CXO INSIGHT July2026 ONLINE by cxoinsightme

WINNERS REVEALED

CXO50 AWARDS AND CONCLAVE 2026

www.cxoinsightme.com ISSUE 88 \ JULY 2026

spotlight

ONVIF

Beyond detection

SOLARWINDS’ KRISHNA SAI

Resilience

IN MOTION EVOTEQ’s Jihad Tayara on powering the future of trusted supply chains

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16 COVER FEATURE

RESILIENCE IN MOTION

EVOTEQ’s Jihad Tayara on powering the future of trusted supply chains

EVENT 26 THE FACES OF EXCELLENCE Winners revealed: CXO50 Awards & Conclave 2026

REPORT 14 TAKE-OFFS AND TRADE-OFFS Kaspersky’s latest research explores how AI is reshaping travel planning

INTERVIEWS 46 THE HUMAN ENGINE SolarWinds’ Krishna Sai on why trust, governance, and human judgement remain central as IT shifts towards autonomous operations 50 BEYOND COMPLIANCE JAGGAER’s Francesco Colavita discusses how the UAE’s e-invoicing rollout is turning compliance into a catalyst for connected, trusted data across the enterprise

VIEWPOINTS 22 THE MISSING LINK Globant explores why the region’s agentic AI ambitions risk being held back by enterprise back-end systems not built for autonomous transactions 54 BEYOND DETECTION ONVIF highlights how AI is transforming surveillance from passive monitoring to real-time intelligence

WHAT’S NEW 58 The latest gears and gadgets to keep you ahead of the curve

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JULY 2026 | CXO INSIGHT MIDDLE EAST

EDITORIAL

FUTURE FORWARD Every economy depends on supply chains. They ensure medicines reach hospitals, manufacturers keep production lines moving, businesses remain productive, and food reaches communities every day. They rarely attract attention when they work well, yet they underpin economic growth, national resilience, and the quality of everyday life. Across the UAE and the wider region, strengthening those supply chains has become a national priority. As economies diversify, industries expand, and critical sectors become increasingly connected, resilience is no longer simply about responding to disruption. It is about building the visibility, trust, and intelligence needed to anticipate challenges, adapt quickly, and keep essential systems moving. That is the focus of our cover story this month. In our conversation with Jihad Tayara, CEO of EVOTEQ, we explore how AI, traceability, and real-time visibility are reshaping supply chains across sectors such as pharmaceuticals and food. More importantly, we examine why trusted, connected supply chains have become a strategic asset for the nation, supporting everything from economic competitiveness to public confidence. Trust is a theme that runs throughout this edition. JAGGAER’s Francesco Colavita discusses how the UAE’s e-invoicing rollout is connecting procurement,

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finance, and governance through trusted data, while SolarWinds’ Krishna Sai examines why governance, visibility, and human judgement remain essential as organisations move towards autonomous IT. This edition also features perspectives from Dynatrace, ONVIF, and Globant, among others, exploring the growing importance of trusted data, AI, security, and enterprise infrastructure as organisations navigate the next phase of digital transformation. We also celebrate another important milestone as we reveal the winners of the CXO50 Awards & Conclave 2026. Turn to page 26 to meet the technology leaders whose vision and leadership continue to shape the region’s digital future. Whether the conversation is about supply chains, enterprise systems, AI, or cybersecurity, progress depends on building organisations that are not only more intelligent, but also more resilient, more connected, and, above all, more trusted.

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JULY 2026 | CXO INSIGHT MIDDLE EAST

IN OUR RADAR

Veeam unveils EmpowerHer Programme to support women in IT

Deloitte Middle East has launched Tax Operate, a technologyenabled service designed to help organisations modernise tax operations and navigate growing regulatory complexity. Combining specialist expertise with scalable delivery models, the offering supports end-to-end tax compliance, reporting and governance while improving operational efficiency.

Veeam has announced the EmpowerHer VMCE Accelerator, a programme aimed at supporting women in technology through training, certification and career development. The initiative seeks to expand female representation in data protection and IT roles by providing structured learning pathways and industry-recognised credentials.

Inception42 advances predictive decisioning with new AI platform

Pinterest deepens AI push with $4 billion AWS partnership

Inception42 introduces Seraj, an AI-powered platform designed to enhance enterprise decision-making through real-time data analysis and contextual insights. The solution aims to shift organisations from reactive processes to predictive operations, enabling faster, more informed decisions across complex, data-rich environments.

Pinterest has signed a $4 billion deal with AWS to power its AI infrastructure, marking a major step in scaling its machine learning capabilities. The agreement will support personalised recommendations, ad targeting and platform performance as Pinterest deepens its AI-driven growth strategy.

Infoblox appoints Henrik Smith as CISO

WSO2 taps Tanmaya Das as CFO

Kafka Ibram / Shutterstock.com

Deloitte unveils Tax Operate to simplify compliance

Infoblox appoints Henrik Smith as Chief Information Security Officer, strengthening its focus on securing critical network infrastructure and services. He will lead global cybersecurity strategy, risk management and resilience initiatives as organisations face increasingly complex and distributed threat environments. 6

CXO INSIGHT MIDDLE EAST | JULY 2026

WSO2 names Tanmaya Das as Chief Financial Officer, strengthening its leadership team as it scales global operations. He will oversee financial strategy, planning and governance, supporting continued investment in cloud, AI and digital transformation initiatives.

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NEWS

The UAE has established the Artificial Intelligence and Data Authority, a new federal entity tasked with overseeing the country’s artificial intelligence, data and digital government agenda. The authority was approved by His Highness Sheikh Mohammed bin Rashid Al Maktoum, Vice President and Prime Minister of the UAE and Ruler of Dubai, and will operate under the leadership of Omar Sultan Al Olama, Minister of State for Artificial Intelligence, Digital Economy and Remote Work Applications. According to the announcement, the authority will be responsible for developing policies, strategies and legislation related to artificial intelligence, data and digital government. It will also oversee the governance and management of government data, support the integration of digital services across federal entities and contribute to efforts aimed at enhancing government efficiency and service delivery. The move forms part of the UAE’s broader efforts to strengthen its digital infrastructure and expand the use of advanced technologies across government operations. “The world is witnessing an unprecedented technological transformation driven by artificial intelligence and advanced digital technologies,” said Sheikh Mohammed bin Rashid Al Maktoum. “The UAE seeks to lead this transformation globally through a unified national vision that combines artificial intelligence, data, and digital government under one integrated umbrella.” He added: “The establishment of the Artificial Intelligence and Data Authority reflects our commitment to building a future-ready government capable of adapting to rapid technological changes

JAM FRAMES / Shutterstock.com

UAE: Sheikh Mohammed announces new AI and data authority

The Artificial Intelligence and Data Authority will lead the national AI strategy and oversee government data quality and sharing

and harnessing them to improve quality of life and strengthen the UAE’s global competitiveness.” The authority will work alongside federal and local government entities to support the implementation of AI and digital government initiatives, while helping to ensure the effective use of data in policymaking and public services.

ASUS, Intel, and Oman Ministry of Education Open AI Lab

ASUS, in partnership with Intel and Oman’s Ministry of Education, has opened a new Artificial Intelligence Lab at the Directorate-General of Education in Al Dhahirah Governorate, Ibri, marking ASUS Education’s first AI-focused project in the region. 8

CXO INSIGHT MIDDLE EAST | JULY 2026

The initiative supports Oman Vision 2040 and the National Program for Artificial Intelligence by equipping students and educators with AI skills while advancing research and digital learning. The lab features ASUS AI-ready devices, including ExpertBook laptops, Chromebooks, All-in-One PCs, and high-performance AI systems powered by Intel Core Ultra processors. The infrastructure is designed to support AIenabled learning, productivity, creativity, and research. The project was implemented with local support from Bahwan Projects & Telecoms.

The AI Lab supports the Sultanate of Oman’s ongoing efforts to upskill students in line with the Sultanate’s Vision 2040 goals

“We greatly value ASUS, Intel and Bahwan’s sincere efforts in implementing the AI Lab in Al Dhahirah Governorate, which aligns with the Ministry of Education’s direction towards utilising AI technologies to support the educational process and develop the skills of our students,” said Dr. Faisal Al Busaidi, Director-General of the DirectorateGeneral of Information Technology.

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NEWS

Oracle opens second Morocco R&D hub in Agadir Oracle has opened its second research and development hub in Morocco, expanding its investment in the country’s AI and cloud technology ecosystem. Located in Agadir, the facility follows the recent opening of Oracle’s R&D centre in Casablanca. It will focus on cloud technologies, AI-powered applications, data platforms, and industry solutions, while creating opportunities for Moroccan engineers, developers, and researchers. The hub will complement Oracle’s Casablanca operations, forming a multicity innovation network intended to support collaboration and expand access to local talent. It will include collaborative workspaces, advanced development environments, and dedicated laboratories for research, experimentation, and product development.

The company also operates a cloud region in Casablanca, with a second planned for Settat

“The success of Oracle’s Casablanca R&D centre, followed by the opening of our Agadir hub, reflects Oracle’s confidence in Morocco’s exceptional talent, strong digital ambitions, and rapidly growing technology ecosystem,” said Simon de Montfort Walker,

UAE completes first cohort of government-backed cybersecurity startup accelerator

The UAE Cyber Security Council, in partnership with AWS, CrowdStrike, and e& UAE, has completed the first cohort of the country’s first government-backed cybersecurity startup accelerator, marking a milestone in the UAE’s efforts to 10

CXO INSIGHT MIDDLE EAST | JULY 2026

executive vice president, Industry Applications, Oracle. Oracle also operates the Oracle Cloud Casablanca Region and plans to establish a second cloud region in Settat, strengthening its cloud and AI infrastructure in Morocco.

strengthen its cybersecurity innovation ecosystem. Participants received equityfree support, technical mentorship, business strategy guidance, go-to-market assistance, and opportunities to connect with investors and enterprise customers. The programme also delivered 23 curated sessions, more than 30 hours of content, and mentorship from over 25 industry experts. Following a final evaluation by a panel of chief information security officers, five startups were recognised as the programme’s top performers. The accelerator forms part of the UAE Cybersecurity Technology Innovation Bureau (CTIB) and supports the UAE National Cybersecurity Strategy. It aims to accelerate the growth of more than 500 cybersecurity startups while fostering “Made in UAE” cybersecurity technologies for global markets.

The six-week programme selected 23 startups from 157 applications across cloud security, generative AI, identity, application, and data security

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QUOTEWORTHY

“WE ARE BUILDING THE GOVERNMENT OF THE FUTURE. A GOVERNMENT THAT RUNS ON DATA AND AGENTIC AI. ONE THAT DECIDES FASTER, DELIVERS BETTER AND NEVER STOPS IMPROVING. A GOVERNMENT BUILT AROUND PEOPLE, NOT PAPERWORK” HH Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister of the UAE, and Ruler of Dubai

CXO INSIGHT MIDDLE EAST | JULY 2026

“THE DUBAI DIGITAL TWIN PROJECT REFLECTS HIS HIGHNESS SHEIKH MOHAMMED BIN RASHID’S VISION OF LEVERAGING ADVANCED TECHNOLOGY AND DATA TO BUILD A CITY THAT IS BETTER PREPARED FOR THE FUTURE, WHILE ENHANCING PLANNING EFFICIENCY, INFORMED DECISION-MAKING, AND QUALITY OF LIFE” HH Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence of the UAE, and Chairman of The Executive Council of Dubai

JULY 2026 | CXO INSIGHT MIDDLE EAST

REPORT

TAKE-OFFS AND TRADE-OFFS:

HOW AI IS CHANGING TRAVEL PLANNING

hree out of four people in Saudi Arabia who use AI to plan their travel think carefully about the data they share with AI-powered services. That is one of the key findings from Kaspersky’s latest global survey, which suggests that while AI has quickly become part of the travel planning process, users remain conscious of the privacy and security trade-offs that come with handing over personal information. The research, conducted among 3,000 respondents across 15 countries, found that AI is valued primarily

CXO INSIGHT MIDDLE EAST | JULY 2026

for its ability to simplify travel preparation. Among respondents in Saudi Arabia, 76 percent said they use AI to save time, while 74 percent rely on it for personalised recommendations. Another 73 percent use AI to identify the best travel deals, 72 percent to research attractions and 67 percent to uncover information they might otherwise have missed. The findings reflect how generative AI has evolved from a novelty into a practical planning tool. It can assemble detailed itineraries, compare accommodation

and transport options, and tailor recommendations around individual budgets and interests within seconds. Yet the report suggests convenience has not displaced caution. According to the survey, 40 percent of respondents deliberately avoid sharing sensitive information with AI because they see security risks, while a further 35 percent say they have relatively few concerns but still take care when using the technology. Together, that means 75 percent of AI users surveyed in Saudi Arabia actively consider data security when interacting with AI-powered travel tools. Just 26 percent believe it is completely safe to share any type of information with AI. Saudi Arabia, alongside the UAE and China, ranked among the countries where respondents expressed greater confidence in AI security than those in markets such as Spain, the United Kingdom, Indonesia, Malaysia and South Africa. Even so, the overall picture points to measured adoption rather than blind trust. Kaspersky said users should continue verifying information generated by AI before making travel decisions. While chatbots can quickly recommend destinations, accommodation or itineraries, inaccurate information can still lead to costly mistakes. The company also warned that links generated by AI assistants may include phishing or malicious websites and should be checked before being opened. “The survey highlights a noteworthy level of caution among travelers who use AI, which is a promising sign,” said Vladislav Tushkanov, Group Manager at Kaspersky AI Technology Research Center. “This doesn’t mean you should abandon these digital tools altogether. Instead, stay mindful, avoid oversharing personal information, and think carefully while choosing which task you can assign to the AI.” As AI takes on a larger role in planning, booking and researching travel, the report suggests the next phase of adoption may depend less on new capabilities and more on whether users remain confident that convenience does not come at the expense of privacy.

75%

The proportion of AI travel planners who consider data security

76%

The share of respondents who use AI to save time planning trips

26%

The percentage of Saudi travellers who completely trust AI with their data

JULY 2026 | CXO INSIGHT MIDDLE EAST

COVER FEATURE

RESILIENCE IN MOTION Jihad Tayara, CEO, EVOTEQ, discusses how governance, traceability and AI are transforming supply chains from policy ambition into operational reality

CXO INSIGHT MIDDLE EAST | JULY 2026

JULY 2026 | CXO INSIGHT MIDDLE EAST

COVER FEATURE

conomic growth, public health and national resilience increasingly depend on something that often attracts little public attention: the uninterrupted movement of critical goods. As geopolitical tensions, shifting trade routes, and climaterelated disruptions reshape global commerce, supply chains have evolved into strategic infrastructure, making resilience less about moving goods efficiently and more about maintaining real-time visibility across increasingly complex networks. The UAE’s National Programme to Strengthen Supply Chain Resilience reflects that evolving reality. Approved by the UAE Cabinet in April 2026, the initiative focuses on strengthening food, pharmaceutical, and industrial supply chains against future disruption, recognising that national resilience depends as much on trusted digital infrastructure as it does on ports, roads, and logistics networks. However, long before the programme was introduced, elements of the capability it calls for were already operating at national scale. Among them is Tatmeen, the UAE’s national pharmaceutical track-and-trace platform, developed in partnership with EVOTEQ through its traqpharma platform. It connects manufacturers, distributors, wholesalers, pharmacies, and hospitals through a single digital ecosystem, the platform has given regulators end-to-end visibility across the country’s pharmaceutical supply chain while continuing to operate through periods of exceptional disruption. The launch of the national programme reflects the growing recognition of supply chain resilience as a national strategic priority. Jihad Tayara, CEO of EVOTEQ, sees the initiative as an important milestone in the country’s evolving approach to safeguarding the movement of critical goods. “The UAE looked at what national supply chains needed to withstand disruption and reached the same conclusion we did years ago: traceability is not optional, it is the foundation,” he said. “The mandate is to secure food, medical, and industrial goods at 18

CXO INSIGHT MIDDLE EAST | JULY 2026

a national level. Not optimise. Secure. Those are very different objectives, and they demand very different responses.” That alignment between policy and operational capability is what makes the programme distinctive. Rather than creating a new direction, it formalises an infrastructure that had already been tested under real operating conditions, including the COVID-19 pandemic, the Red Sea shipping crisis and wider geopolitical pressures affecting global trade. “The mandate has caught up with the infrastructure,” said Tayara. “We have been building this for years. The traqpharma platform powers Tatmeen,

the UAE’s national pharmaceutical track-and-trace system, and it has remained live and operational through every major disruption this region has experienced. The architecture is proven. The standards are established. The proof exists at scale.” Building the right foundations Technology alone rarely determines the success of national transformation programmes. Before any national platform can succeed, the foundations that support it must already be in place, from governance and common standards to delivery models that bring the public and private sectors together.

Most transformation projects fail at the first step. They reach for technology before they have answered the governance question

For Tatmeen, that meant bringing together regulators, manufacturers, distributors, wholesalers, pharmacies and healthcare providers within a central national ecosystem, aligning every stakeholder behind a shared objective before the technology itself took centre stage. “Three things have to be in place before the technology conversation even starts,” said Tayara. “The first is governance. You need a single accountable authority with a clear national mandate. Without that, every technology project fragments into departmental solutions that cannot talk to each other and cannot be sustained

when leadership changes.” The UAE’s approach placed responsibility within a single national authority, creating clear ownership from the outset. “The Emirates Drug Establishment held the mandate. EVOTEQ executed,” he said. “That clarity is rare, and it is the primary reason Tatmeen succeeded where equivalent projects in other markets stalled.” “The second is standards. We built the platform on GS1-compliant standards, the internationally recognised framework for product identification and traceability. That gives us a system that can scale, integrate and connect across borders. Proprietary standards

may work domestically, but they create closed systems that will never connect to the global supply chain ecosystem. Standards are not a technical detail. They are a strategic decision.” The final ingredient is a genuine public-private partnership that brings together government regulatory authority with private-sector delivery capabilities. “The UAE model works because it was structured as a genuine public-private partnership from day one. Government sets the mandate and the regulatory framework. The private sector brings the technology, the operational expertise, the speed of execution, and the investment,” said Tayara. He added: “The PPP model is what makes the system trusted by every stakeholder in the supply chain, from international manufacturers to local pharmacies. When every party has a stake in the outcome, every party has a reason to make it work.” Ultimately, the technology itself becomes the outcome of those earlier decisions rather than the starting point. “Most transformation projects fail at the first step. They reach for technology before they have answered the governance question,” Tayara said. “We always say this is a governance decision before it is a technology decision.” Those foundations enabled Tatmeen, powered by EVOTEQ’s traqpharma JULY 2026 | CXO INSIGHT MIDDLE EAST

COVER FEATURE

“During the disruptions of the past year, healthcare authorities did not need to guess where medicines were or whether shortages were developing. They could see stock levels across the entire country on a single dashboard. They could identify which regions were running low, which facilities had surplus and where supply needed to be rebalanced. Decisions that would previously have taken days happened in hours,” explained Tayara. This reinforces a broader point about the role of national traceability. “What makes Tatmeen significant is not just what it does in normal conditions. It is what it did under pressure. It has been tested repeatedly in real crises, and it held. That is proof no competitor can offer because no competitor has done it,” he said.

Resilience is no longer built on stockpiling or having a plan B. It is built on foresight. Knowing what is about to happen gives you the time to prevent it

CXO INSIGHT MIDDLE EAST | JULY 2026

platform, to evolve far beyond compliance, creating a single source of truth for the UAE’s pharmaceutical supply chain. “It provides full visibility into every medication in the UAE. Every manufacturer, every distributor, every wholesaler, every pharmacy, and every hospital connected through one centralised platform. Every package tracked, authenticated and accounted for at every point in the journey,” said Tayara. Supply chain challenges of the recent past demonstrated how those capabilities evolved from infrastructure into operational decision-making.

Visibility to foresight Historically, traceability has largely been associated with compliance. Products are tracked to satisfy regulatory requirements, investigate incidents or reconstruct events after something has already gone wrong. National supply chains demand a different capability. Visibility only becomes meaningful when it enables earlier intervention, allowing governments and regulators to respond before disruption reaches hospitals, pharmacies or consumers. Artificial intelligence is increasingly shifting traceability from historical record-keeping to operational decision support. “Traditional traceability is an archive. It tells you what happened after the fact,” said Tayara. “Useful for audits and investigations, but fundamentally backward-looking. AI-augmented traceability tells you what is about to happen.” Instead of treating every transaction as an isolated event, EVOTEQ’s traq platform uses AI to connect signals across the supply chain, identifying emerging patterns before they become operational problems. That enables authorities to rebalance inventory, redirect supply and engage suppliers while there is still time to prevent disruption. “When stock levels in a region start moving towards a shortage, the system flags it days in advance,” he said. “The traq platform does not

just record. It monitors across the entire chain simultaneously, surfaces patterns, identifies anomalies, and generates alerts before those anomalies become failures.” Earlier visibility enables authorities to act before disruption escalates. By identifying emerging risks early, they can make faster decisions, rebalance inventory, redirect supply and engage suppliers before shortages develop. “Resilience is no longer built on stockpiling or having a plan B,” Tayara said. “It is built on foresight. Knowing what is about to happen gives you the time to prevent it. AI is what makes foresight possible at national scale.” The same capability also addresses one of the pharmaceutical industry’s most persistent challenges: authenticity. The World Health Organisation estimates that one in 10 medical products circulating in markets without effective traceability systems is either substandard or falsified, making product authentication as much a public health issue as a commercial one. “We are talking about medicines that do not work. Treatments that fail. Patients who do not recover,” he said. “Substandard and falsified medicines contribute to hundreds of thousands of preventable deaths every year globally. That is a public safety crisis.” Those risks illustrate why traceability extends beyond supply chain visibility.

It provides the ability to authenticate medicines throughout their journey, helping ensure that only legitimate products reach patients. From pharma to plate The UAE’s National Programme to Strengthen Supply Chain Resilience extends beyond pharmaceuticals, recognising that many of the challenges around visibility, authentication and risk are common across critical supply chains. For EVOTEQ, that evolution sees its proven traqpharma architecture extended through traqfood, bringing the same end-to-end traceability to food and industrial goods. “The platform is ready,” said Tayara. “traqfood applies the same architecture, the same tracking concept and the same AI-powered monitoring layer that has been operating in the pharmaceutical supply chain to food and industrial goods. The technology does not need to be rebuilt. It needs to be redeployed.” The opportunity is particularly significant across the Gulf, where imported goods typically pass through multiple jurisdictions, logistics providers and custody changes before reaching consumers. Applying the same traceability model beyond pharmaceuticals creates a continuous, verifiable record

of a product’s journey, strengthening regulatory oversight and supply chain confidence. “Every batch is authenticated at origin. Every cold-chain reading is captured. Every certification is tied to a verifiable record that travels with the product from source to shelf,” he said. “For regulators, that is enforcement built on real data rather than declarations. For governments managing food security, that is early warning before a shortage becomes a crisis. For consumers, it is the difference between a label claim and a verifiable fact.” Having proven the model in one of the world’s most heavily regulated industries, EVOTEQ sees expansion into other sectors as a natural progression rather than a new direction. “The move from pharma to food is not a new direction for EVOTEQ,” Tayara said. “It is the natural progression of a platform built to be modular from day one. Pharma was the most complex, most regulated starting point imaginable. If the system can operate there, it can operate anywhere.” As more governments develop national resilience programmes, Tayara argues that success depends less on technology than on getting the fundamentals right from the outset. Moving forward, EVOTEQ’s focus is shifting from building national platforms to helping other governments accelerate deployment using an architecture already proven at scale. “Our role is shifting from building to enabling. The architecture is established. The standards are embedded. The institutional knowledge of what works and what does not already exist within the organisation. We are now the fastest path from decision to deployment for governments serious about supply chain resilience.” Ultimately, while the technology has become increasingly sophisticated, the objective remains remarkably simple. “Behind every data point in this system is a patient who needs their medication. A family whose food supply needs to be secure. A government that needs to know its critical goods are where they should be when they are needed most,” Tayara said. “That is what drives the work. And it has never mattered more than it does right now.” JULY 2026 | CXO INSIGHT MIDDLE EAST

VIEWPOINT

THE MISSING LINK By Federico Pienovi, CEO – MENA and APAC, Globant

he Gulf has reached an important milestone that many business leaders have yet to grasp. The Central Bank of the UAE granted approval to Mal, an AInative Islamic digital bank, making the UAE what Mal describes as the first market globally to grant in-principle regulatory approval to an AI-native digital banking platform. Around the same time, Visa confirmed that its Agentic Ready programme, the global framework that certifies banks to handle payments initiated by AI, is live and expanding, with a UAE pilot already running through Aldar, where AI agents pay recurring real estate service charges on behalf of customers without any human involvement. The message is clear. The GCC is not watching agentic commerce develop elsewhere and planning to catch up. It is building the infrastructure now. The regulatory approvals, the certification frameworks, and the capital are all moving here, faster than in most developed markets. What is not keeping pace is the enterprise back end. The systems inside large organisations that will actually receive, process, and reconcile AI-initiated transactions. That is the blind spot, and it matters enormously. The GCC ICT market is forecast to grow from $139 billion in 2025 to $242 billion by 2031, driven by government mandates across the

CXO INSIGHT MIDDLE EAST | JULY 2026

UAE and Saudi Arabia that treat digital infrastructure as a national priority. With over 70 percent of retail transactions already cashless, Saudi Arabia is targeting a fully cashless economy by 2030. The Kingdom’s National Strategy for Data and Artificial Intelligence has committed $20 billion in AI investment toward that same deadline. The ambition is not in doubt. But ambition at the front end does not automatically fix the problems at the back end. The IMF noted in April 2026 that agentic AI systems can interpret objectives, plan multistep actions, and interact with digital services with limited human intervention, shifting payments from human instructions to agent-driven decisions. For GCC enterprises, that shift reaches into every layer of their operations. Order management systems were built assuming a named human being sits behind every purchase. Reconciliation tools were designed to match transactions to individual approval events. Finance platforms model creditworthiness and disputes around the behaviour of a person. Remove the human from the transaction, which is exactly what agentic commerce does, and those systems struggle. An AI agent does not respond to a payment confirmation email. It does not have a purchase order number in the way a procurement team does. It moves at machine speed and generates transaction

data that looks nothing like normal human purchasing, often high frequency, sometimes very low value, sometimes running as multiple agent instances for the same company at the same time. The existing back end was not built for any of that. The GCC e-commerce market was valued at $584.8 billion in 2025 and is projected to reach over $2 trillion by 2034. That growth was projected on the basis of human-led digital commerce. Agentic transactions will not simply add volume. They will change the character of every transaction flowing through the region’s commercial infrastructure. The organisations running that infrastructure need to start treating it differently.

The GCC is not watching agentic commerce develop elsewhere and planning to catch up. It is building the infrastructure now

McKinsey projects that agentic commerce will orchestrate between $3 trillion and $5 trillion in global retail spend by 2030. A significant share of that will flow through GCC commercial systems. The conglomerates, banks, telecoms groups, and real estate developers handling those transactions are running orderto-cash operations engineered for an earlier era. Rebuilding them is not a software upgrade. It is an architectural decision, one that requires redesigning how orders are authenticated, how payments are matched and reconciled, and how identity and authorisation are managed when an AI agent, not a person, is the one spending. The GCC has proven it can move from regulatory intention to live

infrastructure faster than almost any other region in the world. The UAE licensed an AI-native bank. Saudi Arabia committed $20 billion to AI. Visa is running live autonomous payment pilots in Abu Dhabi. The runway is real. But runways are only useful if what lands on them is ready to operate. The enterprises that will define what agentic commerce looks like at regional scale are the ones rebuilding their back end now, before the transaction volumes arrive, not after. The Gulf has ambition. It has regulations. It has the capital. The one thing it still needs is enterprise infrastructure that can actually handle what is coming. That work starts in the back office, not the boardroom. JULY 2026 | CXO INSIGHT MIDDLE EAST

EVENT

FROM WORKLOADS TO VALUE Technology leaders explored how modern data platforms are enabling enterprise AI through real-time analytics, scalable architectures and faster access to trusted data

Christian Mataheru, Go-to-Market Lead – MENA & UAE, ClickHouse, showcases the demands for ClickHouse’s capabilities during the roundtable

XO Insight ME, in partnership with ClickHouse, recently hosted an executive roundtable examining the data, infrastructure and architectural considerations shaping the next phase of enterprise AI adoption. Held under the theme Agentic AI in Production: From Workloads to Business Value, the discussion brought together senior technology leaders to explore how organisations are preparing for increasingly data-intensive AI workloads and the operational realities of deploying AI at scale. The session opened with presentations from Sid Dwivedi, Solutions Architect – MENA, and Christian Mataheru, Go-to-Market Lead – MENA & UAE at ClickHouse, who explored how evolving AI workloads are reshaping enterprise expectations around data processing and analytics, while showcasing ClickHouse’s capabilities across realtime analytics, data warehousing, observability and AI workloads to support modern, AI-ready data architectures. 24

CXO INSIGHT MIDDLE EAST | JULY 2026

While agentic AI provided the starting point, the discussion quickly broadened to the role of modern data platforms in supporting AIdriven enterprises. Participants explored how organisations can leverage real-time analytics, highperformance data processing and scalable architectures to deliver faster insights while ensuring data remains trusted, governed and readily accessible. The roundtable also examined the growing importance of observability and operational readiness as AI applications move from experimentation into production. Conversations highlighted the need to balance performance with governance, while ensuring enterprise systems can support increasingly complex and dynamic workloads. Another key theme centred on how organisations are evaluating technology platforms to support AI initiatives, with discussions around real-time data access, scalability, cost efficiency and the ability to process growing volumes of structured and unstructured data without compromising performance.

Sid Dwivedi, Solutions Architect – MENA, ClickHouse, presents the platform’s capabilities across enterprise analytics and AI workload

Throughout the session, participants shared practical experiences from their own AI journeys, discussing the architectural decisions and operational priorities shaping enterprise deployments today. The discussion reinforced that as organisations seek to generate measurable business value from AI, success depends not only on the capabilities of AI models, but equally on the strength, speed and scalability of the data platforms underpinning them.

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CXO50 AWARDS AND CONCLAVE

THE FACES OF EXCELLENCE The CXO50 Awards & Conclave 2026 brought together the Middle East’s leading technology executives to celebrate the vision, leadership and impact driving the region’s digital future

he CXO50 Awards & Conclave 2026 brought together the Middle East’s foremost technology and digital leaders at the Sheraton Grand Hotel Dubai for an evening that reflected not only on individual achievement, but on the changing nature of technology leadership itself. Organised by Insight Media & Publishing and CXO Insight Middle East, the event celebrated CIOs, CTOs, CISOs, CDOs and senior technology executives who are helping redefine how organisations compete, innovate and build resilience. At a time when artificial intelligence is reshaping industries, cyber risk continues to evolve and the pace of disruption shows no sign of slowing, the modern technology executive has become far more than the custodian of IT. Increasingly, they are strategic business leaders responsible for enabling growth, managing risk and positioning their organisations for long-term success. That broader transformation set the tone for the evening’s opening keynote by Sherifa Hady, VP Worldwide Commercial, SMB & Transactional Sales at HPE. Speaking on Thriving Through Change: Where Innovation Meets Human Potential, Hady explored how organisations can embrace AI-led innovation without losing sight of the people who

CXO INSIGHT MIDDLE EAST | JULY 2026

ultimately determine whether transformation succeeds. Drawing on more than two decades of global leadership experience across sales, channels and marketing, she argued that sustainable innovation depends on building organisations that are not only technologically capable, but also adaptable, resilient and deeply human. The conversation continued with a panel discussion titled Governing at Speed: How Enterprises Scale AI Without Losing Control, examining one of the defining challenges facing enterprise technology leaders today: how to move AI beyond experimentation and into production while maintaining governance, accountability and trust. Moderated by Andreas Hassellöf, CEO of Ombori & Phygrid, the panel brought together Dr Jassim Al Awadi, Executive Director and Head of Enterprise Platforms at Emirates NBD; Jacob Mathew, Head of IT at a Government Entity; Christian Mataheru, Go-to-Market Lead for Middle East & Africa at ClickHouse; Amit Bhatia, CISO at Henry Harvin; and Stephen Fernandes, Chief Growth Officer at Planview. Together, they explored the governance models, data foundations and leadership disciplines required to ensure AI creates enterprise value without introducing unnecessary risk.

Sherifa Hady, VP Worldwide Commercial, SMB & Transactional Sales at HPE, delivers the opening keynote, Thriving Through Change: Where Innovation Meets Human Potential

(L-R) Stephen Fernandes, Chief Growth Officer at Planview; Christian Mataheru, Goto-Market Lead for Middle East & Africa at ClickHouse; Dr Jassim Al Awadi, Executive Director and Head of Enterprise Platforms at Emirates NBD; Jacob Mathew, Head of IT at a Government Entity; Amit Bhatia, CISO at Henry Harvin; and Andreas Hassellöf, CEO of Ombori & Phygrid (Moderator), during the panel discussion, Governing at Speed: How Enterprises Scale AI Without Losing Control,

As part of the evening, each award recipient received a copy of Relaunch To Win: A Framework to Succeed in the New Normal by Stephen Fernandes. Drawing on decades of leadership experience, the book explores practical approaches to navigating change, with all proceeds supporting old-age homes. The evening culminated in the presentation of the CXO50 Awards, recognising 50 of the region’s most influential technology leaders whose leadership continues to shape organisations, industries and the broader digital economy.

As organisations across the region navigate an increasingly complex digital landscape, the conversations and recognition that define the CXO50 Awards & Conclave have become increasingly significant. The event serves not only as a celebration of excellence, but as a reminder that the organisations best positioned for the future will be those led by technology executives capable of combining innovation with governance, ambition with accountability, and technological progress with enduring business value.

JULY 2026 | CXO INSIGHT MIDDLE EAST

CXO50 AWARDS AND CONCLAVE

Rakesh Badola 25hours Hotel One Central

Tariq Siddiqui Abu Dhabi National Takaful

Jacob Mathew Government Entity

Ahmad Mhawish Dutco Group

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Hamza Sheikh Gulf Medical Company

Dr. Jassim Al Awadhi Emirates NBD

Vikraman Poduval saal.ai

Dr. Walid Salem Al Buhairah National Insurance Company

Vivek Kumar Al Faris Group

Hiren Desai Canadian Specialist Hospital

JULY 2026 | CXO INSIGHT MIDDLE EAST

CXO50 AWARDS AND CONCLAVE

Glen D’Souza Centena Group

Nithin Geo Thomas Amity Education Middle East

Mohammed Hussain Danube Group

Mohamed Yousif Alhammadi Dubai Culture & Arts Authority

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Asma Alraee Digital Umm Al Quwain

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CXO50 AWARDS AND CONCLAVE

Mohamed Sadawy Bukhatir Investment Limited

Abdul Azeem Baqar Mohammed Emirates Float Glass

Ahmed Hasanain FiLLi Cafe

Ayman Medaka Conecore PDC

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Praveen Sunny Fura Gems Inc.

Amit Bhatia Henry Harvin

Vijay Pandey Global Gases Group

Amna Bin Mishar DHRE

Ayman Bitar Majid Al Futtaim Development

Mohamed Roushdy Reem Bank

JULY 2026 | CXO INSIGHT MIDDLE EAST

CXO50 AWARDS AND CONCLAVE

Nader Farah AXIAN Telecom

Mainuddin Mirza Terhab Hospitality

Mohit Duggar Millennium Place Barsha Heights

Dr. Fayid Kadambodan Dubai Integrated Economic Zones Authority

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Rohit Anand Bajpai GII

Dr. Walid Elsahar Ras Al Khaimah Economic Zone

Khadher Al Khadher The Abu Dhabi Early Childhood Authority

Mohamed Juma Elzohiri Sharjah Cooperative Society

Nikhil Chaturvedi RAK Ceramics

Mohamed Abdel-Samie ADCB Egypt

JULY 2026 | CXO INSIGHT MIDDLE EAST

CXO50 AWARDS AND CONCLAVE

Jason Fernandes GEMS Education

Atul Gupta Wyndham Hotels & Resorts

Farukh Ali IHG

Jo Garnett Commercial Bank of Dubai

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Gigi Mathew Thomas Ittihad International Investment

JIJU G.S S.S. Lootah Group

Dr. Nitin Shingari Trojan Holding

Malik Asad MEMCO Group

Bassem Al-Wazir National Food Products Company

Premin Thomas Neelkamal Group

JULY 2026 | CXO INSIGHT MIDDLE EAST

CXO50 AWARDS AND CONCLAVE

Dr. Mohammad Alawadhi Ministry of Health and Prevention (MOHAP)

Hussein Zaher Salam Education Group

Gopi Maren Roads & Transport Authority (RTA)

Ali Jumaily Saeed & Mohammed Al Naboodah Group

Sreedhar Suragouni Sukoon Insurance

Sri Lakshmi Switz Group

CXO INSIGHT MIDDLE EAST | JULY 2026

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JULY 2026 | CXO INSIGHT MIDDLE EAST

VIEWPOINT

M THE TELEMETRY ADVANTAGE

odern systems generate more telemetry and data than ever, but more telemetry and data hasn’t made teams faster or more productive. In fact, it’s doing the opposite. Fragmented telemetry data signals, rising storage costs, and delayed insights are making it harder to understand and act when it matters most. As systems become more dynamic and ephemeral, teams often find themselves dealing with fragmented telemetry and unclear signals. It takes longer to understand what’s gone wrong, and even longer to fix it. At the same time, the cost of storing and processing all this telemetry and data continues to rise. There’s a growing sense that something needs to change. Instead of trying to analyse everything after the event, organisations are starting to look at how they can build better intelligence into their systems from the start, so the telemetry they rely on is more relevant and easier to act upon.

By Mala Pillutla, WW VP – Observability & Security, Dynatrace

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The real cost of poor telemetry and data quality

The challenge isn’t that organisations are short of telemetry and data; it’s that they’re short of good quality signals. As AI-driven capabilities become deeply embedded in software delivery and operations, the quality of observability telemetry

AI systems are only as robust as the telemetry and data that powers them

In the traditional sense, this isn’t a technology problem. It’s a telemetry and data quality concern, and the longer it’s ignored, the worse it usually gets. Moving intelligence upstream

becomes even more important. When the telemetry is collected and unnecessary telemetry is filtered out, employees end up spending more time managing the telemetry than learning from it. Part of this issue is fragmentation, when telemetry is stored across several tools and agents, each of which generates signals with somewhat varied forms. During an outage, teams are forced to stitch together inconsistent signals across tools, losing valuable time while the business impact grows. The financial part comes next. Large-scale telemetry and data processing and storage are expensive, and the costs are only rising. Organisations are spending a significant amount of their resources on processing and storing data that only adds noise, not insights.

Moving intelligence upstream means filtering, enriching and routing meaningful telemetry before it reaches downstream systems. Increasingly, organisations are starting to think about how to address these fragmentation and financial challenges. Teams are beginning to collect, process, and route relevant observability telemetry in real-time before it is ingested into downstream systems. As a result, there is a less volume to handle, reduced expenses and cleaner telemetry to deal with since only the relevant signals are sent downstream. This is becoming increasingly feasible at scale thanks to open standard such as OpenTelemtry. For example, teams can gather telemetry consistently across multiple environments without being dependant on a particular vendor or set of tools. When working with intricate, distributed systems that span several clouds, security and storage platforms, that type of flexibility is crucial. Furthermore, as environments continue to evolve, it makes adapting to them that much easier. What this means for AI-powered operations

AI systems are only as robust as the telemetry and data that powers them. They depend on accurate,

contextualised telemetry to generate insights and automate decisions. Teams are not only slowed down by incomplete or cluttered telemetry, but it’s this simple: poor quality telemetry leads to poor quality insights. When those insights are applied to large-scale automated decision-making, the margin for error drastically lowers. Another aspect that is frequently disregarded is trust. The teams in charge of these automated systems must be able to explain what happened and why these decisions are being made by these systems about performance or security. If the information supporting those choices is inconsistent, it becomes extremely challenging. This matters far beyond just the technical teams. Senior management and board members are being increasingly asked to support AI-driven choices, and this becomes a much simpler discussion when the telemetry and data behind the insights is credible and trustworthy. The operational advantages are also evident. Teams can work quicker if they aren’t continuously battling erratic telemetry and data. They spend less time on manual research, detect issues early, and automate with greater confidence. A strong telemetry and data foundation and a unified, context-driven platform not only enhance daily operations but also increases the successes of the AI-powered capabilities the organisation invests in over time. The next steps start at the source

For organisations to innovate faster and deliver greater value to their customers, they must have the right telemetry, in the right signal, at the right time. The good news is that it doesn’t require starting from scratch, it’s about making choices early in the telemetry lifecycle. By bringing intelligence earlier into the lifecycle, teams can ensure that the telemetry flowing into their observability platforms is scalable from the start. The organisations that win won’t be the ones with the most telemetry, they’ll be the ones with the best telemetry, shaped at the source and ready to drive action. JULY 2026 | CXO INSIGHT MIDDLE EAST

VIEWPOINT

THE NEW PACE OF CYBER DEFENCE By Sam Tayan, Regional Vice President, META, Illumio

he Middle East is a hotbed of cyber activity. The UAE alone faces between 600,000 and 800,000 daily breach attempts, according to the UAE Cyber Security Council, with critical infrastructure, financial services and government platforms among the primary targets. For years, organisations were told that if they invested enough in prevention, detection, and patching, they could stay ahead of attackers. That belief is now difficult to sustain. AI is accelerating vulnerability discovery, shrinking the time defenders have to react, and exposing a simple truth: no organisation can fix every weakness before someone tries to exploit it. The clearest signal of how far the balance has shifted came from outside the security industry. Anthropic’s Mythos preview demonstrated that an AI model could autonomously identify thousands of zero-day vulnerabilities across widely used operating systems and browsers, convert more than 72 percent of identified Firefox flaws into working exploits, and compress the window between discovery and exploitation to near zero. The implication for defenders anywhere, but especially

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in fast-digitising regions like the Gulf, is uncomfortable: prevention and patching alone cannot keep pace when exploitation can occur before vendors even publish a CVE. This marks a fundamental inflection point. We are approaching a threshold where attacks move faster than humans can reliably analyse, decide, and intervene. A moment when human paced, reactive security models simply stop working. This does not make prevention irrelevant, but it does make it insufficient. Detection still matters, and patching still matters, but these measures alone cannot guarantee resilience. AI forces leaders to confront a more uncomfortable question: what happens when an attacker gets in? Most major breaches do not become disasters at the point of entry. They become disasters when attackers move across networks, reach critical systems, steal sensitive data, disrupt operations, or lock down infrastructure. AI changes what attackers can find and how quickly they can weaponise it, but it does not change the fundamentals of an attack. Once inside, attackers still need to move, and over trusted, over connected environments make that movement dangerously easy.

In the Middle East, that distinction is existential. Organisations here are not just defending information; they are defending continuity. In financial services, downtime undermines trust. In healthcare, it affects patient care. Disruption in the energy, utilities, and transport sectors will impact everyday life. Similarly, in the government sector, it can interrupt essential national services. Take into consideration the recent threat activities. In April 2026, researchers were able to uncover a campaign that scanned 12,000+ internet exposed systems before moving into targeted attacks against critical sectors in the Middle East, which included aviation, energy, and the government. The operation followed a familiar pattern

of broad automated reconnaissance, followed by selective exploitation and data access once the high value targets were identified. This was not a smash and grab job, but preparation at a scale designed to enable deeper access before the defenders could respond. This is the shift security leaders across the region must absorb. Defenders still have to protect everything, everywhere, all the time. Attackers only need one viable path, once, and AI dramatically amplifies this imbalance. The question is no longer whether every vulnerability can be found and fixed before attackers act, but how far attackers can go when they inevitably get in. This is why breach containment is becoming

AI has changed the speed of attacks… When speed becomes the threat, containment becomes control central to cyber resilience. Breach containment focuses on limiting the impact of attacks. It starts with knowing which systems matter most, understanding how applications and workloads communicate, and removing unnecessary trust between them.

The goal is not to stop every breach, but to ensure that no single compromise can cascade into a systemic failure. This approach aligns with the region’s next phase of digital strategy. Across the Gulf, CIOs and technology leaders are increasingly weighing sovereign first approaches as AI adoption accelerates, and regulatory expectations evolve. Resilience, control, and compliance are becoming core measures of technology success, alongside innovation and growth. In practice, this places new emphasis on operational control: how systems communicate, how quickly critical assets can be isolated, and whether essential services can continue during disruption. A more grounded security model is emerging. Organisations need real-time visibility across hybrid environments, clear definition of their most critical systems, and a reduction in implicit trust so that being inside the network does not grant broad access. They also need containment plans with pre approved isolation actions that can be executed at machine speed. In the AI era, breach containment is the objective, and Zero Trust the strategy focused on verifying access, limiting movement, and continuously reviewing what is allowed to communicate. The region has an opportunity to turn this moment into an advantage. Fast digital growth does not have to mean fragile digital infrastructure. The same ambition that built smart cities, national AI programmes and sovereign cloud initiatives can now be applied to security architecture. The next phase of cybersecurity leadership in the Middle East will not be defined by those who claim to stop every breach, but by who can keep operating when a breach occurs. AI has changed the speed of attacks. The region now needs to change the shape of defence. When speed becomes the threat, containment becomes control. Breaches may be inevitable, but cyber disasters do not have to be. JULY 2026 | CXO INSIGHT MIDDLE EAST

INTERVIEW

THE HUMAN ENGINE

The future of IT is becoming increasingly autonomous, but people remain at the centre of every critical decision. Krishna Sai, Chief Technology Officer, SolarWinds, explains why trust, governance and human judgement will determine whether AI delivers on its promise

olarWinds’ latest research suggests AI is reshaping IT far beyond automation. How is the role of the IT function evolving as enterprises move towards more autonomous operations?

IT is going through an identity shift unlike anything we’ve seen since the move to cloud. For decades, IT was defined by what we call ‘wrench time’ — reacting to tickets, manually troubleshooting, keeping the lights on. AI is changing the level of abstraction teams operate at. Instead of working at the lowest layers of infrastructure plumbing, IT teams are increasingly engaging at higher levels. They’re designing workflows, setting guardrails, and defining the outcomes AI-powered systems execute autonomously. Our 2026 IT Trends Report: The Human Side of Autonomous IT highlighted this when it found that 80 percent of IT professionals say their role is shifting from operator to orchestrator. That doesn’t mean fewer people are needed. It means IT’s purpose inside the enterprise is being redefined, from executing tasks to designing and governing the systems that execute them. Your research reveals a significant gap between leadership confidence and frontline reality when it comes to AI readiness. Why do you think that disconnect exists?

The numbers are stark. 47 percent of C-suite executives believe their IT organisations are extremely prepared to meet evolving AI skill requirements, but only 13 percent of frontline professionals 46

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At the heart of every conversation about autonomous IT is the defining issue of trust. Without trust, AI insights result in suspicion rather than action

agree. That mismatch matters because autonomous IT can’t be mandated from the boardroom. It has to be absorbed, trusted, and operationalised by the engineers, administrators, and operators who work with these systems every day. Leadership sees the strategy and the roadmap. Frontline teams see an operational gap. They’re the ones validating AI-generated recommendations, cross-checking outputs against logs and metrics, and building trust one incident at a time. Until organisations close that gap in strategy and lived experience, confidence at the top will keep outpacing readiness on the ground. Many IT professionals say AI has made their roles more demanding rather than less. How has greater automation introduced new complexity?

Given the typical person’s everyday experience of AI, whether that’s summarising reports in seconds, or drafting emails in an instant, the tendency is to perceive this technology to be an incredible productivity booster. That’s true, but the outcome isn’t that there’s less work for people to do. In reality, AI changes the nature of the work. So, while it can surface potential root causes in seconds, teams still need to spend hours validating whether those insights are correct. That’s the paradox: faster insight generation doesn’t

automatically translate into faster resolution. Instead, it can increase cognitive load as humans sift through volumes of AI-generated recommendations, reports, and summaries. This is the operational gap of transformation, where the technology has advanced but human processes and trust models haven’t caught up yet. And this is why we’re seeing IT professionals report that AI is changing how they work far more than how much they work. And also interestingly, that shift toward validation, judgment, and oversight is, by definition, more demanding. Much of the conversation around AI focuses on technology, but your research suggests the bigger challenge may actually be human. Why are organisations finding the people side of AI transformation more difficult than the technology itself?

At the heart of every conversation about autonomous IT is the defining issue of trust. Without trust, AI insights result in suspicion rather than action. Without trust, orchestration stalls at the dashboard level, and autonomy remains theoretical. The good news is that this trust isn’t emotional, it’s structural. And it can be gained through verification. One of the most common missteps we see is organisations focusing solely on AI’s capability rather than its accountability. Systems can generate recommendations at unprecedented speed, but too often fail to explain how they reached those conclusions. That absence of explainability forces humans into constant validation mode, crosschecking AI outputs against logs, metrics, and tribal knowledge, all of which quietly negates the efficiency gains AI was supposed to deliver in the first place. What’s preventing organisations from moving beyond AI experimentation to truly autonomous IT?

As mentioned, trust is still a major barrier. And it’s compounded

by fragmented visibility and immature governance. You can’t orchestrate autonomously if your data lives in disconnected silos because AI simply amplifies whatever foundation you give it. If the foundation is fractured, AI multiplies the cracks. Our report shows 67 percent of organisations experience moderate to extreme infrastructure fragmentation, spanning on-premise systems, multiple cloud providers, containers, SaaS platforms, and edge environments, each with its own tooling and telemetry. On top of that, most organisations are deploying AI faster than they’re defining the rules around it. Without clear policies, escalation paths, and audit mechanisms, organisations simply cannot allow systems to act independently, no matter how capable those systems appear. So, with trust, visibility, and governance, if you miss any one, autonomy stays theoretical. SolarWinds talks about enabling practical orchestration rather than simply adding more AI capabilities. What does that mean in practice, and how are you helping customers operationalise AI in a way that’s trusted, explainable and scalable?

Picture the scenario every IT professional knows: an alert fires, and instead of dropping everything to chase it, you’re the one deciding whether it’s worth chasing at all. That’s what being back at the centre feels like. It’s not about executing repetitive tasks, but architecting systems that sense, decide, and act with speed and consistency on your behalf. In practice, we build an operating model that integrates observability, AI-assisted reasoning, and governance into one coherent system, rather than bolting AI onto existing tool sprawl. We call this bounded autonomy as you don’t hand over the keys on day one. Think of it like autonomous driving. There are levels, and each level earns trust. You start with lowrisk tasks; routine maintenance, JULY 2026 | CXO INSIGHT MIDDLE EAST

INTERVIEW

self-healing actions. As verification builds confidence, you expand scope. As AI becomes embedded across increasingly complex hybrid environments, how important are visibility and operational context in enabling organisations to move from AI-driven insight to intelligent action?

No one designs their way into fragmented IT. It creeps in through well-meaning activities, say a cloud migration here, a new SaaS tool there, or an acquisition that brings its own stack. Multiply that across networks, applications, databases, containers, and infrastructure, and years later you’re left with independent tools that each see only their own slice of the environment. That tool sprawl creates blind spots, and blind spots erode trust. AI becomes brittle when it doesn’t have full context, as it can hallucinate or miss critical dependencies entirely. So rather than adding another point tool, our approach is to bring telemetry from across the enterprise into a single shared data plane. That’s not a feature, it’s the fix for 48

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47% The proportion of C-suite executives that believe their IT organisations are extremely prepared to meet evolving AI skill requirements Source: Solarwinds’ 2026 IT Trends Report: The Human Side of Autonomous IT

the specific, painful problem of teams making decisions on partial information. Once that visibility is unified, AI can finally reason across layers instead of guessing at what it can’t see. Looking ahead, what will distinguish the organisations that successfully embrace

autonomous IT from those that continue to struggle with AI adoption, and what should technology leaders be prioritising today to prepare for that future?

My advice to fellow C-suite leaders is simple: don’t chase AI tools. Chase the discipline to build governance, visibility, and trust into your systems from day one, instead of retrofitting them once something breaks. Design your AI workflows with human-in-control guardrails. Adopt bounded autonomy instead of flipping an all-or-nothing switch. Invest in full-stack visibility across your hybrid environment before you invest in more automation. And treat governance as something that enables your team to move, not something that slows them down. Get all this right, and you’ll spend less time reacting to fires and more time designing systems that hold up under pressure. You’ll move faster, but confidently, because you can see what’s happening and you’re still in control. This was never about replacing your people. It’s about giving them room to do more. That shift, from operator to orchestrator, isn’t just achievable. It’s inevitable.

INTERVIEW

BEYOND COMPLIANCE Francesco Colavita, SVP MEAPAC, JAGGAER, discusses how the UAE’s e-invoicing rollout is reshaping procurement, finance, and governance

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he UAE is preparing for the next stage of its digital tax transformation as the voluntary e-invoicing pilot approaches. Due to begin on 1 July, the pilot marks the first step towards mandatory adoption for large businesses from January 2027, with SMEs and federal government entities joining in later phases. Ahead of the rollout, the Ministry of Finance has released a series of implementation guides, providing businesses with greater clarity on technical requirements and system integration. While designed to strengthen tax compliance through real-time invoice validation, the mandate extends far beyond regulation, exposing inefficiencies across disconnected procurement and finance processes. “Invoicing has long been the most disconnected part of the procurement lifecycle, sitting apart from the sourcing decisions, contracts and purchase orders that should govern it,” said Francesco Colavita, SVP MEAPAC at JAGGAER. “That’s what makes e-invoicing strategic rather than administrative. Because it operates at transaction level and in real time, every invoice is validated as compliant and accurate the moment it’s issued, shifting compliance from something checked after the fact to something built into the transaction itself.”

I believe organisations will find that the longterm value isn’t really about compliance at all; it’s about capacity

The invoice itself becomes part of a connected business process rather than a standalone finance document. “The bigger prize is that it enables a genuinely connected Source-to-Pay process, where invoicing is no longer an isolated finance document but a verified outcome of sourcing and contractual decisions,” explained Colavita. “Governments and businesses are converging on it at the same time, for related but distinct reasons. Governments want assurance and auditability, businesses want a foundation of trusted, connected data they can finally build on.” The phased rollout gives organisations a valuable planning window before mandatory adoption begins. Rather than rushing towards a compliance deadline, businesses can align implementation with wider finance transformation initiatives and address inefficient processes before they become embedded in digital workflows. “Start with the budget conversation, not the technology search,” Colavita said. “The imminence of this mandate makes this the ideal moment for finance leaders to influence investment decisions. Rather than asking for budget to ‘comply with a mandate’, they should position e-invoicing as an enabler of efficiency, resilience and growth, linking it to working capital optimisation, stronger controls and future-proofing against further regulatory change.” The same thinking also changes how organisations view accounts payable. Instead of simply measuring how quickly invoices move through finance, the invoice becomes an indicator of how effectively procurement has been managed upstream. “Invoicing and accounts payable may be among the final steps in the procurement lifecycle, but they are a cornerstone of cost governance, optimisation, and compliance,” Colavita said. “Getting them right doesn’t just close out a transaction, it reinforces discipline across the entire procurement

chain, from requisitioning and order management to contracts and tendering.” The phased roll out also enable organisations that move early to have greater flexibility over timelines, access to specialist resources and implementation costs. “Organisations that engage during the pilot get something late adopters never have — genuine choice,” explained Colavita. “Early planning avoids the premium costs that come with urgency. Vendors, integrators and internal IT teams will all be under pressure as deadlines approach, so organisations that engage earlier get better availability, more realistic timelines and lower implementation risk.” Breaking down the silos

Much of the discussion surrounding e-invoicing naturally centres on technology. Existing platforms already support the regulatory requirements. However, the more difficult task is bringing together business functions that have traditionally operated independently, often using different systems, processes and measures of success. “It’s rarely the technology as that’s already mature and battle tested,” Colavita said. “The bigger obstacle is the tendency to treat e-invoicing as a standalone compliance exercise owned by one team, usually finance or tax, rather than a connected process spanning sourcing, contracts, purchasing and payment.” The impact of those organisational silos often goes unnoticed until invoices begin moving through the approval process. Each function may perform effectively in isolation, yet the lack of connection between them allows inconsistencies to accumulate throughout the procurement lifecycle. “When those functions sit in silos, invoicing inherits and exposes every upstream inconsistency, mismatched terms, undocumented purchase orders, JULY 2026 | CXO INSIGHT MIDDLE EAST

INTERVIEW

and unclear approval chains. Many organisations will find that getting genuine alignment across functions is consistently harder than the technical build.” Furthermore, when procurement data remains fragmented across multiple systems, organisations also lose visibility over where money is being spent, whether negotiated supplier terms are being honoured, and whether purchasing decisions align with existing contracts. “Fragmentation means nothing talks to anything else,” Colavita said. “Invoices arrive disconnected from the purchase orders, contracts and goods receipts that should validate them, so teams end up manually matching documents, chasing discrepancies and resolving disputes that a connected system would have caught automatically.” The absence of integration also limits one of the most important capabilities for procurement leaders: visibility. Without a complete view of spend across the procurement lifecycle, organisations struggle to manage it effectively. “Lack of measurement 52

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and visibility over spend means it doesn’t get managed, and that opens the door to redundant purchases, missed pricing leverage and maverick spend, because nobody has an end-to-end view of what’s actually been agreed on and delivered across the business.” Beyond efficiency, connecting those processes strengthens governance by creating a trusted, auditable flow of information across the procurement lifecycle. “E-invoicing only works properly if it’s genuinely connected to the sourcing and contracting data behind it, and that requirement is exactly what forces the reconnection,” Colavita said. “Invoicing stops being an isolated finance document and becomes the last mile of the procurement process, the point where sourcing intent and contractual commitments get translated into financial reality.” He added, “The bigger shift is governance as e-invoicing replaces fragmented, reactive processes with a single, auditable source of truth spanning supplier agreements, purchase orders, goods receipt and invoicing. That

strengthens control across the entire value chain, not just within finance.” Ultimately, the most enduring benefit may have little to do with compliance. While regulatory requirements are driving adoption today, the longer-term impact is likely to be measured by how finance functions evolve once repetitive, manual work is removed from the process. Capacity, rather than compliance alone, becomes the defining outcome. “I believe organisations will find that the long-term value isn’t really about compliance at all; it’s about capacity,” Colavita said. “Research from Ernst & Young suggests a finance employee processing invoices manually can handle around 6,000 a year; automated, that number rises past 90,000, a roughly 1,400 percent increase. That’s not just an efficiency statistic, it’s a genuine shift in what finance teams spend their time on — less repetitive processing and reconciliation, more forecasting, supplier strategy and risk management; the areas where finance actually adds strategic value.”

VIEWPOINT

BEYOND DETECTION By Leo Levit, Chairman, ONVIF Board of Directors

he UAE is rapidly becoming one of the world’s most ambitious markets for AIenabled infrastructure, from smart mobility and connected public spaces to increasingly intelligent security environments. But one of the most important shifts is happening inside the region’s camera networks, where artificial intelligence is fundamentally changing the role of video surveillance. For decades, the role of surveillance cameras was relatively straightforward. They were deployed to detect incidents, record footage, support investigations, and in some cases provide evidence that could help prevent future crime or improve response. Their value was tied to visibility. Cameras helped organisations understand what had already happened. AI is fundamentally changing that role

Today, surveillance systems are no longer simply recording video. They are becoming intelligent, real-time tools capable of analysing movement, recognising anomalies, identifying behavioural patterns, and generating contextual insight that supports faster, more informed decisions. A camera can now detect unusual crowd movement in a transport hub, identify objects left in restricted areas, monitor perimeter activity, or recognise behaviour that may indicate an emerging threat before an incident escalates. The scale of this transformation is already reflected in the market. 54

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The future of surveillance will be shaped by two priorities: interoperability and trust

The global AI video surveillance sector reached US$6 billion in 2025, underscoring how rapidly analytics are being embedded into physical security operations. At the same time, the Middle East is forecast to be one of the fastest-growing regions for AI-enabled surveillance adoption, driven by investments in critical infrastructure, public safety, transport systems, and increasingly sophisticated urban environments. True value of AI in surveillance does not come from video alone

Modern systems now generate significant volumes of metadata, the contextual intelligence that gives meaning to what cameras detect. This can include movement patterns, object classification, behavioural alerts, occupancy information, environmental context, and event-based analysis. In

practical terms, this allows security teams to move beyond passive observation and toward more proactive decision-making. A transport operator can respond more quickly to congestion or crowd density during peak periods. A security team can identify unusual activity before it becomes a larger threat. A critical infrastructure site can detect abnormal movement at the perimeter in real time. Across sectors, surveillance is shifting from recorded evidence to actionable intelligence. But intelligence only becomes valuable when it can move beyond the device that captured it. This is where one of the industry’s biggest challenges is emerging. Across many deployments, cameras, analytics platforms, access control systems, and video

video has traditionally been treated as one of the most reliable forms of evidence. But in an environment where manipulated footage can appear increasingly convincing, visual proof alone may no longer be enough. Authenticity must be verifiable

management technologies are still often procured separately and built on incompatible or closed architectures. Each system may perform effectively on its own, but struggle to exchange intelligence across vendors, platforms, or operational domains. AI may generate increasingly sophisticated insight, but if metadata cannot be shared or interpreted consistently, much of that intelligence remains trapped inside isolated systems. Organisations end up managing multiple streams of information rather than a connected view of risk, operations, and response. As surveillance becomes more intelligent, interoperability is becoming central to scale. This is not simply a technical consideration. It is a strategic one. The future of security infrastructure will depend not only

on how accurately systems detect activity, but on whether intelligence can move across broader ecosystems where it can strengthen visibility, improve response, and support more resilient decision-making. Trust is becoming a challenge

As AI tools become more advanced, so too does the ability to manipulate digital media with increasing realism. Deepfakes, synthetic video, and AI-generated content are beginning to challenge long-held assumptions about authenticity. In sectors that rely on surveillance footage for investigations, legal proceedings, compliance, public safety, or operational accountability, this introduces a serious question; can digital evidence still be trusted? For much of the security industry,

This issue extends beyond law enforcement or legal use cases. In an AI-driven environment, the credibility of digital footage can influence operational decisions, safety responses, insurance claims, internal investigations, and public trust. If surveillance is expected to provide reliable evidence, then proving the integrity and provenance of that evidence becomes increasingly important. The conversation around AI in security must therefore expand. For years, the industry has understandably focused on how intelligent surveillance can detect threats, automate monitoring, or improve situational awareness. Those capabilities remain essential. But the next phase of progress will be defined by something broader: whether that intelligence can be shared effectively, and whether the evidence it produces can still be proven authentic. The future of surveillance will be shaped by two priorities: interoperability and trust. One determines whether intelligence can scale across connected ecosystems. The other determines whether that intelligence, and the footage organisations depend on, remains credible in a world where synthetic media is becoming increasingly sophisticated. AI is making surveillance dramatically more capable. But the systems that define the next generation of security infrastructure will not simply be those that see more, detect faster, or analyse better. They will be the systems that can connect intelligence across environments, preserve trust in digital evidence, and ensure that what organisations rely on can still be proven real. In the AI era, smarter surveillance will matter. But trusted surveillance will matter more. JULY 2026 | CXO INSIGHT MIDDLE EAST

BLOG

THE NEW BLUEPRINT Sunil Paul, MD and Co-Founder, Finesse, reflects on how the UAE’s latest move on agentic AI could shape the next phase of enterprise technology and innovation across the country

arlier this year, the UAE unveiled a new government framework to deploy agentic AI across 50 percent of government sectors and operations within the next two years. The Cabinet also approved a national programme to train 80,000 federal employees in agentic AI, described as the largest training programme in the history of the UAE government. While the announcements focus on government, they have the potential to set a direction that is likely to shape technology investment, enterprise strategy and innovation across the wider economy. The UAE has rarely positioned government as a passive adopter of technology. Instead, it has consistently used the public sector to establish direction for the wider economy. Digital identity, paperless government, smart 56

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services, cloud adoption and national cybersecurity all followed a similar pattern. Government moved first, creating demand, building confidence and encouraging the private sector to invest alongside it. There is every reason to believe agentic AI will follow the same path. When government changes the way it operates, the market adapts. Technology providers invest, enterprises rethink their priorities, and new capabilities quickly move from optional to essential. A single policy decision can reshape procurement, investment and innovation across an entire ecosystem. That is why these announcements matter beyond the public sector. As government services become increasingly autonomous, businesses will need to match that pace. The challenge is unlikely to come from regulation, but from operating in a market where manual

processes increasingly become the exception rather than the norm. The commercial opportunity extends well beyond companies developing AI models. Cloud infrastructure, cybersecurity, enterprise software, digital identity, integration platforms and data management all become more valuable when autonomous systems move into day-to-day operations. AI may capture the headlines, but it is the broader technology stack that determines whether it can operate securely, reliably and at scale. The decision to train 80,000 federal employees is equally significant. It signals that this is not simply an investment in technology, but in operating capability. Ambitious digital programmes are common. Preparing the workforce expected to implement and manage them is far less so. That combination gives the market greater confidence that execution, rather than experimentation, is now the priority. Technology markets rarely change overnight. They change when enough organisations begin planning for the same future. The UAE has effectively shown where it believes the next generation of enterprise technology is heading. The organisations that recognise that signal early will have far more time to adapt than those waiting for the market to force the conversation.

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HONOR: MAGIC V6

LOGITECH: Mobi Fold Logitech has introduced the Mobi Fold, its first foldable Bluetooth mouse designed for users who work across multiple locations. The device features a folding mechanism that reduces its size for easier portability and automatically powers on when unfolded and switches off when folded to conserve battery life. The Mobi Fold supports Bluetooth connectivity with up to three devices and is compatible with Windows, macOS, ChromeOS, Android, iPadOS and Linux. It also becomes Logitech’s first input device to support Google Fast Pair.

The mouse includes Adaptive Touch Scrolling for precision or high-speed navigation, along with two programmable buttons that can be customised through the Logi Options+ app. Logitech has also integrated an on-device AI model to prevent accidental clicks when folding the device. Built for travel, the Mobi Fold features quiet-click buttons, a dust-resistant silicone sleeve, drop-tested construction and a hinge rated for 15 years of daily use. A one-minute charge delivers up to 22 hours of use, while a full charge provides up to 30 days of battery life.

HONOR has launched the Magic V6, its latest foldable smartphone featuring an ultra-slim design, flagship hardware and a range of AI-powered features. The device measures 8.75mm when folded and 4.0mm when unfolded, while weighing approximately 219g. The Magic V6 features a 6.52-inch outer display and a 7.95-inch foldable inner display, both supporting adaptive 1-120Hz refresh rates. Peak brightness reaches 6,000 nits on the cover display and 5,000 nits on the inner screen. Durability features include HONOR’s Super Steel Hinge with a tensile strength of 2,800MPa, UTG flexible glass, an Anti-scratch NanoCrystal Shield and IP68/IP69 certification. Powered by Qualcomm’s Snapdragon 8 Elite Gen 5 processor, the device pairs LPDDR5X memory with UFS 4.1 storage. It houses a 6,660mAh silicon-carbon battery with support for 80W wired, 66W wireless and reverse wireless charging. The Magic V6 also runs MagicOS 10 with AI productivity tools, Google Gemini integration, cross-device connectivity with Apple products, and a triple rear camera system comprising 50MP main, 64MP periscope telephoto and 50MP ultra-wide sensors.

DELL: 14S AND 16S COPILOT+ PCS Dell Technologies has rolled out the Dell 14S and Dell 16S laptops, expanding its AI PC portfolio with new Copilot+ devices powered by Intel Core Ultra Series 3 processors and optional AMD Ryzen AI 400 Series processors. The Intel configurations feature up to the Core Ultra 9 386H processor with a neural processing unit delivering up to 50 TOPS for on-device AI workloads. The Dell 14S offers up to 97 percent higher multitasking performance than its predecessor, while the Dell 16S delivers up to 59 percent higher performance. Both laptops feature a 15.3mm aluminium chassis, militarygrade durability, and are available in Celestial Blue and Frost Blue. Display options include FHD+, QHD+ panels with refresh rates up to 120Hz, and OLED configurations with Dolby Vision. Audio is delivered through Dolby Atmos-tuned speakers with Smart Amplifier technology. Battery life reaches up to 24 hours of productivity on the Dell 14S, while the Dell 16S offers up to 26 hours of video streaming. Both systems also incorporate recycled materials and ship in fully recycled packaging. 58

CXO INSIGHT MIDDLE EAST | JULY 2026

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