Tech-Exec Issue 20

BELINDA FINCH

LEADING THE WAY IN TECH AND BEYOND

DEAR READERS

Welcome to the latest issue of Tech-Exec magazine, where we embark on yet another journey through the realms of technology innovation, digitalisation, and the everevolving landscape of technology leadership.

Join us in this issue as we peer into the future and ask one question that resonates more profoundly than ever: What will the dawn of Gen AI bring?

For those of the generation born into a world where artificial intelligence will not just be a tool but an integral part of daily life, it seems poised to reshape society’s very fabric. With unprecedented advancements in machine learning, neural networks, and robotics, we stand at the cusp of a new era, a new dawn, a new frontier, where the boundaries between humans and machines blur.

Is this what the Industrial Revolution felt like for those in the late 18th Century? Are Ian Goodfellow and his contemporaries, the James Hargreaves and James Watts of our time?

Do we marvel and challenge in equal measure at the advancement of technology, like those first laying eyes on a steam engine or a coalpowered spinning yarn?

Perhaps. But, in fact, we only have to go back a mere 10 years to 2014, when Ian and his team introduced Generative Adversarial Networks (GANs), a subtype of neural networks. These networks, pitting two models against each other, generate remarkable outputs. Concurrently, other generative models like Variational Autoencoders (VAEs) and Recurrent Neural Networks (RNNs) showcased their ability to produce novel content that quickly propelled the field forward.

The big question. Does Generative AI violate copyright laws?

In March last year, The U.S. Copyright Office initiated a new effort to address policy and regulatory concerns raised by Generative AI. The question is still up for debate and so I guess the Jury is out, but it can’t be long before we see some game changing regulatory restrictions.

In the pages ahead, we’re thrilled to introduce you to some of the brightest minds shaping the future of tech and using the latest technologies in industry and the corporate world.

Barry Hostead takes on a whistle-stop tour of his role as Director of Data Management at John Lewis Partnerships and what it means to navigate the data landscape in retail.

Belinda Finch explores the intersection of technology leadership and women in technology, in an exclusive report for both Tech-Exec and our sister publication, Our Voice.

Dan Williams takes flight and showcases his skills at Microsoft, in the role of CTO of Aviation and tells us how AI is primed to shape the future of the airline industry.

Additionally, you can feast your eyes on our regular features, exploring the latest news, events and exhibitions, as well as the gadgets, gear and all things geek chic, as we put the spotlight on the latest ‘Tech you need’.

I hope you enjoy the next hundred or so pages as much as the team and I have enjoyed putting them together.

Be sure to follow us on LinkedIn and Instagram and sign up to receive the latest issue straight in your inbox via our websitewww.tech-execmagazine.com

See you down the road…

CEO AND FOUNDER

© Stroud and Clarke Ltd 2024. All rights reserved. Whilst every effort is made to ensure that information is correct upon publishing, Stroud and Clarke Ltd is not responsible for any errors or omissions, or for the results obtained from the use of this information.

All information in this magazine is provided “as is”, with no guarantee of completeness, accuracy,timeliness or of the results obtained from the use of this information. This magazine may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review.

6. INSIGHT EXEC SUMMARY NEWS, VIEWS AND INSIGHT.

22. INTERVIEW

DEBBIE LOKE

CIO/DIRECTOR OF DIGITAL AT UNIVERSITY HOSPITALS OF DERBY AND BURTON NHS FOUNDATION TRUST

42. INTERVIEW

CELA LUKHELE

SENIOR MANAGER DIGITAL DATA TRANSFORMATION AT DE BEERS GROUP.

12. INTERVIEW

BELINDA FINCH

THE CHIEF INFORMATION OFFICER (CIO) AT IFS

32. INTERVIEW

VISHAL PATEL

CHIEF DATA AND ANALYTICS OFFICER AND EXECUTIVE MD AT WEBSTER BANK

52. INTERVIEW

BARRY HOSTEAD

DIRECTOR OF DATA MANAGEMENT AT JOHN LEWIS PARTNERSHIP,

64. PORTFOLIO

TECH YOU NEED INNOVATIONS FOR WORK, LEISURE AND THE ENVIRONMENTALLY CONSCIOUS.

84. INTERVIEW

DANIEL WILLIAMS

CTO OF AVIATION AT MICROSOFT UK.

100. EVENTS

THE BEST EVENTS FOR 2023 AND 2024.

76. INTERVIEW

MUTLU GUNENC

GLOBAL DIRECTOR OF DIGITAL STRATEGY AND INNOVATION AT BEIGENE.

98. POP CULTURE TECH & FILMMAKING

7 GROUNDBREAKING TECHNOLOGICAL ADVANCEMENTS IN FILMMAKING

EXECSUMMARY

A bitesize collection of news, content, ideas, thoughts, and papers from around the industry.

EXECSUMMARY

DROOG MOTO

“The perfect machine to cause a little ruckus and look cool doing it”, is how Droog describe their new TT1600R Custom Mini eBike, in collaboration with Burromax.

And by the looks of it, that is exactly what the TT1600R is!

Despite weighing in at only 100 lbs, the bike is compact, portable, and can accommodate a variety of riders, up to over 6 feet tall.

Reaching speeds of up to 30mph and a range of 30 miles, the bike is the perfect

companion for all manner of journeys. The bike charges to full in between 4-6 hours, and is fitted with a dual USB port to charge all your electronics on the go.

DROOGMOTO.COM

EXTRATERRESTRIAL LIFE?

Planned for launch in October 2024, NASA’s Europa Clipper mission is headed to Jupiter’s fourth largest moon, Europa.

Whilst it has been on Earth’s radar for a number of decades now, recent developments in Europa’s monitoring have captivated planetary scientists.

The moon’s huge saltwater ocean and icy covering invite questions about the potential for the moon to host extraterrestrial life, in some capacity. The Europa Clipper boasts the title of largest ever craft designed to visit another planet, and will cost a whopping $5 billion to send on its mission.

TECHNOLOGYREVIEW.COM

DRONE DELIVERY

Tech start-up Aviant, which specialises in the autonomous transport of goods, has launched the world’s largest autonomous home delivery service in Lillehammer, Norway.

The Kyte drone service aims to deliver medicines, meals, and groceries to residents’ doorsteps, and works to reach more inaccessible and remote areas,

which are difficult to reach via more traditional delivery methods.

Not only does this help with accessibility, but it is also more sustainable. The Kyte drone is fully electric, designed to tackle harsh weather conditions, and emits 95% less CO2 than an electric vehicle.

KYTE.DELIVERY/

SHORTS

• Nintendo highlights upcoming Switch content at the Nintendo Direct: Partner Showcase.

• A breach in security of Wyze cameras allowed 13000 customers brief access to the homes of others.

• Donald Trump deems TikTok and Facebook US security threats.

• Klarna fined over $70,0000 over insufficient GDPR information.

SORA VS THE WORLD

OpenAI’s new generative video model, Sora, is the talk of the town in the tech world, with vastly different opinions and conversations flying across the internet.

The new model takes a small, written description and turns it into a HD video of up to one minute long. As is common with advances in AI capabilities, these videos have been incredibly divisive, with many marvelling at the potential whilst others have speculated on the dangers this could present.

OPENAI.COM/SORA

BELINDA FINCH

LEADING THE WAY IN TECH AND BEYOND

BELINDA FINCH, THE CHIEF INFORMATION OFFICER (CIO) AT IFS, IS A FORCE TO BE RECKONED WITH IN THE WORLD OF TECHNOLOGY LEADERSHIP.

IN PARTNERSHIP WITH

With a diverse background spanning consulting, telecommunications, and digital transformation, Belinda brings a uunique perspective to her role as CIO at IFS. In this exclusive interview with Tech-Exec magazine, she shares insights into her journey, the evolving landscape of technology, and her passion for promoting diversity and innovation in the industry.

“My path to CIO has been quite an interesting one and is very non-traditional, although I think the path that I took is becoming more traditional now.”

Belinda’s career trajectory is nothing short of remarkable. Born and raised in Cardiff, Wales, she defied expectations from an early age. “I was always drawn to technology,” she recalls, “even when it wasn’t the norm for girls.” Despite initial resistance, Belinda pursued her passion, blazing a trail in a field traditionally dominated by men. “I was one of four pupils who did the first-ever A-level Computer Science in Welsh,” she proudly shares. This early experience set the stage for a career marked by innovation and boundary-pushing.

After completing her education, Belinda embarked on a journey that would take her through some of the most prominent firms in the tech and telco industry. From KPMG to Accenture, and later Vodafone and Three, she honed her consulting, digital transformation, and leadership skills. Each role provided invaluable lessons and insights, shaping her into the seasoned executive she is today. “At the heart of my approach is the balance between understanding technology and the business side,” Belinda explains. “It’s about bridging the gap and ensuring alignment between the two.”

Belinda’s role as CIO at IFS is multifaceted. She oversees the company’s IT operations, drives digital transformation initiatives, and fosters a culture of innovation. “We’re predicting big growth, so we need to scale up in the right areas,” she emphasises. With a focus on leveraging emerging technologies like AI to enhance productivity and customer experiences, Belinda is at the forefront of IFS’s strategic initiatives.

But Belinda’s impact extends beyond the boardroom. A devoted advocate for diversity and inclusion, she is passionate about promoting women in STEM fields. “We are lightyears ahead of where we used to be. In the late nineties, I was the only female graduate in the IT department I joined. To me, they all seemed middle-aged. They all wore sandals and woolly jumpers. And it’s just not like that anymore. We do have very equal opportunities for women.”

“The problem, as I see it, is getting girls interested in STEM. And it is still a problem, and I can see that with my own daughter. She’s 13. She’s got two CIOs as parents. She should be really excited about IT and computer science, and she can’t think of anything worse.”

“She’s choosing her GCSEs now, and she’s adamant she will not do IT at GCSE because only the boys will choose it. This is where our problem lies, she reflects. It’s not when we enter the workforce as there is a lot more equal opportunity; it begins so much earlier than that.”

Her advocacy extends to addressing what she perceives as the root causes of gender disparities, starting with early education. “We need to make technology more appealing to girls from a young age,” she asserts, highlighting the need for a holistic approach to STEM education.”

Belinda offers sage advice for aspiring women in technology: “Don’t be put off by thinking it’s a male-dominated environment. There are amazing opportunities for women in tech.” She underscores the importance of authenticity and collaboration in navigating career paths, urging women to embrace their strengths and seek support when needed.”

“There are many amazing women in technology. There are awesome female leaders at all levels. The more women who enter the technology industry, the more chance we have to ensure we keep it this way.”

“And there are so many careers that you can have in STEM”, she continues, “and it doesn’t have to be your traditional computer programming. I mean, you can be a customer experience designer, or you can be a product development expert designing the newest technology, games, and trends. You can jump into artificial intelligence. I mean, we all know that that’s going to absolutely skyrocket over the next few years.

“We massively celebrate diversity at IFS and accept that there are different perspectives in the world. As a truly international company serving customers throughout the globe, we realise our success is tantamount to respect for those with different points of view.”

And it’s working in technology to make the world a better place. It’s all about technology these days, and it’s just incredibly exciting.

We just need to get those girls interested in it.”

Looking ahead, Belinda envisions a future where technology continues to shape industries and experiences. From AI-driven personalisation to sustainability initiatives, she sees immense potential for innovation.

“AI is one of those massive technologies that are going to help in every single area, she muses. “We’ve got a big risk with AI, especially in education. I would love to have been able to use ChatGPT when I was in education. That would be amazing. But of course, there’s a risk of plagiarism that we can’t ignore, so we need to integrate it into the curriculum. There’s no other way of doing it. We can’t fight against it.”

And what about IFS and their customers?

What does the future hold there, we ask. “We’ve got massive opportunities in 2024 and beyond, “ says Belinda. “From an IFS point of view, we are forecasting 30% growth this year, so the demand for our customer solutions will increase.”

“Customers want AI embedded into their tools as standard. They are going to expect it. And it needs to be included in all software tools. Luckily, we’ve done that already in IFS. ai and expect them to be much more efficient and deploy these resources more smartly. So predictably, the number one thing for the future is AI.”

“We expect machine learning to continue to show more promise and more use cases. And as our economic conditions start to improve and we see more investment in tech, we will start to see more uses of this.”

She adds that “ESG and sustainability are another huge focus point, and there’s a renewed focus on this topic based on new regulations and reporting.”

“There are new reporting requirements, and we must be able to measure our ESG impact. So, all businesses are looking for what data they can get on sustainability.”

“What customers are doing now is less of a tick box exercise, which is what it used to be, but it’s now about getting the data and whether it could be used advantageously. Can I be using it for growth, efficiency and development, and not just using the data to tick a box on a report?” She asks herself.

“The other one is cybersecurity, she continues. She highlights another key trend she predicts will be at the precipice of change. “This becomes ever more increasingly important as there are more sophisticated ways terrorists in this world are trying to get into other people’s systems. In our lifetime, we will see a mass cyber-attack worldwide, and it will be a generational disaster.”

This prediction is all rather solemn, but we cannot help but agree.

“Cybersecurity is going to be the only thing on people’s minds. For those of us responsible for cyber security, it is the one thing that keeps you awake at night. The more we investigate it, and the more companies invest on cybersecurity, the better.”

So how does that happen, and what suggestions does Belinda have for the plethora of CIOs and CISOs out there struggling with their insomnia?

“We need to transform to secure, and that needs to be a more prominent driver for change. So, instead of just cost reduction or great customer experience or whatever the reason you want to change, being more secure will end up on the top of the list.”

The thoughts and ideas continue at a rate of knots, her mind clearly overflowing with all of the latest tech trends that businesses have had to contend with over the past 18 months.

“The metaverse, she says. I used to be quite excited about this. Now, I don’t really get it, so it’s been shoved way down my list of things to be excited about. I think it’s just a very niche area, and it’s cool for people who think it’s cool. My 13-year-old, who seems to be interested in everything that’s cool now, is not interested in metaverse at all, and I’d expect it

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Let there be change

to be coming out in that generation.” And lastly, quantum computing?

“Honestly, it’s so hard to understand, she smiles. I think that we are more constrained by the lack of data as opposed to the lack of firepower. But perhaps it’s just because I’m not clever enough to understand it”. We doubt that very much.

Eventually, we move away from the boardroom and on to the topics that really ignite her passions. Belinda finds inspiration in fashion as well as technology, and beyond the confines of the boardroom, her imagination lights up at the possibility of bringing her two loves together.

She perceives the fashion industry not merely as an established entity but as a fertile ground awaiting disruption and reinvention. Envisioning a landscape where technology serves as a catalyst for profound change. She articulates, “The fashion industry is ripe for disruption,” recognising the inherent stagnation that traditional paradigms often

entail. This includes the emergence of AIpowered wardrobe recommendations. These algorithms, fueled by vast troves of data, possess the capability to revolutionise how individuals choose to dress. No longer bound by subjective preferences or fleeting trends, consumers stand to benefit from personalised, data-driven suggestions tailored to their unique tastes and lifestyles.

Yet, Belinda’s vision extends far beyond mere algorithmic recommendations. She is captivated by the frontier of 3D-printed clothing, where imagination transcends the constraints of traditional manufacturing. “Imagine a world where garments are not merely created but crafted, she says. Where intricate designs previously deemed unattainable come to life seamlessly,”

3D printing heralds a new era of customisation and sustainability for the consumer. Where garments are meticulously tailored to fit individual bodies with unparalleled precision, minimising waste and environmental impact in the process. It’s an interesting concept.

PHOTO: MICHAEL LEE

PHOTO: KEVIN LAMINTO

“The coolest thing I can imagine is 3D printing your own clothes at home. You wake up in the morning, and you go, “Right, okay, I actually fancy this. And you literally print it yourself. That would be awesome!”

With all of this in mind, you would think that our conversation had little left, but we soon realised that we hadn’t even begun to scratch the surface of Belinda’s true passion. Ultra-Marathon running. More than just a hobby or a way to de-stress, this is something that has defined, perhaps even consumed her for the past six years. From gruelling 24-hour runs around tracks to conquering 100 kilometres of rugged terrain, she’s truly pushed the limits of human endurance. Even during lockdown, Belinda took on virtual ultra-marathons and challenged herself with treadmill marathons, embodying the relentless spirit of a true athlete.

However, this intense pursuit of running came with its consequences. Belinda candidly shared the moment she reached a breaking point, quite literally, when her body rebelled against the punishing regimen. “When you

run, you get injured,” she explained. Despite learning to push through pain, a fateful incident in the gym led to a broken back, forcing her to confront the harsh reality of her physical limitations.

Now fully healed and back to exercising, Belinda admits to grappling with the void left by her beloved ultra marathon runs. Running had been her sanctuary, her solace amidst the chaos of life. “That was my thinking time. That was the way that I calmed down after a stressful day. That was my time,” she reminisced. The transition away from her habitual stress-relief routine proved to be a daunting challenge.

Over the past 18 months, Belinda has embarked on a journey of self-discovery, learning to relax and de-stress without relying on her once-beloved runs. “I’ve had to relearn

how to enjoy things without saying, ‘Let me just go for a quick three-mile run first to calm me down,’” she confessed. It’s been a transformative experience, one that has taught her resilience and forced her to confront longheld beliefs about the limits of her body.

And people say, “Oh, try swimming.” Or “Go on the bike.” It just is not the same.

And it’s been really challenging. But I am out the other side now and I can now exercise again, which is good, and that’s the way that I unwind. I just can’t do ridiculous ultra marathons.

So, all those people who said to me, “Oh, it’s bad for you. Running’s bad for you,” I ignored them; unfortunately, they were all right, which is really irritating.”

DEBBIE LOKE

NAVIGATING THE DIGITAL FRONTIERS OF HEALTHCARE

DEBBIE LOKE, CIO/DIRECTOR OF DIGITAL AT UNIVERSITY HOSPITALS OF DERBY AND BURTON NHS FOUNDATION TRUST, DISCUSSES THE EVOLUTION OF TECHNOLOGY IN HEALTHCARE, OVERCOMING CHALLENGES, AND FOSTERING DIGITAL INNOVATION.

In the vast expanse of healthcare, where the convergence of humanity and technology defines the landscape, Debbie Loke stands as a beacon of digital transformation. As the Chief Information Officer and Director of Digital at the University Hospitals of Derby and Burton NHS Foundation Trust, her journey epitomises the evolution of technology’s role in revolutionising patient care and operational efficiency within the National Health Service (NHS).

With a career trajectory transcending traditional boundaries, Loke’s professional odyssey began in finance, traversing through the corridors of consultancy before embracing Information Technology (IT) with fervour. Reflecting on her early days, she reminisces, “I commenced my career in finance, a realm far removed from the pulsating heart of healthcare. Yet, it was an unexpected

detour into supporting educators in Nottingham’s inner-city schools during the early 1990s that laid the foundation for my journey into the digital realm.”

The resonance of this experience left an indelible mark on Loke, igniting her passion for leveraging technology to empower communities. “Witnessing the transformative potential of technology in equipping educators with the tools to inspire and educate captivated me,” she recalls. “It was a watershed moment that propelled me towards embracing IT as not just a profession, but a calling.”

EMBRACING THE CHALLENGES OF DIGITAL TRANSFORMATION:

The transition from finance to the nexus of IT and healthcare marked a pivotal juncture in

Loke’s career trajectory. “Stepping into the realm of healthcare, I was propelled by a singular desire—to effectuate tangible change, to make a difference,” she asserts. “My move into the NHS in 2003 was driven by an innate desire to leverage technology as a catalyst for revolutionising patient care.”

However, the path towards digital transformation is fraught with challenges, particularly in an industry as complex and nuanced as healthcare. Formidable hurdles have punctuated Loke’s journey, chief among them being the transition from archaic paper-based systems to sophisticated electronic solutions.

“Moving from antiquated paper-based systems to digital platforms is akin to traversing a labyrinthine maze,”

she reflects. “The allure of electronic systems is undeniable, promising enhanced efficiency, streamlined workflows, and improved patient outcomes. Yet, the journey towards digitalisation is fraught with pitfalls, from data migration challenges to resistance to change among stakeholders.”

Loke’s tenure at the helm of digital transformation within the NHS has been characterised by a steadfast commitment to surmounting these challenges. “You can’t force people to embrace change; you can only inspire and empower them,” she asserts. “By fostering digital confidence among staff, elucidating the tangible benefits of electronic systems, and nurturing a culture of continuous learning, we can navigate the tumultuous waters of digital transformation.”

HARNESSING THE POWER OF DATA:

At the heart of Loke’s vision for digital transformation lies the transformative potential of data. “Data is the lifeblood of healthcare, the currency that underpins clinical decisionmaking and operational efficacy,” she asserts. “The advent of sophisticated data analytics tools has heralded a new era in healthcare, empowering clinicians with actionable insights and enabling healthcare organisations to drive informed, data-driven decisions.”

Reflecting on her experiences in pioneering data-driven initiatives, Loke recalls a seminal moment in her career—the development of data warehouses in Nairobi. “Empowering organisations with real-time access to data was a game-changer, enabling them to reach more customers and enhance their service offerings,” she reminisces. “It underscored the transformative power of data in driving operational excellence and improving patient outcomes.”

NAVIGATING THE COMPLEXITIES OF DIGITAL GOVERNANCE:

As the Responsible Officer for managing Information Management and Technology (IM&T) services, Loke shoulders the weighty mantle of ensuring seamless alignment between digital technology and clinical services within the NHS. “Clinical safety is paramount in all our digital endeavours,” she emphasises. “Collaborating closely with clinical teams, we strive to develop robust digital solutions prioritising patient safety and efficacy.”

Yet, navigating the intricate web of digital governance within the NHS is a Herculean task, fraught with complexities and regulatory nuances. “Ensuring compliance with regulatory frameworks, safeguarding patient data, and mitigating cybersecurity risks are paramount considerations in digital governance,” Loke explains. “By fostering a culture of collaboration and transparency, we can

navigate the labyrinthine landscape of digital governance with confidence and integrity.”

EMBRACING A PAPERLESS FUTURE:

Looking towards the horizon, Loke envisions a future where seamless digital solutions replace the archaic shackles of paper-based systems. “The transition towards a paperless future holds immense promise, from reducing administrative burdens to enhancing interoperability and accessibility,” she asserts. “Initiatives such as scanning case notes into electronic formats and integrating data across care settings are pivotal steps towards realising this vision.”

Loke emphasises the importance of strategic partnerships and collaborative alliances in navigating the uncharted terrain of digital transformation at the NHS. “Our relationships with suppliers and delivery partners are instrumental in driving transformative change,” she explains. “By fostering a culture of collaboration and co-creation, we can harness the collective wisdom and expertise of industry partners to propel us towards our shared vision of a digitally-enabled future.”

Amidst the seismic shifts and tumultuous upheavals of the COVID-19 pandemic, Loke and her team rose to the occasion, leveraging technology to mitigate the impact and enhance patient care. “From deploying virtual

appointments to facilitating self-booking of tests and vaccines, digital innovation played a pivotal role in our response to the pandemic,” she reflects. “It underscored the resilience and adaptability of our healthcare system in the face of unprecedented challenges.”

EMPOWERING WOMEN IN DIGITAL LEADERSHIP:

In the often male-dominated world of technology, Debbie Loke’s ascent to a leadership position is a testament to her prowess and a beacon of hope for aspiring women in the field. With a keen awareness of the challenges and opportunities inherent in her role, Loke champions the cause of gender

parity in leadership with unwavering determination.

“Gender parity in leadership remains a formidable challenge,” Loke acknowledges, “but it is also an unparalleled opportunity for transformative change.” With a firm belief in the power of diversity and inclusion, she asserts that by harnessing the collective wisdom and diverse perspectives of women leaders, the industry can usher in a new era of innovation and inclusivity. Loke’s vision extends beyond mere representation; it encompasses the fundamental belief that diverse leadership teams are more equitable and effective in driving innovation and fostering positive organisational cultures.

Reflecting on her own journey as a trailblazer in digital leadership, Loke underscores the pivotal role of mentorship and advocacy in empowering women leaders. “I have been fortunate to have male allies who have championed my professional growth and provided invaluable guidance,” she acknowledges. However, she emphasises that the responsibility for fostering a culture of inclusivity and empowerment within digital leadership extends to all individuals, regardless of gender. Loke believes in the power of solidarity and collaboration, stressing that we can break down barriers and create a more equitable and inclusive environment for all by working together.

Through her actions and advocacy, Loke exemplifies the notion that true progress is not achieved in isolation but through collective effort and collaboration. She is a guiding light for aspiring women leaders, demonstrating that perseverance, resilience, and a commitment to excellence can shatter even the most formidable glass ceilings.

As she continues to navigate the complex terrain of digital leadership, Loke remains steadfast in her commitment to championing

gender parity and empowering women in technology. Her unwavering determination and visionary leadership inspire all, reminding us that the path to progress is paved with inclusivity, diversity, and unwavering determination.

IN CONCLUSION:

As Debbie Loke continues to navigate the digital frontiers of healthcare, her unwavering commitment to innovation and excellence serves as a beacon of inspiration for the healthcare industry. Through her visionary leadership and steadfast determination, she epitomises the transformative potential of technology in revolutionising patient care and operational efficiency within the NHS. As the digital landscape continues to evolve rapidly, one thing remains abundantly clear— Debbie Loke’s indomitable spirit and determination to leverage technology for the betterment of humanity will continue to shape the future of healthcare for generations to come.

PHOTO: TBEL ABUSERDZE

TECH-EXEC SAT DOWN WITH VISHAL PATEL, CHIEF DATA AND ANALYTICS OFFICER AND EXECUTIVE MD AT WEBSTER BANK, TO DISCUSS DATA MANAGEMENT, TECHNOLOGY TRANSFORMATION AND THE IMPORTANCE OF PARTNERSHIPS.

TE: THANK YOU FOR JOINING US TODAY, VISHAL. TO KICK THINGS OFF, PLEASE PROVIDE US A BRIEF OVERVIEW OF YOUR CURRENT ROLE AS CHIEF DATA AND ANALYTICS OFFICER AT WEBSTER BANK.

Vishal Patel: Certainly. As the Chief Data and Analytics Officer at Webster Bank, based in Connecticut, USA, I oversee various aspects of data management practices. This includes data governance, data products, AI & analytics, master and reference data management, data engineering, regulatory data strategy, database management services, data platform management, and API strategy for the bank.

TE: IMPRESSIVE PORTFOLIO INDEED. COULD YOU SHARE MORE ABOUT YOUR JOURNEY LEADING UP TO THIS ROLE? HOW HAVE YOUR PREVIOUS EXPERIENCES IN DATA, LEADERSHIP, AND MANAGEMENT SHAPED YOUR CURRENT APPROACH?

Vishal Patel: Absolutely. My journey in data management began 24 years ago as a SQL server programmer, igniting my passion for data. Throughout my career, I’ve held various

leadership roles in firms like AllianceBernstein L.P., General Electric Company, JP Morgan Chase & Co., and eventually, Webster Bank. These experiences ranged from IT business analysis to application architecture and involvement in Chief Data Office functions, providing me with a well-rounded perspective on data management. Additionally, my role as an advisory board member for MIT’s Center of Information Systems Research - Data Research Board Advisory has kept me plugged into academic insights in data management.

TE: REFLECTING ON YOUR EXPERIENCE, HOW HAVE YOU SEEN TECHNOLOGY’S ROLE IN ORGANISATIONS EVOLVE OVER TIME, AND WHAT DO YOU CONSIDER THE KEY DRIVERS OR TRENDS BEHIND THIS EVOLUTION?

Vishal Patel: Technology’s role in organisations has significantly transformed over the last few years. Three key drivers stand out: the need for accurate and accessible data to support business decisions, the emphasis on rapid information availability or “time to market,” and the increasing importance of technology-

enabled controlled environments, particularly in regulated industries like banking.

TE: COULD YOU ELABORATE ON SOME INSIGHTS OR CHALLENGES YOU’VE FACED IN LEADING DATA MODERNISATION PROGRAMS?

Vishal Patel: Leading data modernisation programs is inherently challenging due to the vastness and complexity of data ecosystems. However, breaking down these programs into smaller, incremental deliveries, experimenting with newer technologies within risk boundaries, maintaining a product development mindset, and driving data literacy across the organisation have been crucial strategies for success.

TE: HOW HAS IMPLEMENTING “DATA AS A SERVICE” IMPACTED WEBSTER BANK’S CAPABILITIES AND OPERATIONS?

Vishal Patel: Implementing Data as a Service has revolutionised our data capabilities. Modernising our data warehouse and creating data showrooms has empowered our user community to access curated data sets and products, driving meaningful business outcomes within a controlled environment aligned with regulatory requirements.

TE: AS WEBSTER BANK HAS GROWN ITS ASSETS UNDER MANAGEMENT (AUM), HOW HAVE REGULATORY COMPLIANCE STANDARDS IMPACTED YOUR DATA GOVERNANCE AND MANAGEMENT RESPONSIBILITY?

Vishal Patel: Regulatory compliance standards have naturally increased with the bank’s growth. This necessitates robust data governance practices to ensure risk data aggregation and reporting compliance. Viewing data governance as a continuous process and aligning it with risk management

principles has become imperative in managing regulatory expectations effectively.

TE: HOW HAS YOUR PARTNERSHIP WITH HITACHI VANTARA SUPPORTED YOUR ABILITY TO MEET REGULATORYCONTROLLED ENVIRONMENT NEEDS?

Vishal Patel: Hitachi Vantara, as a strategic vendor/partner, has been instrumental in enhancing our data governance, data quality management, and master and reference data management practices. Their solutions have supported us in our effort to create a controlled environment, ensuring data quality and governance to effectively meet controlled environment standards.

TE: WITH YOUR WEALTH OF EXPERIENCE, WHAT ADVICE DO YOU HAVE FOR INDIVIDUALS ASPIRING TO LEADERSHIP ROLES IN DATA AND ANALYTICS?

Vishal Patel: Simple. Be inclusive, lead by example, empower your team, and make decisions decisively.

TE: HOW DO YOU STAY UPDATED ON THE LATEST TRENDS AND ADVANCEMENTS IN DATA MANAGEMENT AND ANALYTICS?

Vishal Patel: I actively participate in leading industry forums and engage with the data management community. Additionally, being an advisory board member for MIT’s Center of Information Systems Research - Data Research Board Advisory keeps me connected with academic insights and allows me to pressuretest relevant ideas.

TE: CAN YOU HIGHLIGHT A PARTICULARLY CHALLENGING OR REWARDING TECHNOLOGY PROJECT FROM YOUR CAREER?

Vishal Patel: Implementing the Data as

and is an included

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Qlik transforms complex data landscapes into actionable insights. Our portfolio, leveraging pervasive data quality and advanced AI/ML capabilities, offers integration, governance, and real-time analytics solutions.

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Financial Services Analytics

ENABLE BETTER DECISIONS AND MORE PROFITABLE OUTCOMES

Disparate and incomplete information does not have to stand between events and action. Qlik® has a versatile data engine that provides instant, accurate information to enable better decisions and more profitable outcomes.

OPTIMIZE RISK, UNDERSTAND COSTS, AND MAXIMIZE PROFIT.

Get better information about your customers than ever before. Qlik data analytics helps you make more competitive risk decisions, create first-class customer experiences, and solve a range of use cases, from credit and market risk to embedded analytics using open APIs.

As the digital revolution in financial services accelerates, leading firms are gaining a competitive advantage by leveraging their most strategic resource: data. With Qlik®, financial services firms are linking disparate data sources and empowering departments with self-service to uncover actionable insights.

Qlik’s Visual Analytics Platform is now in use across thousands of companies in different parts of the financial services supply chain, from retail banks, brokers, wealth managers and agents, to investment banks, exchanges, insurers, central banks, and regulators.

“Qlik's platform is a strategic data delivery channel, enabling the bank's colleagues to access and utilise data products effectively.”

VISHAL PATEL, CDO AT WEBSTER BANK

a Service initiative is challenging and rewarding. By building a modernised data ecosystem, including data governance and customer master data management platforms, we’ve created a controlled environment and empowered our user community to drive meaningful business outcomes using data.

TE: HOW DO YOU ALIGN TECHNOLOGY SOLUTIONS WITH BUSINESS GOALS TO DRIVE BOTTOM-LINE GAINS?

Vishal Patel: Technology solutions should always align with clear business outcomes. We ensure that technology drives tangible bottom-line gains by maintaining a product development mindset and measuring technology investments against defined business metrics, and support new business initiatives.

TE: FINALLY, HOW HAVE PARTNERSHIPS WITH YOUR VENDOR/PARTNERS LIKE HITACHI VANTARA, QLIK, AND TCS CONTRIBUTED TO WEBSTER BANK’S DATA MANAGEMENT FUNCTION’S SUCCESS?

Vishal Patel: Certainly. The partnerships with strategic vendors/partners like Hitachi Vantara, Qlik, and TCS have been pivotal contributors to Webster Bank’s data management success in several ways:

1. Technology Solutions: These partnerships have provided access to cutting-edge technology solutions tailored to the bank’s specific needs. Hitachi Vantara, for instance, offers robust data governance, data quality management, and master & reference data management solutions, which are critical for ensuring data integrity and data compliance standards. Qlik’s platform is a strategic data delivery channel, enabling the bank’s colleagues to access and utilise data products effectively. Conversely, TCS supports the bank’s data functions in implementing and enhancing its data ecosystem, covering areas such as data engineering, platform support, and strategic data product development.

2. Expertise and Support: Hitachi Vantara, Qlik, and TCS bring extensive expertise and experience in data management and analytics. Their teams work closely with Webster Bank’s

data management function to understand its unique requirements and challenges, providing guidance and support throughout various data initiatives’ implementation and optimisation phases. This partnership ensures that the bank’s data management function leverages industry best practices and stays ahead of the curve in data management.

3. Driving Innovation: Collaborating with leading technology partners like Hitachi Vantara, Qlik, and TCS enables Webster Bank’s data management function to drive innovation in its data strategy. These partnerships facilitate the exploration and adoption of new technologies and methodologies, empowering the bank’s data functions to stay agile and responsive to evolving business needs and market trends. By embracing innovation, Webster Bank can continuously enhance its data capabilities and deliver greater value to its customers and stakeholders.

4. Enhanced Efficiency and Performance: Webster Bank’s data management functions gains access to efficient and scalable technology solutions that streamline data management processes and enhance overall performance through these partnerships.

By leveraging strategic vendor/partners like Hitachi Vantara’s data governance and quality management tools, for example, the bank can ensure that its data assets are well-governed, reliable, and fit for use, minimising risks and maximising operational efficiency. Similarly, Qlik’s platform empowers users across the bank to access and analyse data more effectively, driving informed decision-making that potentially may support bottom-line gains.

In summary, partnerships with Hitachi Vantara, Qlik, and TCS play a critical role in Webster Bank’s data management function’s success by providing advanced technology solutions, expertise, innovation, and efficiency enhancements in data management and analytics. These ultimately enable the bank to achieve its strategic objectives and deliver superior value to its internal stakeholders.

TE: THANK YOU, VISHAL, FOR SHARING YOUR INSIGHTS AND EXPERIENCES WITH US TODAY. IT’S BEEN A PLEASURE SPEAKING WITH YOU.

Vishal Patel: Thank you for having me. It’s been my pleasure.

CELA

LUKHELE NAVIGATING DIGITAL TRANSFORMATION IN MINING A JOURNEY OF INNOVATION AND INTEGRATIONAN EXCLUSIVE INTERVIEW WITH CELA LUKHELE, TECH LEADER AT DE BEERS GROUP

CAN YOU WALK US THROUGH YOUR JOURNEY IN THE TECHNOLOGY SECTOR, PARTICULARLY HIGHLIGHTING KEY MILESTONES DURING YOUR TIME AT ANGLO-AMERICAN AND DE BEERS GROUP?

Steve Jobs once said “You can’t connect the dots looking forward; you can only connect them looking backwards. So, you have to trust that the dots will somehow connect in your future”. This statement by Steve holds true for my career journey, when I transitioned from traditional engineering into a digital transformation career. I could have not in my wildest imagination thought that my digital transformation journey which started with Microsoft, that it will land me at De Beers years later. While at Microsoft, it dawned on me that I was more energized and impactful when engaging with heavy industry customers, thus at that time it became very clear that I needed to drive digital transformation within the heavy industry.

I returned back to the mining/heavy industry as a Digital Value Chain Lead for Exxaro Grootegeluk coal mine, then I moved on to

join Anglo American at Kolomela mine as Technology and Data Analytics Manager. I was responsible for implementing the mine technology and data analytics roadmap, emphasizing emerging technology and advanced analytics to support the mine’s operational goals of sustainable, safe, and efficient operations. With my team we were supporting the entire mine including support services/functions on their digital transformation journey. I realized that I was not well versed with geospatial data thus I was unable to effectively support the upstream of the mining value chain. To close this gap, I then enrolled for an honors degree in exploration geophysics with Wits. Also, joined De Beers Group Exploration as Senior Manager for Digital Data Transformation. This helps me with my Geophysics application while driving digital strategy thus effectively closing the GAP. My next career milestone will be to support the entire mining value chain on digital transformation once again (exploration to mine to port to distribution to customers) as I now have an in-depth understanding of the entire mining value chain business and operating model.

I am a firm believer that an in-depth understanding of the business model that you seek to digitally transform is critical for the organization to realize 10X growth from digital transformation apart from cost cutting and efficiencies. Hence, the breadth and width I have traversed to understand the mining, oil & gas, and energy industry value chain (business model).

HOW DID YOU APPROACH CHANGE MANAGEMENT WHEN IMPLEMENTING INTEGRATED OPERATING CENTRES (IOCS)?

I have learnt and used several change frameworks but the one that is engraved in my fiber i.e. I used it several times and always achieved good change in the McKinsey 7S framework. Structure – with the IOC it’s important to understand how the reporting lines are going to change, is decision making de/centralization in the IOC, and various sections/functions communication and activity coordination. Strategy – once the required change is understood then I crafted a clear change management strategy and plan. System – understand main systems that will be used in IOC, and how will these systems be managed. Shared value – understand the required culture shift required for IOCs’ success. Staff – profiles of the IOC staff and positions to be filled/removed. Style –

leadership style within the IOC, and Skills –key skills required, existing skills gaps, and on-going skills monitoring and assessment. The above framework provides a structured approach in consulting/engaging with key stakeholders. When I was assessing existing delta/GAP between AS-IS and desired/end STATE, I facilitated several design thinking workshops to gain insights from senior leadership in the organization, I delve down into the trenches (doing DILOs) with the operating, engineering, maintenance, and supporting services personnel having an intimate (heart-to-heart ) conversations about envisage changes and how should the future looks like, and ran trial shifts to test IOCs reporting lines and activities. I must point out that whilst consulting is good and necessary, decisiveness and leadership is paramount as you will never reach consensus with everyone. Trial and error with an organization through staff that is willing to participate/volunteer is key before you go on big recruitment to fill an organizational structure that will not work. I recall one key stakeholder calling an IOC a titanic movie in one of design thinking workshops. It became very clear to me that regardless of numerous engagements he was still not sold, and I had to make a call that will proceed with OR without his buy-in/support. A digital mindset acknowledges that you often start on a journey with incomplete information

INTELLIGENT CONTROL ROOM SOLUTIONS

Ergonomically designed environments, consoles and large integrated video walls enable quick response and monitoring.

and you are only able to fully understand what you need by trying things and learning from the outcome of your experiments. However, be sure (hand to heart) to cover all the groundwork, then you will proceed with confidence regardless of who is for or against.

COULD YOU DELVE INTO THE SIGNIFICANCE AND IMPACT OF AI TECHNOLOGY, SUCH AS DRIVERLESS TRUCKS AND AUTONOMOUS DRILLING, ON THE MINING?

A digital mindset acknowledges that you often start on a journey with incomplete information and you are only able to fully understand what you need by trying things and learning from the outcome of your experiments. Thus, a concept of return on investment (ROI) versus return on learning (ROL). This holds true for most AI and automation projects I have implemented such as autonomous drilling. However, with AHS (Autonomous Hauling Solutions) agile approach proved to be very challenging because this requires upfront holistic investment (infrastructure requirements) in volumes to have a good NPV. AHS delivers safety, labour and productivity gains, however all the improvements that come from AHS are consumed by cost associated with AHS licensing, and EMV Kit subscriptions apart from AHS dedicated infrastructure. It should be noted however that my AHS experience with AHS goes as far as ROCx value engineering study because of the aforementioned reasons. I have implemented and optimized autonomous drilling, autonomous drilling can be implemented in an agile approach unlike AHS. The key performance indicators for autonomous versus manual drills includes improved maintenance availability, equipment utilization, tempo, diesel usage, and safety. Similarly, as mentioned above under change management, the 7S of change are key to the successful transitioning of manual to autonomous drills.

by automated and semi-automated road and plant inspections (visual and vibration) to identify and verify road defects and dustiness. Fitted to haul trucks, ARID was used for early identification, notification, and trending of road conditions deemed to present road usage safety hazards. The ARID units were mounted on the front of the haul truck where it had a view of the road, preferably close to the middle of the truck. Additionally, it was installed on a part of the truck structure that will give a good representation of the road vibration. Using automated processes such as Machine Learning and Artificial Intelligenceenabled systems and performance analytics and Dashboards; to monitor, record, score, and report on road conditions. Information was used in two ways, maintain roads (detects deterioration road conditions, generate notification and schedule work), keep drivers safe (used road conditions data to adjust in real time speed limits, monitor speed limits compliance, reroute traffic away from dangerous conditions).

AS A TECHNOLOGY LEADER,

HOW DO YOU ENSURE DATA ANALYTICS ENABLEMENT, DATA QUALITY, AND GOVERNANCE IN THE CONTEXT OF DEFINING THE DIGITAL STRATEGY FOR GROUP EXPLORATION?

Digital transformation focuses on five main areas i.e. customer experience, processes, business model, value chain, and culture. Now, one cannot focus on all five areas at the same time, but the area of focus is determined by industry and organisation digital maturity. Un/fortunately my focus has been mainly with the last four ever since I have rejoined mining, but while at Microsoft I have extensively dealt with customer experience. Quick wins and safe havens always lie with process efficiencies, whether in the core OR support business functions. My starting point has always been with process efficiencies and culture.

I have piloted and implemented numerous AI solutions. However, the one that I would like to discuss is ARID (Autonomous Road Inspection Device) that I implemented alongside a technology partner. ARID is primarily driven

In order to ensure enablement my focus always began with enabling digital citizens, by leveraging canvas platforms (click & drop) in transforming their business processes/ workflows thus gaining business buy-in and delivering quick business value. This means

cleaning and provisioning data at the level where digital citizens can meaningfully engage with the data. Also, I do process mining and identify processes that are candidates for RPA. I enabled culture by developing digital upskilling and data guidelines/policies. The data guidelines include governance of platforms & data sharing , role holders and required governance training. The business model i.e. how organizations create, deliver, and capture value through Digital Transformation i.e. transform/evolve/invent the business model for an organization to realize 10X growth apart from cost cutting and efficiencies. The latter is achieved once organisation achieve a certain level of digital maturity.

WHAT ROLE DOES CONNECTIVITY PLAY IN ENHANCING EXPLORATION AND MINING ACTIVITIES IN MINING AND REMOTE SITES, AND HOW HAVE YOU IMPLEMENTED THESE IN THE MINING SECTOR?

Most mining organisation are implementing (have implemented ) a connected worker initiative, and in all mining organisations I

have worked in I was/am involved with this initiative. The initiative is about integration and connecting of various equipment/devices i.e. OT, IT, and IM to support digitization strategy. Connectivity enables data-transfer for various production, health, and safety applications to allow in-time knowledge distribution, notifications, and decision-making support on multiple levels. I have been involved with implementation of Wi-Fi trailers, Mine-Mesh network, Mine-Fiber lines, brought in public towers inside the mine, radio communication & base station, and satellite (LEOs & GEOs) connectivity.

While working in the mining I drove realtime data analytics where I enabled operators and supervisors to communicate/visualize and discuss Key Performance Indicators throughout the shift not only during the start and end of shift. Without connectivity this was not going to be possible, and equipment condition monitoring & maintenance. While implementing and optimizing IOCs I installed cameras in the pits which streamed mining activities from the pit, and haul roads to the control rooms which required connectivity

enablement. AHS and Autonomous drilling rely heavily on strong connectivity to prevent multifunctioning. Connectivity and communication strategy is generally driven by activities requiring enablement and solutions available in that geography. Mining OEMs generally cater for off-line and on-line mode functionality when developing mining technologies.

CAN YOU SHARE SOME INSIGHTS INTO YOUR CHALLENGES IN DRIVING DIGITAL TRANSFORMATION WITHIN MINING AND HOW YOU’VE OVERCOME THEM?

The main challenge is to get business involved (including doing the necessary upskilling) in actively driving digital transformation. This

is mainly because of the divide between business and digital. Amongst other reasons why Digital Transformation scales back OR spun out sometimes is that: Digital efforts are run by technology specialists as the rest of the organisation continues its work unchanged. Thus, DX grows disconnected from business needs and loses support over time. I have overcome this by having an in-depth understanding of the business model and operating model I seek to impact, understanding the main challenges that can be solved by digital transformation. Thus, by the time I engage business on the problem and the possible solution I have already covered 60% of groundwork. Prioritise bridging the divide i.e. business model divide for techies and digital divide for business personnel.

HOW DO YOU PRIORITIZE AND ALIGN DIGITAL INITIATIVES WITH THE OVERARCHING BUSINESS GOALS, OBJECTIVES AND EFFORTS?

In mineral exploration, targets need to be confirmed by means of drilling. Drilling is based on anomalies often detected in geophysical and/or geochemical studies. The main challenge is to know quickly with minimum drilling whether a target is mineable or not since drilling is costly, and mineral exploration has low success rate. Therefore, my duty is to look at the workflow (business model) and identify where digital data emerging technologies can be used to expedite exploration process and to improve success rate of exploration.

IN YOUR EXPERIENCE, WHAT ARE THE KEY CONSIDERATIONS WHEN PARTNERING WITH SENIOR STAKEHOLDERS ACROSS DIFFERENT DEPARTMENTS OR DIVISIONS TO IMPLEMENT DIGITAL STRATEGIES IN A LARGE ORGANIZATION LIKE DE BEERS?

The key is to first understand that you are there to help them achieve their KPIs through digital transformation, second clearly articulate the why, how, and by when, lastly be clear on the value i.e. ROI and/or ROL.

BARRY HOSTEAD

DIRECTOR OF DATA MANAGEMENT AT JOHN LEWIS PARTNERSHIP

IN AN EXCLUSIVE INTERVIEW WITH BARRY HOSTEAD, DIRECTOR OF DATA MANAGEMENT AT JOHN LEWIS PARTNERSHIP, WE DELVE INTO HIS INSIGHTS, EXPERIENCES, AND VISION FOR THE FUTURE OF LEVERAGING DATA IN THE RETAIL INDUSTRY.

A Journey Through Data: From Legacy to Innovation

Barry Hostead’s journey through data has been nothing short of transformative. With a career spanning various leadership roles across distinguished organisations, Hostead brings a wealth of experience. His current role at the John Lewis Partnership involves spearheading initiatives in data governance, data management, enterprise data platforms, and the development of data products.

Before his tenure at The John Lewis Partnership began, Hostead held pivotal positions at Lloyd’s Banking Group and London market insurer MS Amlin, where he

honed his expertise in data governance, risk management, and analytics. Reflecting on his journey, Hostead highlights the dynamic interplay between technology and business, emphasising the pivotal role of AI in reshaping industry landscapes.

Navigating the Data Landscape: Trends and Innovations

Staying abreast of the latest trends and innovations in a rapidly evolving technological landscape is paramount. Hostead underscores the importance of adopting a multifaceted approach to knowledge acquisition, emphasising the need for depth and breadth in understanding emerging technologies.

Drawing parallels with the evolution of software engineering, he emphasises the critical role of continuous learning in navigating the data landscape. From leveraging platforms like Medium and Blinkist for curated insights to cultivating a habit of daily learning, Hostead exemplifies a proactive approach to staying ahead of the curve.

Cultivating a Culture of Collaboration and Integrity

At the heart of Hostead’s leadership philosophy lies a commitment to fostering

a culture of honesty, openness, and integrity. Recognising the inherent challenges in managing and leveraging data effectively, Hostead emphasises the importance of empathy, transparency, and proactive communication in driving meaningful outcomes.

Aligning his team with organisational goals, particularly in implementing data-driven strategies, he underscores the importance of collective understanding, stakeholder engagement, and iterative feedback loops. By bridging the gap between technical expertise and business acumen, Hostead

empowers his team to drive impactful change within the organisation.

Architecting the Future: Insights from TOGAF Certification

Barry Hostead’s journey through the landscape of data management and technology leadership has been marked by a profound understanding of architecture principles, notably enriched by his TOGAF (The Open Group Architecture Framework) certification. TOGAF, a widely adopted enterprise architecture framework, has provided Hostead with a holistic perspective essential

for navigating the complexities of data engineering and governance.

Reflecting on his certification, Hostead emphasises that while it was obtained some time ago, its enduring impact continues to shape his strategic approach. TOGAF, as he describes, isn’t merely a rigid set of guidelines but rather a flexible framework that enables practitioners to comprehend the intricate interplay between business objectives, technological capabilities, and data requirements. By understanding these elements in concert, practitioners can design solutions that align with organisational goals

while mitigating risks and maximising opportunities.

The breadth of TOGAF’s scope encompasses technical considerations and factors related to governance, change management, and stakeholder engagement. Hostead underscores the importance of viewing solutions through multiple lenses, recognising that reality often diverges from theoretical constructs. This pragmatic approach empowers leaders to make informed decisions, adapting strategies to suit the nuances of real-world challenges.

Hostead notes that TOGAF alongside his background in data engineering, offers a

panoramic view of solution architecture. Beyond the intricacies of data management, it fosters an appreciation for integration requirements, operational models, and overarching business objectives. By embracing this comprehensive perspective, practitioners can architect solutions that transcend siloed approaches, fostering synergy across disparate domains.

Moreover, Hostead emphasises that a deep understanding of data engineering is instrumental in translating strategic visions into actionable initiatives. Leaders can guide their teams towards effective implementation strategies by grasping the technical intricacies and potential pitfalls. This blend of strategic

Everyday AI, Extraordinary People

The End-to-End Platform for Everyday AI

Dataiku is the end-to-end platform for Everyday AI that enables teams to work together to build data into their daily operations, from advanced analytics to Generative AI.

With this interactive data sheet, you’ll walk through the key benefits and features of Dataiku.

Explore Key Benefits and Featurest

Empower people across your business to do more with data and AI, build projects faster, and work together, all in a shared and safe environment.

Build real and safe Generative AI applications at scale with Dataiku’s LLM Mesh, and AIPowered Assistants.

Build and maintain data and AI projects throughout their entire lifecycle with a visual lineage of where the data comes from, how it is transformed, and where it goes - all while building and deploying AI with governance and control.

foresight and technical acumen empowers organisations to harness the full potential of their data assets, driving innovation and competitive advantage.

As organisations increasingly recognise the centrality of data in shaping their futures, the insights gleaned from TOGAF certification assume greater relevance. In a landscape defined by rapid technological advancements and evolving business dynamics, enterprise architecture principles provide a sturdy compass, guiding leaders through the intricacies of digital transformation. For Hostead and other technology leaders, TOGAF

is a cornerstone in their quest to architect the future of data-driven enterprises.

Collaborating for Success: The Role of Partnerships

Strategic partnerships play a pivotal role in navigating the complexities of data management and analytics. Hostead emphasises the importance of collaboration with vendors like Dataiku in driving organisational success. By forging close relationships with technology partners and leveraging their expertise, organisations can

maximise the value of their investments and accelerate innovation.

Over the past 12 months since we implemented Dataiku we have had success in both training our data science team to become proficient in the tool and also delivering a number of value driving use cases from propensity models to operational use cases driving replenishment and routing of returned product amounting to £25m+ in year benefit. The close working relationship with Dataiku has been pivotal in enabling us to shape our model governance processes and framework to ensure models that we are developing and deploying into production have the appropriate check and balances applied.

Pioneering the Future of Retail Data

The retail industry is at a crossroads in an era of digital disruption and shifting consumer preferences. Traditional paradigms are being challenged, compelling retailers to embrace innovative strategies to stay competitive in an increasingly dynamic landscape. Hostead is at the forefront of this transformative journey, offering invaluable insights into leveraging the power of data to pioneer the future of retail.

Hostead’s vision extends beyond operational process optimisation; he envisions a paradigm shift where data becomes the cornerstone of strategic decision-making across every facet of the retail value chain. From supply chain management to marketing strategies and beyond, Hostead advocates for a datadriven approach that empowers retailers to anticipate market trends, personalise customer experiences, and drive sustainable growth.

At the heart of Hostead’s philosophy lies a deep appreciation for the transformative potential of data analytics. By harnessing advanced analytics techniques, retailers can glean actionable insights from vast troves of data, uncovering hidden patterns and correlations that elude conventional analysis. Whether fine-tuning inventory management to optimise product availability or tailoring marketing campaigns to individual preferences, Hostead sees data as the linchpin of retail success in the digital age.

Moreover, Hostead emphasises the importance of agility and adaptability in navigating the evolving retail landscape. With consumer behaviour evolving at breakneck speed and technological innovations reshaping industry norms, retailers must remain nimble in their approach to data management. He believes retailers can stay ahead of the curve by fostering a culture of innovation and experimentation, capitalising on emerging trends and opportunities with agility and foresight.

However, he quickly acknowledges the challenges accompanying the retail data revolution. Legacy systems, siloed data repositories, and organisational inertia pose significant hurdles to realising the full potential of data-driven insights. Overcoming these obstacles requires a concerted effort to modernise infrastructure, break down organisational silos, and cultivate a data-centric mindset at every level of the organisation.

Looking ahead, Hostead envisions a future where retailers seamlessly integrate data analytics into every facet of their operations, from customer engagement to product development. By harnessing the power of artificial intelligence, machine learning, and predictive analytics, retailers can unlock new avenues for growth and innovation, delivering unparalleled value to customers and stakeholders alike.

In this transformative journey, Hostead sees himself and his team as catalysts for change, driving the adoption of data-driven practices and technologies that will shape the future of retail. With a relentless focus on innovation, collaboration, and customer-centricity, he leads the charge towards a new era of retail excellence, where data reigns supreme as the ultimate competitive advantage.

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MUTLU GUNENC FROM GLOBAL TO LOCAL: HOW GLOBAL STRATEGIES

HELP LOCAL LAUNCH SUCCESS

One of Einstein’s students once asked him: “Sir, you always ask the same questions,” Einstein replied, “Indeed, but the answers are different each time.”

The question of “How should Global help local teams for successful launches?” remains the same, but our approach changes from time to time, and there is no pure, definitive answer to that question. Each company and each team’s interpretation is different.

However, specific steps to launch readiness should not be neglected. I have defined four main pillars for successful launches:

1. Understanding our customers is paramount. Consider this: HCPs’ preferences indicate a shift towards virtual engagement, with over 55% of them choosing this mode. This presents a significant growth opportunity for us. EPG Health Report: The Future of HCP Engagement Impact 2023

It’s promising to note the annual increase in Pharma’s digital budget spending (28% in 2022 to 32% in 2023). However, our digital

activities are not meeting HCPs’ expectations. According to Across Health Market Insight (n:6658), only 45% of HCPs are satisfied with pharma digital offerings. This apparent disconnection demands urgent attention, as it’s a prerequisite for a successful launch. The longer we delay, the more adversely our relationship with HCPs will be affected.

The second largest customer group for pharma is Patients/caregivers. Particularly after COVID, they are not just using but actively seeking information through digital channels to stay informed. If you visit www. answerthepublic.com, which analyses Google search activities by region and country, you’ll see numerous searches conducted for various disease areas. For example, in 2023, 18,100 searches were undertaken in the UK for “Colon Cancer,” or 33,100 people searched for “Breast Cancer” with different questions. This active search behaviour of patients/ caregivers underscores the importance of our responsibility to ensure that we provide sufficient content or information about their diseases or treatment.

PHOTO: ANDREW GEORGE

2. Do we have the right mindset as a company? This is an Acid Test question because almost every company says it has a digital transformation. Sometimes, I wonder what that means exactly. We cannot have any transformation without the right mindset. This is purely my opinion, and for me, the mindset shift represents challenging our comfort zone, which needs considerable resilience and long-term commitment. I have found exciting market research from Across Health Management, in which they asked 217 pharma executives regarding the pace of digital transformation, the vision of digital

transformation, and commitment. The answers puzzled me because, according to that research, 50% of 217 executives think that the pace of digital transformation is languid, 39% of those positive about the vision of digital transformation, and only 40% mentioned that they have multi-year strategic plans for digital transformation. Thus, this is the situation: We do not have an agreed vision or long-term strategy, and our change is prolonged. That explains why there is a disconnect between our customers and pharma companies. Whether we like it or not, our customer’s expectations have changed after COVID-19;

they have become more digitally savvy, expect more up-to-date content, and demand to engage with pharma where they are, how they want, and when they need it. Patients and caregivers are similar; they are wellinformed or wish to be well-informed; if not, they seek and find relevant information. As an industry, we did not see this wave of changes coming towards us so fast. However, the sands of times are running low for us to adapt. Therefore, the mindset shift is the most critical component of the new reality.

3. Building the right capabilities: Before we

build any new capabilities, we should ask ourselves, “Do we need these capabilities today?” and “Do we need them tomorrow as well?” because these require long-term planning and commitment. A lack of vision or absence of long-term strategic plans probably leads to wrong investments or capability building. Thus, we must consider some aspects before making such investment decisions, like a clear vision to glue everybody around it and a clear strategic plan to address all the short and long-term priorities. Then, we must address one of our most important challenges: How do we

PHOTO: CHRISTINA VICTORIA

address the disconnection between our customers and us?

One of the most critical technical capabilities we need is data management, especially customer data management. We ought to collect proper data without any human judgment or bias, and this data collection should lead us to meaningful data stories about our customers. Writing this paragraph or putting it into the slide to present is so

easy. However, it is one of the most complex capabilities to build. Because it requires the right mindset: Why do we need to make proper data management capabilities? It should also focus on the appropriate challenge: How do we better understand our customers? How can we eliminate the disconnect with our customers? All those questions can be answered with proper data collection capabilities; then, they can be interpreted appropriately into meaningful

Expertise in Healthcare Communication

infill is a team of creatives, scientific and communication experts and IT specialists consulting on strategic healthcare communication. Our focus are international clients in the pharma, healthcare and medical device sector. We have a proven track record in innovative solutions for traditional and digital healthcare marketing, the effectiveness of which has been recognised by clients and judges.

stories, individualised without breaching data privacy laws and regulations. This is a significant investment and requires long-term planning, and results might not be short-term. So, each company’s appetite for long-term investment vs. short-term gain differs; the expectations should be handled precisely.

4. Creating a collaborative execution plan: The fourth pillar usually covers how global and local work together towards the same goal: successful launch readiness. I know this cliché sentence: We must have clear roles and responsibilities. Let us ask ourselves: Who knows the HCPs from Country X if we launch in Country X? The Global team or the local team? Who will set up proper customer engagement strategies in the driver’s seat? According to the Across Health Maturameter report, only 21% of the launch tactics and strategies were co-created by Global and Local Teams. I am not in a position to judge the standard approach. However, less co-creation creates less ownership of overall launch strategies.

The second important part of the collaborative execution plan is to align around KPIs (Key Performance Indicators) to measure success. Here, the question is, what is success? Should it be short-term? Or longterm? Should it only measure business results? Or emotional outcomes like trust? Who will set up KPIs? Only Senior Management? Or jointly? Remember that only 39% of pharma executives are optimistic about the company’s vision for digital transformation, and only 40% of companies have a long-term plan for digital transformation. Thus, I believe we should create internal alignment first, then start building up our capabilities and adapting ourselves toward fast-changing customer expectations. Because the mindset shift is a long journey, it requires a huge resilience and commitment. Building the correct ecosystems to meet our customer needs requires proper resource allocation and global & local alignment. In readiness for the journey ahead, this must be our number one priority.

DANIEL WILLIAMS

INSIDE AVIATION’S AI

TRANSFORMATION

AS A KEY PARTNER FACILITATING TECHNOLOGICAL ADVANCEMENT AMONG AIRLINES, MICROSOFT IS FLYING THE FLAG FOR NEXT-GENERATION AVIATION. SITTING DOWN WITH DAN WILLIAMS, CTO OF AVIATION AT MICROSOFT UK, WE EXPLORE HOW THE COMPANY IS LEVERAGING AI TO TRANSFORM OPERATIONS AND IDENTIFY INDUSTRY-SPECIFIC POCKETS PRIMED FOR INNOVATION.

WRITTEN BY: JONATHAN DYBLE

Rarely do our careers pan out exactly how we expect them to.

In the words of former Viacom President Tom Freston: “A career path is rarely a path at all. A more interesting life is usually a more crooked, winding path of missteps, luck and vigorous work. It is almost always a clumsy balance between the things you try to make happen and the things that happen to you.”

After graduating with a degree in sports management in 2009, it would have been hard to convince Dan Williams that he would go on to become the Chief Technology Officer of Aviation at Microsoft UK just 13 years later. Having bounced around a couple of sales roles in his graduate years, he began working for a recruitment firm that proved pivotal in placing him on his current career path.

“I ended up working with IT infrastructure engineers when I decided I’d quite like to be on the other end of the phone,” Williams recalls. “There and then, I made the decision to secure an education loan and obtain some

key qualifications in Microsoft technology. Having done so, I then landed my first role as an analyst for a small managed service provider based out of Watford.”

Little more than a decade and several key IT engineering, infrastructure and cloudspecialist roles later, Williams now finds himself quickly approaching the end of his second full year as a senior figure within one of the world’s most prominent tech companies.

“Coming across to an organisation like Microsoft, it was initially a feeling of both excitement and fear,” he explains. “Moving into a massive enterprise like this was one hell of a learning curve, and certainly from an industry point of view. But it was an incredible challenge – one that I was excited to take on.”

EMBRACING A FIRST-CLASS CULTURE

Unfortunately, William’s life took another unexpected turn, his mother sadly passing away in his first month of moving to the tech giant.

“It was a really trying time from a personal perspective,” Williams admits. “I’d just started a new job and internally felt I should just soldier on to some extent. My manager at the time didn’t know anything – at least until I happened to message a colleague, letting them know why I wouldn’t be able to make it to some meetings.

“It just so happened that I accidentally sent it to my manager, who jumped out of a meeting straightaway. He told me not to worry about onboarding myself and actually suggested I take the next three months off. It was initially a shock – I wasn’t expecting that kind of response from an organisation like Microsoft, particularly as I’d just joined in a senior role.

“Often, you will hear companies talk about having a great culture, but when you get into it, it doesn’t always materialise like that.

But with Microsoft, I’ve been blown away from day one.

“I remember our UK CTO openly speaking about his experience with burnout. It’s something that remains a bit of a taboo, yet he came out and made it clear that it’s important to know when to put your hand up and ask for support. Culturally, the company has surpassed all my expectations.”

CHALLENGING RESISTANCE TO CHANGE

It’s not just the company culture that has drawn Williams in, however. Indeed, an organisation like Microsoft naturally comes with the label of being an exciting entity to work for as an enterprise at the cutting edge of innovation – something that the CTO affirms is indeed the case.

Outlining his responsibilities, Williams explains that he is not directly expected to drive revenue targets. Rather, his role primarily involves progressing the strategic relationships, working to find new ways in which the company can use technology to enhance and transform the operations of its clients.

“In aviation, that can be quite challenging,” Williams reveals. “It’s quite legacy-centric as an industry. A lot of IT transformation went on in the 80s and 90s, but there’s still many on-prem mainframes the size of a house knocking around because that’s just how these companies continue to deal with ticketing systems.

“It’s heavily regulated, which makes change difficult. So much so, that a lot of the processes associated with airport operators

are still paper based. In the case of control towers, for example, paper-based documents get loaded into a little lift that gets shuttled downstairs for someone to then file them away in a big box somewhere, never to be looked at.

It’s not just regulation, however, that makes progress arguably more challenging than other sectors.

“Ultimately, my job is helping to figure out how we can support them from a technology perspective.”

PHOTO: ROBERT BYE

“Progress in our sector faces challenges beyond regulation alone. While front-line workers have raised concerns about job displacement due to technology, it’s essential to recognise the potential benefits for staff. Rather than replacing jobs, technology and AI aim to enhance workflows and skills. Instead of being tethered to screens all day, staff can leverage technology to streamline tasks, develop new skills, and focus on innovative endeavours. By embracing technology as a tool for augmentation, frontline workers can achieve more, explore new opportunities, and contribute to further innovation in their roles.”

MICROSOFT’S AI-DRIVEN AVIATION TRANSFORMATION

While this resistance remains a challenge, Microsoft is making significant headway with several industry players, it’s work with airline operators themselves being a particularly interesting avenue of diverse technology applications.

Here, Microsoft’s partnership with generative AI specialist OpenAI is paying dividends in

several ways. Indeed, Williams explains how it has not only been used to GenAI bots that can help holidaymakers plan their itineraries but also leveraged in-house at airlines to develop smart emailing systems.

“An airline will receive potentially hundreds of thousands of emails every day, be it complaints, refunds and compensation inquiries, or booking and change of seat requests,” Williams reveals. “Typically, these are picked up by a customer service agent who might get back within five to seven days. However, these emails are now first seen by generative AI tools that can form a response which can then be reviewed by a customer service agent. In the instances this has been implemented, we’ve seen as much as two to three days being shaved off the average response time.”

Elsewhere, Microsoft has also been leveraging AI to help its clients mitigate millions of pounds in lost revenue occurring from fraudulent or incorrect claims.

Williams continues: “When your flight gets

PHOTO: PHILIP MYRTORP

PHOTO: SAFWAN MAHMU

DON’T WASTE HUMANS.

DON’T WASTE HUMANS.

We are Sprint Reply. We are the Business Process, Change and Automation Specialists within Reply’s network of specialist companies. We build resilient, connected services to turbo-charge efficiency, agility, and performance improvements. We deploy a unique blend of leading-edge technology and process expertise to accelerate results while building AI-powered capabilities tailored to unique needs.

Our mission is to sculpt a future where technology and human potential unite harmoniously, fostering a digital workforce that is not only empowered and happy but also focused on delighting customers at every touchpoint.

DON’T WASTE HUMANS

REVOLUTIONISING AVIATION OPERATIONS WITH GENEREATIVE AI

In the rapidly evolving aviation sector, embracing digital transformation is not a choice but a necessity.

Amidst the industry’s relentless pursuit of operational excellence, fierce competition, and ever-escalating consumer expectations, Generative AI emerges not just as a transformative force but as a beacon of innovation far beyond conventional digital enhancements. Our specialised approach for the aviation industry offers more than just an upgrade; it represents a holistic transformation of business operations, meticulously designed to meet the sector’s unique challenges and capitalise on its vast opportunities — from dramatically improving operational efficiency to dynamically scaling operations.

Streamlining Operations with a Personalised Approach

The volume, complexity and variety of customer interactions continues to grow. Traditional customer service methods can’t keep up with customers rising expectations for prompt, efficient, and personalised responses. When a leading European airline found itself inundated by a deluge of complex customer service emails, they turned to us for a solution that could maintain personalisation while enhancing efficiency. The task was formidable: manage an overwhelming volume of enquiries without losing the personal touch.

Our answer, eResolve, a Generative AI powered marvel that quickly processes customer emails, interprets their needs, and auto-generates policy-aligned, brand-specific responses.

• Tailored Contextual Interactions: eResolve employs AI to understand and respond to emails generating personalised, policy-aligned replies.

• Foster Trust through Human Oversight: eResolve flags complex issues for human intervention, ensuring every customer query is well managed.

• Cost Effective Task Completion: eResolve boosts automation, completing tasks automatically

as emails are sent through optimised workflows with downstream task automation.

eResolve has not only streamlined email response management but also turned email interactions from a daunting challenge into a strategic advantage. eResolve offers personalised multi-lingual responses, optimises workflows, and ensures data security. It’s more than a tool, adapting to new tech and integrating with existing systems and boosting efficiency while cutting cost.

With eResolve

• First response delays reduced by 90%, with thousands of emails handled daily

• Average handling time reduced from 25 to less than 5 minutes per email

• Containment increased through intent based, not first in first out, prioritisation.

• Repeat contact rate reduced through improved first-time resolution.

eResolve: Revolutionising Email Response Management

eResolve, powered by leading-edge Generative AI, is designed to revolutionise how airlines manage customer email interactions. By processing customer questions with unmatched accuracy, eResolve recommends responses that are both in line with company policies and tailored to individual customer needs, making email management a seamless and strategic component of customer service.

What sets eResolve apart is its ability to provide rapid, policy-compliant, and personalised responses, transforming a traditionally time-consuming task into an opportunity for enhanced customer engagement.

Innovative Approach for Rapid Implementation

Our ‘Proof of Concept’ (PoC) strategy underscores our commitment to innovation, allowing for quick tests and iterations that ensure swift communication interception and seamless integration with existing systems. By appending recommended responses to customer inquiries, we not only deliver immediate value but also significantly reduce organisational load, paving the way for a more feature-rich implementation. This methodology drastically shortens the time-to-value, facilitating rapid feature deployment and fostering an environment of continuous improvement.

A Fusion of Human Insight and AI Precision

At the heart of eResolve lies a human-centric AI model that embodies the perfect amalgamation of human empathy and AI efficiency. While the AI undertakes the heavy lifting by pre-processing inquiries and suggesting initial responses, it’s the human touch that refines these suggestions, ensuring they resonate on a personal level. This unique blend allows eResolve to deliver responses that truly understand and address customer needs, setting a new standard in customer service.

Upholding Privacy and Security

Throughout the development of eResolve, we have placed unwavering emphasis on the privacy and security of customer data. Our AI models are designed to function without relying on personal data, a testament to our dedication to upholding the highest standards of data protection. This commitment ensures that eResolve operates with integrity, safeguarding customer information while delivering exceptional service.

Transformative Outcomes

The deployment of eResolve has yielded transformative results for our partner airline:

• Efficiency: The processing time for customer inquiries was reduced from 25 minutes to an impressive 5 minutes per email, handling thousands of emails daily.

• Scalability: eResolve’s capability to provide personalised responses quickly has enabled the airline to cater to a wider audience more efficiently.

• Multilingual support: recognising the global nature of its customer base, eResolve offers comprehensive multilingual support, ensuring inclusivity and accessibility.

• Enhanced Decision-Making: The AI-generated ‘next best action’ suggestions have streamlined follow-up processes, improving overall operational efficiency.

• Consistency: Time-bound policies are in place to guarantee a uniform and high-quality customer experience across the board.

Conclusion

eResolve is a testament to our unwavering commitment to revolutionising customer service through the strategic application of Generative AI By seamlessly blending AI’s analytical prowess with the nuanced understanding of human agents, we’ve redefined customer interaction, setting new benchmarks for quality and efficiency in the aviation industry.

For aviation executives navigating the complexities of the digital age while maintaining a steadfast commitment to ethical standards, eResolve represents a proven, impactful solution. We extend an invitation to explore how eResolve and our suite of Generative AI tools can transform your operations, delivering not just immediate benefits but paving the way for sustained long-term value.

Empower Your Aviation Operations with Generative AI

With eResolve as a prime example, our expertise in Generative AI is reshaping the landscape of airline operations, establishing unparalleled standards in customer service excellence. Our sophisticated approach to business process reengineering empowers airlines to:

• Optimise customer compensation and claims processing through automated processing.

• Simplify flight operations through AI-enabled ops control.

• Improve ground handling efficiency through automated real-time monitoring.

• Optimise airport operations through AI-driven predictive scheduling.

• Empower employees and third party suppliers to be self-sufficient through curated, just in time, access to complex knowledge.

• Predict, mitigate and manage disruption through the deployment of AI-powered, customer satisfaction focused, solutions.

• Optimise Supplier Management through AI-enabled performance management, including automated tracking of service level guarantees, contract spend and invoice analysis – reducing invoice error rates and mitigating value leakage.

In a competitive landscape where operational efficiency and customer satisfaction are paramount, choosing us as your partner guarantees not just the meeting of these goals but their surpassing.

Discover how our customised Generative AI solutions can transform your operations, fostering an environment of unparalleled customer loyalty and operational excellence.

Take the Initiative and be at the forefront of aviation service innovation. Contact us to explore how a partnership can turn the challenges of today into the successes of tomorrow, redefining what’s possible in the aviation industry.

Book a demo of eResolve today or speak with us to understand how we can transform your organisation.

PHOTO: DOUGLAS BAGG

delayed, airlines have a responsibility to the passengers to ensure they’re fed, watered and have somewhere to stay overnight while they wait to get on the next flight. Unfortunately, there are many instances where people use fake receipts, claiming they were on particular flights when they were not.

“Using something like OpenAI, we can now analyse all the flight details and the receipts coming in to detect fraudulent claims.” Williams also explains how AI is being used to analyse flight paths and historical data to find ways to mitigate delays and reduce unintended losses further, as well as highlighting its potential applications in respect to crew wellbeing.

Looking at the latter, AI can analyse reports and symptoms of fatigue among crew members to flag where interventions should be made. If there’s several cases of stress associated to a particular member of staff, for example, then avenues such as addressing scheduling can be explored to try and improve the situation.

Applications aren’t just exclusive to commercial flights either. Indeed, Microsoft’s innovation labs are currently working to develop a more intelligent and dynamic way of routing cargo flights to make them more revenue efficient, considering aspects such as fuel and load optimisation, weather patterns and the impacts of geopolitical issues on flight paths.

“I could go on,” Williams affirms. “There are millions more use cases that airlines have got in the pipeline, but their priorities are driven by several key questions: How much will it cost to build a solution? It there going to be a revenue impact? And what are the other benefits that they’ll see?”

Outlining ambitions for 2024 and beyond

With so many potential areas for incremental, innovative improvements to be made, Williams admits that juggling several spinning plates will be no straightforward task moving forward. However, looking ahead to the remainder of 2024 and beyond, he outlines several personal and professional ambitions.

“Personally, I’m really looking to further my learning journey in the aviation space,” he explains. “There are so many great minds in this area, from Bob Kwik at AWS who I’ll soon be on a panel discussion with, to other thought leaders like Glenn Morgan.

“For me, it’ll be great to continue building out my understanding and network further, and really trying to find new ways that I can make an impact in this space, whether that’s through improving customer interactions or from a government or policy perspective.

Here, Williams highlights the criticality of the sustainability agenda, describing 2050 net zero targets in the aviation sector as ambitious.

“How can I help organisations hit those targets? How can we help them improve their energy consumption and efficiency around fuel management? These are the questions I’ll be exploring actively moving forward.”

Indeed, while Williams and Microsoft’s supporting role for airlines will undoubtedly be invaluable in furthering digital transformation agendas in key areas across the industry, the CTO closes by stating that it’s not a one-way road to success. For true industry change to materialise, partnerships are pivotal.

“I’ll tell you what I tell most of my customers,” he says. “If you continue to do the same things and expect to succeed, you will fail. You might be okay in the short to medium term, but in the long term, you will be overtaken.

“Customers are being drawn towards better experiences on aircraft and in airports, and if their expectations aren’t met, then they will go to alternative providers who do meet them. So, make sure you run with it, and strive to always think about ways to improve – particularly with the travelling boom we’re now having off the back of covid.”

Indeed, the message is clear: if you stand still, you risk going backwards.

7GROUNDBREAKING TECHNOLOGICAL ADVANCEMENTSIN FILMMAKING

The film industry has been a living, breathing machine for 150 years now. Despite having complex technological prowess built into its fabric from day one, the film industry has continued to utilise developments in technology to its advantage. Whilst still having artistic expression and storytelling at its core, filmmakers from the late 1800s would barely recognise the movies of today, with a huge reason for that being years of technological change. Here are seven of the most transformative technologies within film.

PHOTO: NOOM PEERAPO

SOUND CINEMA

The transition to sound cinema created such a wave in filmmaking that it is still depicted today in films such as Babylon and The Artist. Feature-length sound films, dubbed “talkies” burst onto the scene in 1927 with the release of The Jazz Singer. The movie’s sound was made using Vitaphone’s sound-on-disc technology, which printed the soundtrack on a separate record that was played in sync with the projection. This would become the industry standard for many years to come.

TECHNICOLOUR FILM

In 1917, the first technicolour film The Gulf Between was released, demonstrating the Technicolor Company’s discovery of recording two colours, red and teal, using just one lens. However, this was both an eyesore and a far cry from what developed in the following years. Improved versions, using a three-colour process, which was celebrated for its vibrancy, became commonplace in some of the most memorable films of the 1930s and 1940s, such as The Wizard of Oz and Gone with the Wind.

PHOTO: KRISTS LUHAERS

CGI

Computer-generated imagery is so commonplace in the movies today, that many barely even notice it. However, CGI is still an impressive feat of technology and artistry. The first computer animation in a movie can be seen in the opening sequence of 1958’s Vertigo, created by digital art legend John Whitney. Since then, CGI has evolved significantly, accomplishing everything from blending live-action and animation, to constructing computer-generated animals and accurately de-ageing actors.

ANIMATION

Whilst certain forms of animation have existed in film since the 1800s, what we now consider traditional featurelength cel animation began in 1937, with the release of Disney’s Snow White and the Seven Dwarves. Cel animation sees a film get storyboarded and soundtracked, and then each frame of the movie gets drawn by hand, scanned, and synced with the pre-recorded audio. Traditional animation remained the primary technique for animated movies until the end of the 20th century.

IMAX

IMAX, which debuted in 1970, is a system of HD film formats and cameras. Whilst the standard and most popular film format in motion picture recording utilises a 35mm gauge, IMAX uses 70mm film, which is about 10 times bigger. While shooting IMAX increases a film’s budget and places technical constraints on a production, IMAX images also provide a larger image area, greater resolution, and less grain. Therefore, seasoned directors who work on large-scale movies, such as Christopher Nolan and Denis Villeneuve, have found themselves drawn to the format.

PHOTO: PARSOA KHORSAND

MOTION/PERFORMANCE CAPTURE

Coming to prominence in the film industry in the late 1990s, in movies such as Batman: Forever and Star Wars: Episode I - The Phantom Menace, motion capture is a process that records movement. Also referred to as Performance Capture, when more intimate aspects of an actor’s performance are utilised, such as expressions and subtle movements, the process creates a framework of movement that is used to animate digital characters.

Motion capture helps animators create a more complex range of movement and emotion in their animated characters, or provide more human-like qualities to characters that wouldn’t naturally have that range of emotion. The process is seen today, playing a huge role in film series such as Avatar, Lord of the Rings, and the Marvel Cinematic Universe.

3D ANIMATION

Whilst the 1970s and 80s helped cement 3D animation within the industry, with the likes of Star Wars pushing it to the forefront of mainstream filmmaking, the 1990s was a revolutionary decade for 3D animation. In 1995, Pixar released Toy Story, the first full-length 3D animated feature film, which helped establish them as the trailblazing studio we know today. 3D aims to bridge the gap between animation and live-action, making texture, depth, movement, and expression as true to life as possible.

PHOTO: SHUBHAM DHAGE

PHOTO: UNLIMITED MOTION

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