregori made the strategic decision to expand Bravo’s services into the commercial sphere. “Our strong partnership with AvePoint was instrumental in this successful expansion,” he says. “AvePoint is a global organisation, and through our collaboration, we developed a strategy to penetrate the commercial market. We leveraged our combined services, expertise, and certified professionals at Bravo to build trust and confidence with the AvePoint commercial folks.”
The unique relationship between Bravo and AvePoint has facilitated this long-standing and successful collaboration. Degregori attributes their success to three key factors: communication, clarity, and trust.
“First, strong communication ensures continuous understanding. Second, clarity about our collective goals – focusing not just on our objectives but also on AvePoint’s – allows us to align our efforts effectively. Lastly, trust is paramount. We need to rely on each other through both successful projects and challenging ones. This mutual trust ensures we can support each other through thick and thin,” Degregori explains.
“We are always learning. When things don’t go as planned, we sit down, discuss the lessons learned, and find ways to improve. This continuous learning and mutual support strengthen our partnership and drive our shared success.”
Future growth
The future of Bravo and AvePoint is exceptionally promising as technology evolves at an unprecedented pace. Both organisations are at the forefront, leveraging the Microsoft ecosystem. With Microsoft’s substantial investments in generative AI, their reach is set to expand even further into the Fortune 500 globally.
“This momentum allows us to continuously leverage advanced tools, integrating them to deliver unparalleled value to our customers,” says Degregori. This focus on the human element—the customer—ensures that Bravo remains true to its core values.
“I am immensely grateful for the opportunity to lead an incredible organisation like Bravo and to maintain a long-term partnership with AvePoint. Ultimately, while we discuss technology and solutions, it’s all about people. We’re constantly seeking ways to connect better as partners and employers. This human-centric approach is what drives us to deliver superior solutions.”
This vision and commitment to both technological excellence and human connection make Bravo and AvePoint’s partnership not only resilient but also highly impactful for their clients. Together, they are poised to lead the way in digital transformation, ensuring that organisations are not only equipped with the latest innovations but also supported by a team that values their success.
Our cover story reveals the digital transformation journey at global insurance services company Innovation Group using InsurTech advances to disrupt…
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Our cover story reveals the digital transformation journey at global insurance services company Innovation Group using InsurTech advances to disrupt the industry.
Welcome to the latest issue of Interface magazine!
We’re excited to be publishing the biggest ever issue of Interface this month. It’s packed with insights from the cutting edge of digital technologies across a diverse range of sectors; from InsurTech to Travel via eCommerce, Banking, Manufacturing and Public Services.
Innovation Group: Enabling the Future of Insurance
“What we’ve achieved at Innovation Group is truly disruptive,” reflects Group Chief Technology Officer James Coggin.
“Our acquisition by one of the world’s largest insurance companies validated the strategy we pursued with our Gateway platform. We put the platform at the heart of an ecosystem of insurers, service providers and their customers. It has proved to be a powerful approach.”
Leeds Building Society: Tech Transformation Driven by Data
Carole Roberts, Director of Data at Leeds Building Society, on a digital transformation program driven by the mutual power of people and culture.
“We’ve made the decision to move to a composable architecture. It’s going to give us much more flexibility in the future to be able to swap in and out components rather than one big monolithic environment.”
AvePoint: Securing the Digital Future
Kevin Briggs, Vice President of Public Sector at AvePoint, discusses pioneering data security and management transformation in the global public sector.
“We ensure the security, accessibility and integrity of data for customers with missions from everything from finance and health services, through to national security, innovation, and science.”
Saudia: Taking off on a Digital Journey
Abdulgader Attiah, Chief Data & Technology Officer at Saudia, on the digital transformation program towards becoming an ‘offer and order’ airline.
“By the end of this year we will have established the maturity level for data technology, and our digital and back-office transformations. In 2025 we will begin implementing our retailing concept and the AI features that will drive it. The building blocks will be in place for next year’s initiatives where hyper personalisation for retailing is a must.”
Publicis Sapient: Global Banking Benchmark Study
Dave Murphy, Financial Services Lead, International – gives Interface the lowdown on the third annual Global Banking Benchmark Study and the key findings Publicis Sapient revealed around core modernisation, GenAI, data analytics transformation and payments.
“AI, machine learning and GenAI are both the focus and the fuel of banks’ digital transformation efforts. The biggest question for executives isn’t about the potential of these technologies. It’s how best to move from experimenting with use cases in pockets of the business to implementing at scale across the enterprise. The right data is key. It’s what powers the models.”
Habi: Unleashing liquidity in the LATAM market
Employees at Habi discuss its mission to help customers buy and sell their homes more effectively.
“At Habi, you can talk with the AI agent and you can provide information that streamlines the whole process.”
USDA FPAC: Achieving customer experience balance
Abena Apau and Kimberly Iczkowski, from USDA FPAC on the incredible work the organisation is doing to support farmers across America.
“We’ve created a new structure for ourselves, based on the fact that the digital experience is not the be all and end all, and we have to balance it with the human touch.”
Adecco Group: Digital Transformation driven by business outcomes
Geert Halsberghe, Head of IT, Benelux, at Adecco Group, talks transformation management, cultural consensus, and ensuring digital transformation starts (and stays) focused on solving business problems.
“It’s very crucial to make sure that we aren’t spending money on IT transformation for the sake of IT transformation.”
La Vie en Rose: Outcome-focused Digital Transformation
Éric Champagne, CIO of La Vie en Rose, on ensuring digital transformations are defined by communication, vision, and cultural buy-in.
“I don’t chase after the latest technology just because it seems cool… My focus is on aligning technology with the business strategy and real needs.”
Breitling: Digital Transformation and the omnichannel experience
Rajesh Shanmugasundaram, CTO at Breitling, talks changing customer expectations, data, AI, and digitally transforming to deliver the omnichannel experience.
“The CRM, the marketing, our e-commerce channels — they’ve all matured so much… we’re meeting our customers wherever they are or want to be.”
Our cover star, EY’s Global Chief Data Officer Marco Vernocchi, tells Interface why data is a “team sport” and reveals…
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Our cover star, EY’s Global Chief Data Officer Marco Vernocchi, tells Interface why data is a “team sport” and reveals the transformation journey towards realising its potential for one of the world’s largest professional services organisations.
Welcome to the latest issue of Interface magazine!
Global Chief Data Officer, Marco Vernocchi, reflects on the data transformation journey at one of the world’s largest professional services networks.
“Data is pervasive, it’s everywhere and nowhere at the same time. It’s not a physical asset, but it’s a part of every business activity every day. I joined EY in 2019 as the first Global Chief Data Officer. Our vision was to recognise data as a strategic competitive asset for the organisation. Through the efforts of leadership and the Data Office team, we’ve elevated data from a commodity utility to an asset. Our formal data strategy defined with clarity the purpose, scope, goals and timeline of how we manage data across EY. Bringing data to the centre of what we do has created a competitive asset that is transforming the way we work.”
PivotalEdge Capital
Sid Ghatak, Founder & CEO of asset management firm PivotalEdge Capital, spoked to us about the pioneering use of “data-centric AI” for trading models capable of solving the problems of trust and cost.
“I’ve always advocated data-driven decision-making throughout my career,” says Ghatak. “I knew when I started an asset management firm that it needed to be data-centric AI from the very beginning. A few early missteps in my career taught me the importance of having a stable and reliable flow of data in production systems and that became a criterion.”
LSC Communications
Piotr Topor, Director of Information Security & Governance at LSC Communications, discusses tackling the cyber skills shortage, AI, and bringing together the business and IT to create a cyber-conscious culture at a global leader in print and digital media solutions.
Topor tells Interface: “The main challenge we’re dealing with is overcoming the disconnect between cybersecurity and business goals.”
América Televisión
Interface meets again with Jose Hernandez, Chief Digital Officer at América Televisión, who reveals how the company is embracing new business models, and maintaining market leadership in Peru.
“Launching our FAST channel represents a pivotal step in diversifying our content delivery and monetisation strategies. Furthermore, aligning us with global trends while catering to the changing viewing habits of our audience,” says Hernandez.
Also in this issue of Interface, we hear from eflow about new approaches to Regtech; get the lowdown on bridging the AI skills gap from CI&T; and GCX on the best ways to navigate changing cybersecurity regulations.
We caught up with Shachi Rai Gupta from ORO Labs to discuss the importance of orchestration in procurement.
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Simplifying procurement in smart ways is the ultimate goal for ORO Labs. Utilising the best of AI, ORO Labs aims to implement procurement orchestration across sectors, creating an experience that is simultaneously automated, augmented, and humanised.
Shachi Rai Gupta is VP Strategy at ORO Labs, with a wealth of transformation and technology experience behind her. Rai Gupta’s sharp eye on procurement has allowed her to witness the rise and fall of various trends, and understand what the sector needs as it – along with technology – evolves.
We caught up with Rai Gupta at the DPW NYC Summit back in June, a special North American version of the event. Procurement trends, especially AI and orchestration, were very much the theme of the day, prompting lively conversations amongst some of the world’s most influential procurement leaders.
Procurement as a net positive experience generator
For Rai Gupta, the trends right now are guided by the fact that procurement has more of a strategic and evolved role than ever, giving the function the opportunity to have a great impact on the enterprise bottom-line and the environment and community at large
“Procurement is morphing into a function where one of its biggest responsibilities is to be a net positive experience generator,” she explains.
“Procurement really is a service function for the whole business stakeholders. We, as procurement professionals, need to see things through the lens of the business. This includes what issues the business is trying to solve, and meeting the business where it’s at for good collaboration.
“It’s also important to make this experience as easy as possible, rather than cumbersome and time intensive. That needs to be catered and customised to the individual business segments.”
Prioritising the planet
Another area Rai Gupta is seeing talked about a lot is sustainability. This topic has, for some, been sidelined a little in favour of advanced technology. But it’s just as important as it’s always been, and it’s vital to keep the discussion alive – especially in procurement.
“More and more, companies are realising the impact they’re having on the environment,” Rai Gupta explains. “It’s an increasing priority on all our agendas. The technology is still nascent in that space, in the sense that there aren’t good ways to do benchmarking or tracking. That’s going to be an interesting space to watch out for.”
The next generation
Another hot topic of the DPW NYC Summit was the talent shortage. We at CPOstrategy discuss this topic a lot with procurement professionals, and there’s no one answer for fixing the issue.
“There’s a dearth of good digital talent,” Rai Gupta states. “The skillset you need today in procurement is very different from what we’ve had before. To be able to leverage that, to really make use of the procurement teams you have and the operational model you want, it’s a different challenge. The structure of your team is more important than ever.
“While that shortage is there, when you do have the right people in place in procurement, that’s where the department shines,” Rai Gupta adds. “That’s where procurement becomes a group of trusted advisors for the business, providing proactive opportunities. We wear a lot of hats in procurement, and we’re stepping up to a new level of evolution.”
Advanced tech for good
And, of course, AI and orchestration are terms on everyone’s lips right now – procurement included. AI is, in Rai Gupta’s words, “a solver”. Many of the blockages and challenges procurement is experiencing as it evolves can be solved, or at least aided, by AI and orchestration. “There’s so much tech out there,” Rai Gupta states. “AI is one such possibility. Every segment of procurement comes with its own risks and requires its own expertise and tool sets.
“To manage that whole ecosystem is where that orchestration comes in. There’s a real beauty in this because it’s collaborative. It makes the whole bigger than its parts.”
Our cover story this month focuses on the work of Chief Information Officer Simon Birch and Chief Customer & Transformation…
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Our cover story this month focuses on the work of Chief Information Officer Simon Birch and Chief Customer & Transformation Officer Danielle Handley leading Bupa’s digital transformation journey across APAC and delivering a positive impact with its Connected Care strategy.
Welcome to the latest issue of Interface magazine!
“ConnectedCare is our primary mission and we’ve been spearheading time, investment and creativity to reinvent and reinvigorate customer experiences,” says APAC CIO Simon Birch. “Delivering that ConnectedCare proposition to our customers is made possible by the collegiate focus of the organisation. Ultimately, what we’re able to achieve is supporting our most important colleagues, our healthcare practitioners working across our facilities.”
Reflecting on that transformation goal, Chief Customer & Transformation Officer Danielle Handley believes that stakeholder engagement and alignment, while building relationships across the enterprise, have been key to their early success. “We’ve found the champions within the enterprise who are going to form part of the coalition of the willing to start to lead transformation here at Bupa.”
Vodafone: Personalising Embedded Insurance
Halil Teksal, Global Head of Fintech at Vodafone, discusses disruption in insurance, personalisation, and giving customers exactly what they need at the right time. “The main thing we’re aiming for is simplicity. How can we have really easy-to-use personalised solutions? At the end of the day, that’s what customers want. When they buy a smart device, they want to buy the insurance quickly from a reliable provider. It’s important that we satisfy all of those needs.”
Young businessman writing on adhesive notes on glass partition in modern office, ideas, innovation, planning, strategy
Walden Group: Advanced technology for a healthier tomorrow
Denis Connolly, CIO of Walden Group and CEO of Walden Digital, talks about the incredible work the organisation is doing to leverage data and technology for the overall improvement of the world’s health. “We’ve created all these new initiatives just in the last year or so, moving from technology being a cost centre to being an R&D and development-focused organisation.”
Also in this issue, Samer Fouani, Head of Cyber Transformation & Identity Access Management at TAL discusses the cyber journey for colleagues and customers at one of Australia’s leading insurers; Mark Turner, Chief Commercial Officer at Pulsant, explores how medium-sized businesses can best leverage new developments in AI; Martin Hartley, Group Chief Commercial Officer of emagine, examined the role of artificial intelligence in personalising the customer experience for financial services and Marius Stäcker, CEO of ToolTime, shares his four top tips for successfully implementing new software and driving digital transformation.
This month’s cover story sees our sister brand Fintech Strategy reporting from Money20/20 Europe in Amsterdam – a pivotal event…
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This month’s cover story sees our sister brand Fintech Strategy reporting from Money20/20 Europe in Amsterdam – a pivotal event in the fintech calendar, drawing over 8,000 participants from 2,300 companies worldwide.
Welcome to the latest issue of Interface magazine!
The RAI Amsterdam Convention Centre was the location for the world’s leading fintech conference. Money20/20 Europe offered a unique blend of insightful keynotes, panel discussions, and networking opportunities that underscored the transformative power of emerging technologies in financial services. We met with SC Ventures, Lloyds Banking Group, OSB Group, AirWallex, Plaid, Paymentology, Episode Six, Mettle (Nat West Group) and more to take the pulse of the latest trends across the fintech landscape.
Under the theme of ‘Human X Machine’, Money20/20 Europe explored the relationship between humans and intelligent machines, focusing on how the partnership between artificial and human intelligence will forge a new era in finance…
Publicis Sapient: Global Banking Benchmark Study
Interface was also proud to partner with Publicis Sapient at Money20/20 Europe for the launch of its third annual Global Banking Benchmark Survey. The survey draws on the insight of over 1000 senior executives in financial services across various global markets and focuses on the goals, obstacles, and drivers of digital transformation.
We spoke with Head of Financial Services Dave Murphy about its findings. “The survey focuses on how to think about solving problems end-to-end. Banks are dealing with legacy issues and taking a customer first view into solving the challenges. The practical application of AI across the banks is a significant theme as they look to automate decision-making and deliver better credit risk models.”
At the launch event for the study, Eoghan Sheehy, Associate MD, and Grace Ge, Senior Principal, highlighted that banks are primarily focused on improving existing processes rather than introducing new ones. Data Analytics and AI are identified as key priorities for digital transformation, with a focus on internal use cases and efficiency.
Eoghan and Grace also discussed the challenges faced by banks, including regulation, competition from companies like Amazon, and the need to attract talent. They emphasised the importance for financial institutions of modernising core infrastructure and building cloud infrastructure to support ongoing digital transformation. The study also notes the prevalence of the development of custom-made tools and the prioritising of internal use cases for AI implementation. Eoghan and Grace also provided examples of repeatable use cases and discussed the success factors for Data Analytics and AI.
STO Building Group: Enabling and Empowering People
Claudia Healey, Chief Human Resources Officer at STO Building Group, spoke to Interface about the HR platform empowering its people in pursuit of a strategic vision… “Culture is the number one priority in a people business like STO Building Group (STOBG). If you’re not nurturing and inspiring your folks, well, they can just vote with their feet. They don’t have to stay. Or they could do worse, they could quit and stay. And that’s something we would never want. Meeting your people where they’re at, understanding their goals and aspirations, and how you can help them reach their potential is vital. Realising how you can really see your people and truly understand what matters to them, is an incredible priority.”
Also in this issue, AI hype has previously been followed by an AI winter, we hear from Scott Zoldi, Chief Analytics Officer at FICO who asks, ‘Is the AI bubble set to burst?’ Elsewhere, we round up the top events in tech and learn how businesses can ensure their cloud storage is more sustainable in an age of rising demand for data and AI. Cloud storage without the climate cost is possible explains Fasthosts CEO Simon Yeoman.
Kelvin Moore, CISO & Acting Deputy CIO, on a successful cyber transformation journey at the US Small Business Administration driven by federal agency collaboration
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This month’s cover story celebratesa successful cyber transformation journey driven by federal agency collaboration.
Welcome to the latest issue of Interface magazine!
US Small Business Administration: Evolving with Technology
Kelvin Moore, CISO & Acting Deputy CIO, reveals a successful cyber transformation journey at the US Small Business Administration driven by federal agency collaboration. Moore is tasked with securing a platform that offers support for small businesses and entrepreneurs. “It’s my team’s mission to ensure cybersecurity across the agency from an operational perspective and in turn guarantee the security of the programs that support our constituents.”
NAB Private Wealth: Comprehensive, integrated, and relationship-led
NAB (National Australia Bank) Private Wealth’s Michael Saadie and Mike Allen share a vision for comprehensive, integrated wealth management enabled by technology but driven by people. We learn more… “To achieve efficiency and simplification, we’ve consolidated all wealth operations under one channel,” Saadie explains. “Previously, JBWere, nabtrade, and our investment advisors operated independently. Now, we’ve brought these teams together and integrated them end-to-end. This means our operations team provides core capabilities serving all distribution channels.”
The AA: Driving growth with a powerful legacy
Nick Edwards, Group CDO at The AA, talks about the organisation’s incredible technology transformation and how these changes directly benefit its customers. “2024 has been a milestone year for the business, marking the completion of the first phase of the future growth strategy we’ve been focused on since the appointment of our new CEO, Jakob Pfaudler,” he explains. Revenues have grown by over 20%, allowing The AA to drive customer growth. “All of this has been delivered by our refreshed management team,” Edwards continues. “It reflects the strength of our people across the business and the broader cultural transformation of The AA in the last three years.”
Piedmont Healthcare: Data-driven progress
We first spoke with Piedmont Healthcare’s Mark Jackson in the winter of 2022. Since then, the scope of his role at the healthcare provider has expanded considerably. Now its Chief Data Officer (CDO), Jackson has overseen a reorg of his 45-strong team. “I take a lot of pride in efficiency,” he reveals. “I think it’s the key component of our success. Everybody experiences failure. What I want us to do is have the ability to fail quickly and get to working solutions faster because I believe in this way, we can deliver a lot of value with a small and nimble team.”
Nuffield Health: Agile digital transformation
When we talk about incredible digital transformations in Interface Magazine, it’s really only a snapshot of an organisation. In reality, this kind of digital transformation is an ongoing process with no end. When we spoke to Jacqs Harper and Dave Ankers from Nuffield Health in 2022, they had a few things in mind to keep them busy as the charity’s big change evolved.
However, as this transformation evolved, an explosion of change happened in so many directions. Far more than the organisation’s technology team intended. Harper (who leads Technology at Nuffield Health), Ankers (IT Strategy & Delivery Director), and Mark Howard (Head of Technology Engineering) have followed up over 18 months after the initial interview to really dig into all the exciting things that have changed since then, and expand on all of Nuffield Health’s ambitious plans.
Also in this issue, we round up the top events in tech; get advice from Bayezian on how to avoid the risks associated with jailbreaking LLMs and speak with iGTB CEO Manish Maakan about leadership in the FinTech space. And to keep up to date with the latest insights and developments in this space check out our new launch, FinTech Strategy.
We’re excited to celebrate the 50th issue of Interface magazine with our readers. During a half century of monthly magazines,…
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We’re excited to celebrate the 50th issue of Interface magazine with our readers. During a half century of monthly magazines, we’ve delivered insights from technology leaders representing an array of industries from banking and healthcare to IT and construction. We’re proud to feature a diverse range of companies – from Amazon to Zoom – at the cutting edge of tech and keep lifting the lid on the latest developments in everything from AI and Cybersecurity to CX and Fintech. We’re keen to see what the next 50 issues will bring and hope you’ll join us on that journey…
Welcome to the latest issue of Interface magazine!
David Cornwell, Director – Small to Medium Enterprise, talks about the unfolding telco integration journey at Virgin Media O2 Business delivering benefits for Business customers. “There’s been a huge process of rationalisation and requalifying what we need to unlock efficiencies. It’s a technology journey our customers are on too. We understand the challenges inherent in that so, as a customer-first organisation, we’re well placed to support them bringing mobile and fixed connectivity services together in one place.”
Abzena:
CIO David Williamsondescribes the work Abzena is doing with transformative technology, its use of data, and what the future of health tech looks like… “We’re always trying to use data to help our client achieve more with it. And Abzena is very innovative on the scientific front… Having the opportunity to see things that weren’t possible to see when looked at traditionally is having a dramatic impact on how we’re able to treat diseases.”
York County:
Director of IT Tim Wyatt discusses technology in local government, cybersecurity outreach, and why community is at the heart of his team’s work at York County. “We’ll continue to make smart investments for cybersecurity, work to stay ahead of the new threats to our citizen’s data, and ensure we’re entrusted with and reliably provide services that our citizens and our County can depend on.”
Klamath Health:
Klamath Health Partnership’s CTOJessica Chastain describes the work she’s done to upgrade the organisation, the challenges that come with rural healthcare, and how she’s using data for good. “Data can show you a lot about the health of your organisation, including how to grow or shrink it to make it the best environment for your clientele.”
Also in this issue, we hear from Global & UK CEO Carlos Jaureguizar about the digital transformation journey helping Bupa become the world’s most customer-centric healthcare company, Mizaic CEO Jon Pickering explains how harnessing data-driven insights at the point of care can be achieved with a new EDMS (electronic document management system) and we re-visit our chat with Lloyds Banking Group’s CIO for Consumer Relationships & Mass Affluent, Martyn Atkinson, to learn how an ambitious FinTech journey, combined with a people-centred culture, is driving change for customers and colleagues across the Group.
Satya Mishra, Director, Product Management at Amazon Business, discusses how CPOs have become an important voice at the table to drive digital transformation and efficient collaboration.
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Harnessing efficiency is at the heart of any digital transformation journey.
Digitalisation should revolve around driving efficiency and achieving cost savings. Otherwise, why do it?
Amazon is no stranger to simplifying shopping for its customers. It is why Amazon has become a global leader in e-commerce. But, business-to-business customers can have different needs than traditional consumers, which is what led to the birth of Amazon Business in 2015. Amazon Business simplifies procurement processes, and one of the key ways it does this is by integrating with third-party systems to drive efficiencies and quickly discover insights.
Satya Mishra, Director, Product Management at Amazon Business, tells us all about how the organisation is helping procurement leaders to integrate their systems to lead to time and money savings.
Many people shop on Amazon. What is Amazon Business, and how is it related to procurement?
Satya Mishra: “More than six million customers around the world tap Amazon Business to access business-only pricing and selection, purchasing system integrations, a curated site experience, Business Prime, single or multi-user business accounts, and dedicated customer support, among other benefits.
“I lead Amazon Business’ integrations tech team, which builds integrations with third-party e-procurement, expense management, e-sourcing and idP systems. We also build APIs for our customers that either they or the third-party system integrators can use to create solutions that meet customers’ procurement needs. Integrations can allow business buyers to create connected buying journeys, which we call smart business buying journeys.
“If a customer does not have existing procurement systems they’d like to integrate, they can take advantage of other native tools, like a Business Analytics dashboard, in the Amazon Business store, so they can monitor their business spend. They can also discover and use some third-party integrated apps in the new Amazon Business App Center.”
Why would a customer choose to integrate their systems? Are CPOs leading the way?
Satya Mishra: “By integrating systems, customers can save time and money, drive compliance, spend visibility, and gain clearer insights. I talk to CPOs frequently to learn about their pain points. I often hear from these leaders that it can be tough for procurement teams to manage or create purchasing policies. This is especially if they have a high volume of purchases coming in from employees across their whole organisation, with a small group of employees, or even one employee, manually reviewing and reconciling. Integrations can automate these processes and help create a more intuitive buying experience across systems.
“Procurement is a strategic business function. It’s data-driven and measurable. CPOs manage the business buying, and the business buying can directly impact an organisation’s bottom line. If procurement tools don’t automatically connect to a source of supply, business buying decisions can become more complex. Properly integrated technology systems can help solve these issues for procurement leaders.”
Satya Mishra, Director, Product Management at Amazon Business
Beyond process complexity, what other challenges are procurement leaders facing?
Satya Mishra: “In the Amazon Business 2024 State of Procurement Report, other top challenges respondents reported were having access to a wide range of sellers and products that meet their needs, and ensuring compliance with spend policies.
“The report also found that 52% of procurement decision-makers are responsible for making purchases for multiple locations. Of that group, 57% make purchases for multiple countries.
“During my conversations with CPOs, I hear them say that having access to millions of products across many categories through Amazon Business has allowed them to streamline their supplier quantity and reduced time spent going to physical stores or trying to find products they’re looking for from a range of online websites. They’ve also shared that the ability to ship purchases from Amazon Business to multiple addresses has been very helpful in reducing complexity for both spot-buy and planned or recurring purchases. Organisations may need to buy specific products, like copy paper or snacks, in a recurring way. They may need to buy something else, like desks, only once, and in bulk, at that. Amazon Business’ ordering capabilities are agile and can lessen the purchasing complexity.”
How should procurement leaders choose which integrations will help them the most?
Satya Mishra: “At Amazon Business, we work backwards from customer problems to find solutions. I recommend CPOs think about what existing systems their employees may already use, the organisation’s buying needs, and their buyers’ typical purchasing behaviors. The buying experience should be intuitive and delightful.
“Amazon Business integrates with more than 300 systems, like Coupa, SAP Ariba, Okta, Fairmarkit, and Intuit Quickbooks, to name just a handful. With e-procurement integrations like Punchout and Integrated Search, customers start their buying journey in their e-procurement system. With Punch-in, they start on the Amazon Business website, then punch into their e-procurement system. With SSO, customers can use their existing employee credentials. Our collection of APIs can help customers customise their procure-to-pay and source-to-settle operations. This includes automating receipts in expense management systems and track progress toward spending goals.
“My team recently launched an App Center where customers can discover third-party apps spanning Accounting Management, Rewards & Recognition, Expense Management, Integrated Shopping and Inventory Management categories. We’ll continue to add more apps over time to help simplify the integrated app discovery process for customers.
“Some customers choose to stack their integrations, while others stick with one integration that serves their needs. There are many possibilities, and you don’t just have to choose one integration. You can start with Punchout and e-invoicing, for example, and then also integrate with Integrated Search, so your buyers can search the Amazon Business catalog within the e-procurement system your organisation uses.”
Are integrations tech projects?
Satya Mishra: “No, integrations should not be viewed as tech projects to be decided by only an IT team. Integrations open doors to greater data connectivity and business efficiencies across organisations. Instead of having disjointed data streams, you can connect those systems and centralise data, increasing spend visibility. You may be able to spot patterns and identify cost savings that may have gotten lost otherwise.
“It’s not uncommon for me to hear that CPOs, CFOs and CIOs are collaborating on business decisions that will save them all time and meet shared goals, and integrations are in their mix of recommendations.
“One of my team’s key goals has been to simplify integrations and bring in more self-service solutions. In terms of set-up, some integrations like SSO can be self-serviced by the customer. Amazon Business can help customers with the set-up process for integrations as well.”
How has procurement transformed in recent years?
Satya Mishra: “Procurement is no longer viewed as a back-office function. CPOs more commonly have a seat at the table for strategic cross-functional decisions with CFOs and CIOs.
“95% of Amazon Business 2024 State of Procurement Report respondents say the purchases they make mostly fall into managed spend. Managed spending is often planned for months or years ahead of time. This can create a great opportunity to recruit other stakeholders across departments versus outsourcing purchasing responsibilities. Equipping domain experts to support routine purchasing activities allows procurement to uplevel its focus and take on higher priorities across the organisation, while still maintaining oversight of overarching buying patterns. It’s also worth noting that by connecting to e-procurement and expense management systems, integrations provide easy and secure access to products on Amazon Business and help facilitate managed spend.”
What does the future of procurement look like?
Satya Mishra: “Bright! By embracing digital transformation and artificial intelligence to form more agile and strategic operations, CPOs can influence the ways their organisations innovate and adapt to change.”
Anthony Payne, Chief Marketing Officer of HICX, tells us how working collaboratively with suppliers on sustainable procurement practices could act as an organisation’s competitive advantage.
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Sustainability isn’t just a ‘nice to have’ anymore – businesses don’t have much of a choice in the world of 2024.
With ESG regulations now locked in place, organisations must comply or risk significant penalties. In order to achieve sustainability objectives more effectively and efficiently, collaborating with suppliers represents a real opportunity to get there faster.
When businesses work with suppliers to reach sustainability goals, they need access to the most accurate supplier data possible. However, obtaining this data isn’t necessarily straightforward. Ultimately, suppliers own it and need to provide it.
This means it is in a business’s interest to form and maintain a great working relationship with suppliers.
Anthony Payne, Chief Marketing Officer of HICX, the supplier experience platform, discusses the benefits of being supplier-centric and how giving brands a better experience adds value to organisations.
What is the link between businesses collaborating with suppliers, and suppliers being able to give them helpful sustainability information?
Anthony Payne: “There is a direct link. A good supplier experience makes it easier to communicate with suppliers because it allows for collaboration, whereas the opposite can harm communication efforts. For example, when businesses need ESG information, many will survey a broad group of suppliers even though the questions don’t apply to everyone. This is easier for the business. But it means every supplier who receives the survey must investigate whether it applies to them. The experience is more likely to frustrate suppliers than to help them offer the best information.
“Rather, we can help suppliers to help us by communicating better. The way forward is to segment suppliers into groups and send them only relevant requests. This creates a more positive experience in which suppliers are better able to provide helpful information.”
What about their motivation to help sustainability efforts – does this also rely on supplier experience?
Anthony Payne: “Yes, because if the culture of the business-supplier relationship is one in which each party looks out for themselves, then suppliers won’t be terribly motivated to offer the most helpful ESG information. It’s just human nature. Whereas if a business creates an environment in which suppliers can collaborate with them, then they’re more likely to become a customer-of-choice. This is a status worth having. A recent HICX survey showed that while 49% of suppliers would go the extra mile for their biggest customer, as many as 73% would make the effort if this was a customer-of-choice.
“Ultimately, if businesses give their suppliers a good experience, then more suppliers should be willing to provide helpful ESG information – even if it means spending a bit more effort.”
What are some of your most effective strategies and best practices to building a future-proof ESG framework?
Anthony Payne: “Businesses can futureproof their ESG frameworks by viewing suppliers as value-adding partners. This principle suggests three ways to engage suppliers…
“First, have a corporate mindset in which every employee views every supplier as a valued partner. If COVID-19 taught us anything it’s how much we rely on suppliers. When the pandemic hit, non-strategic suppliers such as providers of IT equipment and protective personal equipment suddenly became as central to operations as those who supplied the main ingredients. If we take the view that ‘all suppliers matter’, then it becomes easier to treat them all as partners in the same eco-system and we can work together towards common goals.
“Then, through this lens, we can market to suppliers. In customer marketing, a business would require a certain action from customers – such as getting them to buy a product, read a newsletter or attend an event – and so would motivate this behaviour. Similarly, in procurement, we can appeal to suppliers in a way that encourages them to participate in ESG activities, for instance, by providing helpful carbon emission information.
“One way to encourage the desired behaviour with suppliers is to segment them into the appropriate categories and send them only necessary messages. This is what a marketer would do with customers. By viewing suppliers as partners and introducing supplier marketing and segmentation, you can improve suppliers’ experience and get the most from them.”
What are the biggest barriers that organisations face to delivering more sustainable practices within their organisations?
Anthony Payne: “Once supplier data has been captured, however, the challenge continues because it must be maintained as a golden source of truth. Not having accurate supplier data is a major barrier to delivering sustainable practices because it means that businesses cannot see who all their suppliers are and what they’re doing.
“Thankfully, with robust onboarding and data management in place, businesses can keep their supplier data up-to-date and accurate so that it can inform good sustainability decisions.”
What is the best way for procurement teams to assess and prioritise the suppliers they work with? How do you juggle environmental impact vs value to company?
Anthony Payne: “The best way to assess and prioritise suppliers is to have visibility. Businesses need to know who all their suppliers are and what they’re doing, at any given time. Only once leaders are informed, can they make the best environmental decisions.
“It’s imperative to manage environmental impact with suppliers, regardless of how much value they bring a company. Apart from the moral obligation to protect the environment, businesses also have their reputations to consider. An environmental infringement that gets exposed – no matter how deep in the supply chain it might occur – is very likely to cause reputational damage, which can have a knock-on effect on sales and share price.
“In addition to brand reputation, businesses can also face expensive fines, if their suppliers are found to fall short of environmental regulations.”
What are the challenges and opportunities when it comes to supplier diversity?
Anthony Payne: “The challenge is to source the right suppliers in the first instance and then be able to report on their activity. We know that finding diverse suppliers in the UK can be difficult. While the US market is more mature, supplier diversity is growing here. Considering this, many suppliers that could qualify as “diverse” are not yet certified. Additionally, when diverse suppliers are indeed certified, there is no guarantee that their skillsets will match your needs.
“Thankfully there are ways in which businesses can proactively grow their networks of diverse suppliers. For starters, leaders can equip people within the organisation who work with suppliers, to find diverse suppliers by educating them and putting policies in place. Further, there are practical steps one can follow – such as defining the criteria for what qualifies a supplier as diverse in various territories and then finding the right businesses by searching online directories, desktop research and asking for recommendations.
“Once suppliers that are considered to be diverse are indeed found, they bring much value. Apart from being able to make a positive sustainability impact, the expectations of regulators, shareholders and consumers can be met. The by-product of this is a positive reputation which has economic benefits.
“The opposite logic also applies, and failing to capture supplier diversity value becomes a missed opportunity. For instance, when third-party expectations to support supplier diversity are missed, this can damage brand reputation which hurts sales figures and share price. Also, the unique offerings that diverse suppliers can offer will be missed, and with it the chance to make an impact. Therefore, it’s sensible to make the most of the diverse suppliers that you worked so hard to find.”
Do you have any tips for readers who want to make the most of the diverse suppliers they have sourced?
Anthony Payne: “Yes, you can start by knowing that it’s possible to make the most of the diverse suppliers you find. You can do this by following a stepped approach.
“Start by onboarding new suppliers who are considered ‘diverse’ with processes that reliably capture their information. This way, your diversity programmes can be well-informed. It’s hugely valuable to be able to tell, at the touch of a button, where a particular supplier might be based. Also, what qualifies them as ‘diverse’? And while they might hold diversity status today, how can we be sure it still applies tomorrow?
“With all the right information collected at the start of each relationship, then it’s a good idea to instill processes that drive everyone who works with suppliers to spend more with those who are considered as diverse. As more diverse suppliers join the organisation, then you need to keep their data accurate. Do this by digitally transforming the procurement landscape to make master data a priority. With robust processes, it’s possible to maximise your relationships with all suppliers.”
How optimistic are you about the future of ESG within procurement?
Anthony Payne: “I am very optimistic about the future of ESG within procurement, because, we’re seeing the supplier experience movement grow in the UK and the US. For instance, we’re seeing new job roles come out in this area as the principle is popularised. And we know that having good Supplier Experience Management programmes in place sets up business to procure in the most ESG-friendly way possible.
“And so, with Supplier Experience Management becoming increasingly popular, we believe that the future for sustainability is bright.”
Publicic Sapient CEO Nigel Vaz reflects on the leadership strategies required for successful digital business transformations
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The hardest part of being a business leader and CEO – especially leading through change – are the choices we make every day to move toward that will drive our future success. Often, this will mean letting go of things that made us successful in the past. We must make room for new skills, relationships, ways of working, and opportunities.
The average CEO has 30 years of business experience and makes decisions based on that accumulated experience. But think how much the world has changed in the space of five years, let alone 30. The same thinking and approach are not going to stand the test of time. The modern CEO needs to find and maintain the ability to turn preconceived ideas on their head. As a leader, I’ve always felt it’s important that I adopt the behaviours I advise for our clients. Leaders must be willing to learn, adapt and act with speed.
The Modern CEO
The modern CEO has a complicated, bordering on paradoxical, relationship with change. We dislike uncertainty and volatility, and yet we have an intense distaste for stasis. We would rather avoid geopolitical instability and macroeconomic challenges. However, changes to customer needs, shifting industry landscapes and rapid technological innovation bring opportunities to transform our companies. We must identify paths to value creation and growth, and build better, more efficient businesses. And, the reality is for today’s CEOs, you don’t get to pick one or the other. You have to be ready to lead your organisation in the context of both simultaneously. Leading through either type of change is not for the faint of heart.
In my role as CEO of Publicis Sapient – a digital business transformation company that partners with organisations globally to help them create and sustain competitive advantage – my relationship with change is amplified. I am responsible for driving growth and ensuring our business capabilities are optimised for the digital age. At the same time I’m leading a business that empowers our clients to embrace change by putting digital at the core of how they think, organise and operate. On the Executive Committee of our parent company, Publicis Groupe, I am also weighing in on how to lead on the digital business transformation of the Groupe. This has been accelerated this past year with the pace of AI.
Change Management
The nexus of these different aspects of my CEO role is not uncommon to many of the CEO clients we work with. Like myself, they are leading their organisations and people through a period of tremendous change. Furthermore, they are tasked with making decisions daily on choices that will impact the direction and outcomes for their company.
One of the most critical choices they will make is determining the purpose of their organisation. When there is so much change and challenge surrounding you, the easy path is to react and say, ‘How do I overcome each of these challenges?’ But first you have to be clear on who you are as an organisation and the impact you want to have. Without that sense of direction, you can very easily fall into the mistake of making disconnected, reactive decisions.
Welcome to the latest issue of CEOstrategy where we highlight the challenges and opportunities that come with ‘the’ leadership role
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Our cover story focuses on the work of Nigel Vaz, the CEO of Publicis Sapient – a digital business transformation company that partners with organisations globally to help them create and sustain competitive advantage – and his approach to change management.
Welcome to the latest issue of CEOstrategy!
Tasked with accelerating business growth, while building the synergies across an organisation that can drive innovation to meet diverse customer needs and keep revenues on track, the modern CEO must be mentor, marshall and motivator on the journey to success.
“I lead Publicis Sapient with a set of principles to keep me on track, and which I offer to fellow CEOs as a guide,” says CEO Nigel Vaz. “Embrace change, and view challenges as opportunities for growth and innovation; Foster a culture of continuous learning within yourself and your organisation; Advance the organisational capabilities that will enable your company to deliver on your brand promise; Adopt a data-driven approach to decision-making, utilising analytics and advanced technologies and Stay rooted in purpose to realise your competitive advantage.”
EMCS: Leading a small fish making a big impact
“If you look after your people and you have the right people in place, the customer experience takes care of itself,” explains EMCS Industries CEO Trevor Tasker. “A lot of entrepreneurs say the same, but you don’t always see it in action. If I have to micromanage somebody, I’ve made a hiring mistake. When I’ve found the right person, all I have to do is support them and trust them. If I can’t trust them, I can’t lead them. And being trusted makes my employees so much better at their jobs. It makes choosing the customers you deal with very important as well…”
Moneypenny: People at the heart
We are consistently listed in the best places to work rankings and have created a happy and fun working environment,” says Moneypenny CEO Joanna Swash. “We strive to be authentic, and that starts at the top. If the leadership team walks the walk and talks the talk, then trust is built. Trust fosters a culture where employees are motivated, engaged and empowered with a culture of transparency and honesty…”
Bupa: Choice, care and compassion driving digital transformation
“In a fast-changing world, it’s essential that we harness the power of technology to keep improving health outcomes for our customers,” says Global & UK CEO Carlos Jaureguizar of the digital transformation journey helping Bupa become the world’s most customer-centric healthcare company. “We give our people the tools to give customers the best care, streamline the customer experience and drive innovation.”
Also in this issue, we hear from Rachel Youngman, Deputy CEO at the Institute of Physics, on how organisations can leverage ESG targets to meet the Net Zero challenge; we get the lowdown on a fintech success story from RTGS.global CEO Jarrad Hubble; discover the importance of Strategic Thinking with Institute for Management Development Professor Michael Watkins and count down ten reasons why integrity is key to business success with Serenity In Leadership CEO Thom Dennis.
Global cloud services point-of-sale provider, GK Software, was founded over 30 years ago in Germany. For most of its existence,…
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Global cloud services point-of-sale provider, GK Software, was founded over 30 years ago in Germany. For most of its existence, its focus was on expanding across Europe. However, in 2015, GK broke into the US when its partnership with SAP helped it drive into that vital market. The business has been thriving stateside ever since. Its core business is a point-of-sale software platform – CLOUD4RETAIL – which features the OmniPOS solution. Today, GK is ranked highly in global POS installations and has been among the top three for the last five years.
GK is an organisation committed to continuous improvement and customer engagement. It is evolving, getting into newer technologies like AI in a big way. It’s leveraging its expertise to improve insights into what its retail customers and their shoppers need. This includes everything from price optimisation to loyalty to self-service technologies.
Its ability to provide these services, through its expertise, is what attracted Virginia ABC to GK Software. Virginia ABC was a previous user of SAP’s point-of-sale (POS) solution, but as the authority evolved, it required an updated POS.
GK Software meets Virginia ABC
Enter: GK Software. “As a result of our relationship with SAP and with Paul Williams at Virginia ABC, we were shortlisted in their new point-of-sale solution selection,” explains Max Francescangeli, Regional Sales Director at GK Software.
“With Virginia ABC, we went through quite an extensive selection process. It’s a government agency, so the rules are very strict,” says Francescangeli. “But we were able to prove that we could use our expertise to address and solve all of their problems in spite of the unique environment they operate in. They needed a flexible solution that would interact well with their legacy platforms during implementation. We were certainly able to provide that. So, we were eventually awarded the business and the project has been extremely successful.”
The approach GK takes with its customers during these projects highlights just how much out-of-the-box capability its solution has. GK’s team spent a lot of time with Virginia ABC. The organisation examined its business requirements and using a consultative approach to show how its software could be configured. This was so it could meet the end-state business requirements and take advantage of best-of-breed capabilities that exist within GK’s platform.
“Rather than going there and trying to do a lot of customisation, we wanted to help them take advantage of the software as it exists,” Francescangeli adds. There were also other areas where GK was able to provide a lot of value and expertise to Virginia ABC. These include payment processing and its partner ecosystem. Virginia ABC was previously using a payment provider with limited capabilities, but GK was able to step in and expand the technology set. “We gave them more hardware choices, expanding what they could do with their in-store devices.”
Virginia ABC also needed more advanced reporting and analytics within its environment. So, GK introduced a solution called Advanced Central Electronic Journal and Reporting. Francescangeli continues: “It saved them a tremendous amount of effort, and gave them a lot of flexibility. We implemented that very quickly and they gained business value from it immediately.”
An evolving partnership
GK Software and Virginia ABC worked on initial deployment for the first 12 months of the project, and GK has continued to supply its services ever since. Each year after the first, Virginia ABC has expressed interest in something else GK offers. As a result, the relationship has remained close and Virginia ABC continues to expand the partnership.
“Paul and his team have been champions of ours and we’re champions of theirs as well,” Francescangeli states. “Due to the relationship we have with Virginia ABC, we have been able to secure business from other retailers in the same space because they have confidence that we know how to handle the market.”
“GK checks a lot of boxes retailers are looking for,” Bill Miller, North American VP of Sales at GK adds. “We’re in this inflection point where we offer modern technology that also has a lot of functionality out of the box, and that’s what people want. That’s what Virginia ABC wanted, and that’s what we supplied.”
Our cover story this month focuses on the work of Gregg Aldana and his team. The Global Area Vice President,…
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Our cover story this month focuses on the work of Gregg Aldana and his team. The Global Area Vice President, Creator Workflows Specialist Solution Consulting at ServiceNow, reveals how a disruptive approach to technology can drive innovation. “We were inspired by our customers – they were the ones who started tapping into our underlying platform to build their own custom applications and workflows.”
Welcome to the latest issue of Interface magazine!
Welcome to a world of possibilities where technology meets business at the interface of change…
Gregg Aldana, Global Area Vice President, Creator Workflows Specialist Solution Consulting at ServiceNow, on how a disruptive approach to technology can drive innovation. “We were inspired by our customers – they were the ones who started tapping into our underlying platform to build their own custom applications and workflows.”
Harry Reid International Airport: A technology transformation journey
Chief Information Technology Officer Rishma M. Khimji on the digital transformation journey delivering seamless passenger experiences to millions of travellers at one of America’s busiest airports. “We have multiple large projects planned to build that next baseline for Harry Reid International Airport. We’re moving up our levels of service, our redundancy, our recovery and our protective services to truly be a technology focused forward-looking airport.”
CBA: A new dawn of digital adoption for business banking
At the Commonwealth Bank of Australia (CBA), Michael Vacy-Lyle, Group Executive for Business, is driving the renaissance for business banking with a wave of digital development at Australia’s largest bank. “Our goal is utilising our data assets to differentiate CBA and completely change the way our business customers see their bank.”
Telia: Scaling for tomorrow
Telia‘s Cloud & IT Infrastructure leader Kai Viljanen on scaling and future-proofing a tech transformation. “IT businesses in recent years are starting to move even faster with customer demands. It’s extremely important to keep improving time-to-market. There’s increasing demand for IT organisations to offer more services with reduced costs. Telia’s top management released our new strategy and IT transformation initiative around four years ago. We’ve been working on it ever since.”
Peavey Industries: Adapting ecommerce to customer needs
Peavey Technology & Ecommerce leader Shaun Guthrie on keeping the customer at the heart of business transformation. “If you’re going to bury your head in the sand with old technology, you won’t survive the up cycles.”
CNA: A cultural revolution empowering transformation
Rizwan Jan, CIO of CNA Corporation, on prioritising the significance of fostering cultural shifts while navigating business transformation and addressing cyber risk. “We’re promoting a culture with a security-first mindset where every employee understands their role in safeguarding our data and our systems.”
Virginia ABC: IT freedom through strategic partnership
CIO Paul Williams on Virginia ABC‘s transformation, the process of becoming independent, and how businesses can avoid IT obsolescence. “We believe that if we can keep our customers happy with our service and delivery, we are more likely to be able to continue modernising the last few legacy systems.”
Also in this issue, we hear from Emergn CEO Alex Adamopulos on the need for a dual mindset approach in the adoption of advanced technology, round up the must attend tech events and speak with Sanofi‘s Landry Giardina, Global Head of Clinical Supply Chain Operations Innovation & Technology talks data-driven performance, resilience, and operational excellence.
According to research by Veeam, IT professionals identify a “lack of IT skills or transformation expertise” as the biggest hurdle in the way of digital transformation success.
Another report suggests that one of the three main reasons digital transformations fail is assuming that digital transformation is an IT task.
“Digital transformation is not just a task for IT. Yet, this mindset is one of the biggest reasons why projects fail,” the report notes. “This inevitably leads to quick, costly investments in disparate technologies that end up making the digital transformation process more difficult (and expensive) to execute.”
IT functions still have a sizable role to play in executing digital transformations. However, dumping the leadership elements of a digital transformation project at IT’s door is a sure way to create pain points down the road. A holistic approach that takes people, portfolio, process, and platform into account is much more likely to succeed. However, responsibility for driving holistic digital transformation cannot fall solely to IT.
The need for IT and leadership
“Digital doesn’t sit still, so neither can your business. To thrive in today’s ever-changing digital world, digital transformation is imperative. But there are many ways to do it. The one constant is your role, as CEO, and the need for your direct involvement,” write the authors of a new report by Deloitte.
CEOs cannot afford to simply maintain the status quo. The report adds that business leaders must be prepared to drive change throughout their organisation in order for digital transformation to be successful.
“You need to be ready to take risks; be constantly on the lookout for disruptive patterns; and be willing to set a transformative, digital vision that enables you to capitalise on opportunities, counter any threat and maximise value,” notes Deloitte.
No matter the scale of digital transformation, from simple data and process changes to fully embracing new business models, there are several practical “truths” that ring true.
First, leadership plays a pivotal role in any digital endeavour. Regardless of its scope, CEOs taking a hand in overcoming obstacles, fostering a holistic perspective, and delegating responsibility while maintaining oversight is paramount.
Secondly, leaders need to increase their involvement as their organisation’s digital aspirations expand. This is especially true in organisations where the culture may be resistant to change.
Lastly, even in firms with high levels of digital savviness, leadership is still vital for steering strategy, fostering innovation, and driving growth. CEOs need to constantly cultivate innovation even in digitally native companies, continuously scouting for future opportunities.
Our cover story this month focuses on the work of Arianne Gallagher-Welcher. As the Executive Director for the USDA Digital…
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Our cover story this month focuses on the work of Arianne Gallagher-Welcher. As the Executive Director for the USDA Digital Service, in the Office of the OCIO, her team’s mission is to drive a tech transformation at the USDA. The goal is to better serve the American people across all of its 50 states.
Welcome to the latest issue of Interface magazine!
Welcome to a new year of possibility where technology meets business at the interface of change…
“We knew that in order for us to deliver what we needed for our stakeholders, we needed to be flexible – and that has trickled down from our senior leaders.” Arianne Gallagher-Welcher, Executive Director for the USDA Digital Service reveals the strategic plan’s first goal. Above all, the aim is to deliver customer-centric IT so farmers, producers, and families can find dealing with USDA as easy as using an ATM.
BCX: Delivering insights & intelligence across the Data & AI value chain
We also sat down with Stefan Steffen,Executive Leader for Data Insights & Intelligence at BCX. He revealed how BCX is leveraging AI to strategically transform businesses and drive their growth. “Our commitment to leveraging data and AI to drive innovation harnesses the power of technology to unlock new opportunities, drive efficiency, and enhance competitiveness for our clients.”
Momentum Multiply: A culture-driven digital transformation for wellness
Multiply Inspire & Engage is a new offering from leading South African insurance provider Momentum Health Solutions. Furthermore, it is the first digital wellness rewards program in South Africa to balance mental health and physical health in pursuing holistic wellness. CIO, Ndibulele Mqoboli, discusses re-platforming, cloud migrations, and building a culture of ownership, responsibility, and continuous improvement.
Clark County: Creating collaboration for the benefit of residents
Navigating the world of local government can be a minefield of red tape, both for citizens and those working within it. Al Pitts, Deputy CIO of Clark County, talks to us about the organisation’s IT transformation. He explains why collaboration is key to support residents. “We have found our new Clark County – ‘Together for Better’ – is a great way to collaborate on new solutions.”
Also in this issue, we hear from Alibaba’s European GM Jijay Shen on why digitalisation can be a driving force for SMEs. We learn how businesses can get cybersecurity right with KnowBe4 and analyse the rise of ‘The Mobility Society’.
For our first cover story of 2024 we meet with Lloyds Banking Group’s CIO for Consumer Relationships & Mass Affluent,…
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For our first cover story of 2024 we meet with Lloyds Banking Group’s CIO for Consumer Relationships & Mass Affluent, Martyn Atkinson, to learn how an ambitious growth agenda, combined with a people-centred culture, is driving change for customers and colleagues across the Group.
Welcome to the latest issue of Interface magazine!
Welcome to a new year of possibility where technology meets business at the interface of change…
Lloyds Banking Group: A technology & business strategy
“We’ve made significant strides in transforming our business for the future,” explains Martyn Atkinson, CIO for Consumer Relationships & Mass Affluent at Lloyds Banking Group. “I’m really proud of what the team have achieved. There’s loads more to go after. It’s a really exciting time as we become a modern, progressive, tech-enabled business. We’ve aimed to maintain pace and an agile mindset. We want to get products and services out to our customers and colleagues. We’ll test and learn to see if what we’re doing is actually making a meaningful difference.”
AFRICOM: Organisational resilience through cybersecurity
We also speak with U.S. Africa Command’s (AFRICOM) CISO Ryan Larsen on developing the right culture to build cyber awareness. He is committed to driving secure and continued success for the Department of Defence. “I often think of every day working in cyberspace a lot like counterinsurgency warfare and my time in Afghanistan. You had to be on top of your game every minute of every day. The adversary only needs to get lucky one time to find you with that IED.”
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ALIC: Creating synergy to scale at speed with Lolli
Since 2009 the Australian Lending & Investment Centre (ALIC) has been matching Australians with loans that help build their wealth. It has delivered over $8.3bn in loans to more than 22,000 leading Australian investors and businesses. Managing Director Damian Brander talks ethical lending and the challenges of a shifting financial landscape. ALIC has also built Lolli – a broker enhancement platform built by brokers, for brokers.
Sime Darby Motors: Driving digital, cultural, and business transformation together
Sime Darby Berhad is one of the oldest and most successful multinational companies in Malaysia. It has a twin focus on the Industrial and Motors sectors. The company employs more than 24,000 people, operating across 17 countries and territories. Sime Darby Motors’ Chief Digital & Information Officer Tuan Jean Tee shares how he makes sure digital, cultural, and process transformation go hand in hand throughout one of APAC’s largest automotive multinationals.
Also in this issue, we hear from Microsoft on the art of sustainable supply chain transformation, Tecnotree map the key trends set to impact the telecoms industry in 2024 and our panel of experts chart the big Fintech predictions for the year ahead.
This month’s exclusive cover story features a fascinating discussion with Dhaval Desai, Principal Group Engineering Manager at Microsoft, regarding a massive and sustainable supply chain transformation at the tech giant…
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This month’s exclusive cover story features a fascinating discussion with Dhaval Desai, Principal Group Engineering Manager at Microsoft, regarding a massive and sustainable supply chain transformation at the tech giant…
In the past four years, Microsoft has gained more than 80,000 productivity hours and avoided hundreds of millions in costs. Did you miss that? That’s probably because these massive improvements took place behind the scenes as the technology giant moved to turn SC management into a major force driving efficiencies, enabling growth, and bringing the company closer to its sustainability goals.
Expect changes and outcomes to continue as Dhaval Desai continues to apply the learnings from the Devices Supply Chain transformation – think Xbox, Surface, VR and PC accessories and cross-industry experiences and another to the fast-growing Cloud supply chain where demand for Azure is surging. As the Principal Group Software Engineering Manager, Desai is part of the Supply Chain Engineering organisation, the global team of architects, managers, and engineers in the US, Europe, and India tasked with developing a platform and capabilities to power supply chains across Microsoft. It’s an exciting time. Desai’s staff has already quadrupled since he joined Microsoft in 2021, and it’s still growing. Within the company, he’s on the cutting edge of technology innovation testing generative AI solutions. “We are actively learning how to improve it and move forward,” he tells us.
We also have some inspiring and informative content from supply chain leaders and experts at Schneider Electric, Smart Cube, Protokol, Red Helix and Astrocast. Plus, expert predictions for 2024 from leading supply chain leaders, as well as a round-up of the best events this year has to offer!
Our final cover story for 2023 explores how Deputy CIO May Cheng is accelerating a digital customer and product-centric approach…
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Our final cover story for 2023 explores how Deputy CIO May Cheng is accelerating a digital customer and product-centric approach to IT management for the International Trade Administration (ITA).
Welcome to the latest issueof Interface magazine!
Interface showcases leaders at the forefront of innovation with digital technologies transforming myriad industries.
We connect once more with the tech trailblazers at the International Trade Administration. Deputy CIO May Cheng and her team areaccelerating adoption of ITA’s customer and product-centric approach to IT management. In addition, their focus is on Agile, DevSecOps, Value Proposition, and Human Centred Design. “In 2023, we launched 13 products, three MVPs and saw enhancements operationalised. Moreover, the digital model has enabled a partnership between business and IT. The result is clearer lines of shared responsibility, transparency in resources, and a continuous learning culture across the agency.”
Businessman touching data analytics process system with KPI financial charts, dashboard of stock and marketing on virtual interface. With American flag in background.
Royal Papworth Hospital NHS Trust: Digitally transforming patient care
The Royal Papworth Hospital NHS Foundation Trustis centred on bringing tomorrow’s treatments to today’s patients with a clear mission to provide excellent, specialist care to patients suffering from heart and lung disease. We hear from Andrew Raynes who took up his role as CIO in 2017. He is overseeing a digital transformation program bringing value to staff and patients. “Using the global language of interoperability… we’ll see greater efficiency in terms of use of technology and sweating our assets. Furthermore, exploiting the benefits to support seamless care by allowing standards to do the heavy lifting.”
Toronto Community Housing: Supporting tenants with tech
Toronto Community Housing houses tenants in 106 of Toronto’s 158 neighbourhoods. It ensures over 43,000 low and moderate-income families are supported in their continuously managed homes. Luisa Andrews, VP Information Technology Services tells us it’s the best role she’s had in her career. “It’s the most challenging, and where I’ve seen the most progress in a short amount of time. I’m proud of my team and what we’ve accomplished in five years. We, and our partners, have enabled the corporation, through technology, to do what it needs to do for our tenants.”
Marshfield Clinic Health System:
Marshfield Clinic Health System provides care at over 50 locations across the US state of Wisconsin. Chief Data & Analytics Officer Mitchell Kwiatkowski explains its tech mantra to us: “We’re trying to toe that line while examining new technologies as they come out. We’re aiming to understand what they are, how they can help, and implementing things that are mature enough and show promise. I don’t think healthcare is necessarily risk-averse; it’s a highly regulated area that doesn’t always have deep pockets for investment. However, it’s people’s health at stake, so we have to be careful…”
Also in this issue, we get the lowdown on the tech trends for 2024 from Hitachi Vantara innovation guru Bjorn Andersson. We also hear from the WatchGuard Threat Lab research team with their cybersecurity predictions for the year ahead.
A passionate advocate for diversity, inclusion and equity of opportunity, Executive GM Ana Marinkovic leadsa team of 1,600+ small business experts. They lend over $1.2bn a month to Australian small businesses. National Australia Bank (NAB) plays a major role in propelling entrepreneurship across the country. Delivering better outcomes for small business owners sits at the very heart of NAB’s strategy. “Our scale and connectivity help us to tackle some of the biggest challenges facing our business and the communities we operate in,” says Ana.
TUI: Making travel plans mobile
The mobile side of TUI has never been more vital. TUI’s mobile apps were officially launched in 2013 and began as something of a proof of concept. For the entire international industry, moving from web to mobile devices was a huge shift. The initial set of apps were very skeletal and only integrated for UK and Nordic customers.
One of this year’s goals is to accelerate the native journey to make all the customer journeys native. This will further improving the customer experience. After a recent UI refresh, the app look and feel is fresh and sleek, and has plenty of exciting features for customers to enjoy. “Just in the last couple of months we’ve introduced an integration with OpenAI for a travel planner that helps you choose excursions,” Donia adds. “Seeing it grow over the years is so exciting.”
TARA Energy Services: tech fuelling growth
“Continuous improvement is woven into the fabric of the culture at TARA Energy Services,” says its proud Director of IT, Paul Parzen. “Every day, we face new challenges, both operationally in the field and strategically in the boardroom. We must make sure the organisation’s IT strategy for data management, core infrastructure, network architecture, and security is ready to meet them.”
Link Group: Shaking up UK’s pension market via digitalisation
“Some people might say, ‘wow, a pension. That sounds a little boring.’ But at the end of the day, what we do is help people retire in the best way possible and that’s a pretty good place to be.”
Those are the words of Dee McGrath, CEO of Link Group’s Retirement Solutions since May 2019. The company is a global, digitally-enabled business connecting millions of people with their pension assets – safely, securely and responsibly.
Evara Health: Technology delivering care for all
Evara Health’s mission statement is to help people become healthy and live healthy lives, and that means all people. A lot of health organisations don’t serve everybody and their treatments aren’t available under many types of insurance. However, Evara Heath doesn’t turn anybody away. It supports the underserved and the uninsured, and patients are treated regardless of whether they can afford it. Around 25% of patients have no insurance at all, and over half are covered by Medicaid, which isn’t accepted by everyone.
Our exclusive cover story this month centres around Versuni, home to some of the world’s most renowned home appliance brands
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Versuni: Procurement excellence to drive growth
Our exclusive cover story this month centres around Versuni, home to some of the world’s most renowned home appliance brands. Versuni is a company with a rich history, dating back to 1891, albeit under a different name. Philips Domestic Appliances was renamed Versuni after the Netherlands-based giant sold the business to China-based global leading Private Equity company Hillhouse Capital in September 2021. And so began a process of disentanglement as Versuni embarked on its journey to becoming a successful and independent entity with a simple yet clear purpose of turning houses into homes.
“We refer to ourselves as a 130-year-old company with a scale-up mentality,” explains Hugo Sparidans, Chief Procurement Officer, Versuni. “We combine the legacy we have with Philips with all the goodies here in this new, agile environment where things can happen much faster and with a different mindset fully focused on growth.”
Versuni is now operating under private equity ownership following its separation from Philips two years ago. “My boss called me and said, ‘So, we’re going to spin off Domestic Appliances. Do you have the interest to lead the transition for Procurement within that spin-off, and then potentially after?’ That was an interesting question for me,” Sparidans explains. “I’d had a great career within Philips working for a successful business, but I was now facing the idea of leaving that behind for a trip into the unknown.”
Mars Pet Nutrition LATAM is changing the sustainability game within the pet food sector. Gabriel Guzman, VP Procurement LATAM, and Ana Milena Zambrano, Climate & Sustainable Sourcing Head LATAM, explain how…
Gabriel Guzman, VP Procurement LATAM, and Ana Milena Zambrano, Climate & Sustainable Sourcing Head LATAM, are leading a major ongoing evolution within Mars Pet Nutrition LATAM. Guzman has worked in some of the world’s largest organisations over 25 years, spearheading many high-profile projects during this time. Zambrano’s career spans 15 years across consumer goods and supply chains, with sustainability as a core lifelong passion.
A focus on sustainability and the environment is nothing new for Mars – it’s part of the culture. It’s a business with firm ESG pillars and a clear concept of what sustainability means to the organisation. “We believe the world we want tomorrow starts with how we do business today,” says Guzman. “It is the vision at the heart of our Sustainable in a Generation Plan – one where the planet is healthy, people and their pets are thriving, and society is inclusive.”
We sit down with Trevor Tasker, CEO of EMCS, for the second time to discuss partnership, leadership, and the state of the industry
EMCS Industries is one of the best-kept secrets in its sector. An innovator from day one, EMCS Industries invented the world’s first electrolytic marine growth protection system (MGPS). This set the basic standard for the field, to the extent that everybody else now uses the same or similar technology based on the EMCS Canadian engineered and manufactured antifouling system. Trevor Tasker is the CEO of the company, and he’s not only passionate about what EMCS does, but his rich background in leadership puts him in excellent stead as head of an industry-leading company.
Tasker’s first job at the age of 16 was as a self-employed wedding DJ. Since then, he has honed his entrepreneurial spirit on an international scale in industries such as financial, large scale digital signage, steel manufacturing, and others. He has experience in both building his own businesses, and being an employee, giving him a good foundation of what it means to both lead and be led.
“It allows you to get a good mix of what you like, what you don’t like, how you’d like to be treated, and how that shapes the way you treat others as you move through your career,” says Tasker. He’s worked across a variety of industries but the common denominator has been that he’s always either been in a leadership position within a company or running his own company. He’s conducted business all over the world and collected the tools he’s needed to be the best leader he can.
Joaquin Rivamonte, Director of Procurement at AlphaSense, talks about how he’s bringing scalability to the organisation, and the benefits of procurement working hand-in-hand with the wider business
Joaquin Rivamonte has enjoyed a rich and varied career, one which taught him numerous lessons in preparation for his role with market intelligence platform, AlphaSense. He cut his teeth in the financial service sector; he was the Director of Procurement for some medium-sized investment banking companies in San Francisco, helping support Silicon Valley before the businesses he worked for were bought by bigger banks. One was acquired by JP Morgan Chase, where Rivamonte became VP of Procurement. He was then asked to move to New York, just as Silicon Valley was experiencing the dotcom boom.
Office photos at AlphaSense, 24 Union Square East in New York City.
Rivamonte’s background in building procurement departments from the ground up continued, and eventually, Microsoft took him on. He moved to Seattle to be part of the Microsoft team in 2005, and this was the beginning of his education in how very large procurement departments work. “I did have experience in large groups of people reporting to me already,” Rivamonte says, “but at Microsoft, I had $2-3bn dollars of category responsibility under me.
“I was responsible for putting together the consulting category, which was almost $1bn, and the outsourcing category of about $1.2bn, plus the web development category and a lot of different IT contracts.”
This month’s cover story features Fiona Adams, Director of Client Value Realization at ProcurementIQ, to hear how the market leader in providing sourcing intelligence is changing the very face of procurement…
And below are just some of this month’s exclusives…
ProcurementIQ: Smart sourcing through people power
We speak to Fiona Adams, Director of Client Value Realization at ProcurementIQ, to hear how the market leader in providing sourcing intelligence is changing the very face of procurement…
The industry leader in emboldening procurement practitioners in making intelligent purchases is ProcurementIQ. ProcurementIQ provides its clients with pricing data, supplier intelligence and contract strategies right at their fingertips. Its users are working smarter and more swiftly with trustworthy market intelligence on more than 1,000 categories globally.
Fiona Adams joined ProcurementIQ in August this year as its Director of Client Value Realization. Out of all the companies vying for her attention, it was ProcurementIQ’s focus on ‘people power’ that attracted her, coupled with her positive experience utilising the platform during her time as a consultant.
Although ProcurementIQ remains on the cutting edge of technology, it is a platform driven by the expertise and passion of its people and this appealed greatly to Adams. “I want to expand my own reach and I’m excited to be problem-solving for corporate America across industries, clients and procurement organizations and teams (internal & external). I know ProcurementIQ can make a difference combined with my approach and experience. Because that passion and that drive, powered by knowledge, is where the real magic happens,” she tells us.
ASM Global: Putting people first in change management
Ama F. Erbynn, Vice President of Strategic Sourcing and Procurement at ASM Global, discusses her mission for driving a people-centric approach to change management in procurement…
Ripping up the carpet and starting again when entering a new organisation isn’t a sure-fire way for success.
Effective change management takes time and careful planning. It requires evaluating current processes and questioning why things are done in a certain way. Indeed, not everything needs to be changed, especially not for the sake of it, and employees used to operating in a familiar workflow or silo will naturally be fearful of disruptions to their methods. However, if done in the correct way and with a people-centric mindset, delivering change that drives significant value could hold the key to unleashing transformation.
Ama F. Erbynn, Vice President of Strategic Sourcing and Procurement at ASM Global, aligns herself with that mantra. Her mentality of being agile and responsive to change has proven to be an advantage during a turbulent past few years. For Erbynn, she thrives on leading transformations and leveraging new tools to deliver even better results. “I love change because it allows you to think outside the box,” she discusses. “I have a son and before COVID I used to hear him say, ‘I don’t want to go to school.’ He stayed home for a year and now he begs to go to school, so we adapt and it makes us stronger. COVID was a unique situation but there’s always been adversity and disruptions within supply chain and procurement, so I try and see the silver lining in things.”
SpendHQ: Realising the possible in spend management software
Pierre Laprée, Chief Product Officer at SpendHQ, discusses how customers can benefit from leveraging spend management technology to bring tangible value in procurement today…
Turning vision and strategy into highly effective action. This mantra is behind everything SpendHQ does to empower procurement teams.
The organisation is a leading best-in-class provider of enterprise Spend Intelligence (SI) and Procurement Performance Management (PPM) solutions. These products fill an important gap that has left strategic procurement out of the solution landscape. Through these solutions, customers get actionable spend insights that drive new initiatives, goals, and clear measurements of procurement’s overall value. SpendHQ exists to ultimately help procurement generate and demonstrate better financial and non-financial outcomes.
Spearheading this strategic vision is Pierre Laprée, long-time procurement veteran and SpendHQ’s Chief Product Officer since July 2022. However, despite his deep understanding of procurement teams’ needs, he wasn’t always a procurement professional. Like many in the space, his path into the industry was a complete surprise.
But that’s not all… Earlier this month, we travelled to the Netherlands to cover the first HICX Supplier Experience Live, as well as DPW Amsterdam 2023. Featured inside is our exclusive overview from each event, alongside this edition’s big question – does procurement need a rebrand? Plus, we feature a fascinating interview with Georg Rosch, Vice President Direct Procurement Strategy at JAGGAER, who discusses his organisation’s approach amid significant transformation and evolution.
Nigel Greatorex, Global Industry Manager at ABB, on how digital technologies can support decarbonisation and net zero goals
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Nigel Greatorex is the Global Industry Manager for Carbon Capture and Storage (CCS) at ABB Energy Industries. He explains how digital technologies can play a critical role in the transition to a low carbon world by enabling global emissions reductions. Furthermore, he highlights the role of CCS and how challenges can be overcome through digitalisation.
Meeting our global decarbonisation goals is arguably the most pressing challenge facing humanity. Moreover, solving this requires concerted global action. However, there is no silver bullet to the global warming crisis. The solution requires a mix of investment, legislation and, importantly, innovative digital technologies.
Decarbonisation digital technologies
It’s widely recognised decarbonisation is essential to achieving net zero emissions by 2050. Decarbonisation technology is becoming an increasingly important, rapidly growing market. It is especially relevant for heavy industries – such as chemicals, cement and steel. These account for 70 percent of industrial CO2 emissions; equal to approximately six billion tons annually.
CCS digital technologies are increasingly seen as key to helping industries decarbonise their operations. Reaching our net zero targets requires industry uptake of CCS to grow 120-fold by 2050, according to analysis from McKinsey & Company. Indeed, if successful, it could be responsible for reducing CO2 emissions from the industrial sector by 45 percent.
A Digital Twin solution
ABB and Pace CCS joined forces to deliver a digital twin solution. It reduces the cost of integrating CCS into new and existing industrial operations. Simulating the design stage and test scenarios to deliver proof of concept gives customers peace of mind. Indeed, system designs need to be fit for purpose. Also, it demonstrates the smooth transition into CCS operations. Additionally, the digital twin models the full value chain of a CCS system.
Cybersecurity leader Shinesa Cambric on Microsoft’s innovation journey to identify, detect, protect, and respond to emerging threats against identity and access
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This month’s cover story highlights a cybersecurity program protecting billions of users.
Welcome to the latest issueof Interface magazine!
Interface showcases leaders at the forefront of innovation with digital technologies transforming myriad industries.
Shinesa Cambric is on a mission to drive innovation for cybersecurity at Microsoft. Moreover, by embracing diversity and opening all channels towards collaboration her team tackles anti-abuse and delivers fraud-defence. Continuous Improvement doesn’t just play into her role, it defines it…
“In the fraud and abuse space, attackers are constantly trying to identify ways to look like a legitimate user,” warns Shinesa. “And this means my team, and our partners, have to continuously adapt. We identify new patterns and behaviours to detect fraudsters. At the same time, we must do it in such a way we don’t impact our truly ‘good’ and legitimate users. Microsoft is a global consumer business and any time you add friction or an unpleasant experience for a consumer, you risk losing them, their business and potentially their trust. My team’s work sits on the very edge of the account sign up and sign in process. We are essentially the first touch within the customer funnel for Microsoft – a multi-billion dollar company.”
ABB: Digital Technolgies contributing towards Net Zero
Nigel Greatorex, Global Industry Manager for Carbon Capture and Storage (CCS) at ABB Energy Industries, explains how digital technologies can play a critical role in the transition to a low carbon world. He highlights the role of CCS in enabling global emissions reductions and how challenges can be overcome through digitalisation…
“It is widely recognised decarbonisation is essential to achieving net zero emissions by 2050. Therefore, it’s not surprising that emerging decarbonisation technology is becoming an increasingly important, and rapidly growing market.”
CSI: How can your IT estate improve its sustainability?
Andy Dunn, Chief Revenue Officer at IT solutions specialist CSI, reveals how digital technologies can contribute to ESG obligations: “Sustainability is a now seen as a strategic business imperative, so much so that 74% of companies consider Environmental, Social and Governance (ESG) factors to be very important to the value of their company. Additionally, we know almost three in four organisations have set a net zero goal. With an average target date of 2044, 50% of organisations are seeking more energy efficient products and services.”
https://www.youtube.com/watch?v=tsDaZiSO1ho
“Optimising energy use and consolidating servers and storage infrastructure form a strong basis for shaping a more environmentally friendly and efficient IT estate. It no longer needs to be the Achilles Heel of an ESG policy. “
Mia Platform: Sustainable Cloud Computing
Davide Bianchi, Senior Technical Lead at Mia Platform, explores the silver lining of sustainable cloud computing. He reveals how it can help us reduce our digital carbon thumbprint with collaboration, efficient use of applications, containerisation of apps, microservices and green partnerships.
“We’re already on an important technological path toward ubiquitous cloud computing. Correspondingly, this brings incredible long-term benefits too. These include greater scalability, improved data storage, and quicker application deployment, to name a few.”
Also in this issue, we hear from Doug Laney, Innovation Fellow at West Monroe and author of Infonomics and Data Juice. Also, we learn how companies can measure, manage and monetise to realise the potential of their data. And, Deputy CIO Melvin Brown discusses the people-centric approach to IT supporting America’s civil service at The Office of Personnel Management (OPM).
Doug Laney is Innovation Fellow at West Monroe and a leading Data & Analytics strategist. We caught up with the author of Infonomics and Data Juice to talk tech and how companies can measure, manage and monetise to realise the potential of their data
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Our cover story explores the rise of data and information as an asset.
Welcome to the latest issueof Interface magazine!
Interface showcases leadersaiming to take advantage of data, particularly in a new world of AI technologies where it is the fuel…
How to monetise, manage and measure data as an asset
Our cover star is pretty big in the world of analytics… We meet the guy who defined Big Data. Doug Laney is Innovation Fellow at West Monroe and a leading Data & Analytics strategist. We caught up with the author of Infonomics and Data Juice to talk tech and learn how companies can measure, manage and monetise to realise the potential of their information. In his first book Laney advised companies to stop being fixated on hindsight-oriented analytics. “It doesn’t actually move the needle on the business. In the stories I’ve compiled over the last decade, 98% have more to do with organisations using data to diagnose, predict, prescribe or automate something. It’s not about asking questions about what happened in the past.”
Canvas Worldwide: A data-driven media business
Continuing this month’s data theme, we also spoke with Alisa Ben, SVP, Head of Analytics at full-service media agency Canvas Worldwide. Data has transformed the organisation, and what its clients do. “We look holistically at the client’s business and sometimes the tools we have might be right for them, sometimes not. It’s more about helping our clients achieve their business outcomes.”
TUI Musement: from digital transformation to digital pioneer
At travel giant TUI, handling data effectively is paramount when communicating consistently and meaningfully with up to 25 million customers annually. David Garcia, CIO for TUI Musement, talks about the tech evolution driving the travel giant’s provision of experiences, transfers and tours. It’s a big part of its operational shift from local to global. “As a CIO, I’ve always been interested in how the tech innovations we drive can support the business and add value.”
Hiscox: making cybersecurity more accessible
Liz Banbury, CISO at Hiscox and president of (ISC)² London Chapter, talks to us about how cybersecurity can become a more accessible, realistic career path for almost anybody. “When I was at school, topics like computer science didn’t even exist,” Banbury explains. “In one of my first jobs, over in Hong Kong, we were still using a typewriter! A lot has changed. My key point here is that there’s a lot of cybersecurity professionals who are really good at their job. They are inspiring, and have come from all walks of life. Crucially, they don’t have a maths, computer science, or technological background at all. But they still make great cybersecurity professionals.
Portland Community College: Risk vs Speed in Cybersecurity
Reet Kaur, former Chief Information Security Officer at Portland Community College, discusses the organisation’s transition to the cloud amid a digital transformation journey. “I don’t want to work with people who just say yes all the time. I want my ideas challenged to help forge the excellence in the security programmes I help build.”
DBHDS: Cybersecurity in healthcare
The Virginia Department of Behavioral Health and Developmental Services (DBHDS) exists to create ‘a life of possibilities for all Virginians’ and transform behavioural health. Its focus is on supporting people across the entire commonwealth. It helps them get the support they need in order to take wellness and recovery into their own hands. In an area like healthcare, sensitive information is all over the place, meaning cybersecurity is a priority – and this is where Glendon Schmitz, CISO at DBHDS, comes in. “The security team exists to help the wider organisation achieve its objectives with data. We’re there to protect the business, not the other way around.”
Also in this issue, we schedule the can’t miss tech events and get the lowdown on IoT security from the Mobile Ecosystem Forum.
Melvin Brown, Deputy CIO at the Office of Personnel Management, explains the organisation’s ‘sprint to the cloud’ and its determination to modernise at every level.
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Our cover story highlights the Office of Personnel Management’s ‘sprint to the cloud’ with technology.
Welcome to the latest issueof Interface magazine!
Interface hears from leaders who champion a people-first approach driving successful technology transformations.
Culture Modernisation at the Office of Personnel Management
The Office of Personnel Management (OPM) is a government entity which manages America’s civil service. This month’s cover story explores how an organisation that prioritises people is taking a human approach to IT. Deputy CIO Melvin Brown oversees a portfolio of $500m in programs and a growing workforce of around 300 federal employees and contractors. OPM is undergoing a major cloud transformation… “We want to be cloud-first and cloud-smart as we move forward,” he explains. “So, we created a two-year sprint to the cloud plan where we take all our major applications and move them to the cloud in order to take advantage of all the benefits that brings, from both a security and a utility perspective.”
International Trade Administration: A strategic vision for technology
The International Trade Administration (ITA) strengthens the competitiveness of U.S. industry, promotes trade and investment, and ensures fair trade through the enforcement of trade laws and agreements. We hear from its CIO Gerald Caron who is passionate about involving all stakeholders in ITA’s transformation… “We’re introducing different ways of thinking to drive innovation at the International Trade Administration (ITA). What is the art of the possible? We’re looking to explore possibilities with technology across our business units and build simple foundations for the development of more complex approaches.”
Irwin Mitchell: Technology with a human touch
Also espousing the importance of a people-centric approach, Graham Thomson, Chief Information Security Officer at Irwin Mitchell, discusses his firm’s transformative legal solutions. “We’re far more than just a law firm,” he says. “I think what sets us apart is that we’re very people focused and an organisation that genuinely cares about not only our customers but our people too. People are your biggest asset, and you have to look after them.”
State of Vermont: Using AI for good
We spoke with Shawn Nailor, Secretary and CIO at State of Vermont, about IT modernisation, tackling cybersecurity state-wide, and how AI is being used for the good of Vermonters. “We’ve got to be practitioners in order to give good guidance on how to use advanced technology and where… We want to establish a practice by which we can lead by example and show good applications or AI tools to advance services and the delivery of products.”
Also in this issue, we round up the must attend tech events; get game-changing AI, Metaverse and ‘moonshot’ insights from Lenovo, and learn why people are at the heart of the decision-making process at energy company newcleo.
Amit Thawani, CIO for Consumer Data & Engagement Platforms at Wells Fargo, on the journey towards becoming a customer-centric company
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This month’s cover story reveals how a customer-centric approach to technology is helping Wells Fargo deliver stable, secure, scalable, and innovative services.
Welcome to the latest issueof Interface magazine!
It’s our biggest issue yet! The common theme this month is the focus on the creation of customer-centric technologies that offer reliable, secure and helpful user journeys from travel and banking to health and business.
Interface dives deep for insights on understanding, planning, implementing and communicating change across industries.
Amit Thawani, Chief Information Officer (CIO) for Consumer Data & Engagement Platforms (CDEP) on the technology journey at Wells Fargo: “All tech employees at Wells Fargo are tasked with working towards delivering stable, secure, scalable, and innovative services at speed that delight and satisfy our customers while unleashing the skills potential of our employees.”
TUI: Developing a technology ecosystem
Kristof Caekebeke, CIO for Product & Engagement, is a member of the leadership team that is driving the transformation of the TUI technical ecosystem which has seen Master Domain Owners taking different blocks of the ecosystem under their control to roll out across the organisation.
TUI Group
Responsible for product and engagement, Caekebeke’s focus is on building products out of the thousands of hotels, flights, experiences and cruises TUI is offering. “I’m responsible for every contact point between the customer and TUI. The websites, the mobile apps, the retail systems – any contact point we have between the customer and TUI. It’s a large team of 1,100 tech people.
A digital bank transformation journey with Banco PAN
“Until 2018 Banco PAN was very much an analogue company reliant on legacy paper processes,” recalls Leandro Marçal. Joining the bank in December 2020, to become Technology & Operations Director (CIO/COO), Marçal was tasked with accelerating a digital transformation journey.
“Banco PAN invested in innovation before I arrived,” says Marçal. “It is my team’s job to formalise the path towards becoming a digital bank. Our legacy operation was digitalising. It was an opportunity to improve the customer experience with our checking account and credit card systems.”
Pohlad Companies: The power of people
A pillar of the community in Minneapolis, Pohlad Companies is well known to Minnesotans for its influence, its charity work, and the opportunities it has created for people since the 1950s.
Alongside significant commercial real estate investments, Pohlad Companies owns a custom engineering and robotics company, a group of automotive dealerships specialising in luxury vehicles, a film production studio, and many more businesses. Famously, the Pohlad family also owns the Minnesota Twins, a Major League Baseball team.
This variety is part of what makes Rachel Lockett’s job so exciting. She’s Pohlad Companies’ CIO and has spent a decade in her current role. Lockett began her career as a programmer over 25 years ago and quickly moved into IT leadership management.
Coalfire: Embracing change in cybersecurity
If you wait for something to happen, then it’s often too late. The art of having a finger on the pulse is an essential ingredient to success. Failure to manage change and implement cybersecurity protocols could mean leaving an organisation vulnerable to hackers.
Sreeveni Kancharla, Coalfire’s first Chief Information Officer, is leading the company’s digital transformation with unwavering determination. As a cybersecurity advisor, Coalfire assists private and public sector organisations in managing threats, closing gaps, and mitigating risks. Kancharla ensures that her team stays up-to-date with the latest technologies to guard against zero-day attacks.
Uni of Kansas Health: Cybersecurity at the heart
Speed versus safety. The two topics are intrinsically linked and vital in their own individual way. But can you have both in healthcare when the risks are so great? Ultimately, there is no higher stake than saving people’s lives – it goes above everything and is why cybersecurity is so vital.
Protecting the healthcare system
“There’s nothing more important to me than patient care,” affirms Michael Meis, Associate Chief Information Security Officer at The University of Kansas Health System. “It is one of the highest callings you can imagine, to be able to help people. While the cybersecurity team and me, individually, do not directly care for patients, we enable a lot of that patient care to continue and to be able to achieve some of the goals that the health system has set to provide that healing, research, and innovation within the healthcare space.”
Also in this issue, we ask ChatGPT what the future holds for AI and learn from Zoom how businesses can leverage analytics for insights from their hybrid events.
Dominic Fitch, Head of Creative Change at leadership development specialist Impact International, outlines five forward-looking skills for the next generation of leaders.
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There is no denying that the world of business is evolving at an incredibly fast pace. With the constant launch of new tools and innovative tech, workers are required to embrace a wide range of modern equipment on a regular basis.
As employees continue to up their game, it is only natural that the next generation of leaders will need a set of updated skills too.
Dominic Fitch, Head of Creative Change at leadership development specialist Impact International
Here, with some insights from Dominic Fitch, Head of Creative Change at leadership development specialist Impact International, we take a look at some crucial future requirements that business owners and managers will have to nail to guide their team in an efficient, successful fashion.
1. Technological inclination
In the same way that youngsters jump at the latest technology at the first opportunity, it is important for future leaders to emulate that same drive and curiosity.
The world is becoming increasingly digitalised, and the business sector is no exception. This is why company owners and managers should have a basic understanding of today’s technologies, exploring how modern equipment can actively aid their business. From cloud computing to artificial intelligence and UX development, there are many different tools that can increase your organisation’s chance of success.
Of course, nobody expects you to be an expert in computing coding or programming. But getting precious digital and tech skills under your belt can provide you with more than one ace up your sleeve.
2. Empathy and emotional intelligence
Just like an experienced, Michelin-star chef, future leaders have to juggle and balance several different aspects to create a perfect menu. Yes, technology will play an essential role in developing and driving your company forward. But software and robots have not yet mastered emotional intelligence, which means they cannot help on the more human side of things.
A business owner or manager should always strive to harness their relationship with colleagues and team members. Empathising, sympathising, supporting, and understanding the necessities of your employees is crucial, as this can inspire confidence and a sense of belonging in your people. If workers feel appreciated and cared for, there is a good chance they will go the extra mile to spur the growth of your business.
Hence, taking an interest in your team’s well-being and nurturing a shared feeling of unity is a fundamental attribute to possess.
3. Openness to diversity
One of the most prominent advantages of modern technology is that it’s abating boundaries and favouring connections with people worldwide. Hence, as time goes by, it is becoming more and more important to collaborate with colleagues from all over the globe. This means that, on a daily basis, you are working with teams from different cultures and who may even speak another language.
Engaging with people from all walks of life and with diverse backgrounds can open the doors to endless opportunities. Not only will you benefit from a vast range of experience, knowledge, and expertise, but you will also learn precious lessons on how to enter and succeed in global markets. Therefore, as the world becomes increasingly connected, future managers need to embrace diversity and make the most of its invaluable benefits.
4. Clarity and communication
Clarity and effective communication are timeless features of strong leadership. Managers need to build bridges between their team members and outline the company’s missions in a concise, transparent manner. In this respect, leadership development training is an excellent place to start when it comes to learning how to deliver messages and strategies that are straight to the point.
Future leaders have to be able to identify the right channels to carry this out in a smooth, effective way. With the many digital platforms at our disposal, it is important to choose one that can keep people on the same page at all times. What’s more, as innovations and possibilities arise, future managers need to communicate the essence of the question at hand in a digestible fashion.
Simplifying a complex situation or task is a crucial skill, and it is one that can aid both your team’s productivity and your business’ efficiency.
5. Foresight and adaptability
As technology evolves, artificial intelligence progresses, and the business sector continues to mutate, future leaders need to be flexible. Business owners and managers have to be ready to adapt and make sure they are not fazed by what the future holds. They should monitor trends and look at how to welcome change with a positive attitude.
How can you prepare for upcoming possibilities? One effective way is to run through various scenarios and start outlining all possible outcomes. What’s more, engaging with new circumstances and journeying out of your comfort zone can be an important learning curve. In fact, it will teach you how to deal with unfamiliar situations. If an unexpected opportunity comes about, you will have both the skills and confidence to respond to them with confidence.
To keep in step with the times, business leaders of the future will need to polish their set of skills. From emotional intelligence and adaptability to clear communication and openness to diversity, there are many aspects that will strengthen your leadership. By showing an interest for new software and technological developments, you can make sure your company is expanding its reach and exploring new, successful paths.
In EY’s January 2023 European CEO Outlook Survey, it was discovered European CEOs expect short-term challenges but have reason for optimism.
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Today’s CEO faces unprecedented challenges like never before and is tasked with navigating choppy waters.
Amid global uncertainty caused by a potential recession and on the back of war in Ukraine and disruption caused by COVID-19, it can feel overwhelming for even the most experienced leaders.
A positive horizon?
Despite this, consulting giants EY has discovered reason for optimism in its January 2023 CEO Outlook Pulse survey which includes 390 responses from CEOs across Europe. While the survey found 98% of respondents are indeed expecting a global recession, the majority of European CEOs (52%) anticipate it to be temporary and not a persistent one. These figures are a greater percentage than CEOs worldwide (48%) who point to more long-term optimism for the global economy among European CEOs.
According to the survey, 47% of European respondents believe this recession will be different from previous slowdowns. The recent crisis is more driven by myriad geopolitical challenges and an ongoing fallout from the COVID-19 pandemic compared with previous recessions primarily as a result of financial and credit market factors. Many CEOs are aware of this difference and acknowledge the necessity for new and sustainable approaches that build resilience in uncertain times.
In EY’s last survey in October 2022, ongoing pandemic-related concerns such as supply chain issues were the most important topics. However, since then supply chain pressures have eased to some extent with data from S&P Global Purchasing Managers’ Index (PMI) showing improvement. Only 32% of European CEOs now cite supply chains as the key issue which is down from 41% in October. Given inflationary pressures and the upward movement in interest rates, European CEOs are increasingly focusing on the policies and steps they believe European governments should take to help businesses mitigate the downturn.
About 35% of European respondents, in comparison to 32% globally, consider uncertain monetary policy and increasing cost of capital as the biggest challenge to growth. With inflation beginning to decline in November 2022 after 17 months of upward trajectory, CEOs are closely following central bank activity for potential course changes.
A strategy change
In response to the current recession, EU policymakers are considering more dovish economic recovery proposals instead of top-down austerity rules seen during the sovereign debt crises a decade ago. This includes rethinking debt rules to help countries navigate this downturn. Alongside this, EU governments now face pressure on how to handle the discontent of people protesting against the rising cost of living crisis and questions still remain on how extensively they will intervene. In particular, governments are reluctant to pursue austerity measures as a result of protests from the crisis 10 years ago. Meanwhile, for CEOs, financing will continue to be a challenge as a result of increased capital costs that are set to persist which disrupted growth plans.
European CEOs have learned from previous financial crises and recognise that it is essential to think of new and sustainable strategies to capitalise on the opportunities.
What is the way forward?
According to EY, there are five directives which are worth exploring over the next few years.
Investing in operations European CEOs identify investing internally to boost operations as extremely important. Risk isn’t only about extraordinary events; day-to-day operational failures can also lead to losses, regulatory action and reductions in share prices. Operations such as finance, accounting and supply chain have emerged as the top priority area of investment for European CEOs (41%).
Recognising disruption and accelerating digital transformation
Amid ongoing global pressure to embrace new technologies and a digital transformation, COVID-19 further accelerated a trend toward digitalisation. Around 38% of European CEOs (in line with 37% globally) are looking to invest in digital transformation, data and technology to emerge stronger from this downturn.
Developing a strong environmental, social and governance (ESG) strategy
Businesses need to ensure ESG processes are moved to the centre of business strategy. Sustainability, including net zero and other environmental issues, as well as societal priorities, is one of the key areas that European CEOs identify as a need for more investment.
Nurturing talent
Despite the recession, the labour market remains tight in Europe. European CEOs are weighing cost management options, with 37% considering a move to contract employment and 38% planning on reducing learning and development investments. About one third are also considering a restructuring of their workforce compared with global and Americas CEOs (36% and 42%) considering the same approach.
Portfolio transformation
Looking ahead, portfolio rebalancing is expected to be a key theme as CEOs will be compelled to make bold decisions regarding their business portfolio. During a recession, companies must critically assess what their core businesses are, what their focus should be and where they can create value by spinning out or selling non-core assets. Some 93% of European CEOs consider prioritising restructuring opportunities as an important initiative in the next six months.
Mike Randall, CEO at Simply Asset Finance, discusses how to build a people-first strategy that enables growth.
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As the UK economy continues to balance on the edge of a recession, employee retention is quickly being pushed to the top of CEOs’ lists. Over the past couple of years, the job market has shifted dramatically with previously unheard terms such as ‘the great resignation’, ‘quiet quitting’ and ‘hybrid working’ becoming commonplace. People are rightly prioritising their working situation and job satisfaction levels, questioning whether they believe in the organisations they are committing so much time to.
Consequently, there has been a power dynamic shift in favour of the workforce. Reportedly in the third quarter of 2022 businesses witnessed over 365,000 job-to-job resignations across the UK. In similar fashion, the phenomenon of ‘quiet quitting’ – doing the bare minimum required of a job – has become a growing concern but its rise is prompted by a growing number of employees feeling disengaged in their roles.
Against this backdrop of a highly turbulent job market, and increasingly difficult macro-economic pressures, it’s vital for CEOs to prioritise a people-first strategy to ensure healthy growth for their business in 2023. Data from Deloitte has even revealed that experts believe how engaged a workforce feels can directly correlate to overall business output, with 93% of HR and business leaders in agreement that building a sense of belonging is crucial for organisational performance.
Mike Randall, CEO at Simply Asset Finance
However, creating the right environment and recruiting, maintaining and nurturing the right talent to ensure a people first approach can be daunting. With this in mind, here are four learnings CEOs might want to consider when approaching this challenge:
1. Define your beliefs
Before CEOs and founders can hope to attract the right talent, it is critical to first distil and translate the business vision into something that can be understood by employees. Put simply, this means defining the business’ beliefs.
Some business leaders may already refer to this as an ‘employer brand’, and it can be key to not only securing better talent, but also saving a business money in the long-term. Data from LinkedIn for example, recently found that a strong employer brand can help to reduce employee turnover by as much as 28% and cost-per-hire by 50%. Defining these beliefs – or the tenets a business does and doesn’t stand for – is therefore the perfect exercise to put a vision onto paper, and clearly communicate it to its prospective talent.
2. Build a solid culture
Once these beliefs have been defined, they must be reflected, and built into a strong culture. A business’ beliefs should permeate through the whole organisation – from customer communications, to how staff are treated, to how leaders run the business. Culture should essentially be a representation of a business’ beliefs being put into practice.
Building a strong culture in a business, however, is not solely about these beliefs but also extends into how employees are equipped with the tools they need to succeed. Companies that invest in learning and development for example, have been found to benefit from a 24% higher profit margin than those that don’t, according to the Association of Talent Development. Training and development should therefore be seen as a worthwhile and necessary investment that can solidify your culture and ensure profitability, not just an unavoidable cost.
3. Invest in retention
With research from Oxford Economics estimating the average turnover per employee earning £25,000 a year to be £30,000 plus, there is an evident cost to businesses that fail to invest in retention. Tackling this will mean regularly taking the time to truly understand what makes employees tick – and more specifically, understanding their motivations, attitudes, behaviours, strengths and weaknesses.
As the past few years have evidenced, individuals are no longer deciding where they work solely based on salary, but are also thinking about employer values, flexibility, and benefits. To avoid employee churn, businesses should regularly take time to understand what drives their employees and implement retention strategies to address these drivers. Gathering and analysing employee data will play an important role here over the coming years, and should be built into a long-term strategy to optimise employee satisfaction.
4. Build for the future
A common challenge encountered by modern businesses and startups wanting to take a people first approach, can be their ability to stay committed to it. As a business grows in size and becomes successful, it can be all too easy to let external factors dictate its purpose and for it to lose sight of what it initially stood for. The reality is that when this happens, a business is in its most vulnerable state – as its beliefs become increasingly distant, and worse, employees no longer understand what it stands for.
When creating a people-first strategy its therefore important to think long-term. If there are external factors that will potentially put this strategy at risk in future, it’s crucial to identify them, and put in practical steps to mitigate them where possible. The pandemic, for example, is a prime example of an external factor that interrupted the status quo of many businesses – disrupting employees, customers and operations in general. While they can be unpredictable in nature, having a plan to get through these times can help to get you back on track and reassure talent that a solution is in place.
In this economic climate, defining beliefs, building a solid culture, and retention plan should be at the core of every business’ strategy. It’s only when these things are in place that a business can hope to attract and retain talented people that exude the same passion and values built into the heart of a business. As while a business’ growth may be defined by its leaders, it is delivered by its people who are putting that vision into practice.
Diane Lightfoot, CEO of Business Disability Forum, on changing the narrative around diversity and inclusion in the workplace
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Disability is still often parked in the “too difficult” box when it comes to Diversity, Equity and Inclusion. Employers are often afraid of doing or saying the wrong thing and as a result, do or say nothing.
As a CEO, the stakes feel (and often are) higher. That high profile platform can feel daunting at the best of times; when tackling an unfamiliar topic, it can feel positively overwhelming.
Talking about Disability
What we do and say as senior leaders has a huge impact. Indeed, it is critical in driving change. In 2020, we published our global research report, ‘Towards a Disability-Smart world: Global disability inclusion strategy’ . Conducted with our Partner, Shell, the research found that 91 per cent of respondents across multi-national businesses agreed that identifying a senior global disability champion is essential. Talking about disability and diversity – normalising the conversation so it becomes business as usual, has a massive role to play in creating a culture of “psychological safety” in organisations; one in which employees feel safe to share a difference and to ask for the support they need.
As senior leaders, it is easy to forget our privilege and that the environment we inhabit, and how we think the culture feels, may look very different to others. I often quote a research study by our partner Accenture which showed a marked gap (of around 20% across the board) between senior executives’ perception of how “safe” their employees would feel to raise a sensitive topic (including talking about a disability) and how safe they actually felt.
Changing the narrative
So, what can CEOs do to change the narrative? At Business Disability Forum (BDF), we see time and time again that CEOs or senior leaders who have a personal knowledge of and interest in disability issues – perhaps because of their own experience or that of a close family member – are champions in driving change. Senior leaders are less likely to publicly identify as being disabled – the Valuable 500 campaign often quotes the stat that 1 in 7 C suite leaders have a disability, but 4 out of 5 are hiding it. Yet if you as a senior leader are willing to talk about a disability or long-term condition it is hugely powerful in enabling others to do the same.
Storytelling and sharing personal stories can have a huge impact – for good or for bad! The good: A high profile CEO we work with talks openly about his disabled adult children and the moral imperative that he believes that large businesses have in breaking down barriers and opening up opportunities to people who face greater barriers to employment. The bad: I vividly recall being in a meeting with an organisation (not a BDF member!) to plan a possible disability awareness campaign. At the end of the meeting, the CEO then told an anecdote about having had an operation in the past year and being back at work the next day – unlike one of their counterparts who had taken two weeks off to recover. What message does that send? I’ll warrant that those who overheard that story were less likely, not more, to talk about a disability as a result.
Being a disability ally
But you don’t need to have your own lived experience to be an ally. For many businesses, the pandemic brought many senior leaders “up close and personal” with their disabled employees for the first time. In a survey we carried out to find how out how BDF Members and Partners were responding to Covid19, we found that in 83 per cent of organisations the general response to Covid-19 – including arranging internal communications, home working, and ensuring staff have the adjustments they need – was being led by the Chief Operating Officer or Chief Executive.
Whilst the figure for responsibility for ensuring staff with disabilities and long-term conditions specifically can move to home working was much lower – 31 per cent said this was the direct responsibility of the COO or CEO as compared to 69 per cent for HR – this is still encouraging in giving senior leaders much greater insight into the issues facing their disabled employees. Too often we “don’t know what we don’t know” – but once we do, we can call it out.
I was very heartened by a discussion with one of our members who was planning an office relocation in which the senior champion leading the project told me that he had vetoed one possible option because it had cobbled paving directly outside – inaccessible to wheelchair users and difficult for anyone with a mobility or visual impairment.
Role Modelling
Leadership is also critical in modelling adjustments and different ways of working. As a CEO, you probably have the freedom to quietly get on with making the adjustments you need, whether that is working from home one day a week (and it’s worth remembering that pre-COVID-19 home working was the most frequently requested workplace adjustment), different/flexible working times or buying some ergonomic equipment. You don’t need to go through a process or to ask HR – but if you share a different way of working with the wider team again it can be hugely powerful in making it ok for others to ask for the support they need. And again, people are often afraid to ask for even simple adjustments that could transform the quality of their working life.
Our Great Big Workplace Adjustments Survey 2019 found that 28 per cent of those with adjustments and 34 per cent of those without adjustments (but who would have benefited from them) said they did not make requests because they were worried their employer might treat them differently. Again, actions speak louder than words. If the boss doesn’t take a lunch break, the rest of their team is unlikely to.
I hope that one positive legacy of COVID-19 will be a kinder and more human style of leadership. During the pandemic, we were forced to be more human in the way we worked; viewed in our home setting without the “trappings of office” or our workplace “armour” in terms of a formal dress code. The intimacy of letting people into our homes (albeit via our video camera) was a powerful thing. The blurring of lines between work and home has its downsides but has positives too as we started to see the “whole people” in our teams; ironically, since the pandemic began, many of us have got to know our colleagues better than we did before.
Culture Change
Of course, culture needs to be backed up by practical action. Make sure you equip people managers throughout your business with the tools and knowledge they need to have a conversation about disability, to identify any barriers people may be facing and to know where and how to get practical support. Our free Disability Essentials resources is a good place to start.
As Peter Drucker famously said: “Culture eats strategy for breakfast.” Like it or not, what you do as a CEO not only matters but has a disproportionate impact. Why not use that for the good?
Welcome to the launch issue of CEOstrategy where we highlight the challenges and opportunities that come with ‘the’ leadership role
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Our first cover story explores how Vodafone is leveraging strong leadership to drive the collaborations enabling businesses to champion change management and better use technology.
Welcome to the launch issue of CEOstrategy!
Tasked with accelerating business growth, while building the synergies across an organisation that can drive innovation to meet diverse customer needs and keep revenues on track, the modern CEO must be mentor, marshall and motivator on the journey to success.
“Leadership is purpose, it’s why do you do the things you do…”
Our cover story throws the spotlight on Vodafone US CEO David Joosten; also Director for Americas & Partners Markets at Vodafone Business, he talks to CEOstrategy about leading from the front and setting the standards to deliver growth while keeping employees and customers happy.
“People follow leaders that are honest about themselves. If you can reflect on what you’ve done well, but also where you need to improve it can inspire others to do the same.”
EMCS Industries Ltd: How a CEO can navigate change management
“Why hire talent and then tell them what do? You have so much to learn from the great people you hire. Micromanaging is not management, and it’s certainly not leadership. Let your people thrive!”
Read our interview with EMCS Industries Ltd CEO Trevor Tasker for more thought-provoking insights on leadership from the shifting tides of the marine industry in this maiden issue.
How to be an authentic leader
“At the most basic human level, everyone knows what it’s like to feel heard by another person, and how that changes our behaviour. It can help anger and sadness subside and enable us to start seeing things differently. So, when employees are being listened to by their leaders, it can only help how an organisation operates.”
Dr Andrew White, director of the Advanced Management and Leadership Programme at the University of Oxford’s Saïd Business School and host of the Leadership 2050 podcast series, explores transformative approaches to leadership for the modern CEO.
How can CEOs drive forward culture change around diversity and inclusion?
Diane Lightfoot, CEO of Business Disability Forum, explores the changing the narrative around diversity and inclusion in the workplace.
“Disability is still often parked in the “too difficult” box when it comes to Diversity, Equity and Inclusion. Employers are often afraid of doing or saying the wrong thing and as a result, do or say nothing. As a CEO, the stakes feel (and often are) higher. That high profile platform can feel daunting at the best of times; when tackling an unfamiliar topic, it can feel positively overwhelming. But what we do and say as senior leaders has a huge impact. Indeed, it is critical in driving change.”
https://www.youtube.com/watch?v=g-TRCm1dv6o
Also in this launch issue, we get the lowdown on agile ways of working from Kubair Shirazee, CEO of Agile transformation specialists Agilitea. Elsewhere, we speak with Nirav Patel, CEO of the consultancy firm, Bristlecone – a subsidiary of Mahindra Group and a leading provider of AI powered application transformation services for the connected supply chain – who discusses the challenges facing CPOs and supply chain leaders in our uncertain times. And we analyse the latest insights for CEOs from McKinsey and Gartner.
Standard Bank CIO Bessy Mahopo on the challenges of operating in a fractured market and how the company overcomes them
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This month’s cover story highlights how technology is helping Standard Bank overcome the challenges of a fractured market to both drive business growth and improve services for customers.
Welcome to the latest issueof Interface magazine!
“Time may change me, but I can’t trace time…” sang David Bowie. Changes can be challenging to manage with the path to positive disruption not always a smooth change management journey.
Interface dives deep for insights on understanding, planning, implementing and communicating change across industries.
Standard Bank CIO (CIB – Transactional Banking) Bessy Mahopo explains how one of South Africa’s largest banks is using its own digital transformation successes as a template to support the country’s ongoing technological evolution by overhauling IT from the inside out. “I believe that once we start moving the curve to fifth and sixth generation technology, we’re going to become even more of a value-producer.”
The art of change management with SAP
Maria Villar, Head of Enterprise Data Strategy and Transformation at SAP, talks about the importance of driving change in the technology space and helping businesses thrive with data from the perspective of one of the world’s leading enterprise resource planning software vendors. “My job is about finding out what a good data strategy looks like and continuing to spend time with customers to look ahead…”
Talent transformation journeys with TUI
We caught up with Cerstin Lang, Director for HR Group IT at TUI. She reveals how it’s global For:ward program is driving digital transformation as the travel giant works with training partner Udacity to upskill IT talent. “Our IT goals are focused on developing a structure that supports new ways of working with the right balance to innovate and grow in the future.”
How TransUnion is enabling consumer trust
Alejandro Reskala, CIO Canada, LATAM, Caribbean at TransUnion, about technology transformation at a leading consumer credit reporting agency, its dedication to people, and how it makes trust possible. “TransUnion has always blazed a trail to use technology and data to generate insights that help support financial inclusion.”
Also in this issue, we ask what the birth of ChatGPT means for businesses leveraging tech and learn from Rivery why organisations need to rethink their data strategy with robust operational analytics.
Mark Weil, CEO at TMF Group, discusses the rise of staff attrition in the industry
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At the start of 2023 many companies are still struggling to find employees. The job market favours the applicant far more than before Covid-19 across many sectors. Higher interest rates and lower economic growth so far haven’t reduced the pressure on labour availability.
High staff turnover isn’t just a matter of the cost it creates. The disruption from running with a lot of open roles and with less experienced staff can disrupt client service, increase error rates and lead to more serious compliance and reputation damage.
Mark Weil, CEO at TMF Group
Examining the data
A lot of commentary on the situation has been based on surveys of employees’ intentions rather than their actual decisions. By managing our clients’ financial, legal and employee administration we have access to large volumes of data. This provides insight on the overall recruitment and resignation levels across workforces, from several hundred thousand employees, covering a broad range of sectors and job levels in more than 90 countries.
As a starting point, the data tells us that there was indeed a significant global increase in staff resignation during and after the pandemic. Across the 90 countries, average company staff attrition rose from around 15% annually in mid-2020 to 25% at the end of 2021. That’s a dramatic 67% increase in just 18 months.
Global annualised employee attrition trend
Digging deeper reveals a much more nuanced picture by company and country. In 2021, staff attrition averaged around 20% across the 90 countries but was below 10% in a small number, with Argentina the lowest at 6%. Of those above 20%, India, the UK and Poland topped the list with a rate of 26%. Both India and Poland are now major destinations for companies establishing regional service centres – locations that are supposed to be low cost, stable hubs that support many other countries. So rising staff turnover there will be particularly painful.
2021 average employee attrition by country
When examining the data at company level, annual attrition levels vary even more widely, from a low of around 5% to a high of 40%. Some of that will be a result of challenges in specific industries and companies. Some will arise from the underlying attrition in the labour market of the countries they operate in. To disentangle how much is company versus country, we compare in the chart below the attrition a firm is seeing with the average attrition it should be seeing given the mix of countries where it operates. The wide spread in the data shows that that country averages matter far less than individual company factors. For example, looking at companies whose country mix should give them expected attrition of around 15-20%, we see many at 30%-40% and others at just 5%-10% attrition.
Company actual 2021 attrition versus average for the countries where they operate
Staff attrition is a problem at any time, but becomes a significant threat to a business if it gets too high. How high is a matter of judgement and depends on the particular company. In professional services, for example, when staff attrition is above 20% it starts to impact client service and above 30% it can pose a risk to regulatory and reputational integrity.
The rise in global staff attrition, coupled with big spikes by country and company means that multinational firms will have an increased number of locations where attrition is high and potentially well beyond manageable levels. From 2020 to 2021 the number of employees in company locations experiencing more than 20% attrition nearly doubled, from around 15% to 27%. Looking at where the levels were highest, employees in countries experiencing more than 35% attrition rose from 1% to 7%. That means there’s an increasing number of hotspots, where extremely high staff attrition means companies need to intervene quickly to avoid staff resignations spiralling due to increased workload.
Factoring in country complexity
An important additional factor is the complexity of a particular country to operate in. Many countries have onerous business rules which are enforced vigorously. High staff turnover in complex countries is particularly dangerous because of the added risk of compliance breaches.
We can look at country complexity using TMF Group’s Global Business Complexity Index. It ranks countries annually based on 292 criteria, covering the fiscal, legal and employment environments for doing business in each location.
Jolyon Bennett, CEO of Juice, discusses how sustainability has moved to the forefront of his organisation’s operations
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A green approach is quickly transitioning away something that is ‘nice to have’ to an essential component of a company’s strategy.
To Jolyon Bennett, who heads up UK tech accessories manufacturer Juice, being environmentally friendly is non-negotiable. Bennett has transformed the mobile phone accessories sector, having consistently introduced a series of quality, vibrant and consumer-focused products to market, ranging from portable power banks through to super-fast chargers.
He takes us under the bonnet of his firm’s sustainability drive.
You have recently removed all single-use plastic from your entire product range – why?
Jolyon Bennett (JB): “Why wouldn’t you? Single-use plastic is one of the biggest polluters in manufacturing – it uses 3% of the entire planet’s oil consumption. This year, it’s forecast that there will be 50kg of plastic waste for every single one of the eight billion human beings on planet earth – that’s a lot! Consumers, manufacturers and brand owners like myself all need to get on board with the fact that we’re going to need to use and re-use plastic packaging to make different things.
“Why have we done it? Because it’s totally the right thing to do. We need to stop making so much plastic and we need start reusing what we’ve already got. We need to stop cutting down trees in order to make paper and cardboard – let the trees grow and re-use what we’ve got. It just makes sense on a planetary level to stop consuming quite so much and start being just a bit more content with what we’ve got. Why do we need to make ‘new new new’ all the time?”
What have you used instead of virgin plastic?
JB: “We’re reusing, reusing, reusing. Did you know that recycled plastic – depending on its quality and density – can be recycled and re-used between seven and 200 times. Isn’t that unbelievable? It’s such an amazing material. Plastic is a vibe, and we should be re-using it. Juice is using post-consumer waste such as Evian bottles to make speakers, old milk cartons to make power banks and so much more!”
Why do you love plastic?
JB: “I just think we’ve got a lot of it so why not reuse it? I admire the material because it’s so durable – it’s an incredible scientific breakthrough to be able to make something that’s not only waterproof and heatproof but lasts for up to 3,000 years. There are so many different elements that make plastic a great material. I would prefer it if we didn’t have any, but that’s not going to solve the current (and ever-growing) problem of plastic waste finding its way into our oceans, and burying it isn’t the answer either. The problem is with us humans is that we just shy away from the truth – l don’t want to shy away, I want to face these problems head on and meet the challenge.”
Has Juice taken a financial hit to make this happen?
JB: “As an example, we sell around three million cables a year (based on last year’s figures) and each piece of packaging that we are making using post-consumer waste costs us between $0.15 and $0.25 more, so as a minimum, our increased cost for doing this is almost half a million dollars. But I still think it’s the right thing to do. Money is made up – the world could end and money would no longer matter, so let’s stop making decisions based purely on money and let’s start making decisions based on the right thing to do.”
How do you rate the overall quality of the ‘Eco’ products compared to the ones they have superseded?
JB: “There is absolutely no difference whatsoever, so I rate them just as highly.”
Do customers really want these eco products or is this more for your own conscience?
JB: “I don’t suffer from guilt so in that respect I don’t feel driven by my conscience to do this – doing the right thing has its own gravity and its own way of whisking you forward. Generally, I believe that people and businesses that do the right things will prosper. I’m a firm believer in the philosophy of ‘do the right thing and good things will happen’ so it’s a strategic choice to do something that has a positive impact because positive things attract positive things. While not every consumer or every retailer is especially interested in our sustainability drive, I do think this is shifting slightly. Maybe I do have a conscience, but the reality is that it’s the right thing to do, and the right thing gets rewarded in the end.”
Are retailers keen to stock them?
JB: “We haven’t given them a choice! We changed all of our products because we wanted to and we are adamant that even though the materials we are using are different, our products still perform just as well, if not better.”
Should other tech brands follow suit?
JB: “Of course they should, and we would happily help them do so. We’re willing to introduce other tech brands to our suppliers and guide them through the same process we’ve taken, sharing our knowledge – including the hurdles we’ve overcome – because it’s the right thing to do. I don’t understand why any brand would want to continue producing virgin plastic when they don’t have to, it just doesn’t make any sense to me.”
What advice would you give to other brands wanting to embark on this process of removing single-use plastic from their products?
JB: “Do it. Stop messing about – get on with it and do it. Although it may cost you a bit more in the short term, we’ve proven that consumers do generally buy more of your products if you are making the right decisions towards the environment, so you will reap this extra cost back whilst also doing the right thing.”
What is next for Juice?
JB: “I want Juice to be a brand that limits its impact. We’re currently doing this with our manufacturing and through our supply chain and the way that we conduct ourselves in general. I want to start releasing products that have a positive impact on humans as well as the planet – I’m a firm believer that everyone can win. There will always be a demand for technology, so I don’t believe that we should be fighting against it, however, I would very much like to see people taking their technology off grid.
“My dream is to be able to take every mobile phone on planet earth off grid and start generating our own personal electricity. I want to create products that link to your activity – imagine if you could run 5k and the kinetic activity could generate enough energy to a charge a device such as a phone or a laptop while you do it? I’m interested in organic solutions to current chemical problems such as organic battery cells using salt water and algae as a storage method of electricity – so much so that we’re currently in discussions with a photosynthesis harvesting electronics brand about using photosynthesis as a charging capability!
“I want to get more connected with nature and I think you can have it all – I think we can still enjoy modern technology as well as the beautiful world around us. If we can utilise our intelligence in the right way, we can all live in a perfectly harmonious symbiotic relationship with amazing technology products and a sustainable environment for all wildlife.”
Procurement is in a state of flux. Against a backdrop of economic uncertainty, the procurement landscape is volatile and requires…
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Procurement is in a state of flux.
Against a backdrop of economic uncertainty, the procurement landscape is volatile and requires agility to navigate turbulent waters. But, despite significant disruption could there still be opportunity?
Simon Whatson, Vice President of Efficio Consulting, is optimistic about the future of digital procurement and despite a challenging few years he is confident of a successful bounce back. He gives us the lowdown on the direction of travel for digital procurement in 2023.
As an executive with considerable experience in the space, we’d love to learn more about your background and how you ended up in procurement. Why was this the specialism for you and how did you get involved to begin with?
Simon Whatson (SW): “I think the one-word answer of how I came into procurement was accidental. I studied maths at university, with a year in France, before I began looking for different roles to apply for.
“Eventually, I was offered a position with a big plumbing and heating merchant with global operations. I worked in that supply chain team for two and a half years. Although it was called supply chain, a lot of the work was procurement, which involved negotiating with suppliers. It was after that stint there, that I discovered consulting and joined a boutique procurement consultancy. Now I am onto my third consultancy and I’m very happy here!
“In terms of why I’ve stayed, one of the success factors in procurement is being able to work cross-functionally. Procurement doesn’t own any of the spending that it is responsible for helping to optimise. It must work with other functions and the spend owners. I quite like the people side of that, building relationships, almost selling internally to bring teams together. That really appeals to me and is a key reason why I’ve been very happy in procurement.”
As we move into exploring procurement today in 2023. The space is filled with challenges and complexities. You only need to look at the last few years. Covid, war in Ukraine, inflation – how would you describe the world’s recent challenges and their effect on the industry and what do you feel CPOs and leaders can do to combat these issues?
SW: “I would flip it around and say that these are not so much challenges but rather opportunities for procurement. When I started my career 18 years ago, procurement was often fighting to get a voice and there were complaints that procurement was not represented at the top table, but the war in Ukraine, inflation, COVID and ESG, these are things which are now on the C-suite agenda and procurement is ideally positioned to help companies face those challenges. If you think about COVID and the war in Ukraine, procurement is in a privileged position to help with this.
“I see some procurement functions that prefer to do what they know, which focuses on the process and transactional side. However, there are also many forward-thinking CPOs and procurement professionals out there, that have really seized this opportunity of being on the C-suite agenda and drive the thinking and the solutions to some of these big challenges we’re seeing.”
Although new technology in procurement has been around for well over a decade, digitalisation has become so much more of an important topic. How would you sum up where procurement and supply chain are in terms of digital transformation today?
SW: “It’s a bit laggard, but digital transformation is difficult, and we have to recognise there are some real trailblazers. There are some firms doing some fantastic things in digital to produce better outcomes. If you contrast your experience when you’re buying something in your private life, it’s much easier than 20 years ago. You can get access to a wealth of pre-sourced things, whether it’s food, a holiday, a car, or a book. You can see reviews of what other people think of these things.
“But when you go into your workplace as a business user and you want to buy something, it doesn’t quite work like that yet. You often have to fill in a form, send it off and wait for them to come back to you. They might come back a little bit later than you were hoping and might tell you that they don’t have that part on the supply frameworks. I think people sometimes get confused about how it can be so easy to buy something as large as a car or a holiday on their sofa at home, but when they want to buy something at work, it seems to be quite cumbersome. Digital can help a lot with that, but it is incumbent on organisations and procurement functions to figure out how to recreate that customer experience that we’ve become accustomed to in our private lives.”
With a new generation of leaders growing up with technology, some might say that it could be a key driver in helping to speed the adoption in procurement along. Is this something you would agree with or what would you point to as a key driver?
SW: “I do think that it will act as one of the catalysts for further digital transformation in organisations, because if procurement doesn’t manage to recreate that customer experience that the new generation expects, then they won’t use procurement going forward and will look to bypass it.
“The analogy that I’ve used previously in this case is one of travel agents. I remember as a child, my parents were able to take us on holiday and I remember the whole process. We would walk into town to the travel agent, and look at some of the brochures of options. They often then had to phone the various airlines or resorts on our behalf. They might not be able to get through, so we’d have to come back the next day. I remember as a child being quite excited by the whole process but actually, thinking back, it was quite cumbersome. You compare that to now, with being able to review online, and you can get instant answers to your questions. It’s not a coincidence that travel agents don’t really exist anymore.”
How much of a challenge is it to not get caught leveraging technology for technologies sake? How important is it to stay true to your approach and be strategic?
SW: “We conducted a study of many procurement leaders and CPOs a few years ago, and one of the things that we found was that about 50% of procurement leaders admitted to having bought technology just on the basis of a fear of missing out, without any real understanding of the benefits that technology was going to bring. That was a real shock and a revealing find because technology is not cheap, and its implementation is quite disruptive. If you’re purchasing a system because everybody else is using it, then there could be some pretty costly mistakes. It is really important to make sure that when buying technology, it is because the benefits are fully understood.
“My advice to companies when looking to digitalise is own your data, visualise that data, and manage your knowledge. If you can focus on getting those things right in that order, and make your technology decisions to support that goal, then that’s a much better way of thinking about it rather than just jumping in and buying a piece of technology.”
It’s clear that the procurement space is an exciting, but challenging, place to be. What do you think will play a key role in the next 12 months to push the digital conversation further to take procurement to the next level?
SW: “Looking forward, one thing that procurement needs to do and continue to do is attract the best people. Ultimately, people are what makes an organisation, and it is what makes a function successful. I think procurement has often not looked for the right skills in the people that it employs. Traditionally, it’s looked for people with procurement experience and while they are valuable and required, we also need leadership potential. People who think a bit more outside the box and aren’t so process driven. A lot of what procurement has done in previous years has been process driven, so if you’re just limiting your search of people to those that have had procurement experience, you’re inevitably going to end up with a lot of people who are process driven.
“I think being bolder and recruiting people from different backgrounds with different skill sets is the way to go. If procurement can ‘own’ the ESG space, that will help with the younger generation see procurement make a difference. I think that’s one thing that will be key to success going forward.”
Check out the latest issue of CPOstrategy Magazine here.
Paul Farrow, Vice President of Hilton Hotels’ Supply Management, sits down with us to discuss how his organisation’s procurement function has evolved amid disruption on a global scale
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The hospitality industry has endured a rough ride over the past few years.
Following the COVID-19 pandemic which stopped the world in its tracks and now with millions facing a cost-of-living crisis, it’s been a period of unprecedented disruption for those involved in the space and beyond.
But it’s a challenge met head-on by Paul Farrow, Vice President of Supply Management at Hilton Hotels, and his team who have been forced to respond as the world continues to shift before their eyes.
Farrow gives us a closer look into the inner workings of his firm’s procurement function and how he has led the charge during his time with Hilton Hotels.
Could we start with you introducing yourself and talking a little about your role at Hilton Hotels?
Paul Farrow (PF): “I’m the Vice President of Hilton’s Supply Management, or HSM as we call it. I’ve been with Hilton Hotels for 12 and a half years, and my role is to head the supply chain function for our hotels across Europe, the Middle East and Africa.
“Over the past few years, Hilton has grown rapidly and has now got 7,000 hotels in over 125 countries globally. What is really exciting is Hilton Supply Management doesn’t just supply Hilton Hotels and the Hilton Engine because we also now supply our franchisees and competitive flags. While we have 7,000 hotels globally, Hilton Supply Management actually supplies close to 13,000 hotels. That’s an interesting business development for us, and a profit earner too.”
You’re greatly experienced, I bet you’ve seen supply chain management and procurement change a lot in recent years?
PF: “The past two to three years have been tremendously challenging on so many industries but I’d argue that hospitality got hit more than most as a result of the Covid pandemic. Here at Hilton, supply management was really important just to keep the business operational throughout that tough time, but I’m delighted to say we’re fully recovered now.
“Looking back, it was undoubtedly difficult, and you only have to look at the media to see that we’re now going through a period of truly unprecedented inflation. On top of the normal day job, it’s certainly been a very busy time.”
Hospitality must have been under an awful lot of pressure during the pandemic…
PF: “Most of our teams as a business and all functions have worked together far more collaboratively than ever before through the use of technology and things like Microsoft Teams and Zoom. Trying to work remotely as effectively as possible changed the way we all had to think and the way we had to do. Now we’re back in the workplace and in our offices, we’re actually looking to take advantage of that new approach.”
Inflation, rising costs, energy shortages, as well as drives towards a circular economy means it’s quite a challenging time for CSCOs and CPOs right now, isn’t it?
PF: “Those headwinds have caused and created challenges of the like that we’ve not seen before. The war in Ukraine and Russia has meant significant supply chain disruption and supply shortages of some key ingredients and raw materials. China is a significant source of materials and they’re still having real challenges to get their production to keep up with demand.
“All the local and short-term challenges are around energy and fuel pricing, so throughout the supply chain that’s been a major factor to what we’ve had to deal with. On top of that is the labour shortages. We rely heavily throughout the supply chain and within our business to utilise labour from around the world. In my region, particularly from say Eastern Europe as well as other businesses all fighting for a smaller labour pool than we had before. We are fighting with the likes of the supermarkets, Amazon’s, not just other hotel companies to capture the labour pool we need both in our properties but also within our supply chain supplies themselves.
Hilton operates a rather unique procurement function, doesn’t it?
PF: “We trade off the Hilton name because our brand strength is something that we are able to utilise and we’re very proud of, but we’ve also got additional leverage by having that group procurement model.
“We’ve got essentially two clients. We’ve got our managed estate which is when an owner chooses to partner with Hilton, they’re signing a management agreement because they want the benefit and value of the Hilton engine. That could be revenue management, how we manage onboarding clients and customers through advertising, as well as the other support we give in terms of finance, HR, marketing and sales as well as procurement.”
HSM is a profit centre and revenue driver through its group procurement model but how does this work?
PF: “Our secret sauce is our culture. It’s our people and that filters across all of our team members and indeed all of our functions. The key strategic pillars are the same for health and supply management around culture, maximising performance and so on as they are across the overall global business.
“Across our 7,000 plus hotels, the majority are actually franchised hotels because that’s the legacy of what still is the model in the US. When I joined Hilton 12 and a half years ago, the reverse is true where nearly all of our hotels in Europe, Middle East and Africa, and indeed in Asia Pacific, were and are managed. In the Europe, Middle East and Africa regions right now we’re building up close to a 50/50 split between managed, leased and franchised.”
What has pleased you most about the roll-out of the HSM?
PF: “It’s certainly not been easy because we’ve got 70 countries that sit within our region here in EMEA and Hilton’s penetration in those individual countries is very different. We may have 100 hotels in one of those markets and only one or two in specific countries. Our scale and our ability to get logistics solutions is different by market.
“Getting everyone on board to what we want to achieve to our guests and to our owners means we have to pull different levers. We have very effective brand standards. If you’re signing up to Hilton, you’re signing up to delivering against those brand standards that we believe are right for our organisation.”
What kind of feedback have you had from your clients?
PF: “Integrity is in our DNA, and we work very closely with our suppliers who we value as partners. These are long-term relationships, and we work hand in hand because we have to see that they’re successful so that we can be successful – it’s really important to what we do and we constantly look for feedback.
“With our internal and our external customers, we’ll have quarterly business reviews and so we’ll get that feedback through surveys where we are asking them to tell us what we do well and what we could do better. Our partners are now asking what additional value can you do to bring support to our organisation through ESG? So that’s what’s on the table now when it wasn’t before. But it’s not just that – it’s about the security of supply competitiveness, competitiveness of pricing, and a whole bunch of other very important things as well.”
Looking to the future, what’s on the agenda for the next few years?
PF: “We’re out there meeting and greeting people in person and there’s always new opportunities that make things exciting in what we do and how we work. Innovation’s very high on our agenda and we’re very proud of what we do in food and beverage. In non-food categories, it’s about how we support our owners and our hotel general managers to find that competitive edge and do the next big thing ahead of our competitors.”
Anything else important to know?
PF: “One thing we’ve been able to take full advantage of is how we’ve been able to grow our business by bolting on new customers. I think it’s fantastic that our competitors choose to use Hilton Supply Management because they benchmarked what our capabilities are and how competitive we are.
“Another key part of the agenda is environmental, social and governance (ESG) sustainability. Responsible sourcing and everything that sits within that is front and centre of what we do. Within that you’ve got human rights, animal welfare, single use plastics as well as general responsible sourcing like managing food waste. The list is very long, but they’re all very important.”
Check out the latest issue of CPOstrategy Magazine here.
Here are 10 of the most important leadership skills that CEOs need to demonstrate in 2023.
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In today’s world, a CEO needs to be lots of things to different people. The importance of having the leadership skill to being able to lead through unprecedented disruption was highlighted by the COVID-19 pandemic and helped to define what makes a good CEO.
Here are 10 of the most important leadership skills that CEOs need to demonstrate in 2023.
1. Clear communication
Communicating effectively with employees is one of the most vital skills any leader can have. By adopting a transparent mindset, it leaves little room for miscommunication or misunderstandings. But rather than just being eloquent, CEOs should deliver meaningful content too. A CEO needs to be able to communicate the essence of the business strategy and the methodology for achieving it.
2. Strong talent management strategy
People are the most important component of all businesses. CEOs who are able to recruit and retain key employees have a greater chance of increasing productivity and efficiency. After recruiting good people, the key to retaining them is by harnessing a positive work environment that empowers employees to succeed.
3. Decision-making
As a leader, thinking strategically to make effective decisions is vital to the success of an organisation. Making decisions is a key part of leadership as well as having the conviction to stand by decisions or agility to adapt when those decisions don’t have the required outcome. While all decisions might not be favourable, making unpopular but necessary calls are important characteristics of a good leader.
4. Negotiation
Negotiation is a fundamental part of being a CEO. In a top leadership position, almost every business conversation will be a negotiation. Good negotiations are important to an organisation because they will ultimately result in better relationships, both with staff inside the company and externally. An effective leader will also help find the best long-term solution by finding the right balance and offering value where both parties feel like they ‘win’.
5. Creativity and innovation
Being quick-thinking and ready to explore new options are great skills of a CEO. Creative leadership can lead to finding innovative solutions in the face of challenging and changing situations. It means in the midst of disruption, of which it has been increasingly prevalent, leaders can still find answers for their teams. Creative CEOs are those who take risks and empower employees to drop outdated and overused practices to innovate and try new things that could lead to greater efficiency.
6. Agility
Without agility over the past few years, businesses would have failed. CEOs were forced to embrace remote working following the advent of the COVID-19 pandemic whether they liked it or not. Now, faced against a potential recession, these macroeconomic events are unavoidable and have to be managed carefully. Effective leaders will have their fingers on the pulse and ready to respond to changes.
7. Strategic forecasting
Creating a clear path forward is essential to achieving uninterrupted success. The ability to look into the future and identify trends and issues to then react to is vital. Good CEOs are able to plan strategically and make informed decisions to set goals and plan for the future easily.
8. Delegation
CEOs can’t do everything. A leader tends to be pulled in a number of different ways every day and it is impossible to be on top of everything. This means the importance of bringing in a team of people who are trusted and skilled in their respective areas of expertise. Successful CEOs are expert delegators because they recognise the value of teamwork and elevating those around them.
9. Approachability
An approachable CEO who welcomes conversation and is an active listener will help employees feel at ease raising issues or concerns. This approach will help build strong relationships with staff and customers and encourage a healthy culture which is beneficial to employee retention. Leaders with strong, trusting and authentic relationships with their teams know that investing time in building these bonds which makes them more effective as a leader and creates a foundation for success.
10. Growth mindset
If a CEO arms themselves with a growth mindset it allows them to meet challenges head-on and evolve. This shines a light on improving through effort, learning and persistence. As others may back down in the face of adversity and upheaval, successful CEOs will strive to move forward with confidence. Those with a growth mindset are unlikely to be swayed as they have the tools needed to reframe challenges as opportunities to grow.
In McKinsey’s latest report ‘Actions the best CEOs are taking in 2023’, we examine three of the biggest trends on the c-level agenda
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Anyone can sail a ship when things are going well. But it takes a strong, robust and characterful CEO to steer a business through choppy waters and out the other side.
In McKinsey’s latest report ‘Actions the best CEOs are taking in 2023’, the research and advisory firm uncovered which trends are set to have the biggest impact on how CEOs lead their business throughout the year.
McKinsey’s CEO Excellence Survey surveyed 200 of the best corporate CEOs of the past 15 years. This was completed by whittling down a list of all the current and former CEOs of the 1,000 largest public companies during that timeframe. The list was subsequently filtered based on tenure, including only those who had completed at least six years in the role. From there, the CEOs were continuously shortlisted until the best 200 were determined.
Each CEO was asked to identify the top three trends that are set to determine how leaders tackle the future. Here is an insight into those findings.
1. Actions to deal with digital disruption
CEOs are targeting digital trends in three key ways: developing advanced analytics, enhancing cybersecurity and automating work. OpenAI’s launch of ChatGPT has accelerated the demand of companies looking to embrace advanced analytics for a competitive advantage. Improving cybersecurity is another key action for CEOs with the importance of guarding against external threats paramount amid strengthening and more mature cyberattacks. Lastly, automating work is another key priority to scale efficiency and eliminate boring and manual tasks which free up people’s time.
2. Actions to deal with the risk of high inflation and economic downturn
One CEO who is worried about economic uncertainty told McKinsey: “Act early to lower costs and protect the balance sheet so that you are stronger and leaner when the economy begins to turn more favourably.” McKinsey found that companies that outperformed the 2008 financial crisis cut operating costs by 1% before the downturn while the others expanded costs by the same percentage. The best performers reduced their debt by $1 for every $1 of book capital before the downturn. This can be done by reducing operating expenses, redesigning products and services as well as reassessing strategic and economic assumptions.
3. Actions to deal with the escalation of geopolitical risk
According to McKinsey, there are three actions to help manage the escalation of global and national crises. CEOs are targeting building robust compliance capabilities, creating resilience in supplier networks and investing in monitoring and response capabilities. These actions come following the challenges presented by COVID-19, the war in Ukraine and now inflation concerns. Many firms are choosing to build their trade compliance organisations and improve how they screen different customers and companies. While a defensive approach is the way forward for many, some companies see the turbulent times as an opportunity.
How Minted is leveraging digital technology to make investment in precious metals, accessible, affordable and simple
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Shahid Munir, co-founder of Minted, discusses how his firm is competing with larger banks for a spot at the top table of investment in fintech.
Few industries have boomed like the fintech space over the past few years. With a plethora of new technology at consumer fingertips like never before, banks are being properly challenged by upcoming startups offering an alternative solution. Among these is Minted, aiming to make the buying, selling, transferring and delivery of physical precious metals simple through flexible monthly plans and one-time purchases. The company was founded in 2018 by three close friends – Shahid Munir, Hamzah Almasyabi and Haroon Siddiq – with a shared passion for entrepreneurship, technology and the opportunities the financial industry presented. Their combined drive led to the creation of Minted.
Shahir Munir, Co-Founder, Minted
The rise of Minted
Munir, co-founder of Minted, admits the journey has been a “rollercoaster” since the trio decided to launch their venture. “It’s certainly been exciting,” he explains. “It’s been a great learning curve and was a case of taking an industry where so many people were so used to doing it one way and offering something new. This has been challenging because we have a great product, but no one understood it. We’ve had to go out and educate people first in what has been a journey of growth, but it’s a constant journey.”
A decade ago, financial technology was considered by many as ring-fenced by bigger banks. But Munir stresses he has tried to change that narrative and offer competition which provides tremendous value. “Previously, a bank was the only way you could provide financial products,” he says. “Technology has allowed more innovative and creative solutions to launch and test the bigger banks and what they became bad at which was the customer experience. Now you see bigger banks adopt a lot of the technology and some of the practices used by challenger banks which can only be a good thing. Being in London has also helped because it is one of the leading hubs for fintechs and really supports the financial technology industry.”
Armed with different skillsets, the three co-founders complement each other with a diverse range of experience. With Almasyabi bringing an operations background and Siddiq bringing business strategy, Munir completes the line-up with finance and technology know-how. “I think it’s what sets us apart and makes us different,” he says. “Our backgrounds mean we’re not tunnel visioned and can see clearly when things aren’t working. We have a great thinktank within the business which helps us come up with ideas.”
Making precious metals accessible, affordable and simple
“I recall seeing a meme about how the price of a Freddo chocolate had changed over the years, no longer being its trademark 10p, it was now 200% more expensive and also smaller in size. This led me down rabbit-hole of trying to understand why most items go up in price as years pass and rarely come back down again. I became fascinated with how the government increases the money supply and the concept of inflation – my money buys me less in the future than it does today.
“I met with the other two founders that same night and the thoughts extended from my mind into an intense conversation about quantitative easing, Brexit, cost of living – snacks were being consumed faster than the rate of government borrowing. Where could we park our money, what was better than money? That was when the penny-dropped (pardon the pun). Hamzah proclaimed: ‘What about gold, guys?’”
Digital disruption
Through Minted, customers will have full legal ownership over their gold and can also request to have their gold delivered to a verified address. The gold and silver are stored in a grade 10 vault in the UK with the highest level of security possible. The products are fully insured by Lloyds of London at the current value while in vaulted storage as well as when being transported.
As a digital disrupter, one of the biggest challenges Minted continues to face is a lack of understanding. Customer assurance is an important priority, and the organisation has established several initiatives to gain trust. Minted is registered and regulated by the Financial Conduct Authority (FCA) which means the firm operates to the highest financial standards and guidelines as determined by the FCA. “I feel like we need to go that extra mile,” stresses Munir. “What I think we underestimated at first was the extent to which people needed to ask questions until we launched a live chat facility on the website. This function helps build our knowledge base and allows us to hold the customer’s hand throughout the process. We’ve also found success when we’ve attended face to face exhibition events and had one-on-one interactions. It’s been brilliant to see first-hand the customer perception and look at what we can do better to meet their needs.”
Munir says he has noticed a trend of people starting with a “flutter” to test the water and check out the process. “I think it’s important that people build their confidence and recognise the value in what we offer,” he explains. “Once this is done, we often see those same customers make larger transactions. We know our difference can be a challenge for some people to accept which is why education is such an important topic to us. We have to keep doing explainer videos, use social media and hold community sessions to be there for customers.”
Scaling up
Minted recently launched its own app which offers customers an even easier way to manage their gold and silver, as well as introducing a tool to partner with businesses called Minted Connect. Munir believes the move has helped showcase an advanced, modern way for people to own physical items. “I love the app as it just makes things so much easier for customers via the platform,” he explains. “It’s been fantastic, a one-stop solution that helps stores the precious metals for free and allows them to be delivered at any time. In a world where everything is so digitally enabled it is nice to offer something physical – people don’t even buy cars anymore. Hopefully via customer feedback we can make improvements to the app that will help us develop new features.”
Munir believes gold is increasingly being seen as an alternative for savings and affirms global pressures like the threat of inflation amid economic uncertainty has helped people to realise the full potential of Minted’s offering. “In the past if you wanted to save money, you simply open a saver account and start adding money but with gold it was often a little trickier,” he says. “But with Minted we’ve simplified the process and tried to make it as automated as possible. Gold is a great alternative which has stood the test of time.”
Looking ahead, Minted is showing no signs of slowing down and is expanding into different territories. Munir remains positive for the next few years and what comes next for his organisation. “We’re working towards expanding the team because I feel like we’re at the stage now where each of our departments needs its own team of people to run each department,” he explains. “We’re scaling up and branching into new markets such as Turkey, and focusing in on developing the business to business side too.”
“Disruption should drive digitalisation and cloud uptake rather than hindering it.”
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Sal Laher, Chief Digital & Information Officer at global enterprise software provider IFS, reveals how a single strategy for cloud and digitalisation helps businesses maximise the rewards of growth.
Digitalisation equals transformation
Digitalisation and the business transformation projects that enable it are again on the radar for many businesses, particularly given the current macro-economics and potential recession being predicted. According to recent data from Research and Markets, The Global Digital Transformation Market size is expected to reach $1,302.9bn by 2027, rising at a compound annual growth rate (CAGR) of 20.8% in the period 2021-2027.
This renewed focus on digitalisation is aligned to businesses accelerating cloud migration, including readily available SaaS solutions. The Flexera 2021 State of the Cloud Report finds 92% of enterprises have a multi-cloud strategy and 80% have a hybrid cloud strategy.
Sal Laher, Chief Digital & Information Officer, IFS
Both trends will go hand in hand as digitalisation and cloud migration continue to drive business efficiencies, process change and consumer service demands. Most organisations are aware of the potential rewards both business models can bring. This is because it is not the first time they are being talked about– this major transformational shift has already been in place for a decade. But some, wary of the disruptive impact of recent global events are holding back from implementing them. However, it is the wrong approach.
Disruption should drive digitalisation and cloud uptake rather than hindering it. Even in isolation, either moving to the cloud, or undertaking digitalisation, will enable faster decision-making, supported by greater compute power and more agile processes, generating faster output and enhancing customer service. Yet, to drive competitive edge, organisations need to combine cloud migration with business transformation and look to maximise those benefits. To do this, they must develop a single strategy covering both elements and move forward with a common approach.
Migrating to the cloud for business transformation
By digitalising, organisations have an opportunity to benefit from faster time to insight, enhanced business and customer connectivity, and operational efficiencies. It allows them to more easily collect and analyse data that they can later turn into actionable, revenue-generating insights.
Over time, they can go further and start to tap into the benefits of artificial intelligence, machine learning, big data analytics, and the Internet of Things (IoT). But it is the additional compute power and scalability of the cloud that helps them to maximise these benefits and fulfil the potential of digital technologies.
Cloud migration also includes adopting evergreen application (business process) solutions in the cloud with the many SaaS solutions that are available today. That’s why it is important that they adopt a single plan to migrate to the cloud and drive business transformation all in one. This tandem approach also avoids unnecessary customisation, making a business much more agile to change based on actionable data insights.
Adopting a single plan will, in itself, drive up efficiencies and drive down costs. But critically, the two must be linked to ensure that businesses maximise the benefits of the migration process.
It is cloud, after all, that helps businesses adapt to the new digital world, enabling them, for instance, to leverage out of the box business applications, digital analytics tools and low code platforms that deliver informed decision-making and reduce costs. But cloud doesn’t just maximise the benefits for businesses, it also accelerates them. Cloud has become the fulcrum of digital transformation, mainly due to its ability to enable innovation at scale and allow businesses that have digitalised to rapidly launch enterprise-ready products.
Without cloud, businesses will struggle to drive through timely updates to systems and processes. The costs of stakeholder management may ramp up. Moreover, moving to the cloud without doing it within the step-by-step structure of digital transformation risks mistakes being made, increasing the likelihood of data loss and security breaches through misconfigurations.
Optimising the benefits of digital transformation in the cloud
We have seen how important it is to adopt a single strategy for cloud migration and digitalisation and to execute them in tandem. But organisations also need to maximise the benefits of the combined approach. So how can they best do this?
First, they need to avoid procrastination and delay. The benefits of digitalisation and cloud migration working together are compelling – and senior leaders need to seize the initiative and kickstart the transformation. To get the ball rolling, they need to conduct a benchmarking exercise to better understand where their business stands in terms of its capabilities or gaps. This will help to decide where efforts and resources should be focused.
They then need to align their business processes with IT. That’s key as modern business models increasingly emphasise the digitalisation of processes.
Cloud computing and network security concept, 3d rendering,conceptual image.
They should begin by determining their goals and the systems, technologies, and processes currently in use to achieve them. Next, they need to brainstorm and document core business objectives before developing a cloud and digitalisation migration roadmap to guide their implementation. Measuring performance will also be crucial to optimising results. In choosing which metrics to analyse, organisations should concentrate on those that will most positively impact their bottom line or user experience.
Ensuring employees buy into the process of cloud-based digitalisation will also be key. Organisations should use cloud-based digitalisation as an opportunity to strengthen business processes and help employees switch to new ways of working which maximise the potential of the new technology.
Digital readiness
Given all this, it is vital businesses don’t delay on their journey to digital and the cloud. Unfortunately, CIOs often struggle to know where to start with a cloud and digital migration strategy.
Before they begin, they often look to put a complete strategy in place up front. The truth is that it is not necessary. Instead, they need to get going and prioritise what’s most important. Pick one area, settle on a use case, digitalise, and move it to the cloud, demonstrate results – and then repeat incrementally. That will enable the business to showcase value and create momentum. Over time also, this single coordinated approach, will allow it to tap into a wide range of cloud and digitalisation related benefits – and ultimately to maximise the rewards.
Ian Povey, CIO – Head of Payments Services & Technology, on the strategic transformation taking place at NatWest benefitting both the bank and its customers
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This month’s cover story reveals how innovation is at the core of change for payments processes at NatWest.
Welcome to the latest issueof Interface magazine!
Charles Darwin famously said: “It is not the strongest of the species that survives, nor the most intelligent; it is the one most adaptable to change.” Technology is helping us to evolve. And that evolution is being driven by innovation.
“It may be a cliché, but a transformation journey really has no end… If you fixate on a constant end state without ‘checking in’ you can, and likely will, fail in your objectives.” A wise outlook from a CIO with three decades of change management experience across banking’s payments panorama.
Ian Povey, CIO – Head of Payments Services & Technology, discusses the strategic transformation taking place at NatWest and how that journey of change and innovation is benefitting both the bank and its customers as it evolves to become a relationship bank for a digital world. “Our environment is always changing – we must be on the back of the ‘Change Dragon’ and steering/influencing as a leader and always learning from our teams for new ideas.”
Customer-Centric transformation at FedEx
We also check in with logistics leader FedEx… Custom Critical CIO Cheryl Bevelle-Orange reveals a “technology-forward yet flexible company” embracing innovation and “paving the way for customers to get more relevant information faster about their packages while delivering with excellence”.
https://www.youtube.com/watch?v=galaZZlrEn0
Continuous Improvement in IT at Mazars
Mazars CIO David Marcelino explains his approach to innovation and leading on a successful IT transformation program at one of the world’s largest audit and advisory firms aiming to improve the digital experience for all its stakeholders. “Change Management, adoption, training and awareness are at the core of every single business technology project we deliver.”
Tech innovation at speed with the US Air Force
We also caught up with George Forbes, Director of Digital Operations Directorate at the United States Air Force, who outlines the importance of innovation within the federal government.
Digital Transformation in healthcare at Avellino
Nancy Selph, Global Head of IT at Avellino Lab, discusses how technology is creating new opportunities to improve health outcomes and the importance of leadership in the industry.
Also in this issue, we round up the key tech events and conferences across the globe; we learn how Minted are making it easy for everyone to invest in gold; and we feature the latest on cloud digitalisation from IFS.
We look into the supply chain production process of Easter Eggs and the journey to their final destinations in supermarkets
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Chocolate is arguably the world’s most popular sweet treat. Depending on who you ask, of course.
After, perhaps Christmas, it is the most common time for people to indulge in chocolate if they don’t do so anyway throughout the year.
And synonymous with Easter are the eggs themselves which are loved by children and adults alike all over the world.
The journey to Easter Eggs
The supply chain process is split into eight stages of production: cultivating, harvesting, splitting, fermentation, drying, winnowing, roasting and grinding. Following production, the supply chain process is extended further with logistics which is the final step to providing customers with their favourite seasonal sweet treat.
The journey actually begins with cocoa tree plantations being established which is done by scattering young cocoa trees amongst new shade trees or by planting the cocoa trees between established trees. These are planted in humid tropical climates, with temperatures between 21 and 23 degrees Celsius. This is consistent rainfall periods and a short dry season because these conditions provide good quality cocoa.
Each tree produces 20-30 cocoa pods a year which grows straight from the tree’s trunk and main branches. With this tree also yielding fruit, the crop is carefully pruned, and as a result, it is easier to harvest the cocoa pods. The next step is the labour-intensive task of harvesting the crop.
The harvest is a whole community affair on small West African farms. Large knives are then used to detach the pods from the trees and placed in large baskets on workers’ heads. The pods are then manually split open to remove the beans so they are ready for the two-step curing process. Each pod consists of between 20-40 purple cocoa beans.
The curing process consists of fermenting and drying the beans to develop the chocolate flavour. There are several fermentation methods but the most traditional is the heap method. This requires placing mounds of wet cocoa beans in between layers of banana leaves on the ground for between five to six days. Following this, the drying stage begins. This involves the wet bunch of beans being spread out in the sun or using a more advanced method of special dying equipment.
From plant to factory
Often, a lot of large chocolate brands then buy the cocoa through intermediaries. The beans are then packed into sacks ready to be exported to the brands processing facilities in other locations globally.
After arrival, the beans are cleaned and quality inspected before the winnowing stage takes place. The dried beans are cracked to separate the shell from the nib which is where the small chunks are used to produce chocolate. Afterwards, the roasting phase begins in which the nibs are baked at high temperatures reaching 120 degrees Celsius in special ovens. This is where the colour and flavour is acquired.
Subsequently, the next stage is grinding which creates the basis of all chocolate products. The roasted nibs are grounded in stone mills until a thick liquid chocolate consistency is achieved.
Chocolate to egg
The final step is creating the chocolate egg masterpiece by using highly efficient computer-operated technology which has been used since the mid-20th century. The molten chocolate is placed in heated egg molds which are rotated so there is an even thickness. Following this, the eggs are left to cool and then removed from the molds. Once cooled, the eggs are wrapped in coloured foil and packaged into individual boxes before being sent out for retail. The transportation and exportation throughout the various supply chain stages is vital being a seasonal product. This means they are heavily relied upon for their timings to deliver to large supermarkets and independent stores.
What does today’s CEO need to do to accelerate an organisation’s digital transformation journey?
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Digital transformation journeys are no one-size-suits-all. There is no singular way to welcome a new wave of technology into operations.
Since the turn of the century, digitalisation has had an increasingly influential impact on the way CEOs make decisions. Today’s world is full of disruption and potential risk. And with technology growing in complexity it can be challenging to lead such a revolution against a backdrop of economic uncertainty.
Embracing digital
According to KPMG 2022 CEO Outlook, which draws on the perspectives of 1,325 global CEOs across 11 markets, 72% of CEOs agree they have an aggressive digital investment strategy intended to secure first-mover or fast-follower status.
Advancing digitalisation and connectivity across the business is tied (along with attracting and retaining talent) as the top operational priority to achieve growth over the next three years. This digital transformation focus could be driven as a result of increasingly flexible working conditions and greater focus on cybersecurity threats.
However, the prospect of recession is threatening to halt digital transformation in the short-term. KPMG research found that four out of five CEOs note their businesses are pausing or reducing their digital transformation strategies to prepare for the anticipated recession.
This is reinforced further when 70% say they need to be quicker to shift investment to digital opportunities and divest in those areas where they face digital obsolescence.
When a company’s digital transformation ambition is mismatched to its readiness, it is the CEO’s responsibility to close the gap. According to Deloitte, in order to do this successfully, the CEO must assess the current level of organisational readiness for change.
This covers four key pillars that are mixed together to work out an organisation’s overall readiness: leadership, culture, structure and capabilities.
How CEOs can close the gap
Leadership: CEOs need to ensure their c-suite and other key executives are motivated and equipped to execute the vision. CEOs interviewed by Deloitte in a recent study emphasised the importance of the leadership team supporting the transformation vision and having a positive attitude and willingness to transform.
Culture: A large potential barrier to readiness in the organisation is down to culture. Low cultural readiness takes the form of bureaucratic, reactive and risk-averse ways of working that are at against the collaborative, proactive learning mindset needed for ambitious transformation.
Structure: If a company hopes to operate differently, it could mean the need for organising in an alternative way. CEOs will often need to lead the reorganisation of teams, assignment of new roles, revision of incentives, strategies to collapse organisational hierarchies or layers to increase agility.
Capabilities: CEOs need to equip their organisation with four key capabilities to harness digital for a superior capacity for change. These are nimbleness, scalability, stability and optionality which are often enabled or supercharged by digital technologies which are critical factors for competing in an increasingly disrupted world.
For now, one of the CEOs most important roles when steering the ship through disruption is to be ahead of the latest trends and tackle change head-on. By embracing a new digital future that will provide the company with long-lasting benefits, it will help create a brighter and future-proofed firm for years to come even after the CEO is gone.
Gartner surveyed 400 senior business leaders about the challenges faced and their priorities for 2022-23. We analysed the results
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Priorities change in a business; they evolve all the time to match the societal landscape around them. Following a major worldwide disruption like the COVID-19 pandemic, it’s no surprise that the focus for CEOs has shifted to match the way our outlooks and challenges have changed.
Gartner surveyed 400 senior business leaders about their 2022-23 priorities and found that – for the first time – environmental sustainability has made its way into the top 10. Additionally, workforce issues are a bigger priority than ever before.
Mark Raskino, VP Analyst at Gartner, said of the results: “In 2022, the Gartner CEO and Senior Business Executive Survey showed that, catalysed by multiple macro trends and economic factors, business leaders are reprioritizing some key areas of enterprise purpose and management focus.”
The last time there was such a dramatic change in the priorities of CEOs was in 2009-10, during the recovery from the last major recession. Here, we’ll dig into the key challenges for CEOs in 2023…
Growth
While growth remains the primary challenge, with 51% of respondents stating that it’s in their top three priorities, it’s actually down 8% from 2021-22. Gartner has surmised that the reason for this is that, due to ongoing supply chain disruptions, business leaders are less focused on driving up demand if they don’t necessarily know whether they can supply. Many organisations are working hard to revamp and improve their supply chains, but uncertainty remains and nobody wants to make promises that they can’t keep.
Technology
Technology has also dropped slightly as a top three priority, though it remains the second biggest focus at 34%. While the survey respondents are 5% less concerned about tech-related issues than in 2021-22, it’s still hugely important – especially as the world recovers from the pandemic.
Many businesses have taken the pandemic as a sign that they need better digitalisation, as a lack of that made the transition to home working difficult for some. Additionally, cybercrime is a major concern, especially when ensuring employees have the hardware and software they need to work safely from multiple locations.
Workforce
A focus on the workforce is up 32% from 2021-22, putting it at 31% in third place. This is the second consecutive year that workforce has become more of a priority, and there are multiple reasons for this.
Attracting and retaining employees is a challenge because older generations are retiring and there aren’t always enough replacements for specific roles. Plus, the younger generations joining the workforce are more likely to align themselves with businesses they truly believe in, meaning they are more picky, so organisations have to be the best they can and transparent with it.
Additionally, diversity, equality, and inclusion are bigger focuses than ever, and these have been boosted by the spotlight being shone on such topics during the pandemic. All in all, almost half (49%) of CEOs agreed with the statement that ‘it is very difficult for us to find and hire the kind of people we need in our business’.
Corporate
At 29%, corporate has dipped only a little since 2021-22 – just 5% – and remains a top priority. Corporate includes company structure and culture changes, and this is a focus right now due to the challenges of employee retention, as well as the drive towards digitalisation. Corporate change is required to improve business efficiency and performance, hence its position on this list.
Financial
The financial side of business has decreased in importance to CEOs for 2022-2023, dropping by 27% since 2021-22. However, it’s still in the top three for 20% of respondents. CFOs are making a major push towards finance transformation through technology to boost efficiency in their departments. Despite the ongoing challenge of building digital competencies in finance, 82% of CFOs have reported that their investments in digital are accelerating and exceeding investments in many other areas.
Products & Services
Products and services remain in the top three spot for 15% of respondents, up 43% from 2021. As the world recovers from the pandemic, the products and services a business produces are in the limelight. Competition is more fierce than it’s ever been, so innovation is key to remain in the best position.
Customer
The customer as a priority is up 26% from 2021-22, at 15% – and it’s no surprise. Linking into products and services, and the challenge of hiring the latest generation of workers, costumers have very high standards and hard work is required to impress them and retain loyalty.
In a Gartner survey about customer service trends, 74% of respondents stated that improving operational excellence to create a seamless customer journey is either ‘important’ or ‘very important’, and the survey found that business growth is best achieved through positive customer experience outcomes.
Environmental sustainability
Nine per cent of respondents to the Gartner survey stated that environmental sustainability is a top three priority – up a huge 292% from 2021-22. This is the first time it’s broken into the top 10, which is telling. Businesses are increasingly under pressure to do more when it comes to their own environmental impact. Many leading nations are aiming to be carbon neutral within the next few decades and being more sustainable undeniably leads to growth.
Cost
Also at 9% is cost, which is actually down 24%. Despite it being less of a concern than in 2021-22, cost remains a major focus. Supply chain shortages and the government support offered to help people through lockdowns have driven inflation, and Russia’s invasion of Ukraine has made that worse. As a result, we’re seeing the prices of products from the region shoot up, and those cost increases inevitably become the problem of business leaders.
Sales
While it’s number 10 (6%) on Gartner’s list of priority areas, sales is a 77% bigger priority in 2022-2023 than it was in 2021-22. Sales falls into a similar category to cost; with rising inflation comes an inability for customers to spend as freely as they once may have, making the landscape more competitive. Having said that, as we touched on with growth, sales aren’t necessarily being driven to the same degree due to supply chain disruptions.
Sara Malconian, Chief Procurement Officer at Harvard University & Jim Bureau, CEO of JAGGAER explain how ESG & the Circular Economy is changing the evolution of procurement.
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We speak to Sara Malconian, Chief Procurement Officer at Harvard University and Jim Bureau, CEO of JAGGAER to see how ESG and the Circular Economy is changing the evolution of procurement…
Sara, how have you seen your role evolve as a procurement leader over the years as ESG and supplier diversity come into focus?
Procurement leaders have gone from ‘cost cutters’ to ‘problem solvers’ within their organisations. Our core mandates used to be to drive cost savings and efficiency. We were hyper-focused on getting the most out of the organisation’s spend and supplier relationships. Those priorities haven’t gone away, especially in today’s inflationary environment, but the expectations of the procurement function are significantly higher and broader today.
Procurement functions saved their companies during COVID and the confluence of disruptions that followed. We showed we are a strategic linchpin. We are now looked upon to drive value and impact and strategically guide our organisations to achieve broader goals, including diversity and environmental, social, governance (ESG). Internal stakeholders realised the benefits of procurement and sought help with advancing their department’s agendas or solving their challenges. We listen to their needs, allocate the right resources, and ultimately enable them and the overall organisation to be successful.
I’ve been in procurement for over 20 years, and I can honestly say you’d be hard-pressed to find a more rewarding and exciting career. Procurement professionals have a real opportunity to make a tangible difference within their organisations, communities, and the world through the way we source products and services.
What is Harvard doing to have a positive impact on society? Can you share some examples, Sara?
Across the Harvard community, students, alumni, faculty, and staff are advancing scholarship and teaching on the world’s most significant challenges, and everyone wants to do their part to address inequities. Supplier diversity and inclusion have been a priority for Harvard for years, but we wanted to make even more of an impact and really invest in the growth and development of diverse businesses, especially as the pandemic highlighted inequities and disparities within our communities.
In 2021, we formed the Office for Economic Inclusion & Diversity (OEID), which is dedicated to reaching out to diverse suppliers, giving them opportunities, and providing them with tools, training, and resources to be successful. The office also encourages the use of underrepresented business enterprises (UBEs) in the purchasing of all goods, services, and construction at Harvard and standardises procurement practices with these businesses across the university.
We’re proud of the work this office is doing. We’re actively training suppliers on Harvard’s policies and how they can work with us. We’re creating a central location for them to access bid and RFP opportunities. UBEs can also apply to be mentored by Harvard Business School students.
We’ve created a dashboard to track and analyse spend with diverse suppliers across all of Harvard’s schools and measure progress over time. Everything we’re doing is aimed at increasing spend with our existing diverse suppliers, as well as the number of diverse suppliers that work with Harvard, and helping these suppliers grow their businesses.
Jim, why is prioritizing ESG and supplier diversity important and what steps can companies take today to progress in their journey?
Beyond being the right thing to do, investors, boards, regulators, customers, and employees now expect organisations to prioritise ESG and diversity initiatives and walk the talk. There’s also a clear business impact. Supplier diversity drives competitive bidding processes that lead to cost savings. Working with partners who are sustainable and have different ideas and perspectives fuels innovation and creates a competitive advantage. Sourcing from a sustainable and diverse supplier pool also reduces risk by broadening organisations’ access to multiple resources for various materials, products, and services.
One of the most critical steps companies can take to progress on their ESG journey is to make it clear to suppliers that environmentalism is a priority for their organisation. They will attract suppliers with higher levels of ESG maturity and provide suppliers who are earlier on in their ESG journey with sustainability toolkits and training to help educate them on eco-friendly best practices and sustainability innovations.
This step avoids having to overhaul their supply chain to account for ESG. Strategically managing suppliers by leveraging third-party data, scorecards, and supplier audits are crucial for understanding the ESG risks that suppliers pose and minimizing disruptions by working with them to correct these issues.
Successful supplier diversity programs start with a top-down culture shift. If a company’s culture isn’t diverse, inclusive, and supportive for all its stakeholders, they won’t be able to drive supplier diversity in a meaningful way. Supplier diversity strategy should map back to company goals and include an executive-level champion to sponsor the program internally and help bring in the resources they need.
Outside of leveraging technology to identify diverse suppliers and build a program, businesses can talk with people who have been in their shoes. They can collaborate with like-minded companies at industry events, engage in relevant LinkedIn groups, and connect with organisations such as the National Minority Supplier Development Council.
Once diverse suppliers are on board, organisations can create a supplier diversity policy that clearly outlines how many diverse suppliers need to be invited to bid for each event to ensure teams are executing on the strategy. Leading supplier diversity programs go beyond simply spending with diverse suppliers to providing mentorship and training them on how to respond to RFPs correctly, as well as creating environments where it’s easier for them to engage.
Jim, what role does technology play in helping organisations achieve ESG and supplier diversity goals?
Technology is a key enabler of ESG and supplier diversity initiatives. One of the biggest obstacles to supplier diversity and ESG is a lack of reliable supplier data. Suppliers don’t always keep their information up to date in self-service portals. The data procurement teams have isn’t always enriched to the level they need, with insights on diversity status, certifications, and proof of ESG compliance.
Researching and assessing suppliers is tedious and time-consuming, which leads many organisations to skip the verification step. Without this information, organisations don’t have a true picture of the inclusivity and sustainability of their supplier network, which makes it impossible to identify the right partners to source from to meet their ESG and supplier diversity goals and make an impact.
Technology addresses this challenge by automatically collecting, enriching, validating, and integrating the supplier data needed to obtain this level of supply base visibility and make decisions that drive ESG and diversity. AI-powered tools are available to match buyers with specific diverse suppliers who also have the capabilities to help drive ESG objectives and meet broader procurement criteria.
Software that segments the supply base and helps visualise spending with small and diverse suppliers across a variety of classifications is critical for setting benchmarks and measuring progress and ROI.
Jim and Sara, how do you expect the ESG and diversity conversation to shift and where should procurement leaders focus for the future?
Sara: I expect we’ll see the conversation shift to emphasise measurement. It’s not enough anymore to say you’re committed to ESG – you need to prove it and show demonstrable progress and ROI. Maintaining the momentum on ESG initiatives is hard. Technology is key for setting benchmarks and goals, ensuring accountability for hitting key milestones, and measuring progress and return in a credible way.
Jim: In a declining economic environment, choices inevitably need to be made. I expect the conversation around ESG will center around where companies can focus to maintain progress on ESG initiatives as financial and economic pressures come to the forefront. While some companies may need to scale back in some areas to preserve cash and resources to navigate a downturn, I’d advise them to be careful about slowing ESG down too much as it will be much harder to catch up to current levels after the economy bounces back.
I’d argue that when ESG is done right it can be a strategic lever for navigating a down economy, saving organizations money and resources, driving innovation, and helping them achieve broader business objectives and resilience.
Here are five of the biggest procurement events happening during 2023 that chief procurement officers won’t want to miss.
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Procurement Futures
London, UK | 1-2 February 2023
Held at the QEII Centre in central London, Procurement Futures is a new conference, launching in 2023. It promises delegates the chance to find out how to make supply chains more resilient, with thought-provoking and presentations and discussions designed to inform and inspire.
There is a flexible programme of content that can be tailored to attendees’ preferences, with networking opportunities throughout and a huge variety of sessions to attend and take part in.
This CIPS event has three streams of content: Insights, Ignite and Interact. Insights will showcase presentations and panel discussions from leaders, Ignite will consist of hands-on workshops to help delegates optimise their procurement strategies and Interact will be smaller groups taking part in interactive roundtables and debates.
Speakers across the two days will include Ross Grierson, Director of Procurement, Primark; Patrick Dunne, Director of Group Property, FM & Procurement (CPO), Sainsburys Plc; Rebecca Simpson, Procurement and Supply Chain Director, Balfour Beatty; and Nick Jenkinson, Chief Procurement Officer, Santander. In addition, delegates are ablew to book a one-to-one career workshop, where they’ll get advice on professional development from coaches covering a variety of specialisms.
Tickets are £795 for CIPS member, £995 for a non-member and £2240 for a supplier/solution provider, and there is a discount of 30% for tickets purchased before 30 November 2022.
The third World Digital Procurement Summit is aimed at procurement directors, VPs, managers and other industry specialists. The two-day event will focus on accelerating procurement processes, adopting emerging technologies, finding the right talent, overcoming the barriers to progress and embarking on a journey of transformation. It’s a hybrid event, bringing together procurement experts from various industries, which will maximise knowledge exchange opportunities. The event organisers list five key learning points for delegates:
Exploring the latest advances in data and cognitive technologies to gain greater insights and improve procurement processes
Overhauling the procurement ecosystem with new technologies and strategies to drive business value
Sharing the best practices of monitoring and managing a range of risks to hedge against future disruptions
Developing capabilities and skillset required for the digital transformation of procurement
Defining ESG metrics of the procurement strategy to ensure business continuity
Speakers will include Paul Harlington, Group Procurement Director at TUI Group and Patrick Foelck, Head of Strategy and Transformation Procurement at Roche.
Click here to check out a video from a previous event. Tickets cost €1495.
Returning for its 8th annual event, Women in Procurement & Supply Chain will deliver two days dedicated to leadership and the future of procurement. The event will feature a series of exclusive panel discussions and keynote addresses examining career development, overcoming imposter syndrome, working with confidence, developing an unbeatable talent pool, mentoring, diversity and inclusivity.
It will also address risk mitigation, digital disruption, ESG, sustainability, economic development, ethical sourcing, category management, cultural diversity, strategic sourcing, supplier relationships, procurement with purpose, and supply chain resilience. There are two pre-conference masterclass options on 6 March – that can be booked separately – covering either contract law or leadership skills.
Some of the reasons to attend include:
Discover the path to taking your procurement career to a new level while elevating your organisation with dedicated days on leadership and the future of procurement
Learn best practice strategies to facedown supply chain vulnerabilities and reduce risk exposure
Get ahead of the game with insights into the future of procurement and the impact of globalisation on modern supply chains
Put yourself at the cutting edge of ESG and procurement with the latest updates and trends in procurement with purpose
Speakers for the main two-day conference include Michelle Richard, Director of Procurement, Thales; Karina Davies, Chief Procurement Officer, icare NSW; and Kylie McKinlay, Procurement Partner – Property and Business, Australian Broadcasting Corporation.
Tickets start at $3,495 with discounts available until 25 November 2022.
The Americas Procurement Congress will feature the region’s most progressive CPOs sharing their expertise
With a focus on what makes CPOs tick, the Americas Procurement Congress will feature the region’s most progressive CPOs sharing their expertise in keynote presentations and working groups.
Giving delegates the tools to stay on the cutting edge of procurement developments, there are also sessions aimed at those with responsibilities over governance, procurement capabilities and quantifying data. Unsurprisingly, sustainability will also be a key theme in 2023, and attendees will hear from a diverse range of sustainability leaders about how to transition from traditional metrics to a purpose-driven function.
The agenda for Americas Procurement Congress 2023 will include:
Sustainability of the future
How to transition from traditional metrics to a purpose-driven function
Harnessing the power of digital transformation
Utilizing data as a driver of sustainable value, supply continuity and transparency Agile procurement
New approaches and skills that facilitate speed and agility
Frictionless procurement
Removing friction from the procurement process to support high-velocity sourcing
Beyond Just in Time
Designing future-fit supply networks for an age of chaos and conflict
Gartner Supply Chain Symposium/Xpo 2022 addressed the most significant challenges that chief supply chain officers and supply chain leaders face as they mitigate risk and navigate uncertainty in an increasingly dynamic and challenging environment.
At the conference, the top 5 sessions that CSCOs and supply chain leaders met on included:
Signature Series: The Future of Supply Chain
What the Pivot to Sustainable Profit Means for Procurement Leaders
The Art of the New Age One Page Dashboard: Why Your Current Perfor-mance Measures May Be Doing More Harm Than Good
Manage Supplier Risk With Technology
Procurement Role Redesign: Stop Fitting Square Pegs Into Round Holes
Here are five of the best procurement schools in Europe.
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As procurement becomes an increasingly vital and strategic function within many organisations, people are beginning to realise the full potential of turning it into a career for themselves.
This has subsequently led to many universities noticing the demand in the industry and offering courses which equip students with the relevant qualifications and skills needed to succeed in the supply chain space.
With this in mind, here are five of the best procurement schools in Europe.
1. CIPS
Course: Various Where: Across England
Run by Oxford College of Procurement and Supply, there are 10 Chartered Institute of Procurement and Supply centres in England offering several different qualification levels to choose from. The courses are recognised throughout the world as harnessing leading edge thinking and professionalism across the procurement and supply chain management space.
CIPS offers courses such as level three, four, five and six in procurement and supply with each qualification created to reflect current, emerging and best practice in procurement and supply chain management. Classes focus on exploring legacy purchasing and supply methods as well as techniques and theory to the application in a business environment.
CIPS doesn’t just offer in-person studying as courses are designed to suit individual lifestyles with virtual classrooms, part-time and weekend options to choose from.
2. Politecnico di Milano
Course: MSc in Supply Chain and Procurement Management Where: Milan, Italy
Renowned as being one of the best scientific and technological universities in the world, Politecnico di Milano offers an extensive portfolio of programmes in a variety of different spaces. Its supply chain master’s degree is a 12-month course aimed at equipping students with vital knowledge and skills needed to succeed in the industry.
The course also includes a number of practical activities in the programme such as lessons with international lectures, workshops on soft skills, company presentations, projects with companies, company visits and an international study tour in Rotterdam.
According to Politecnico di Milano, 86% of students were employed three months after graduation while 55% were also working abroad during the same period.
The course was ranked third in the TOP 2021 Eduniversal Best Masters Ranking (Global) and eighth in the QS Supply Chain Management Masters Rankings for 2023.
3. SKEMA Business School
Course: MSc (and MS) Supply Chain Management and Purchasing Where: Lille and Paris, France
Skema offers two supply chain management (SCM) and procurement masters: The premium international MSc Global Supply Chain Management in Lille taught in English, and the MS in SCM and Purchasing in Paris and Lille mainly taught in French. France’s highly-rated supply chain and procurement program has been designed with a progressive shift from theory to practice. The degree covers the entirety of supply chain activities from planning, purchasing, receiving, production, storage to delivery through nine compulsory and six elective courses.
The global MSc has a new cooperation with the leading prestigious business school, MIT in the US, plus another cooperation with Politechnico from Milano. The MSc master’s degree provides soft skills in supply chain and purchasing management as well as going into future trends in digitalisation, AI, sustainability, ethics, globalisation, risk management and agility. The course’s primary goal is to find future leaders who are seeking to make a positive impact on the world of supply chain management and procurement. The MSc is a full time program, complemented by paid internships in the area of the student’s choice, while the MS alternates weeks of classes with professionals at the forefront of their fields.
4. Audencia Business School
Course: MSc in Supply Chain and Purchasing Management Where: Nantes, France
Created in 2009, Audencia Business School’s programme will cover topics such as procurement, global sourcing and supply chain strategies. Other topics to feature includes green logistics, Big Data, digital transformation, negotiation and commercial law. The course will provide expertise from industry insiders as business executives visit and share professional insights during the programme.
The school works closely with the corporate world and is recognised for its responsible management practices. Audencia is triple-accredited, highly ranked and internationally oriented and according to its website, 79% of course graduates are employed before graduation. The course is available as a one-year or two-year master’s programme.
In autumn 2024, the course is set to be renamed to the MSc in Responsible Procurement and Supply Chain Management.
5. Cranfield School of Management
Course: MSc in Procurement and Supply Chain Management Where: Cranfield, United Kingdom
Cranfield School of Management provides students with specialist knowledge and skills in procurement needed to progress their careers
Cranfield’s Procurement and Supply Chain Management course has been co-designed with senior industry executives. This purchasing postgraduate course provides students with specialist knowledge and skills in procurement needed to progress their careers. Possessing one of the largest facilities in Europe, the course places considerable emphasis on how to overcome real-world challenges.
Students will gain an in-depth understanding of supply chain strategy and sustainability, procurement strategy, supplier selection and evaluation, negotiation and contact management. They will also be taught how to use data, models and software to solve problems and inform decisions, inventory and operations management and how to design effective supply chain operations.
Students will have the opportunity to attend a study tour and experience a different supply chain perspective elsewhere in Europe.
The course was ranked 11th in the world on the QS Supply Chain Management Masters Rankings for 2023.
Expert analysis of the tech trends set to make waves this year
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Digital transformation is a continuing journey of change with no set final destination. This makes predicting tomorrow a challenge when no one has a crystal ball to hand.
After a difficult few years for most businesses following a disruptive pandemic and now battling a cost-of-living crisis, many enterprises are increasingly leveraging new types of technology to gain an edge in a disruptive world.
With this in mind, here are what experts predict for the next 12 months…
1. Process Mining
Sam Attias, Director of Product Marketing at Celonis, expects to see a rise in the adoption of process mining as it evolves to incorporate automation capabilities. He says process mining has traditionally been “a data science done in isolation” which helps companies identify hidden inefficiencies by extracting data and visually representing it.
“It is now evolving to become more prescriptive than descriptive and will empower businesses to simulate new methods and processes in order to estimate success and error rates, as well as recommend actions before issues actually occur,” says Attias. “It will fix inefficiencies in real-time through automation and execution management.”
2. The evolution of social robots
Gabriel Aguiar Noury, Robotics Product Manager at Canonical, anticipates social robots to return this year. After companies such as Sony introduced robots like Poiq, Aguiar Noury believes it “sets the stage” for a new wave of social robots.
“Powered by natural language generation models like GPT-3, robots can create new dialogue systems,” he says. “This will improve the robot’s interactivity with humans, allowing robots to answer any question.
“Social robots will also build narratives and rich personalities, making interaction with users more meaningful. GPT-3 also powers Dall-E, an image generator. Combined, these types of technologies will enable robots not only to tell but show dynamic stories.”
3. The rebirth of new data-powered business applications
Christian Kleinerman, Senior Vice President of Product at Snowflake, says there is the beginning of a “renaissance” in software development. He believes developers will bring their applications to central combined sources of data instead of the “traditional approach” of copying data into applications.
“Every single application category, whether it’s horizontal or specific to an industry vertical, will be reinvented by the emergence of new data-powered applications,” affirms Kleinerman. “This rise of data-powered applications will represent massive opportunities for all different types of developers, whether they’re working on a brand-new idea for an application and a business based on that app, or they’re looking for how to expand their existing software operations.”
4. Application development will become a two-way conversation
Adrien Treuille, Head of Streamlit at Snowflake, believes application development will become a two-way conversation between producers and consumers. It is his belief that the advent of easy-to-use low-code or no-code platforms are already “simplifying the building” and sharing of interactive applications for tech-savvy and business users.
“Based on that foundation, the next emerging shift will be a blurring of the lines between two previously distinct roles — the application producer and the consumer of that software.”
He adds that application development will become a collaborative workflow where consumers can weigh in on the work producers are doing in real-time. “Taking this one step further, we’re heading towards a future where app development platforms have mechanisms to gather app requirements from consumers before the producer has even started creating that software.”
5. The Metaverse
Paul Hardy, EMEA Innovation Officer at ServiceNow, says he expects business leaders to adopt technologies such as the metaverse in 2023. The aim of this is to help cultivate and maintain employee engagement as businesses continue working in hybrid environments, in an increasingly challenging macro environment.
“Given the current economic climate, adoption of the metaverse may be slow, but in the future, a network of 3D virtual worlds will be used to foster meaningful social connections, creating new experiences for employees and reinforcing positive culture within organisations,” he says. “Hybrid work has made employee engagement more challenging, as it can be difficult to communicate when employees are not together in the same room.
“Leaders have begun to see the benefit of hosting traditional training and development sessions using VR and AI-enhanced coaching. In the next few years, we will see more workplaces go a step beyond this, for example, offering employees the chance to earn recognition in the form of tokens they can spend in the real or virtual world, gamifying the experience.”
6. The year of ESG?
Cathy Mauzaize, Vice President, EMEA South, at ServiceNow, believes 2023 could be the year that environmental, social and corporate governance (ESG) is vital to every company’s strategy.
“Failure to engage appropriate investment in ESG strategies could plunge any organisation into a crisis,” she says. “Legislation must be respected and so must the expectations of employees, investors and your ecosystem of partners and customers.
“ESG is not just a tick box, one and done, it’s a new way of business that will see us through 2023 and beyond.”
7. Macro Trends and Redeploying Budgets for Efficiency
Ulrik Nehammer, President, EMEA at ServiceNow, says organisations are facing an incredibly complex and volatile macro environment. Nehammer explains as the world is gripped by soaring inflation, intelligent digital investments can be a huge deflationary force.
“Business leaders are already shifting investment focus to technologies that will deliver outcomes faster,” he says. “Going into 2023, technology will become increasingly central to business success – in fact, 95% of CEOs are already pursuing a digital-first strategy according to IDC’s CEO survey, as digital companies deliver revenue growth far faster than non-digital ones.”
8. Organisations will have adopted a NaaS strategy
David Hughes, Aruba’s Chief Product and Technology Officer, believes that by the end of 2023, 20% of organisations will have adopted a network-as-a-service (NaaS) strategy.
“With tightening economic conditions, IT requires flexibility in how network infrastructure is acquired, deployed, and operated to enable network teams to deliver business outcomes rather than just managing devices,” he says. “Migration to a NaaS framework enables IT to accelerate network modernisation yet stay within budget, IT resource, and schedule constraints.
“In addition, adopting a NaaS strategy will help organisations meet sustainability objectives since leading NaaS suppliers have adopted carbon-neutral and recycling manufacturing strategies.”
9. Think like a seasonal business
According to Patrick Bossman, Product Manager at MariaDB corporation, he anticipates 2023 to be the year that the ability to “scale out on command” is going to be at the fore of companies’ thoughts.
“Organisations will need the infrastructure in place to grow on command and scale back once demand lowers,” he says. “The winners in 2023 will be those who understand that all business is seasonal, and all companies need to be ready for fluctuating demand.”
10. Digital platforms need to adapt to avoid falling victim to subscription fatigue
Demed L’Her, Chief Technology Officer at DigitalRoute, suggests what the subscription market is going to look like in 2023 and how businesses can avoid falling victim to ‘subscription fatigue’. L’Her says there has been a significant drop in demand since the pandemic.
“Insider’s latest research shows that as of August, nearly a third (30%) of people reported cancelling an online subscription service in the past six months,” he reveals. “This is largely due to the rising cost of living experienced globally that is leaving households with reduced budgets for luxuries like digital subscriptions. Despite this, the subscription market is far from dead, with most people retaining some despite tightened budgets.
“However, considering the ongoing economic challenges, businesses need to consider adapting if they are to be retained by customers in the long term. The key to this is ensuring that the product adds value to the life of the customer.”
11. Waking up to browser security
Jonathan Lee, Senior Product Manager at Menlo Security, points to the web browser being the biggest attack surface and suggests the industry is “waking up” to the fact of where people spend the most time.
“Vendors are now looking at ways to add security controls directly inside the browser,” explains Lee. “Traditionally, this was done either as a separate endpoint agent or at the network edge, using a firewall or secure web gateway. The big players, Google and Microsoft, are also in on the act, providing built-in controls inside Chrome and Edge to secure at a browser level rather than the network edge.
“But browser attacks are increasing, with attackers exploiting new and old vulnerabilities, and developing new attack methods like HTML Smuggling. Remote browser isolation is becoming one of the key principles of Zero Trust security where no device or user – not even the browser – can be trusted.”
12. The year of quantum-readiness
Tim Callan, Chief Experience Officer at Sectigo, predicts that 2023 will be the year of quantum-readiness. He believes that as a result of the standardisation of new quantum-safe algorithms expected to be in place by 2024, this year will be a year of action for government bodies, technology vendors, and enterprise IT leaders to prepare for the deployment.
“In 2022, the US National Institute of Standards and Technologies (NIST) selected a set of post-quantum algorithms for the industry to standardise on as we move toward our quantum-safe future,” says Callan.
“In 2023, standards bodies like the IETF and many others must work to incorporate these algorithms into their own guidelines to enable secure functional interoperability across broad sets of software, hardware, and digital services. Providers of these hardware, software, and service products must follow the relevant guidelines as they are developed and begin preparing their technology, manufacturing, delivery, and service models to accommodate updated standards and the new algorithms.”
13. AI: fewer keywords, greater understanding
AI expert Dr Pieter Buteneers, Director of AI and Machine Learning at Sinch, expects artificial intelligence to continue to transition away from keywords and move towards an increased level of understanding.
“Language-agnostic AI, already existent within certain AI and chatbot platforms, will understand hundreds of languages — and even interchange them within a single search or conversation — because it’s not learning language like you or I would,” he says. “This advanced AI instead focuses on meaning, and attaches code to words accordingly, so language is more of a finishing touch than the crux of a conversation or search query.
“Language-agnostic AI will power stronger search results — both from external (the internet) and internal (a company database) sources — and less robotic chatbot conversations, enabling companies to lean on automation to reduce resources and strain on staff and truly trust their AI.”
14. Rise in digital twin technology in the enterprise
John Hill, CEO and Founder of Silico, recognises the growing influence digital twin technology is having in the market. Hill predicts that in the next 20 years, there will be a digital twin of every complex enterprise in the world and anticipates the next generation of decision-makers will routinely use forward-looking simulations and scenario analytics to plan and optimise their business outcomes.
“Digital twin technology is one of the fastest-growing facets of industry 4.0 and while we’re still at the dawn of digital twin technology,” he explains. “Digital twins will have huge implications for unlocking our ability to plan and manage the complex organisations so crucial for our continued economic progress and underpin the next generation of Intelligent Enterprise Automation.”
15. Broader tech security
With an exponential amount of data at companies’ fingertips, Tricentis CEO, Kevin Thompson says the need for investment in secure solutions is paramount.
“The general public has become more aware of the access companies have to their personal data, leading to the impending end of third-party cookies, and other similar restrictions on data sharing,” he explains. “However, security issues still persist. The persisting influx of new data across channels and servers introduces greater risk of infiltration by bad actors, especially for enterprise software organisations that have applications in need of consistent testing and updates. The potential for damage increases as iterations are being made with the expanding attack surface.
“Now, the reality is a matter of when, not if, your organisation will be the target of an attack. To combat this rising security concern, organisations will need to integrate security within the development process from the very beginning. Integrating security and compliance testing at the upfront will greatly reduce risk and prevent disruptions.”
16. Increased cyber resilience
Michael Adams, CISO at Zoom, expects an increased focus on cyber resilience over the next 12 months. “While protecting organisations against cyber threats will always be a core focus area for security programs, we can expect an increased focus on cyber resilience, which expands beyond protection to include recovery and continuity in the event of a cyber incident,” explains Adams.
“It’s not only investing resources in protecting against cyber threats; it’s investing in the people, processes, and technology to mitigate impact and continue operations in the event of a cyber incident.”
17. Ransomware threats
As data leaks become increasingly common place in the industry, companies face a very real threat of ransomware. Michal Salat, Threat Intelligence Director at Avast, believes the time is now for businesses to protect themselves or face recovery fees costing millions of dollars.
“Ransomware attacks themselves are already an individual’s and businesses’ nightmare. This year, we saw cybergangs threatening to publicly publish their targets’ data if a ransom isn’t paid, and we expect this trend to only grow in 2023,” says Salat. “This puts people’s personal memories at risk and poses a double risk for businesses. Both the loss of sensitive files, plus a data breach, can have severe consequences for their business and reputation.”
18. Intensified supply chain attacks
Dirk Schrader, VP of security research at Netwrix, believes supply chain attacks are set to increase in the coming year. “Modern organisations rely on complex supply chains, including small and medium businesses (SMBs) and managed service providers (MSPs),” he says.
“Adversaries will increasingly target these suppliers rather than the larger enterprises knowing that they provide a path into multiple partners and customers. To address this threat, organisations of all sizes, while conducting a risk assessment, need to take into account the vulnerabilities of all third-party software or firmware.”
19. A greater need to manage volatility
Paul Milloy, Business Consultant at Intradiem, stresses the importance of managing volatility in an ever-moving market. Milloy believes bosses can utilise data through automation to foresee potential problems before they become issues.
“No one likes surprises. Whilst Ben Franklin suggested nothing can be said to be certain, except death and taxes, businesses will want to automate as many of their processes as possible to help manage volatility in 2023,” he explains. “Data breeds intelligence, and intelligence breeds insight. Managers can use the data available from workforce automation tools to help them manage peaks and troughs better to avoid unexpected resource bottlenecks.”
20. A human AI co-pilot will still be needed
Artem Kroupenev, VP of Strategy at Augury, predicts that within the next few years, every profession will be enhanced with hybrid intelligence, and have an AI co-pilot which will operate alongside human workers to deliver more accurate and nuanced work at a much faster pace.
“These co-pilots are already being deployed with clear use cases in mind to support specific roles and operational needs, like AI-driven solutions that enable reliability engineers to ensure production uptime, safety and sustainability through predictive maintenance,” he says. “However, in 2023, we will see these co-pilots become more accurate, more trusted and more ingrained across the enterprise.
“Executives will better understand the value of AI co-pilots to make critical business decisions, and as a key competitive differentiator, and will drive faster implementation across their operations. The AI co-pilot technology will be more widespread next year, and trust and acceptance will increase as people see the benefits unfold.”
21. Building the right workplace culture
Harnessing a positive workplace culture is no easy task but in 2023 with remote and hybrid working now the norm, it brings with it new challenges. Tony McCandless, Chief Technology Officer at SS&C Blue Prism, is well aware of the role organisational culture can play in any digital transformation journey.
“Workers are the heart of an organisation, so without their buy in, no digital transformation initiative stands a chance of success,” explains McCandless. “Workers drive home business objectives, and when it comes to digital transformation, they are the ones using, implementing, and sometimes building automations. Curiosity, innovation, and the willingness to take risks are essential ingredients to transformative digitalisation.
“Businesses are increasingly recognising that their workers play an instrumental role in determining whether digitalisation initiatives are successful. Fostering the right work environment will be a key focus point for the year ahead – not only to cultivate buy-in but also to improve talent retention and acquisition, as labor supply issues are predicted to continue into 2023 and beyond.”
22. Cloud cover to soften recession concerns
Amid a cost-of-living crisis and concerns over any potential recession as a result, Daniel Thomasson, VP of Engineering and R&D at Keysight Technologies, says more companies will shift data intensive tasks to the cloud to reduce infrastructure and operational costs.
“Moving applications to the cloud will also help organisations deliver greater data-driven customer experiences,” he affirms. “For example, advanced simulation and test data management capabilities such as real-time feature extraction and encryption will enable use of a secure cloud-based data mesh that will accelerate and deepen customer insights through new algorithms operating on a richer data set. In the year ahead, expect the cloud to be a surprising boom for companies as they navigate economic uncertainty.”
23. IoT devices to scale globally
Dr Raullen Chai, CEO and Co-Founder of IoTeX, recognises a growing trend in the usage of IoT devices worldwide and believes connectivity will increase significantly.
“For decades, Big Tech has monopolised user data, but with the advent of Web3, we will see more and more businesses and smart device makers beginning to integrate blockchain for device connectivity as it enables people to also monetise their data in many different ways, including in marketing data pools, medical research pools and more,” he explains. “We will see a growth in decentralised applications that allow users to earn a modest additional revenue from everyday activities, such as walking, sleeping, riding a bike or taking the bus instead of driving, or driving safely in exchange for rewards.
“Living healthy lifestyles will also become more popular via decentralised applications for smart devices, especially smart watches and other health wearables.”
The digital landscape is changing day by day. Ideas like the metaverse that once seemed a futuristic fantasy are now…
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The digital landscape is changing day by day. Ideas like the metaverse that once seemed a futuristic fantasy are now coming to fruition and embedding themselves into our daily lives. The thinking might be there, but is our technology really ready to go meta? Domains and hosting provider, Fasthosts, spoke to the experts to find out…
How the metaverse works
The metaverse is best defined as a virtual 3D universe which combines many virtual places. It allows users to meet, collaborate, play games and interact in virtual environments. It’s usually viewed and accessed from the outside as a mixture of virtual reality (VR), (think of someone in their front room wearing a headset and frantically waving nunchucks around) and augmented reality (AR), but it’s so much more than this…
These technologies are just the external entry points to the metaverse and provide the visuals which allow users to explore and interact with the environment within the metaverse.
This is the ‘front-end’ if you like, which is also reinforced by artificial intelligence and 3D reconstruction. These additional technologies help to provide realistic objects in environments, computer-controlled actions and also avatars for games and other metaverse projects.
So, what stands in the way of this fantastical 3D universe? Here are the six key challenges:
Technology
The most important piece of technology, on which the metaverse is based, is the blockchain. The blockchain is essentially a chain of blocks that contain specific information. They’re a combination of computers linked to each other instead of a central server which means that the whole network is decentralised. This provides the infrastructure for the development of metaverse projects, storage of data and also allows them the capability to be compatible with Web3. Web3 is an upgraded version of the internet which will allow integration of virtual and augmented reality into people’s everyday lives.
Sounds like a lot, right? And it involves a great deal of tech that is alien to the vast majority of us. So, is technology a barrier to widespread metaverse adoption?
Jonothan Hunt, Senior Creative Technologist at Wunderman Thompson, says the tech just isn’t there. Yet.
“Technology’s readiness for the mass adoption of the metaverse depends on how you define the metaverse, but if we’re talking about the future vision that the big tech players are sharing, then not yet. The infrastructure that powers the internet and our devices isn’t ready for such experiences. The best we have right now in terms of shared/simulated spaces are generally very expensive and powered entirely in the cloud, such as big computers like the Nvidia Omniverse, cloud streaming, or games. These rely heavily on instancing and localised grouping. Consumer hardware, especially XR, is still not ready for casual daily use and still not really democratised.
“The technology for this will look like an evolution of the systems above, meaning more distributed infrastructure, better access and updated hardware. Web3 also presents a challenge in and of itself, and questions remain over to what extent big tech will adopt it going forward.”
Storage
Blockchain is the ‘back-end’, where the magic happens, if you will. It’s this that will be the key to the development and growth of the metaverse. There are a lot of elements that make up the blockchain and reinforce its benefits and uses such as storage capabilities, data security and smart contracts.
Due to its decentralised nature, the blockchain has far more storage capacity than the centralised storage systems we have in place today. With data on the metaverse being stored in exabytes, the blockchain works by making use of unutilised hard disk space across the network, which avoids users within the metaverse running out of storage space worldwide.
In terms that might be a bit more relatable, an exabyte is a billion gigabytes. That’s a huge amount of storage, and that doesn’t just exist in the cloud – it’s got to go somewhere – and physical storage servers mean land is taken up, and energy is used. Hunt says: “How long’s a piece of string? The whole of the metaverse will one day be housed in servers and data centres, but the amount or size needed to house all of this storage will beentirely dependent on just how mass adopted the metaverse becomes. Big corporations in the space are starting to build huge data centres – such as Meta purchasing a $1.1 billion campus in Toledo, Spain to house their new Meta lab and data centre – but the storage space is not the only concern. These energy-guzzlers need to stay cool! And what about people and brands who need reliable web hosting for events, gaming or even just meeting up with pals across the world, all that information – albeit virtual – still needs a place to go.
“The current rising cost of electricity worldwide could cause problems for the growth of data centres, and the housing of the metaverse as a whole. However, without knowing the true size of its adoption, it is extremely difficult to truly determine the needed usage. Could we one day see an entire island devoted to data centre storage? Purely for the purposes of holding the metaverse? It seems a little ‘1984’, but who knows?”
Identity
Although the blockchain provides instantaneous verification of transactions with identity through digital wallets, our physical form will be represented by avatars that visually reflect who we are, and how we want to be seen.
The founder of Saxo Bank and the chairman of the Concordium Foundation, Lars Seier Christensen, argues, “I think that if you use an underlying blockchain-based solution where ID is required at the entry point, it is actually very simple and automatically available for relevant purposes. It is also very secure and transparent, in that it would link any transactions or interactions where ID is required to a trackable record on the blockchain.”
Once identity is established, it is true that it could potentially become easier to assess creditworthiness of parties for purchasing and borrowing in the metaverse due to the digital identity and storage of each individual’s data and transactions on the blockchain. However, although it sounds exciting, there must be considerations into how it could impact privacy, and how this amount of data will be recorded on the blockchain.
Security
There are also huge security benefits to this set up. The decentralised blockchain helps to eradicate third-party involvement and data breaches, such as theft and file manipulation, thanks to its powerful data processing and use of validation nodes. Both of these are responsible for verifying and recording transactions on the blockchain. This will be reassuring to many, given the widespread concerns around data privacy and user protection in the metaverse.
To access the blockchain all we will need is an internet connection and a device, such as a laptop or smartphone, this is what makes it so great as it will be so readily available. However, to support the blockchain, we’re relying on a whole different set of technologies. Akash Kayar, CEO of web3-focused software development company Leeway Hertz, had this to say on the readiness of the current technology available: “The metaverse is not yet completely mature in terms of development. Tech experts are researching strategies and
testing the various technologies to develop ideas that provide the world with more feasible and intriguing metaverse projects.
“Projects like Decentraland, Axie Infinity, and Sandbox are popular contemporary live metaverse projects. People behind these projects made perfect use of notable metaverse technologies, from blockchain and cryptos to NFTs.
“As envisioned by top tech futurists, many new technologies will empower the metaverse in the future, which will support the development of a range of prolific use cases that will improve the ability of the metaverse towards offering real-life functionalities. In a nutshell, the metaverse is expected to bring extreme opportunities for enterprises and common users. Hence, it will shape the digital future.”
Currency & Payments
Whilst it’s only considered legal tender in two countries, cryptocurrency is currently a reality and there is a strong likelihood that it will eventually be mass adopted. However, the metaverse is arguably not yet at the same maturity level, meaning cryptocurrency may have to wait before it can finally fully take off.
Golden Bitcoin symbol and finance graph screen. Horizontal composition with copy space. Focused image.
There is no doubt that cryptocurrency and the metaverse will go hand-in-hand as the former will become the tender of the latter with many of the current metaverse platforms each wielding its native currency. For example Decentraland uses $MANA for payments and purchases. However, with the volatility of crypto currencies and the recent collapse of trading platform FTX indicating security lapses, we may not yet be ready for the switch to decentralised payments.
Energy
Some of the world’s largest data centres can each contain many tens of thousands of IT devices which require more than 100 megawatts of power capacity – this is enough to power around 80,000 U.S. households (U.S. DOE 2020) and is equivalent to $1.35bn running cost per data centre with the cost of a megawatt hour averaging $150.
According to Nitin Parekh of Hitachi Energy, the amount of power which takes to process Bitcoin is higher than you might expect: “Bitcoin consumes around 110 Terawatt Hours per year. This is around 0.5% of global electricity generation. This estimate considers combined computational power used to mine bitcoin and process transactions.” With this estimate, we can calculate that the annual energy cost of Bitcoin is around $16.5bn.
However, some bigger corporations are slowly moving towards renewable energy to power their projects in this space, with Google signing close to $2bn worth of wind and solar investments in order to power its data centres in the future and become greener. Amazon has also followed in their footsteps and have become the world’s largest corporate purchaser of renewable energy.
They may have plenty of time yet to get their green processes in place, with Mark Zuckerberg recently predicting it will take nearly a decade for the metaverse to be created: “I don’t think it’s really going to be huge until the second half of this decade at the earliest.”
About Fasthosts
Fasthosts has been a leading technology provider since 1999, offering secure UK data centres, 24/7 support and a highly successful reseller channel. Fasthosts provides everything web professionals need to power and manage their online space, including domains, web hosting, business-class email, dedicated servers, and a next-generation cloud platform. For more information, head to www.fasthosts.co.uk
Todd Salmon, Executive Advisor for Strategic Services at GuidePoint Security, on the cybersecurity challenge of keeping up with the pace of the ever-changing digital world
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This month’s cover story explores how GuidePoint Security, an elite team of highly trained and certified experts, cut through cybersecurity chaos and confusion to put control back in customers’ hands.
Welcome to the latest issueof Interface magazine!
Interface welcomes in 2023 with a need-to-know list of what we can expect from technology this year and how it can allow enterprises to gain a competitive edge in a disruptive and increasingly digital world. Faced with everything from process mining and AI to quantum-readiness and the metaverse we cut through the hype to bring you the facts.
GuidePoint Security: digital transformation in cybersecurity
“Cybersecurity is in such a reactive mode because of the sheer volume of risks and vulnerabilities an organisation faces,” says Todd Salmon, Executive Advisor for Strategic Services at GuidePoint Security. “We see a lot of copycats and repeat attacks happen, but at the end of the day it’s all about creating solutions to help combat those problems.”
GuidePoint’s elite team of highly trained and certified experts, cut through cybersecurity chaos and confusion to put control back in customers’ hands. Helping them make the smartest, most informed cyber risk decisions, and choose and integrate the best-fit solutions to build the most effective cybersecurity program, Salmon discusses the challenge of keeping up with the pace of the ever-changing digital world.
bp: a strategic reinvention
“We are investing in digital to drive process efficiency and improve insights; but also to develop our people with the skills we need for now, and the future at bp. This means we are playing to win while caring for our people through investing in their personal development,” says Head of Strategic Transformation Nick Hales.
“After setting the right foundations through various remediation and compliance initiatives, we embarked on our digital transformation journey,” adds Strategy & Transformation Manager Emmanouela Vlachantoni. “There was a clear opportunity to standardise and streamline our controls environment to reduce complexity and increase insight.”
Fairfax County: winning the IT war with cybersecurity
Meanwhile, across the pond, we learn how Fairfax County in the State of Virginia is reaping the rewards of a cybersecurity program enabling government services and keeping citizens safe. “My role is to educate our leadership to ensure they understand the business value of cybersecurity as it relates to government services. Being accountable for the security of their systems and data is a key factor in developing a successful cyber program,” explains CISO Michael Dent.
Also in this issue, we round up the key tech events and conferences across the globe and, with the help of the experts at Fasthosts, take a deep dive into the metaverse… Can virtual reality become our reality? Read on to find out.
Nick Hales, Head of Strategic Transformation and Emmanouela Vlachantoni, Strategy & Transformation Senior Manager, on the journey to reinvent business processes that are reimagining bp
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This month’s cover story reveals how bp’s Strategic Transformation leaders are on a journey to reinvent business processes that are reimagining the energy giant.
Welcome to the latest issueof Interface magazine!
Our final issue of Interface for 2022 covers some of this year’s hot tech topics: digital transformation, cybersecurity, data & analytics, customer-centricity and more…
“We are investing in digital to drive process efficiency and improve insights; but also to develop our people with the skills we need for now, and the future. This means we are playing to win while caring for our people through investing in their personal development,” says Nick Hales.
“After setting the right foundations through various remediation and compliance initiatives, we embarked on our digital transformation journey,” adds Emmanouela Vlachantoni. “There was a clear opportunity to standardise and streamline our controls environment to reduce complexity and increase insight.”
Fairfax County: winning the IT war with cybersecurity
Meanwhile, across the pond, we learn how Fairfax County in the State of Virginia is reaping the rewards of a cybersecurity program enabling government services and keeping citizens safe. “My role is to educate our leadership to ensure they understand the business value of cybersecurity as it relates to government services. Being accountable for the security of their systems and data is a key factor in developing a successful cyber program,” explains CISO Michael Dent.
Piedmont Healthcare: data & analytics at the heart of growth
The power of data cannot be under-estimated… At Piedmont Healthcare Mark Jackson, Executive Director of Business Intelligence is building a data strategy driving speed to insight at scale. “Tool selection has played an important role in our ability to scale the BI program and deliver rapid insights in a dynamic environment.”
Also in this issue, CalArts CTO Allan Chen explains how an IT strategy based on coordination and collaboration is supporting six schools; Information Tech VP Fausto Sosa de la Fuente reveals the people-centric transformative IT process at construction industry giant CEMEX; and we take a look at the latest insights from McKinsey highlighting the lessons CEOs can learn from successful digital transformations.
John MClure, CISO at Sinclair Group – a diversified media company and America’s leading provider of local sports and news – talks about the evolution of cybersecurity and the cultural shift placing it at the forefront of business change
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This month’s cover story explores how Sinclair Broadcast Group is embracing the evolution of cybersecurity and placing the role of the CISO at the forefront of business transformation.
Welcome to the latest issueof Interface magazine!
Communication, secure and at speed, is a vital component of the transformation journey for both the modern enterprise and its relationship with stakeholders, be they customers or partners. Putting the right building blocks in place to deliver successful change management is at the heart of the inspiring stories in the latest issue of Interface.
Our cover star John McClure progressed from a career in the military and work as a consultant in the intelligence industry to fight a new kind of foe… As CISO for Sinclair Broadcast Group, a diversified media company and America’s leading provider of local sports and news, he talks about the evolution of cybersecurity, the battle to meet the rising velocity and sophistication of cyber-attacks and the cultural shift of the role of CISO placing it at the forefront of business change.
“Sinclair is unique in terms of its different business units and how it operates. It’s my job as CISO leading our cyber team not to be an obstacle for the business; we’re here to help it move faster to keep up with market forces, and to move safely. We’re here to engineer solutions that work for the enterprise but also help us maintain a positive security posture.”
State of Florida: digital government services
We also hear from CIO Jamie Grant who is leading the State of Florida’s Digital Service (FL[DS]) on its charge to transform and modernise the way government is accessed and consumed. He is building a team of talented, goal-oriented and customer-obsessed individuals to drive a digital transformation with innovation at its heart. “Leadership is really about developing the team and investing in the people. And it turns out that when you get their backs, they appreciate it and then you can achieve anything.”
ResultsCX: putting people first
Jamie Vernon, SVP for IT & Infrastructure at AI-powered customer experience solution specialist ResultsCX, discusses what drives customer care in the 21st century, and the part technology has to play.
“We are the custodians of our customers’ customers,” says Vernon. “In this increasingly tenuous relationship with their customers, they trust us. My leadership takes that responsibility very seriously, and charges each of us with doing everything we can to provide a perfect call, or email, or chat, every time, thousands of times a minute, around the clock and around the calendar.”
Jamie Vernon, SVP for IT & Infrastructure at AI-powered customer experience solution specialist ResultsCX, discusses what drives customer care in the 21st century, and the part technology has to play.
“We are the custodians of our customers’ customers,” says Vernon. “In this increasingly tenuous relationship with their customers, they trust us. My leadership takes that responsibility very seriously, and charges each of us with doing everything we can to provide a perfect call, or email, or chat, every time, thousands of times a minute, around the clock and around the calendar.”
Also this month, Sarita Singh, Regional Head & Managing Director for Stripe in Southeast Asia, talks about how the fast-growing payments platform is driving financial inclusion across Asia and supporting SMEs with end-to-end services putting users first, and we get expert advice for the modern CEO from the University of Oxford’s Saïd Business School.
Our cover story this month reveals how Dr Roman Salasznyk, Senior Vice President at Booz Allen Hamilton, and his team are driving innovation at the IT services specialist to deliver digital solutions supporting federal agencies in their quest to drive mission-critical programs
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This month’s cover story charts how IT services specialist Booz Allen Hamilton is delivering digital solutions to support federal agencies in their quest to deliver mission-critical programs.
Welcome to the latest issue of Interface magazine!
Technology is changing lives; from banking to transport and manufacturing to healthcare, the scaling of digital transformation journeys across global industry sectors is enabling and enhancing our lives… Harnessing the power of tech, to manage everything from the evolution of our supply chains to our response to medical emergencies like COVID-19, is changing the game.
Our cover story this month reveals how IT services specialist Booz Allen Hamilton is delivering leading edge solutions to support federal agencies in their quest to deliver mission-critical programs.
“We’ve made a concerted effort to invest and provide leading-edge capabilities to support some of our client’s most pressing public health challenges across the federal government space,” says Salasznyk. “Technology must add value, solve a business problem, and deliver measurable improvements in efficiency and effectiveness.” That efficiency is driven by over 29,000 experts around the world driving digital journeys, developing analytics insights, engineering, and cybersecurity solutions while working shoulder-to-shoulder with clients to choose the right tech to realise their vision and transform.
Nuffield Health: digital transformation for a healthier tomorrow
Nuffield Health is the UK’s largest healthcare charity (independent of the NHS) operating 37 hospitals and 114 Fitness & Wellbeing Centres. IT leaders Jacqs Harper and David Ankers describe the organisation’s incredible digital transformation and how its people-first attitude runs deep. Nuffield’s beneficiary-centric approach means “driving experiences” to be optimal and best-in-class is paramount. “What was really compelling when I joined Nuffield was how much of a difference this business can make to the nation in terms of improving its health,” says Ankers. “And equally, how we as a team can make the lives of practitioners so much easier. There’s a huge amount of value IT can add.”
Also in this issue, we hear from Celonis on why process mining can help companies stop wasting money on tech they don’t need, and we present the latest analysis from consultancy giant McKinsey’s Technology Council highlighting the development, future uses and industry effects of advanced technologies across 14 key trends.
CPOstrategy’s cover star this month is procurement transformation expert, and CEO and Co-Founder of Tropic, David Campbell…
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Right now, procurement excellence is blooming. Experts determined to create change are coming to the fore and aligning procurement with SaaS to bring an end to the do-it-yourself way of working that decimates technology budgets. Tropic is one such game-changer, providing the tools to navigate software procurement’s complexities for competitive advantage.
The CEO and Co-Founder of Tropic is David Campbell, a born entrepreneur. He grew up on a cattle ranch in California and has always had at least one side-hustle on the go. Even as a child, he was running some form of money-making venture at any one time – but he didn’t necessarily consider that entrepreneurial pursuits were his calling until later.
CEO and Co-Founder of Tropic, David Campbell
Campbell studied English at UC Berkeley, and on graduating assumed he’d go into the arts. He’s a lifelong musician and writer, and he moved to a cabin in the woods to write the ‘next great American novel’. This venture, while it didn’t have the exact results he had hoped for, planted the seed in his mind that perhaps entrepreneurialism was for him because he loved setting his own hours and vision, creating a strategy, and executing that…
Elsewhere, we have exclusive interviews with supply chain and procurement leaders at the City of Edmonton and QSC, as well as the results of our first Sustainable Procurement Champions Index. We also have some exciting news from DPW too, ahead of its conference later this month.
Our cover story this month explores how Wei Li, Vice President & GM for AI & Analytics at Intel, and his team are powering Artificial Intelligence to enable the digital journey from data to insights
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This month’s cover story explores Intel’s AI technologies powering the digital journey from data to insights…
Welcome to the latest issue of Interface magazine!
In this issue of Interface, we speak with a diverse group of tech leaders blazing a trail that others can follow to navigate the journey towards transformation.
We met with this month’s cover star Wei Li at the AI Summit during London Tech Week where Intel’s AI & Analytics leader delivered a compelling keynote speech and explained how the tech leader is powering Artificial Intelligence to enable the digital journey from data to insights.
“AI Everywhere means that anybody should be able to apply and use AI,” says Li, explaining the pledge Intel has made to further democratise the use of technologies such as AI. “We provide not only the hardware for AI, but also AI software and solutions for everyone to accelerate their data to insights journey. Software is the bridge between hardware and the millions of developers and billions of users.”
London Tech Week
During London Tech Week Chris Philp MP, the Parliamentary Under Secretary of State at the Department for Digital, Culture, Media and Sport (DCMS), discussed the launch of the UK’s Digital Strategy with an expert panel. We take a look at what this means for Britain’s approach to expanding the reach of its digital economy to drive growth, boost productivity and create more better-paid jobs.
ENGIE: collaboration through data
We speak with ENGIE’s Group Chief Analytics Officer Thierry Grima, who outlines the extraordinary data transformation the global utility giant is going through, and how the ground-breaking data connection of 170,000 global team members is benefiting the business. “As a business, we need to unlock the value of data because it’s no longer a competitive advantage. It’s just a necessity.”
Elsewhere, Jim Brady from Fairview Health Services reveals how his dual role as CISO and VP Information Security & Infrastructure/Operations is uniting security and operational technology to break down silos and drive a transformation with people power at its heart. “I love people, helping them and interacting with them in a positive way. There are several hundred people on my team, but I still spend time with them one-on-one and in small groups, even now that we’re largely working remotely.”
Also in this issue, S. M. Jaleel’s CIO Teoman Buyan explains how the right company culture can drive a positive technology transformation and Sal Laher, Chief Digital & Information Officer at global enterprise software provider IFS, talks about the importance of developing a more environmentally friendly approach to technology that weaves sustainability into the software fabric.
This month’s cover story explores the customer-centric digital transformation journey of leading insurer AXA being led by UK & Ireland CIO Darrell Ryman
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Our cover story this month explores how leading insurer AXA‘s customer-centric digital transformation journey is refining the art of the possible to unite business with technology.
Welcome to the latest issue of Interface magazine!
The opportunity to leverage data & analytics to transform organisations seeking to sharpen their digital focus and better connect with internal and external stakeholders is at the forefront of a revolution in connectivity driving both operational efficiency and growth. In this issue we bring you some inspiring stories that reflect the impact today’s innovations are having on shaping the business journeys of tomorrow…
This month’s cover story explores the customer-centric digital transformation journey being led by AXA’s UK & Ireland CIO Darrell Ryman. “It’s both a challenge and an opportunity for the insurance industry,” he reflects. “Many of the legacy systems firms use are now outdated and based on the nine-to-five business operating model – they’re not designed for the modern digital experience.” Ryman’s IT team is driving that transformation pivot by focusing on three key pillars: developing a digital backbone, becoming a digital business and creating a digital ecosystem.
https://www.youtube.com/watch?v=i6wxgQ2gAmI
XGS
Today’s on demand transactions require custom logistics solutions. We discover how flooring supply chain specialist Xpress Global Systems (XGS) is combining existing data with employee experience to deliver technology solutions that form the core of the company’s humanised approach to digital transformation.
EY
Also in this issue, Ken Priyadarshi CT AI leader of EY Technology, explains how the leading professional services network is developing Digital Twins to deliver big-data and low-latency scenario planning models for financial services: “It’s time for the digital twin to become a mainstream tool for the C-suite and go beyond the traditional manufacturing or operational use-cases.”
Data management driving efficiency and growth
Elsewhere, we learn how specialist insurance broker Howden is achieving success in Asia by establishing a structured, data-driven, engagement and distribution strategy; and reveal the way America’s leading critical infrastructure damage prevention firm, Stake Center Locating, is future-proofing by transferring its expertise from legacy systems to the cloud.
Martin Riley, Bridewell Consulting’s Director of Managed Services, explains why a cyber security strategy can future proof your business and provide the platform for a successful digital transformation
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Regardless of sector, digital transformation has become a business necessity for organisations in 2021. Described as the most important trend in business today, 65% of the globe’s GDP is expected to be digitalised by the end of 2022. And with promised benefits including improved operational efficiency, agility and employee productivity, it’s no surprise that businesses are going digital.
However, while there’s no denying the importance of digital transformation, different levels of organisational maturity can lead to different approaches and this is particularly apparent when it comes to security. Many organisations often take a reactive approach, whereby business and technology transformation are the priority and security is only considered afterwards. However, the risks from putting security on the backburner can be numerous, including higher costs and extended timelines to retrofit crucial security fixes.
Martin Riley
More mature companies have a different approach – one that puts security transformation first, ahead of digital transformation, to ensure the best possible future-proofed outcome. Their success is now providing a valuable proven blueprint for other firms to follow. So, to reap the benefits of this approach where should you start?
Shift your mindset
Before embarking on any transformation, it’s imperative to get your strategy right. Move away from thinking purely about digital transformation and cyber security as separate strategies and instead develop a cyber security transformation strategy. This will ensure that you can reduce risk and improve your cyber resilience, even as your attack surface grows.
It may be that security transformation becomes the driver of your digital transformation. For example, if you have identified vulnerabilities within your legacy IT infrastructure that necessitates a need to move critical data to the cloud.
Take critical national infrastructure as an example… The convergence of IT and Operational Technology (OT) as well as increased legislative requirements, such as the Network and Information Systems (NIS) Regulation, is driving a clear need for cyber security transformation. Organisations need to adapt to gain a holistic view of cyber security across physical OT and cloud systems before transformation can take place.
Understand your risks
Digitalising your business ultimately introduces new risks. For example, new digital channels can broaden your attack service, while poorly configured cloud-based infrastructure can pose easy targets for cyber attackers. There’s also risks from the internet of Things (IoT) which increases sensitive data proliferation (and by association, vulnerabilities), as well as authentication and access risks posed by remote working and connected supply chains. Before embarking on a transformation plan, you need to understand the security implications of any changes.
Assume zero-trust
In order to ensure that security is front of mind in your transformation you need to adopt a philosophy of a zero trust, where no individual or device is trusted. This involves verification by authenticating and authorising based on all available data points, utilising just-in-time and just-enough-access to limit user access and using analytics to drive threat detection. Not only does this help businesses to be prepared for cyber threats, but also articulates the value of security transformation to other departments.
Embed security from the outset
It can be tempting to simply keep investing in a growing number of security technology tools as and when your transformation takes place. However, all too often there is little integration, overlap and there are gaps in the coverage these tools offer. And while a well-configured set of security tools can provide coverage, many drive threat alerts that are false positives or benign positives, leading to fatigue and alert blindness. Instead, ensuring security is a critical part of the initial design of your transformation strategy.
Use security intelligence to your advantage
Move away from a focus on prevention to response and make security intrinsic throughout the business by implementing proactive measures such as Managed Detection and Response (MDR). By combining human analysis, artificial intelligence and automation to rapidly detect, analyse, investigate and actively respond to threats, MDR can encourage alignment of security transformation with digital transformation.
Cyber Technology Security Protection Monitoring
An adaptive and customisable security model, MDR can be deployed rapidly and cost-effectively as a fully outsourced service or via a hybrid SOC. It helps develop a reference security architecture that enables you to safeguard on-premise and legacy systems, cloud-based infrastructure applications and SaaS solutions, whilst also protecting and responding to new security and user identity threats as well as reducing cyber risk and the dwell time of breaches.
Engage third party support
Finally, don’t neglect to seek help from outside your organisation. By engaging a security architect early on in your project lifecycle, you can benefit from robust and detailed analysis and expertise to ensure the correct decisions are made, tracked and traced from beginning to end. They can also help you understand the interdependencies across your IT estate, identify risks and suggest best practice, as well as legal and regulatory obligations to ensure you continue to be able to withstand a range of cyber attacks throughout your transformation.
Reaping the rewards of cyber security transformation
Every business is on a digital transformation journey, regardless of size or objectives. However, as organisations transform, so do technology and cyber threats. Those that fail to adopt a more proactive and efficient system for mitigating risks and handling, responding, detecting and learning from cyber security attacks will find themselves falling behind and the security function unable to keep up.
Ultimately, cyber and digital security should be thought of as inseparable – and those that can plan and integrate both into their transformation projects from the very beginning will be in the strongest position to succeed and future-proof their business.
By implementing a robust cyber security transformation process and proactive security measures, such as MDR that can support secure digital transformation, you can reap the benefits of a stronger, structured system for managing, isolating and reducing threats and continue to pivot, transition and serve in the new digital economy without leaving security on the side-lines.
Bridewell Consulting
Bridewell Consulting is a specialist cyber security and data privacy consultancy. NCSC Certified and CREST accredited, it provides reliable, high-quality security and risk consulting services; helping its customers protect not just their data, but their reputation, customer trust and bottom line. Providing four core service areas: cyber security, data privacy, penetration testing/red team assessments and managed security services, Bridewell’s expert team of professionals possess specialist industry experience and proven capabilities. They can deliver effective cyber security and data privacy services across financial services, pharmaceutical, manufacturing, technology, retail, media, government, aviation and 24×7 critical services. As a vendor agnostic business, Bridewell is able to effectively and honestly engage with business executives and provide advice, guidance and services in a way that is most appropriate for each organisation, ensuring that proposed solutions are aligned with its clients’ strategy, business objectives and the wider IT architecture.
Learn more about emerging trends across the tech panorama in the latest issue of Interface
Going above and beyond to ensure emissions and offsetting the carbon we unavoidably emit as part of daily operations…
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Climate change rarely ceases to be out of the news. Whether it’s unusual weather, a rise in sea levels, or a different angle – the common theme is an increasing danger to humans and wildlife.
Thankfully, a strategy is now in place to reverse the effects of climate change and restore harmony to the planet. Back in June 2019, the UK government became the first country to sign their ‘Net Zero’ target into law – marking it as the first major economy to legislate for net zero emissions. Since then, other governments have followed suit, introducing their own laws and policy changes to help reduce the amount of carbon we emit.
These changes have had a huge impact on the way businesses work, inspiring many to introduce new ways of reducing their carbon footprint. Here, we look at those businesses that are going above and beyond to ensure their emissions are kept as low as possible or are offsetting the carbon they unavoidably emit as part of their daily operations.
Automotive – BMW
Regularly named as the world’s most sustainable car manufacturer, BMW has gained a reputation for its creativity and innovation in terms of reducing carbon emissions. The company’s long list of green credentials speaks for itself – for example, from 2009 to 2019 BMW has been able to reduce its delivery fleet emissions by over 40%. The company has also invested heavily in electric technology, turning to more renewable fuels to reduce carbon emissions even further. As it stands, BMW is currently on track to ensure that a quarter of all the vehicles it sells will be electrified by 2021, with a third in 2025 and half of all vehicles by the year 2030.
Aviation – EasyJet
Airlines are a significant contributor to carbon emissions globally. In fact, it’s estimated that the flights we catch account for some 12% of all transport emissions annually. Yet there are airlines that are making significant efforts to try and reduce this figure – one of which is EasyJet. In a recent report, EasyJet ranked top of the list of airlines trying to cut carbon emissions and tackle climate change and has since become the first airline to operate net zero flights across its whole network.
This has been possible through carbon offsetting initiatives which help to offset the emissions the airline uses during flights. It’s estimated that the company will spend around £25million each year carbon offsetting, lowering their impact on the environment and positioning themselves as market leaders in reducing CO2.
Fast food restaurants – McDonald’s
As one of the most iconic restaurants in the world, McDonald’s are firmly under the microscope when it comes to taking sustainable measures. Luckily, the company is making considerable efforts to reduce its impact on the environment wherever possible. With around 36,000 restaurants located in over 100 countries worldwide, McDonald’s has now began switching to energy efficient appliances to help cut energy waste by around 25%. It also aims to source all its packaging from recycled materials by 2025.
Off-grid energy – Flogas
As one of UK’s leading off-grid energy suppliers who help companies offset carbon emissions, Flogas has quickly become a market leader in the fight against climate change. In its ‘2040 Vision’ manifesto, the company has laid out plans on how it intends to the support the government’s carbon emissions targets by supplying its customers with 100% renewable energy solutions by 2040. As well as aiding its customers, the company has also undertaken several landmark steps in its own carbon reduction strategy such as promising to offset all Level 1 and Level 2 CO2 emissions for 2019 and became one of the first 0ff-grid gas suppliers to add Bio LNG powered delivery vehicles to its fleet. Since then, Flogas has also launched its Carbon Offsetting Initiative for both its commercial and consumer customers.
Manufacturing – Siemens
Manufacturing often requires energy intensive processes that create high levels of carbon emissions. However, this didn’t stop electronics manufacturer, Siemens, from becoming the first global company to commit to carbon neutrality by 2030 through using renewable energy at its factories. It’s also set out sustainability goals within its ‘Serve the Environment’ programme which details how it intends to create zero waste. As it stands, zero per cent of its waste has been sent to landfill from its factory in Newcastle and the business currently boasts a 92% recycle rate overall.
Software – Google
With a reputation for creating innovative software, it comes as no surprise that Google is one of the IT giants leading the way in terms of sustainability. As well as reducing its carbon footprint through company-wide efficiency improvements, Google also uses on-site solar power as a renewable fuel supply. The company then uses carbon offsetting to bring its remaining footprint to zero and goes to great lengths to ensure that the projects it supports help provide long-term global benefits.
Thomas Bradley is a copywriter for Flogas, with over seven years’ communications and copywriting experience. He has extensive experience within the energy, construction, financial services sector, and auto industries.
Interface Magazine talks to Vladimir Arshinov, IT Director at steel producer SIJ Group regarding the company’s massive digital transformation
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Going into 2017, SIJ Group (Slovenian Steel Group) – Slovenia’s biggest steel producer and one of the largest manufacturers of stainless and special steels in Europe had typical IT structure with semi-independent IT departments on each plant. And like many modern enterprises, SIJ was at work drafting a strategy to transform its operations, systems and processes into a more unified structure in a bid to improve productivity, safety and the all-important bottom line.
Vladimir Arshinov is SIJ’s IT
Director and his initial focus in 2017 was trained on the digital
transformation of SIJ’s IT department to a more transparent organization with a
clear workflow. Previously, IT was a department of innovation with each individual
plant having its own independent function, none of which connected with each
other, often across varying geographies. “This meant that lots of efforts were wasted
solving the same issues with different solutions,” Arshinov reveals.
At the end of 2017, SIJ
established a Project Management Office. PMBOK was selected as a master
methodology and the Head of PMO received PMP certification and developed
internal regulation documents, rules and methodology. After finalizing the
initial establishment phase, hiring project managers and the organization of
the operational work, SIJ came to the conclusion that to raise the scope and
complexity of the projects program, they needed a tool. The MS Project
Management Server was duly selected and implemented allowing SIJ to simplify
observation of the progress of projects and control, while ultimately reducing
duration. Project team meetings were almost eliminated, and the distribution,
control and execution of project tasks, were assigned to the project team
members who managed and controlled projects including budget consumption. Each
project member would then be measured for effectiveness.
Turning the IT department
into a leaner function was a massive first step for SIJ as it needed a firm
foundation upon which all future innovation could sit. And so, the next step in
SIJ’s internal IT transformation was aimed at the most sensitive and critical
area: software development. As with many metallurgical companies SIJ had a bulk
of different IT systems, which were supplied or developed in the past and had
to be either permanently supported, or, due to the business requirements,
changed. One concern with the legacy system was the reliance on locally based
productive software developer engineers developing new solutions and then,
after, supporting them, resulting in a massive drop in development speed, as
development and the subsequent support increased. This situation was causing
overloading, burnout and frustration, triggering a desire to change something;
sometimes resulting in employer change. However, SIJ IT considers people as its
major asset and were determined to break the vicious circle of “one system
– one person – forever”.
“What we did from an organizational point of view was to unify all geographically distributed developers from 4 different companies into the several virtual groups in each department,” Arshinov explains. “Each group has a Team Leader role, who assigns tasks to the group members and controls the execution of each individual task.”
Development
at SIJ is now organised according to an agile approach using scrum boards and
Microsoft Project Server to control all the time sheets of the people involved
in the projects, plus their schedules and budgets. SIJ uses
Microsoft Azure DevOps Server for unified storage of inter-company source code
and Change Request Scrum board monitoring and control. Process and technical
solutions now allow SIJ to involve external software development partners into
the development process while controlling their activities, deliverables and
costs. Developers can now use the Azure DevOps Server
with the scrum board and are now able to register change requests in their
system by themselves, where they see the progress of all individual change
requests coming through the process with the integration of the IT Director
informing the exchange and updating the status of the task development.
In October 2019 SIJ revamped
and migrated its Corporate Business Intelligence system to a new MicroStategy
platform. The project took six months and provided SIJ with an extensive
corporate Business Intelligence system with more than 180 different dashboards
covering production, finance, sales, procurement, HR, Legal and investment
functional areas. The overwhelming majority of the data now uploads
automatically and the business intelligence tool has
created a unified reporting system across the group utilizing the same source
of data in order to integrate it. “There was huge involvement of the business
customers with Oracle BI and this year, we moved to this new platform,”
Arshinov explains. “The front end of the system was changed (from Oracle BI) to
MicroStrategy for usability and a unified interface. Now, SIJ has a system that
looks the same no matter the device it’s accessed from. This project allows us
to organize and develop the team that tests the trial usage and develops the
processes of the PMO (Project Management Office) inside the IT function.”
The BI System contains the
entire spectrum of corporate data and allows SIJ to move quickly and
transparently when taking a management decision, while reducing the number of
mistakes, misunderstandings and time-consuming meetings.
The next system to be unified across the group was the Salesforce CRM system, which is now fully integrated. Then, an Oracle supplier portal followed, which opened the possibility of organizing tenders, thus massively simplifying the purchasing process. Oracle Innovation Management is another successful implementation, which, although a relatively small project, has had a big influence on the business transformation and innovation through increased flexibility. “It is also used to motivate people to suggest improvements and new innovative ideas,” he says.
So,
what have been the major successes, according to Arshinov, following the
ongoing digital transformation at SIJ? “The main difference between now and
then was that each individual company was living alone, and I see now that the
IT function in this case is unifying the people and allowing them to speak in a
single language. It doesn’t matter if it’s a steel center or a big plant,” he
explains. Costs have been dramatically reduced too, outsourcing being a prime
example. In 2016, SIJ was spending more than 70%
annual budget for operational external services.
For 2020, that part of budget reduced to 40%. Meanwhile, the capital investments part of the
budget has grown from 4% in 2016 to 56% in 2020.
The
implementation of a Supply Chain Planning system (from Quintiq) incorporating
the Oracle Business Suite, has improved the delivery, safety and performance of
SIJ’s plants. “We improved Delivery Performance OTIFF (on time and in full) of
a stainless steel plant by 12.8% in six months,” he enthuses. “And we shortened
the production cycle by 15,4% from ordering to shipping, which is a brilliant
result within six months of going live.”
In
SIJ Matal Ravne has replaced the melt shop technology system and entire plant
manufacturing execution system to replace the obsolete legacy system – which
had zero planning functionality – with PSI Metals. “First of all, we’re increasing the level of understanding
and the knowledge of the internal IT team, while dramatically decreasing
project cost by involving internal specialists into the supplier team. That
allows us to save several hundred thousand Euros of project budget and it’s a
win-win situation for the supplier as well. First of all, the supplier is
receiving our team, which knows the production and the limitations and has
extensive inside knowledge. At the end of the day, the commercial value, in
this case, is the cheaper price. Cheaper than anybody else is able to receive.”
Another
and no less important project for Sij Metal Ravne is the joint development work
with Comtrade Laboratory Information Management System (LIMS). Laboratories in
metallurgy companies are complicated and highly demanding environments with
unique processes required for quality control of all products and this solution
covers and improves core laboratory processes and will be highly integrated
with the PSI manufacturing execution system from one side and Oracle ERP on the
other.
Through this massive digital transformation, SIJ has also managed to increase quality control through sophisticated AI, which has massively impacted its operations. The acquisition of scrap metal, a major influence on SIJ’s bottom line, can now be influenced through advanced detection systems that can detect impurities, thus representing huge savings when it comes to procurement. “The conservative saving is €1.4m,” he says.
The
digital transformation at SIJ is touching every aspect of the company’s growth and
is certainly an ongoing journey rather than a destination. “We are not an IT
company, that’s understood,” Arshinov says. “But we are supporting services
inside the business, and of course our main concern will always be supporting
the production of steel. But we’re not there yet.”
Leveraging Radius Networks location technology for curbside pickup, in-store order delivery, and payments.
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Technology has and always will be used to solve problems. At the very basic level, technology is developed and used to make things simpler. Just look at our day to day lives and the way that technology has, for the most part, made our experiences simpler and this has changed the way we as consumers engage with retailers and restaurateurs. We now expect and outright demand that the businesses we enter and purchase food and items from offer the same level of seamlessness that we experience in our own homes. The interesting thing however, is that this isn’t necessarily a new challenge for restaurants and retail stores; these businesses have been looking to enable the most seamless and effective customer service since the very beginning. The only real thing that’s changed is the tools that they have at their disposal.
“At the end of the day, I think this goes for business philosophy in general, you really need to understand the problems that your customers have, and then solve them,” explains Marc Wallace, CEO and Cofounder of Radius Networks, a location technology service provider. “In our case, customers are businesses, such as restaurants, grocery stores, retailers or casinos; so we are targeting very specific problems. In most cases, those problems are taking wasted time out of the equation.”
Picture the traditional, and maybe even stereotypical, restaurant environment, where a food order is ready to go to the table and the service staff has to locate and identify the corresponding table to that order. In some instances, more than most, they may even walk throughout the entire restaurant before arriving at the right table with the right customer. Through wireless-enabled location technology, Radius Networks has transformed the customer experience by allowing businesses to track customers, improve profit margins and ultimately increase customer retention.
Customers have, and will always, vote with their feet, and in order to retain those customers, businesses need to be able to remove the pain points. As Wallace noted, wasted time is one of the single biggest pain points in customer service. Radius Networks offers location-based curbside pickup, in-store and table service solutions, as well as mobile payment technology to remove not only the one pain point, but multiple pain points. “We’re addressing other key problems, such as payments. When you dine-in at a restaurant and are in a hurry to leave, trying to get your server’s attention to pay for your bill can be frustrating for the customer. It leaves a bad taste in their mouth at the end of their dining experience,” says Wallace.
“We’ve developed solutions for making payments remotely without contacting the server. The server is notified when the bill is paid, and they can focus their attention on real problems that other customers have instead of shuttling credit cards back and forth.”
At the time of writing, the world has been gripped by the COVID-19 pandemic, a truly unprecedented event that has completely devastated lives and economies all over the world. It has also completely ripped up the rulebook when it comes to food and retail, with lockdown restrictions forcing businesses to either close down entirely, or pivot to delivery services. Radius Networks’ FlyBuy curbside pickup solution was actually launched over 12 months ago, but it has fast become a key technology offering that is solving an unforeseen problem. By automating the curbside delivery service for customers, FlyBuy provides a turnkey, end-to-end solution that uses the customer’s location for a faster, easier order pickup experience. “There was already a pre-existing return on investment (ROI) with FlyBuy because we were reducing the wait times for customers when ordering for pickup, which results in more frequent visits” says Wallace. “Throughout this pandemic, curbside delivery has become the only channel that people can do, so the importance of it has risen dramatically. It was once within a business’s top ten things it needed to consider, and has now risen to the very top of their to-do list.”
Radius Networks is currently offering a free version of both its FlyBuy curbside and buy-online-pick-up-in-store (BOPIS) software for restaurants, retailers, and non-profits during the COVID-19 crisis.
By its very definition, location tracking technology appears to be very intrusive. It is tracking locations and using that data to inform decision making, after all, and naturally that can cause a little fear and a hesitation. Wallace acknowledges these concerns and understands them wholeheartedly. “We had a decision to make early on in the company whether we were going to harvest data and use it for marketing purposes or whether we were going to be a privacy-centric company and focus on providing a solution,” he says. “We chose to be a privacy-centric company, mostly because all of us as individuals wanted that for ourselves.”
“When it comes to us as a location company, are very transparent with our customers and our businesses, so that they can be transparent with their consumer customers about what we’re doing with their location data, what we’re using it for, and how long we’re keeping it.”
This transparency is built into the very DNA of the company. FlyBuy will only ever use the location data to alert restaurant/retail staff that a customer is on the way and onsite to pick up their order, and only after the customer has opted-in to sharing that information. After a period of time has passed, they will then delete that data entirely. Its policy dictates that it does not, and will never, share that data with any third party, giving customers peace of mind that their data is safe and used only as agreed when they opt-in. Wallace believes that, while the reluctance and fear is understandable, consumers have access to services’ policies and can ‘do some homework’ in order to allay them. “I think, given the amount of options we are given today, customers can no longer just assume every location company is tracking or doing something devious with their information. They need to be aware when they approve location usage and when they don’t,” he says. “If they can be sure that sharing their location brings value to them, whether it be to have a car service come to their exact location, or their groceries meet them at their car immediately upon arriving in the pickup zone, they will happily share their location. Once they have established a level of trust in the people that are requesting location permissions, and see the benefits it brings to their lives, there is no problem.”
Radius Networks was founded in 2011, and for the best part of a decade, it has grown from strength to strength as a business, working with the likes of McDonald’s, Five Guys, and Coca-Cola, as well as being recognized in the INC 500, the Deloitte Fast 500, and the CIO Magazine’s Most Promising Digital Experience Solution Provider. But none of these successes would have been made possible, without a solid and sound foundation within the business. “I’ve been told by people ‘wow you guys got really lucky.’ Luck had absolutely nothing to do with it. Our mission is to solve problems for businesses, and right now businesses need our help more than ever. There were a lot of really difficult times over the years where we worked hard and earned the right to stay in the game, and we are once-again earning it right now,” says Wallace.
“Take FlyBuy as an example. I’ve been asked as to whether I thought this piece of technology that we developed over the last few years would ever be as important as it is right now. Yes. Yes I did, and so did everyone else on our team, and that’s key to our success as a company. Every single person at Radius Networks is engaged and believes in what we do.”
In these times of crisis, the spotlight has shifted significantly onto those business fundamentals and Wallace is extremely proud of the business he has built and the people within it. “The business principles that we’ve been practicing over the last few years have paid off. We are a strong company with sound fundamentals and sound financials. We haven’t over extended ourselves, either from an investment perspective or from an expenses perspective and that’s paying off for us now,” he says.
“It is tough in the current environment to point to positives, because you almost feel ashamed to do so. I think we’ve done a lot as a company to help others; we’ve given our product away for free to hundreds of small businesses, thousands of locations, with no obligation, and it’s a testament to the work we have done to get to this point. A lot of companies are doing a lot of good work to help each other right now and they can do so because they are built on solid foundations.”
Those foundations start from the very top. Wallace is a key advocate in communication. Much like Radius Networks communicates in an open and transparent way with its customers, the same rules apply from within. He admits that the pandemic has, ironically, made that communication better in some aspects, but it has always been a key part of what makes Radius Networks tick. “We’re talking to our customers all the time. My team is the best team in the world. They’re working in overdrive right now, communicating at such a high level, and listening to customer needs, because their needs have changed dramatically,” he says.
“As the CEO, I try to have frequent hands-on-deck tag-ups with everybody to give them an update and try to be as transparent as possible about the status of the business and what’s happening. I do this so they can feel comfortable that they have a job today, and they’ll have a job tomorrow. We work together to come up with our team goals, and stay aligned and upfront about everything that may come up along the way.”
Listening to the customer is key. That much is no secret. But when it comes to technology, listening to customers is absolutely essential when ensuring that what you’re offering is what the customers need and what they want. Wallace’s role as the CEO is not to sit at the top of the business and leave it to everyone else. He is very much active and engaged at every level to ensure that everything Radius Networks is doing is driven by the customer. Wallace is proud of the culture within his business and often finds himself sitting on a call with a major customer and beaming at how well his team listens and understands the customer’s needs and how Radius can successfully address them. “I’m so proud that we, as a team, have a culture that takes so much pride in their work,” he says. “Our people have always been solid employees, pre pandemic, but they have become absolute rockstars today.”
The world as we know it has changed forever and we cannot begin to predict what this new world will look like post pandemic. One thing is for certain, communication, and the way in which businesses engage with their customers, will never be the same again. Radius Networks has enjoyed success after success over the past ten years, and as we all experience great uncertainty, the goal for Wallace is to continue providing valuable location technology for many years to come. The key to succeeding, regardless of such uncertainty, remains the same for Wallace and his team. “Persistence,” he says. “It’s about persisting through the bad times, just like the good times, and trusting your business fundamentals and experience. Being transparent with employees and having a good team around you is key.”
Supermarkets share staff and warehouses to combat stockpiling
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Relaxation of regulations allows supermarkets to share staff and warehouses to combat stockpiling, but data access holds the key to preventing future shortages.
Britain’s supermarkets are no longer in a state of competition, but one of co-operation. The government has announced a relaxation of trading laws and competition regulations, in an attempt to allow supermarkets to collaborate and share resources to ensure that the public has access to essential food and goods amidst the impact of the Coronavirus outbreak in the UK.
Since Friday, supermarkets have been allowed to share distribution depots, delivery transportation, retail workers, and even data access, to give Britain’s grocers the most ammunition possible to combat shortages during a time of wildly unpredictable consumer demand. The government is also temporarily lifting the plastic bag tax for online deliveries, in an effort to prevent cross-contamination from delivery crates.
This unprecedented move, which sees typically competitive and battling retailers share access to data and resources, represents the value that technology and data holds in today’s retail landscape. A recent study by retail tech company Ubamarket showed that over half (52%) of UK shoppers are happy to offer their data to retailers provided they can save money – this suggests that if supermarkets are able to use tech solutions to connect with customers, for example through mobile apps, it will provide them with unparalleled access to data on consumer behaviour. This in turn will ultimately allow tech-equipped supermarkets to run their stores more efficiently and better negotiate unpredictable periods such as the one currently faced.
Will Broome, Founder and CEO of Ubamarket, comments on the relaxation of regulation between supermarkets and offers insight into how retail tech can help retailers to effectively negotiate future crises:
“The competition regulations in place in our retail landscape are vital, as they push companies to innovate and offer the very best service to customers. However, despite the havoc that is being caused by the outbreak of the Coronavirus, I for one am very interested to see how supermarkets and grocers across the country will be able to come together, collaborate and share their market insights and resources for the greater good, now that these regulations have been relaxed.
One of the key challenges facing retailers at this moment in time is to mitigate the drastic increase in consumer demand for certain goods and contend with disruption in their supply chains, and it is clear that many supermarkets are struggling to distribute essential goods whilst ensuring that their remaining stock is not unnecessarily depleted.
The implementation of retail technology is one way that Britain’s retailers could safeguard themselves against future cases of fluctuating demand and irregular consumer behaviour. With the help of retail-tech, supermarkets and stores can access far more in-depth and accurate consumer data, helping them to assess their behaviour, manage stock more efficiently and effectively, whilst being able to effectively communicate directly to the consumer base. By effectively using retail technology, retailers will be able to better prepare and deal with unpredictable consumer behaviour and spikes in demand, preventing such a drastic loss of stock which we see today.”
When Malta-based construction and property enterprise Vassallo Group embarked on a company-wide digital transformation, it looked to CIO Carlo Aquilina…
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When Malta-based construction and property enterprise Vassallo Group embarked on a company-wide digital transformation, it looked to CIO Carlo Aquilina to build the entire infrastructure, operations and innovations at the group…
Walk through the streets of the
beautiful island of Malta and you will not be able to escape the work of the
Vassallo Group. Property, hospitality, education and healthcare, the Maltese
construction and property company completely reshaped Malta following the
devastation caused by the Second World War. Indeed, Vassallo Group embarked on
a mission to ‘rebuild the nation’ to its former glory and beyond.
Building on its strengths, the Group carries a legacy that is over 70 years old, and over the years has diversified its operations that have brought about expansion and investment. Today, Vassallo Group, stands at the forefront of several different sectors in the local market that include property and construction, furniture and interiors, elderly and disability care, catering, hospitality, architecture and education. The Vassallo Group is a large, complex enterprise and represents a unique challenge to its IT function, which provides technological solutions and support to all of the companies and their users.
Vassallo Group talks to Interface Magazine
Carlo Aquilina was approached to take on the
role of CIO at Vassallo in 2015, having spent a while building up an IT team at
a manufacturing enterprise. “When I started in manufacturing, IT needed lots of
work. We started from scratch. We built up the whole IT department and the
whole team. When Vassallo approached me, they offered me that challenge again
as they really lacked IT. It was a real challenge, but I built my team and we
started on what needed to be done.”
Vassallo Group previously had a shareholding in
an IT company and this sister company was providing IT, but the level of
support was not sufficient for their local clients, thus Aquilina was asked to
build the IT function that would serve the 1,900-plus employees and its
extensive client base. “When I joined, I was tasked with the project: to start
from scratch. I gave the board of directors a number of options. Should we go
on premise, should we go with another hosting company, should we go hybrid,
should we go cloud? The main ambition was very simple and I was given six
months to come up with a solution where we gave our clients, our clients,
meaning our users basically, a brand new environment with zero downtime. It was
all firefighting in that first year.”
Vassallo went 100% cloud with Microsoft Azure, which Aquilina believed to be the best short-term, and long-term solution. “We’re a Maltese company. We’re not an IT focused company. IT is here to provide service to the business. Our business is not IT. We’re not a gaming company. All of our products are Microsoft, and so it was an obvious choice to move to Azure.” Vassallo agreed to go 100% to the cloud, having drawn a blank against the large capital expenditure associated with on-premise. “With cloud, you don’t invest in anything and everything is top of the range. Of course, it also helps to be paying operational costs and not capital costs. That was the way forward and then they (the board) embraced it. There was a number of partners who approached us to do this, to help us with this migration. I chose CyberSift, which was a start-up, actually.” An advantage to working with a start-up is that they’re not encumbered by a large kind backend and can move audaciously and quickly and this was certainly an appeal to Aquilina and his team. “I knew one of the technicians; a brilliant engineer and that helped. Plus, the price we were given was also from a start-up perspective.”
Vassallo Group. A Maltese institution
CyberSift viewed the chance to work with
Vassallo with similar relish and the then start-up provided a specific engineer
to be onsite with the IT team at Vassallo for the full duration of the
migration. “Whatever I was asking, I was getting,” Aquilina explains. “‘Okay,
we’ll do it for you, but you’ll have to promote us, after.’ Now I’m promoting
them. So, we had engineers working for us and I didn’t need to grow my team. In
fact, we’re a very small team.”
The key thing Aquilina and his team built in
that crucial first year was ‘trust’. “I had the trust of the board of directors
because every time they asked me something, I satisfied their request. So,
there was trust. At the end of the day, it’s a family-owned company. Trust is
very important.”
Aquilina and his team were given six months to
deliver the project and took 2-3 three months to design and implement the
infrastructure. The following three months, they contacted suppliers, before
moving the software. “If it’s on premise or on cloud, there was remote access.
It was teamwork, everyone pulling the same rope. Whenever one of the suppliers
told us, ‘Listen, we’re not available this week. Let’s do it next week. We’ll
slot in someone else. We’ll set meetings. We’ll explain what we are doing.’ All
they needed to know is that we were moving from server A to server B. They did
it for us because it was their software, their app, their solution.”
With any large-scale technological transformation there are challenges although Vassallo seemed to evade many of the pitfalls through great organisation. “I don’t think we had actually the biggest challenges because it was all planned out. We used to meet every day with the engineer who used to work for us and my team. It was a case of ‘What happened yesterday, what happened today, what is going to happen tomorrow and why? Are we on track? Yes. If not, why? What can we do?’ We worked late at night so that we could achieve it. It was all based on trust and teamwork. It was a case of open-heart surgery because the business wanted to work. The business kept on working even though we were doing open-heart surgery. We had that support from everyone. Everyone understood that this needed to be done. We had support from everyone, from all the partners, from Microsoft, everyone.”
Even though digital transformation involves technical infrastructure, software, servers and cloud, people are still integral to a successful outcome. “Yes, they are extremely important,” Aquilina explains. “There are the users, the customers and the IT team. We are a very small team and that really helped, because a huge team would require lots more organisation and more hand holding. It was me who was both sponsoring and managing the project. I had the lead engineer who was doing the actual work, remotely. They had an assistant administrator who was assisting. People are so important.”
Vassallo Group holds an annual internal awards
and in 2016, the IT department was awarded ‘Best Customer Focused Department’
even though it had been, in Aquilina’s terms, firefighting. We were there
constantly, anytime, any day of the week. The team and I were presented with
this trophy, which proved my theory that the company had move to something much
more stable.”
Now Vassallo Group is reaping the benefits of
this transformation. “IT-wise, we are working on a business intelligence
project. Now we have the infrastructure ready and a solid base or foundation, I
want to give something back to the business. We implemented an ERP solution,
which Finance, Logistics and Operations are using. I don’t want the directors
to go into board meetings with huge amount of papers. I want them to go in with
just a laptop. The data is live. We’ve already done that for one of the
companies and it’s working. You can connect to the TV to project live data.
That is business intelligence. We’re working on the other companies too. Now
that they know what they can get, everybody’s bombarding us with requests. Of
course, we’re taking our time and that is ongoing.”
From BI, Aquilina wants to harness the power of
AI in board meetings. “I want to give them the facility to project live data,
but I also want to give them the facility to change the data accordingly. They
will see the results with AI.” Recruitment could be a big beneficiary of these
initiatives too. “What if we employ 100 people? AI will work out the costs,
work out the benefits of employing that many people. Then you can take an
educated decision. ‘Should we employ 100 or 200? Let’s put in 200 more
employees. What’s the cost?’ AI will work out the costs as well as the
benefits. That’s all in progress. However, these are very sensitive tools that
we need to use and if the tool gives you the wrong information, then you will
make the wrong decision. I explained this to the board and they gave me the
time needed to do it properly. We have to be very meticulous. They understood
and told me, ‘Whenever you’re comfortable, we can start using.’ The CIO has to
have 100% trust from the board of directors, because if there’s no trust, they
keep on asking, ‘But why and how?’ That is the way forward.”
Providing technological infrastructure, new
software and cyber security for such a large company means that Aquilina’s
hands are certainly full. “We support about 1,900 employees and 500 users. I
can afford to have a relatively small team because we have a solid base, and a
solid infrastructure. I have a wonderful team. I recruited everyone from
outside the business. I didn’t find anyone here, so they all respect me. We’re
all friends at the end of the day, although I am their manager. We talk about
anything and I help when needed. So, there’s trust from them and the senior
management, which I believe is extremely important. It’s a wonderful place to
work.”
In early 2019, the Voluntary Health Insurance Scheme (VHIS) was introduced in Hong Kong by the Food and Health Bureau…
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In
early 2019, the Voluntary Health Insurance Scheme (VHIS) was introduced in Hong
Kong by the Food and Health Bureau to regulate indemnity hospital insurance
plans offered to individuals, with voluntary participation by insurance
companies and consumers. The VHIS was designed as a means of encouraging and
supporting customers to purchase private healthcare services and for Koh Yi
Mien, Managing Director Health and Employee Benefits at AXA Hong Kong, this
scheme represents a broader transformation of healthcare and insurance
services. “Currently, the demand on healthcare in Hong Kong in the public
sector is incredibly high with very long waiting times and waiting lists,” she
explains. “As a result, people just aren’t getting timely access to treatment.
The private sector in Hong Kong, which is world-class, has capacity. So, if we
can rebalance and shift some of the elective work from public to private, it
will free up more people to use the public service in a timely fashion.”
Yi
Mien also points to a global drive for greater transparency, accountability,
use of data and technology as well as promoting customer choice as key drivers
of change in the insurance space. “It’s no longer a case of simply providing
reimbursement to people when they need treatment,” she says. “It’s about being
the patient’s partner throughout their whole life so that when they need
healthcare, whenever and wherever they are, we are there to help and support
them in their times of need.”
The
modern-day insurance customer is very different from the customer of the past.
We live in times of greater access to information through the advent of social
media and the increasing influence of the Internet and this has resulted in
insurance customers being more knowledgeable about their conditions and asking
more questions of their doctors than ever before. As a result, the balance
between the customer and the healthcare provider is becoming more equitable.
“Customers and patients, as a result, are becoming more demanding,” says Yi
Mien. “Gone are the traditional ideas that doctor knows best. It’s not uncommon
for patients to see their doctor with a list of demands, while expecting to be
serviced.”
Running
parallel to becoming more knowledgeable and demanding is the use of smartphones
and how it has created a culture of service in an instant. When customers
purchase etiquettes or use banking services, they expect the ability to be able
to access and complete these transactions and services via their smartphone
devices. Fewer and fewer people are accessing physical bank branches and the
healthcare insurance sector, despite being still very traditional, is feeling
the effects of this instant demand. “Healthcare is a very traditional sector
sure, but asking patients or customers to book weeks in advance and telling
them they don’t really have any choice is becoming increasingly unacceptable
and so healthcare becomes a commodity,” says Mie Koh. “They, like any other
customer, vote with their feet and want 24/7 access to quality healthcare
without waiting directly from us as the insurer.”
The
informed customer and patient have also transformed the relationship between
customer and doctor. It is no longer a bilateral relationship and the entire
healthcare ecosystem works to provide services from prevention right through to
treatment. The result? Insurers like AXA work with customers before they are
sick and encourage them to maintain their health, but they also work with
clients during their illness and even afterwards AXA will continue to treat them
in their rehabilitation. “During their healthcare journey, customers want some
handholding in order to navigate the very complex healthcare system, to make
sure they get the right healthcare provider, doctor and hospitals that are best
for them in their time of need,” says Yi Mien. “This can only happen if we are
using digital so that it becomes more real time.”
AXA
has been embracing technology for a number of years to be able to serve and
effectively work with its customers. It achieves this by starting with the
definition of a product, because the product sets the rules. Yi Mien highlights
that the rules would often be how AXA would spell out the terms and conditions,
the provisions, but these rules also set the customer expectations. Throughout
late 2018 and 2019, AXA has invested in digital to enable its customers to buy
online, service online, claim online and check-up online. The company also
launched a servicing app called Emma, a ‘digital companion’ that enables even
faster service. Yi Mien describes this app as a true “health companion”. She is
also keen to highlight that the technology is only part of the story. AXA has
built a vast medical network with some of the leading hospitals and doctors and
customers simply having to log into their companion app to be able to access
this network at the touch of a button. “All they need to show is their digital
card, their e-card, and with the QR code, the provider just scans it. All of
the data is downloaded and all they need to do is sign, get their treatment,
and then when they discharge, just sign that they have received the treatment
and off they go,” she says. “The hospital will bill AXA directly so there’s no
out of pocket. The data is also transmitted to AXA which means that we have
more comprehensive and more reliable data.”
Comprehensive
and reliable data is crucial to the technology journey of AXA, but it is also
integral to the customer journey. With a customer’s entire electronic medical
records stored effectively and securely, as Yi Mien notes, why would they go
anywhere else? The data that an insurer handles is often complex in nature, but
this data is processed through artificial intelligence, with AI being used to
process claims more effectively and interpret the information to allow AXA to create
rules and algorithms to better serve its customers. AXA also utilises AI
through its companion app Emma. “Emma is our chatbot,” explains Yi Mien. “Emma
has been built up based on a multitude of Q&As that our customer services
team have recorded and collected over many months and years. As we continue to
build, and more people use Emma, then the quality of the responses she has in
her arsenal will improve.” In the first two months of operations, Emma recorded
an accuracy level of 50%. Yi Mien firmly believes that as more people engage
with Emma and as a result, the chatbot will evolve and become more of a
real-time navigator that can direct customers across the whole ecosystem.
In
the global discussion around AI, the topic of transparency is often a key point
of debate. With governments around the world shining a spotlight on exactly
what data is collected and how it is used, AXA ensures that it maintains an
open and transparent dialogue with its customers. As customers engage with Emma
and the companion app, they can at any time request their transcripts. Should
they choose to speak with a human adviser, all calls are recorded and again
they can access those recordings should they wish. Not only is this an example
of AXA complying with global governing laws, it also highlights that the
customer is at the very heart of every decision it makes and it maintains this
as it continues to implement new technologies. “If you look at banking as an
example, we all are so used to accessing our bank accounts at any time, be it
through our phones or online,” says Yi Mien. “If we want to speak to someone,
we can. If we want to go into a branch, we can. I believe this is the way to go
with insurance as well. We make it easy for our customers to contact us. We are
doing everything we can to allow that.”
“Healthcare
is quite personal, so we are doing what we can to allow customers to speak to
people, should they not wish to use our chatbot. These are very personal
journeys and digital is still in its early days, so we really have to provide
different avenues and channels for our customers to contact us.”
As
Yi Mien notes, AXA designs its customer journey by starting at the product and
going through all the way to treatment. The company makes every decision with
the customer’s perspective in mind. As a doctor by trade, Yi Mien sees that all
new products are designed by doctors because they understand how the patients
move throughout the whole healthcare ecosystem. When AXA designs new products,
it does not operate within a vacuum. It has a customer insight group, where
around 1,000 customers operate as a real-time focus group in which AXA can test
its products with. “When I think about future products, we will test with this
group of people and get feedback to see whether we are aligned with the current
customer need. So, it’s not just technology per se, but actually meets a
customer’s needs,” she says. “One other area to make sure that we are doing the
right thing, because technology also costs money, is to make sure that we are
very robust in what we do. AXA is unique in that we sell life insurance, health
insurance, employee benefits, and we also have P&C. So, being a multi-line
insurer, we have the opportunity of having one approach and cross-selling
across the business lines, which is a fantastic opportunity. We can only do
that through technology.”
Over
the course of her career, Yi Mien has been a champion of the transformative
effect of technology in becoming a greater enabler for healthcare and
healthcare insurance providers around the world. One area in particular that is
close to her heart is the mental health space. In Hong Kong, the waiting time
to see a psychologist is close to two years and if patients were to seek
private care, it is an expensive solution. “Look at a country like Hong Kong,
or Australia, they are so vast that there just aren’t enough practitioners to
cover the breadth of the geography. Digital is the solution,” she says.
“Digital enables people to seek, support and care at the time that is most convenient
for them.”
“In
the past two to three years, there has been a proliferation of digital tools.
Recent studies have shown that digital tools are as good as, if not better,
than in-person therapy because customers prefer to talk to a robot rather than
face-to-face because they feel that the robot is not judging them.”
Another
example that Yi Mien highlights is in the UK, where a VR program has been
developed by programmers that is therapy through gameification. The treatment
is consistent every time and because of its mobile platform, it is accessible.
“We can provide it where you work,” she says. “That’s just one example as to
how we can destigmatise mental health through technology.”
AXA
operates within a broad healthcare ecosystem, an ecosystem made up of partners,
providers and doctors and Yi Mien stresses that in the future of insurance, it
will be impossible for insurers to control the ecosystem. “I don’t foresee a
future where that happens,” she says. “Partnerships are incredibly important.
Things are moving so fast there’s no way we can catch up alone. We need to have
partners, collaborators, who are working together to ensure we are at the top
of our game and at the forefront of innovation.”
“Over the course of our lives, so many different
things can happen and so people will need better care and support. By having a
collection of data that represents our customer’s needs we are able to push or
suggest services that better meet those needs. In order for us to do that, we
need to have players collaborate in the ecosystem. It’s imperative.”
As
AXA continues this digital growth journey, the next few years will be defined
by improving the agility of the digital companion in order to improve the
interaction with customers. AXA will also be looking at developing a digital
marketplace in which customers can go shopping within an AXA owned digital
platform. For Yi Mien, though, the future is clear for AXA and in order to be
successful, she feels it’s down to one thing. “AXA has a clear digital strategy
for sure, where it will transform its digital system and build new IT
infrastructure to transform the customer experience,” she says. “But the
technology is only one part of the story.”
“Unless
we can transform the customer experience to deliver a service they truly value,
then technology doesn’t do anything. It’s important to recognise that
technology is enabling us to transform healthcare, to make it easier, faster,
and cheaper for people to receive care. That means in the long-term, sustainable
healthcare and health services, which fits into sustainable insurance.”
