Welcome to the latest edition of The Technology Ledger! We are excited to bring you exclusive insights from visionary technology leaders who are driving digital transformation, cybersecurity advancements, and AI innovation across various industries.
Our lead feature spotlights Darek Kitlinski, Chief Technology Officer of Air Force A1, who shares how the Air Force is modernising its technology infrastructure through AI, cloud computing, and cybersecurity advancements to maintain national defense superiority. His leadership is setting the stage for a more agile and secure digital future.
We also feature Bonface Ndawala, Founder and CEO of Malcel Plc, who is leading the charge in transforming Malawi’s telecom landscape with the country’s first digital network operator. His insights into network expansion, customer experience, and economic development shed light on the future of connectivity in Africa.
In this edition, Emirates National Schools (ENS) takes us through its multi-phase digital transformation journey, integrating AI-driven learning, immersive AR/VR experiences, and cybersecurity enhancements to redefine modern education in the UAE and beyond.
Phill Hirons, Managing Director of TechEx Events, shares his unique career path from military service to leading one of the world’s premier B2B enterprise technology event series, discussing how technological advancements and sustainability challenges are shaping the future of global conferences.
We are also proud to feature Jorn Fokkens, Change Leader at Wipro, who discusses how blockchain, AI, and digital product passports are driving supply chain efficiency, resilience, and sustainability.
Additionally, Greg Palmer, VP of Finovate, offers an inside look into how the Finovate event series is accelerating fintech innovation, diversity, and emerging industry trends as financial services continue to evolve.
Our Executive Insight series features industry veterans Shibu Varghese and Dr. Christin Riedel, who share their expertise on 5G evolution, Open RAN, digital transformation, and AI-driven business strategy, offering valuable perspectives on the next frontier of technology.
This edition is packed with cutting-edge insights and expert perspectives from some of the most influential leaders in technology today.
We hope you enjoy the read!
EDITOR Christopher O’Connor
CREATIVE DIRECTOR
Martyn Oakley
DESIGN SUPPORT
James Pate
SOCIAL MEDIA MANAGER
Martin Reynolds
PROJECT DIRECTORS
Paul Davies
Alex Reay
Fabian Stasiak
Phillip Forde
Denitra Price
Cisco Loevendie
Summah Buisson
Stuart Irving
PRODUCTION MANAGER
Ewa Piwoni
No.159, Field Maple Barns, Weston Green Road, Weston Longville, Norwich, Norfolk, NR9 5LA
ACCOUNTS
Emilio Vences
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MANAGING DIRECTOR
Alex Barron
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CTO Darek Kitlinski on AI, Cybersecurity, and Cloud Advancements
As technology continues to evolve at an unprecedented pace, ensuring operational efficiency, security, and innovation within the Air Force A1 directorate is a missioncritical task. At the forefront of this transformation is Darek Kitlinski, Chief Technology Officer (CTO) of Air Force A1, who is spearheading strategic modernisation initiatives to enhance cloud computing, AI, machine learning (ML), and cybersecurity capabilities.
With a career spanning decades of military and IT leadership, Kitlinski brings a unique blend of technical expertise and strategic foresight to the role. Under his leadership, A1 is driving the adoption of zero-trust architectures, multi-cloud solutions, and DevSecOps methodologies to bolster national defense readiness and maintain technological superiority.
In this interview, Darek Kitlinski shares insights into his approach to modernisation, the challenges of interoperability, and the future of emerging technologies in the Air Force. He discusses how AI, ML, and cloud advancements are shaping missioncritical operations and ensuring the Air Force remains agile, secure, and ready for the challenges ahead.
Professional Journey
Can you share your career path and what led you to your current role as Chief Technology Officer for the Air Force Manpower, Personnel, and Services (A1)?
At the age of 17, I enlisted in the Air Force Reserves while still in high school. As a jet engine mechanic, I developed a deep understanding of technical systems and military operations. After 11 years, I transitioned to the Coast Guard Reserve, where I served as a Sea Marshal and Port State Control Inspector. These roles introduced me to the complexities of maritime security and logistics.
Later, I moved into IT-related roles within the Coast Guard, overseeing critical technology projects and gaining expertise in digital transformation and cybersecurity. I also served in Federal Law Enforcement as a Supervisory Special Agent, leading technical operations in San Diego, where I was responsible for complex investigations and technical initiatives.
Over my 31 years of military service, I cultivated a unique blend of technical, operational, and leadership skills. Today, as the Chief Technology Officer (CTO) for Air Force A1, my career has come full circle, allowing me to leverage my military and IT experience to drive innovation and mission success.
Role of Technology in A1 Operations
How does your role as CTO contribute to the overall mission of the A1 directorate, and what are some of the key technological priorities you oversee?
As CTO for the Air Force A1, I play a critical role in aligning technological advancements with the directorate’s mission to support personnel and services operations globally. I lead initiatives to modernise A1’s IT infrastructure, ensuring it is secure, scalable, and mission-ready. Key priorities include advancing multi-cloud strategies, implementing zero-trust architectures, modernising legacy applications through DevSecOps practices, and spearheading the modernisation of the A1 multi-cloud ecosystem landing zone with the latest technologies such as SASE and DevSecOps. I also oversee the integration of emerging technologies to streamline operations and improve service delivery for Air Force personnel worldwide. By fostering collaboration and leveraging cutting-edge technologies, I ensure IT serves as a critical enabler of A1’s mission objectives.
AI and Machine Learning Integration
You’ve emphasised the use of AI and ML for operational efficiency. Can you provide examples of how these technologies are being implemented within A1 operations?
AI and ML are integral to A1’s operational efficiency. For instance, predictive analytics powered by ML are optimising personnel assignments and enhancing readiness. AI-driven tools automate routine administrative tasks, freeing up resources for higher-value activities. Advanced algorithms analyse vast data sets to provide actionable insights, improving decision-making and resource allocation. AI and ML have two prerequisites—DevSecOps and Enterprise Cloud. I am establishing the foundation to enable the AI and ML of today and tomorrow, both at unclassified and classified levels. These efforts lay the groundwork for advanced applications, including intelligent automation and predictive modeling, ensuring A1’s technological capabilities remain at the forefront of innovation and operational agility.
Cloud Computing Advancements
Cloud computing is a critical component of modern IT infrastructure. What are the primary challenges and achievements in advancing cloud solutions within the Air Force?
Cloud computing is a cornerstone of A1’s IT strategy. Our journey began in 2017 with the establishment of a multi-cloud landing zone and the sponsorship of platforms like Okta, Salesforce, and ServiceNow into the DoD environment. This approach has enhanced scalability and resilience while ensuring compliance with DoD security requirements.
I continue to drive this forward-leaning momentum by recruiting top talent into the government workforce and building strong partnerships with industry leaders such as AWS, Oracle, Google, and Microsoft.
Key challenges include migrating legacy systems, ensuring interoperability, and addressing unique multi-cloud security vulnerabilities. However, we have made significant progress, including the deployment of cloud-native applications and the establishment of robust governance frameworks. These advancements position A1 to support dynamic mission needs while fostering innovation and operational efficiency across the ecosystem.
Cybersecurity and Network Management
With increasing cyber threats, how is A1 enhancing its cybersecurity measures to protect critical communications-computer systems and sensitive data?
Cybersecurity is a top priority for A1, built on three core pillars: governance, architecture, and risk management. Multi-cloud solutions introduce unique vulnerabilities due to the way clouds are interconnected, requiring enhanced visibility and analysis of inter-cloud traffic to mitigate risks effectively.
To strengthen security, A1 has adopted a zero-trust model, deploying advanced identity management systems, real-time threat detection tools, and robust encryption standards. Collaborative efforts with DoD agencies ensure compliance with federal mandates while continuously enhancing our cybersecurity posture.
By addressing multi-cloud challenges and implementing comprehensive security measures, A1 not only protects sensitive data but also ensures seamless and secure operations across its global network. These initiatives underscore our commitment to maintaining the integrity and resilience of mission-critical systems.
Modernisation and Innovation
What steps are being taken to modernise legacy systems, and how do these advancements align with the broader goals of the Department of Defense?
Modernising legacy systems is essential for A1 to maintain operational efficiency. We are transitioning outdated applications to cloud-native platforms, leveraging automation to streamline workflows and reduce redundancies. These efforts align with broader DoD goals by enhancing agility, improving scalability, and reducing costs.
By incorporating AI and ML, we are enabling data-driven decision-making, improving response times, and optimising resource allocation. Additionally, A1’s modernisation initiatives include adopting DevSecOps practices, ensuring the faster delivery of secure and reliable solutions.
These advancements demonstrate A1’s commitment to innovation and operational excellence, ensuring it remains agile and mission-ready in an evolving technological landscape.
Collaboration Across Departments
As a liaison between A1, the Air Staff, and the DoD, how do you foster collaboration to ensure alignment and effective implementation of technological strategies?
Collaboration is a cornerstone of my role as CTO. I engage with Air Staff, DoD leaders, and key stakeholders to align strategies and ensure the cohesive implementation of technology initiatives. Regular participation in cross-functional forums and working groups allows us to address challenges collectively and leverage diverse expertise to drive innovation
Additionally, I focus on fostering partnerships with industry leaders to integrate cutting-edge solutions into A1’s ecosystem. This collaborative approach ensures that A1’s technological advancements are seamlessly integrated into the broader defense ecosystem, enhancing mission success and operational efficiency across the organisation.
Strategic Planning for Emerging Technologies
How do you balance the integration of emerging technologies with the need to maintain operational stability and security in mission-critical environments?
Integrating emerging technologies requires a careful balance between innovation and stability. We adopt a phased approach, rigorously testing new solutions before deployment to mitigate risks. For example, our implementation of AI in personnel management systems involved incremental rollouts to ensure reliability and security without disrupting operations.
By prioritising technologies that align with mission objectives, we successfully integrate intelligent automation, predictive analytics, and enhanced cybersecurity measures. These efforts are reinforced by robust risk management processes, ensuring that A1 can drive innovation while maintaining operational integrity and mission readiness.
Leadership in Complex Technical Issues
As a technical authority, how do you approach resolving interoperability challenges within the Air Force’s diverse communications-computer systems?
Addressing interoperability challenges within A1’s diverse systems requires a strategic and collaborative approach. I lead efforts to establish standardised governance frameworks and facilitate cross-departmental communication, ensuring seamless integration across platforms.
For example, our adoption of multi-cloud shared services reflects our commitment to enhancing interoperability, improving operational efficiency, and maintaining mission readiness. By fostering a culture of innovation and accountability, we ensure that technical challenges are met with effective, sustainable solutions.
Additionally, I prioritise continuous learning and workforce development, equipping teams with the skills and expertise needed to navigate complex technical landscapes and advance A1’s mission objectives.
Future Outlook for Technology in the Air Force
Looking ahead, what are your key priorities for technological innovation within A1, and how do you see advancements in AI, ML, and cloud computing shaping the future of the Air Force?
Looking ahead, my focus is on advancing AI, ML, and cloud computing capabilities to further enhance A1’s operational readiness. Key priorities include strengthening cybersecurity through zero-trust architectures, optimising IT operations with DevSecOps, and leveraging data analytics to drive strategic insights.
By embracing cutting-edge technologies, we aim to improve decision-making, optimise resource allocation, and enhance mission readiness. These advancements will ensure A1 remains agile and responsive to evolving defense needs, positioning the Air Force to maintain technological superiority in an increasingly complex and dynamic environment.
U.S. AIR FORCE
The U.S. Air Force is the aerial warfare branch of the U.S. Armed Forces, committed to air, space, and cyber defense. With a mission to “fly, fight, and win,” it delivers global airpower, innovation, and rapid response capabilities to protect national security.
Darek Kitlinski CTO
DRIVING DIGITAL TRANSFORMATION IN MALAWI
An Exclusive Interview with Bonface Ndawala, Founder and
CEO of Malcel Plc
In this exclusive interview, Bonface Ndawala, the visionary Founder and CEO of Malcel Plc, shares his journey and ambitions for transforming Malawi’s telecom landscape. With an extensive career spanning various African markets, Bonface has brought his wealth of experience to create Malawi’s first digital network operator, Malcel Plc. Through a blend of innovation, strategic leadership, and a commitment to providing accessible technology, Bonface discusses Malcel’s goals of expanding network coverage, improving customer experiences, and contributing to the country’s economic growth. As Malcel sets its sights on revolutionising Malawi’s telecom industry, Bonface’s insights shed light on the future of connectivity and innovation in one of Africa’s most promising markets.
Professional Journey
Can you share your career path and what led you to establish Malcel PLC?
I am a Chartered Accountant by profession, a Fellow of the Chartered Association of Certified Accountants (FCCA), and a Certified Public Accountant (CA). After qualifying while at Deloitte in 1999, I moved to Automotive Products Limited in Malawi, then to Celtel Malawi, where I worked in various roles, eventually becoming the Acting Finance Director. In 2006, I was seconded to Zain Madagascar, and later promoted within the group, where I held several roles across East and West Africa.
I then joined Cell C in South Africa as Finance Director, followed by a role as Group Finance Executive at Globacom Group. Afterward, I moved to South Sudan with Zain as CFO, followed by a short stint in Tanzania. I then returned to South Africa and joined Seamless Distribution Systems as Global Accounts Director for Africa.
In 2021, I left Seamless to found Malcel PLC, where I applied for and was awarded a 10-year operating license to roll out mobile services in Malawi.
Vision for Malcel
What inspired you to return to Malawi and establish Malcel PLC as the country’s first digital network operator?
While I was working in various countries, I always returned home to visit my mother and extended family. Each time I landed back in Malawi, I couldn’t help but notice the deterioration in the mobile experience. It became clear to me that the two incumbent operators had become too comfortable, with no real competition in the market. This sparked the idea that it was time for a new operator—one that would prioritise customer experience and bring back the high-quality mobile service that we once had under Celtel and Zain.
My objective was to establish a quality network where subscribers wouldn’t need to carry two SIM cards from different networks just to ensure a good experience. I wanted to create a service where customers not only enjoy good call quality and fast data speeds but also a service that is relevant to them, with a focus on solving their everyday problems.
5G and 4G LTE Deployment
Malcel plans to deploy 5G in cities and 4G LTE in suburban areas, aiming to roll out 1,400 sites within five years. What challenges and opportunities do you foresee in achieving this ambitious goal?
We anticipate facing challenges with the low penetration of 5G initially, as the devices that support this technology are still quite expensive. As a result, 5G adoption will take time to pick up. However, we expect the corporate sector to quickly adopt this technology, given the vast range of solutions it offers businesses.
On the other hand, we see significant opportunities in the market. Real mobile penetration in Malawi is still under 50%, with internet penetration below 25%, and financial inclusion under 30%. This indicates an untapped market that is ready to be exploited. With a median population age of just 17 years, we believe this market is on the verge of rapid growth. The youth in this demographic are highly techsavvy and will demand 5G and other evolving technologies, which will push the market forward. We’re positioning ourselves to serve this market effectively, ensuring we are ready to meet the demand as it emerges. We want to be ahead of the curve and avoid being caught off guard as the market shifts towards higher technological expectations.
Investment and Economic Impact
With a planned investment of $220 million over the next five years, how do you envision Malcel contributing to Malawi’s digital economy and overall economic growth?
We believe Malcel will play a critical role in digitising Malawi’s economy by introducing business lines that are currently unavailable in the market. Our slogan is “a solutions-based digital network provider,” and we are committed to living by that slogan. Our aim is to replace manual processes with digital solutions, ultimately making people’s lives easier and more efficient.
Through our fintech arm, MCASH, we intend to offer services that have never been available before, reaching the masses across various sectors. Malawi’s economy is primarily agro-based, so we will introduce agritech solutions that can directly benefit farmers, as well as edutech initiatives to enhance educational opportunities for children.
Additionally, in partnership with others, we aim to revolutionise microcredit access, providing smallholder businesses with the support they need to thrive. These businesses will be empowered to do what they do best—helping to support their families while providing essential services to society. We are excited to contribute to Malawi’s development by offering solutions that will improve lives and drive growth in key sectors.
Competition in the Telecom Market
As the third mobile operator in Malawi, how does Malcel plan to differentiate itself from existing providers and capture market share?
For subscribers to choose Malcel, we need to offer them something they don’t already have. Simply stating that we have a better network—though true—won’t be enough, especially with the Gen Z population we are targeting. We need to go beyond offering a faster network with better speeds and a higher network availability rate than our competitors.
Our focus is not only on providing a fantastic customer experience but also on offering solutions that solve everyday challenges. These solutions must be accessible to all, not just those with the latest 5G devices. We are committed to delivering these solutions to anyone and everyone who needs and demands them—that’s the only way we can truly differentiate ourselves.
Our fintech subsidiary, MCASH, follows the motto “Leaving No Malawian Behind.” Our promise to the market is that the innovative solutions we bring to urban areas for heavy users will also be available to the masses in rural areas. We don’t want people with feature phones to be left out, while only smartphone users enjoy the benefits of digital solutions that address everyday challenges. With MCASH, we strive to ensure that these solutions are accessible to all, in line with our commitment to truly leaving no Malawian behind.
Financial Inclusion Initiatives
Malcel intends to introduce the mobile money service MCASH to penetrate previously unserved communities. How will this service enhance financial inclusion in Malawi?
For us, MCASH will be a game changer in many ways. We don’t want it to become just another mobile money platform, where users only cash in and cash out. Instead, we want people to trust that when they have MCASH, they truly have access to cash at all times.
To make MCASH stick, we need to ensure it’s relevant to people’s daily lives. We will create products and services that are essential and only available on MCASH, making it a platform people can’t live without. To be successful, we must deliver solutions on MCASH that are not just better than what’s available today, but ones that people truly need and can seamlessly access.
As I mentioned earlier, we are also introducing new business lines that are currently not available in the market. By acting as enablers for new businesses, we will not only enhance financial inclusion but also make people’s lives better and easier. By digitising manual processes, MCASH will provide solutions to problems that can currently only be addressed through traditional, offline means. We aim to bring a superior customer experience, making a tangible, positive impact on the lives of Malawians.
Leveraging Pan-African Experience
Your extensive experience across various African markets has provided you with unique insights. How are you applying this knowledge to Malcel’s operations and strategy?
My experience in various markets across the African continent gives me a unique perspective on what is possible. We are not reinventing the wheel at Malcel; what we’re doing is bringing proven solutions to Malawi that have worked successfully in other markets. This is critical because we can’t introduce solutions, technologies, or vendors without a track record of success.
Having worked as a CFO in numerous operations across the continent, I gained insights into what works and what doesn’t. After that, I transitioned into delivering solutions, knowing firsthand what operators needed, which allowed me to provide relevant and practical solutions. Now, I’m back in a position where I’m a customer once again, and my experience in the solutions world opened my eyes to the incredible potential of what can be achieved.
The mobile device has already replaced so many products and services, and the possibilities are astounding. Yet, we still haven’t fully unlocked the power of digitisation and mobile technology. When we do, the transformation in Malawi will be profound, as we will be living in an entirely different world. This isn’t an experiment—we’ve seen the success of these solutions in other markets like South Africa, Kenya, and Ghana, and I want to bring the same impact to Malawi.
Technological Innovation
What state-of-the-art technologies is Malcel implementing to ensure a robust and competitive network infrastructure?
At Malcel, we are set to unleash the full power of 5G on the market, showcasing its potential to revolutionise the business sector. By enabling businesses to automate many of their current manual processes, we will demonstrate just how transformative this technology can be. The integration of AI with 5G will allow businesses to access information that once took weeks or months to gather, now available in mere minutes. This rapid access to data will greatly improve decision-making and drive efficiencies, ultimately helping businesses become more profitable, contributing to higher tax revenues, and stimulating the economy of Malawi. For the regular customer, the benefits will be equally significant. They will be able to derive greater value from their existing spend by gaining access to valuable insights that help them maximise the use of their resources. This will not only enhance their customer experience but also play a key role in the continued growth of the Malawian economy.
Regulatory Environment
How has the support from the Malawi Communications Regulatory Authority (MACRA) facilitated Malcel’s entry into the market, and what regulatory challenges do you anticipate?
Unlike in the past two decades, when the regulator was more passive, we now have a regulator that I can confidently describe as an enabler. Previously, the role of the regulator was largely limited to collecting fees and levies, without driving meaningful changes to foster industry growth. However, since 2021, we’ve seen a dynamic shift. The current regulator has had a massive positive impact on the telecoms sector, implementing reforms that have truly transformed the landscape. These changes include reducing data rates, scrapping regional termination rates, and introducing mobile number portability, among many others. All the changes that we as operators had been advocating for over the past 20 years are either in place or in the pipeline for implementation. This has created an environment that’s not just supportive but actively enabling, and it’s helping the telecom sector grow at a pace that far exceeds anything we’ve seen before. At Malcel, we are excited to work alongside such an informed and forward-thinking regulator, as their leadership and progressive approach continue to drive the growth of ICT services in Malawi. Moving forward, we expect continued positive momentum, which will further enhance the country’s digital transformation.
Future Outlook
Looking ahead, what are your key objectives for Malcel in the next decade, particularly concerning innovation, customer experience, and market expansion?
Our objectives are centered around driving the digital transformation of Malawi and contributing to the government’s vision for a digitised nation. We aim to be a key enabler in helping the government, in partnership with the regulator, achieve full digitisation, which will significantly boost the market and positively impact the lives of Malawians.
We are committed to being among the first to introduce innovative technologies that enhance people’s lives, ensuring that our customers have a seamless and exceptional experience when accessing our network. Our ambition is to align with the government’s Vision 2063, contributing to the creation of a middle-income economy in Malawi.
As we look toward the future, we aspire to become the technology leaders in this industry. When people think of innovation in Malawi, we want Malcel to be the first name that comes to mind. By focusing on innovation, market expansion, and customer satisfaction, we aim to be at the forefront of the digital revolution in Malawi.
Malcel is a public limited liability company registered in Malawi, aiming to become the country’s first digital network operator. The company is owned by several institutional investors and Bedrock Holdings Limited, representing the founding members, all of whom are Malawians. Malcel plans to introduce its mobile money service, MCASH, to penetrate previously unserved communities and offer superior services.
Bonface Ndawala Founder and CEO
SHAPING THE FUTURE OF B2B EVENTS
A Conversation with Phill Hirons, Managing Director of TechEx Events
With a career that spans military service, recruitment, and the world of B2B events, Phill Hirons has brought a unique perspective to his role as Managing Director at TechEx Events. Having transitioned from the RAF to producing major global conferences, Phill has been instrumental in driving the growth of TechEx, a leading event series in the B2B enterprise technology space. In this interview, Phill shares insights into his professional journey, his vision for TechEx, and how the event industry is evolving in the face of technological advancements, sustainability challenges, and changing market dynamics.
Professional Journey
Can you share your career path and what led you to your current role as Managing Director of TechEx Events?
My career in events wasn’t a deliberate choice—it’s one of those professions that people seem to fall into rather than plan for. For me, it started with my time as a military officer. After university, I dabbled in recruitment but quickly realised it wasn’t for me. A close friend, who was seconded to Whitehall, convinced me to join the RAF, and I did. After completing officer training, I was unexpectedly posted to Whitehall, where I was tasked with running the Armed Forces Parliamentary Scheme and assisting with a variety of military events, from small private functions to large exhibitions and tradeshows.
After leaving the RAF, I leveraged connections I’d made in the private events sector and began working as a producer for a well-known conference organiser. This opened doors for me to work across different industries and regions, gaining valuable experience with some of the biggest and most reputable businesses in the MICE sector. After my time at Clarion, I was fortunate enough to be offered the Managing Director role at TechEx, a rapidly growing global event series focused on the B2B enterprise technology space.
Transition from Military to Events Industry
How did your experience in the Royal Air Force as an aerospace battle manager and political liaison officer influence your approach to managing large-scale events?
It’s difficult to pinpoint exactly how my time in the Royal Air Force (RAF) has influenced my approach to events, or even my broader approach to life. I don’t tend to reflect as much as I probably should, but I do owe a lot to those years, particularly in terms of the people I worked with and the valuable lessons I learned. There are two key areas I can definitely attribute to my time in the RAF that have shaped how I manage large-scale events.
The first is planning—everything in the military is meticulously mapped out with as many contingencies as possible. This approach may give the impression that I’m calm under pressure, but the reality is that I’ve usually already planned for those stressful scenarios. It’s all about anticipating potential problems and being ready with solutions.
The second is understanding my own capabilities and limitations. I’m far more aware of both my strengths and weaknesses than I was before, which has positively impacted my recruitment process. Early in my management career, I had a tendency to hire like-minded individuals, leading to teams with similar strengths. Now, I’m much more focused on hiring people to complement the team, addressing areas where the team may need strengthening, and ensuring that we have a wellrounded group with a broader skill set.
Growth and Expansion Strategies
Since joining TechEx in 2024, what strategies have you implemented to drive the growth and expansion of the event portfolio?
I’m a firm believer in being great at what you already do well. Rather than rushing to fix perceived problems right away, I think it’s essential to allow the team to build more confidence and inject positivity and momentum into their work. Change is often met with resistance, so it’s far more effective to make adjustments from a position of strength.
In practical terms, this has meant placing a stronger focus on client relations. We’ve set up a dedicated team to ensure that we consistently meet deliverables and exceed client expectations. Additionally, we’ve adopted a very data-first approach to the business, which is already giving us some valuable insights into areas where we can improve and grow. While I won’t go into specifics, I can say that these adjustments have already had a positive impact on our team culture, operational effectiveness, and, ultimately, on the growth of the business.
Adapting to Industry Trends
With the rapid evolution of enterprise technology, how does TechEx ensure its events remain relevant and ahead of industry trends?
The key is to listen closely to what the market is telling us. In this industry, it’s easy to make assumptions—whether it’s following what others are doing or taking the path of least resistance. However, the only way to stay ahead is by constantly asking the right questions, gathering feedback, and turning that insight into something meaningful. This applies not just to customers, but also to partners, speakers, suppliers, and anyone we engage with.
We’re also fortunate to have a strong relationship with our sister business, TechForge, who shares the same office space in Bristol. TechForge creates a range of publications and content, leveraging both internal and external resources, which gives us an additional edge in staying current with industry trends beyond the conversations we’re already having. This combination of market feedback and upto-date industry content helps ensure that our events stay relevant and forward-thinking.
Enhancing Attendee Experience
What initiatives have you introduced to improve attendee engagement and satisfaction at TechEx events?
The key focus has been enhancing networking opportunities, both by increasing accessibility and improving how they are facilitated. While increased footfall looks good on paper, one of the challenges we’ve faced is ensuring that attendees make meaningful connections, particularly as the scale of the event grows. This, along with aspects like catering and seating, can sometimes be difficult to manage effectively.
To address this, we’ve invested heavily in our event app, making it a more interactive tool for attendees. We’ve also integrated more interactive elements into our shows to enhance engagement. Additionally, we’re exploring various solutions that not only help our partners generate more ROI but also provide us with real-time analytics on attendee behaviour. By identifying patterns in how attendees engage with the event, we can tailor the experience to better serve both the general audience and, in some cases, on a more individual level. This approach ensures that we deliver a highly personalised and engaging event experience.
Navigating Challenges in Event Management
What are some of the significant challenges you’ve faced in the events industry?
Every seasoned events professional has their share of “war stories,” and I’ve certainly encountered some remarkable (and, at times, difficult) situations. One of my personal biggest challenges was having to cancel a show just one week before it was due to take place, due to large-scale protests. The protest was against a European gas show, which, ironically, was focused on how to decarbonise the industry and achieve net-zero targets. This situation was both unfortunate and a nightmare to deal with, given the timing and the topic.
From an industry-wide perspective, however, the biggest challenge I see is recognition. As I mentioned earlier, very few people actively set out to work in B2B events; it’s an industry that many people just “fall into.” Yet, the UK is the global leader in this space, with six of the top ten largest event organisers being British, including the top three. The events industry is worth $100bn globally, but it often doesn’t receive the recognition it deserves. Raising the profile of our industry at all levels is essential, not only for our short-term success but also for the long-term health and sustainability of the sector.
Impact of Record Attendance
TechEx Expo Global 2025 saw a record attendance with nearly 9,000 attendees. How do you plan to build on this success for future events?
Our first priority is to focus on retaining as many of these customers as possible. By creating a strong following of advocates, we ensure that we never start from scratch, making future growth much easier to achieve. Our marketing efforts have been focused on developing strong, meaningful relationships, which have helped us expand into new markets and regions while also strengthening our presence in the ones we’re already established in. The emphasis will always remain on community-driven initiatives.
There’s no “secret sauce” for success here; it’s about creating value, which means different things to different people. For us, this value lies in curating high-quality content, providing numerous networking opportunities, and bringing together the best-in-class providers to showcase the technologies driving positive change in the sector.
Integration of Emerging Technologies
How is TechEx incorporating emerging technologies like AI and IoT into its event offerings to enhance value for participants?
We’re trialling a number of emerging technologies, but I want to be clear that not all of them will be rolled out. For example, we’ve used ChatGPT to improve our workflows and create more efficient systems, but I wouldn’t feel comfortable relying on it to create our content just yet. The goal is to enhance the experience for participants, and we’re using AI to create peer-to-peer networking opportunities, incorporate social amplification tools to reach new audiences, and track real-time data to better understand our customers. These are just a few of the tools we’re experimenting with to improve both the physical and digital experiences for our attendees.
Sustainability Initiatives
What steps is TechEx taking to promote sustainability within its events and the broader events industry?
At TechEx, we focus on evaluating all aspects of our event campaigns to identify areas where we can improve. Some changes are straightforward, like relying more on technology and transitioning to paperless events. We also limit non-essential business travel and optimise our supply chains to keep our carbon footprint low. In other areas, we make incremental improvements, such as investing in reusable signage and materials to reduce waste at each event. Beyond environmental sustainability, we’re also committed to creating a positive impact within our communities. This includes promoting diversity among our speakers and audiences, adapting our hiring policies, and sourcing suppliers who share our commitment to a more sustainable future.
Future Vision for TechEx Events
Looking ahead, what are your key objectives for the future development of TechEx Events?
Our primary objective is simple: to ensure that TechEx becomes the go-to event in the B2B enterprise technology space. By focusing on the customer and providing an exceptional on-site experience, everything else will fall into place. As we continue to grow, we must reinvest back into the event, trial new initiatives, and remain agile to adapt to market changes. It sounds straightforward, but delivering value to an audience of thousands, each with different expectations, is a challenging task. However, that’s part of the job – and what makes it so enjoyable!
TechEx is an international conference series showcasing cutting-edge enterprise technology innovations. With events in London, Amsterdam, and Silicon Valley, TechEx covers AI, Big Data, Cyber Security, IoT, Digital Transformation, Cloud, Edge Computing, and more. Each event features industry-leading speakers, exhibitors, and networking opportunities, providing a platform for professionals to explore the latest tech trends and strategies.
Phill Hirons Managing Director
DRIVING DIGITAL TRANSFORMATION:
Dr. Christin Riedel on Innovation, AI, and the Future of Qualiteq
In an era where digital transformation defines business success, Dr. Christin Riedel, CEO of Qualiteq, is leading the charge in redefining how technology, strategy, and innovation come together. Under her leadership, Qualiteq has embraced cutting-edge solutions, ensuring that emerging technologies like AI and IoT don’t just exist as buzzwords but are seamlessly integrated into real-world applications.
In this exclusive interview, Dr. Riedel shares insights into Qualiteq’s EPIC approach, the challenges of digital transformation, and how the company is leveraging innovation to create measurable impact. From launching a proprietary ERP and Procure-to-Pay system to fostering a culture of continuous innovation, she provides a deep dive into how Qualiteq is staying ahead in an increasingly tech-driven landscape.
How do you define digital transformation within your organisation?
At Qualiteq, digital transformation isn’t just about upgrading technology—it’s about aligning our people, processes, and purpose to create a lasting impact. We believe that connectivity is at the heart of modern civilisation, which is why our guiding principle is: “Because your vision needs precision.”
From day one, we structured each department as a profit center, meticulously track business value, and invest in elite talent. Our EPIC approach—Efficient, Precise, Intelligent, Credible—embodies everything we stand for, ensuring that every solution we deliver is both practical and visionary.
We’ve also established a dual-team model: our Consulting Team shapes big-picture strategies, while our IT Delivery Team (Qualiteq Labs) brings them to life on the ground.
Ultimately, our view of digital transformation is straightforward: use the best technology, hire the best people, and challenge the status quo to drive measurable results that make the world a better place.
What are the key obstacles you’ve faced during your company’s digital transformation journey?
One of our biggest challenges has been ensuring that our high-performing teams stay aligned with our EPIC mindset, especially as we expand into new markets. With each department operating as a profit center, we must strike a careful balance between innovation and financial sustainability, as we ultimately measure success by tangible results.
Integrating emerging technologies with legacy systems can feel like managing multiple moving parts— especially when launching an initiative as ambitious as Qualiteq Labs in a new region. Additionally, introducing new processes often brings uncertainty, requiring strong communication and trust-building to ensure smooth adoption.
We tackle these challenges by clearly defining responsibilities, maintaining open feedback channels, and reinforcing our core pillars. This approach keeps us on course and allows us to continue delivering transformative results.
How do you foster a culture of innovation within your tech teams?
We start by creating the right environment: hire the best talent, reward them competitively, and cultivate a space where ideas can flow freely. At Qualiteq, innovation isn’t just a buzzword—it’s embedded in everything we do. Every initiative is measured against our five pillars, ensuring that our teams see the direct impact of their work. This clarity fuels creativity because they understand why they’re exploring new AI models or designing next-gen IoT solutions.
We actively promote innovation through brainstorming sessions, internal hackathons, and cross-functional workshops—as some of the best ideas emerge when different perspectives and challenges intersect.
Just as importantly, we celebrate every breakthrough— whether it’s a small tweak that saves hours of work each week or a bold solution that transforms client operations. By directly linking innovation to real-world impact, we keep our teams motivated and continually pushing the boundaries of what’s possible.
We tackle these challenges by clearly defining responsibilities, maintaining open feedback channels, and reinforcing our core pillars. This approach keeps us on course and allows us to continue delivering transformative results.
Can you highlight a recent innovation that has had a significant impact on your business?
We recently rolled out an in-house ERP and Procureto-Pay system that perfectly embodies our EPIC ethos—because who says an internal system can’t be both advanced and user-friendly? Developed in collaboration with Qualiteq Labs, this platform centralises key processes, reduces manual tasks, and accelerates data-driven decision-making across our entire organisation.
Beyond streamlining financial tracking and vendor management, the system is highly adaptable, showcasing how agile development can transform daily operations. By automating routine processes, our teams can focus on strategic consulting and innovation instead of getting bogged down with administrative tasks.
In many ways, this project is a perfect example of how we blend high-level strategy with hands-on execution. By walking the talk, we reinforce our reputation for delivering precision-powered, future-focused results.
Dr. Christin Riedel
What role do emerging technologies like AI and IoT play in your digital transformation strategy?
At Qualiteq, AI and IoT are game-changers, helping us bring our “Because your vision needs precision” promise to life. From optimising CO₂ emissions to enhancing customer experiences, these technologies enable us to deliver smarter, faster, and more impactful outcomes.
Our consulting practice identifies where AI can drive the most value—whether in predictive analytics or automating repetitive tasks—while our IT Delivery Team transforms that vision into real-world solutions. Similarly, IoT expands our capabilities in real-time data collection, enabling advanced applications in industries preparing for the 5G and 6G revolution.
By integrating AI and IoT into our EPIC culture, we ensure that these tools aren’t just flashy innovations— they solve real business challenges, strengthen our brand, and keep us at the forefront of digital transformation.
SHAPING FINTECH INNOVATION
Greg Palmer, VP and Director of Fintech
Strategy at Finovate
With a career that spans military service, recruitment, and the world of B2B events, Phill Hirons has brought a unique perspective to his role as Managing Director at TechEx Events. Having transitioned from the RAF to producing major global conferences, Phill has been instrumental in driving the growth of TechEx, a leading event series in the B2B enterprise technology space. In this interview, Phill shares insights into his professional journey, his vision for TechEx, and how the event industry is evolving in the face of technological advancements, sustainability challenges, and changing market dynamics.
Finovate’s Journey
With years of hosting one of the most prominent fintech event series globally, can you share the pivotal moments that shaped Finovate’s growth and relevance in the fintech industry?
Finovate first launched in 2007, and by 2011, it was growing rapidly. Key industry milestones, such as the passing of PSD2 and the rise of cryptocurrencies, have certainly played a role in shaping its trajectory. However, the biggest driving force has been the evolving expectations of banking customers. As more consumers demand high-tech solutions from their banks, it creates opportunities for innovators to push the industry forward. The most exciting part? We’re still just getting started!
Demonstrating Innovation
How does Finovate select and showcase the most impactful fintech innovations during the event, and what criteria are most important in the selection process?
Finovate is built around live demos of the latest fintech innovations. Companies have just seven minutes on stage to showcase their working products—no PowerPoint slides or pre-recorded videos allowed.
To participate, companies must first submit an application detailing what they plan to demo. From there, we carefully select the most innovative and impactful solutions to feature. Our goal is to present our audience with technology that is relevant, cutting-edge, and ready for realworld implementation—all while being mindful of everyone’s time. There’s no more efficient way to experience the latest advancements in fintech!
Tackling Industry Challenges
Fintech is evolving rapidly with new challenges like regulatory pressures and technological disruptions. How does Finovate equip its participants to navigate these changes successfully?
Simply put, we bring in leading subject-matter experts to share their insights with our audience. With the fast pace of fintech, it’s nearly impossible for banking executives to stay on top of every industry shift. That’s where our speakers and panelists come in—they provide perspectives, best practices, and key knowledge to help attendees navigate these changes effectively.
Championing Diversity
Fintech has faced scrutiny for a lack of diversity in leadership. What role does Finovate play in promoting inclusion and diversity within the industry?
Finovate is the only major fintech conference that proudly features a 50% female speaker faculty. Beyond that, we actively support diversity by offering demo scholarships to companies led by underrepresented founders or those driving innovation in ESG-focused areas.
While many conferences talk about diversity, we ensure it’s front and center—on the main stage, during the busiest times of the day, where it truly matters.
Impact of Emerging Technologies
Technologies like AI are reshaping the financial sector. How is Finovate adapting to include discussions and demonstrations around these transformative trends?
Our model has always been about showcasing the latest innovations, and emerging technologies like AI and machine learning have naturally become a major part of that. However, at Finovate, the focus isn’t just on the technology itself—it’s on what it enables and the real-world benefits it delivers.
Today, the vast majority of fintech demos incorporate AI or ML in some way, but what truly sets them apart is how they help banks enhance security, improve customer acquisition and retention, streamline credit decisions, and more.
Our stage isn’t just about discussing AI—it’s about demonstrating what’s possible with AI that wasn’t achievable before.
Building Year-Round Engagement
Beyond the annual event, how does Finovate keep its community engaged and connected throughout the year?
The Finovate Blog serves as a year-round publication, keeping our community informed with updates from our demoing alumni and key developments in the fintech space.
Additionally, we extend our reach globally with Finovate events across the world, including FinovateEurope in London (last February) FinovateSpring in San Diego (May) and FinovateFall in New York (September). These events provide ongoing opportunities for fintech professionals to connect, learn, and showcase the latest innovations throughout the year.
Advice for Aspiring Fintech Innovators
For emerging fintech companies, what advice would you give them to make the most of an opportunity to participate in Finovate?
It’s all about perfecting the 7-minute demo. This is a powerful opportunity to capture the undivided attention of executive-level bankers, VCs, analysts, press, and industry leaders, so making the most of it is crucial.
We offer demo coaching to every company that signs up, but the key factors for success are understanding your high-level messaging, showcasing your product quickly and efficiently, and ensuring the audience clearly sees how they would use your technology within their own organisation. A well-executed demo can leave a lasting impact and open doors to new opportunities.
Finovate is a premier global conference series showcasing the latest innovations in banking and financial technology. Through live demos and expert insights, Finovate connects fintech leaders, investors, and financial institutions to explore the future of financial services.
Greg Palmer VP and Director of Fintech Strategy
PIONEERING DIGITAL INNOVATION IN EDUCATION
ENS’s Vision for Future-Ready Learning
As educational institutions around the world embrace digital transformation, Emirates National Schools (ENS) stands out for its strategic and forward-thinking approach. With a clear mission to enhance learning outcomes, empower educators, and equip students with 21st-century skills, ENS has undertaken a multi-phase digital transformation journey—shaping smarter classrooms and more connected campuses.
This feature explores how ENS has implemented cutting-edge technologies across its operations, from AI-driven personalised learning and immersive AR/VR experiences to cybersecurity, curriculum integration, and educator development. With a strong focus on innovation, inclusion, and future-readiness, ENS is redefining what modern education looks like in the UAE and beyond.
First Wave of Digital Transformation
In 2020, ENS launched its initial digital transformation initiative to create a smarter and more efficient IT-driven classroom experience. The strategy focused on four key areas: meticulous planning, investment in skilled personnel, effective vendor management, and a strong customer-centric approach. This phase led to several significant outcomes, including the seamless integration of digital tools into teaching, improved IT infrastructure to support blended learning, and enhanced support systems for students and faculty. Additionally, ENS leveraged technology to streamline administrative operations, improving communication and efficiency across departments. The implementation of learning management systems (LMS) and cloud-based collaboration tools allowed educators to offer more personalised learning experiences, increasing student engagement and performance.
Second Wave of Digital Transformation
Building on the success of the first phase, ENS is now entering its second wave of digital transformation, which focuses on deepening the integration of advanced technologies into the curriculum. This phase aims to create a more immersive and interactive learning experience through AI-driven analytics, automation, and real-time data insights. It also seeks to streamline operational efficiency by enhancing digital communication between educators, students, and parents. Another crucial goal is bridging the gap between traditional and digital education by fostering hybrid learning models that offer greater flexibility and accessibility. ENS is also working towards further optimising vendor partnerships to ensure cutting-edge technological solutions are seamlessly implemented across its schools.
Integration of Advanced Technologies
ENS is committed to integrating emerging technologies like IoT, Augmented Reality (AR), Virtual Reality (VR), and Artificial Intelligence (AI) into its educational programs. IoT enables smart classrooms with automated attendance systems and real-time environmental monitoring. AR and VR enhance student engagement by providing immersive, experiential learning opportunities in subjects like science, history, and engineering. AI-powered platforms support personalised learning by analysing student performance and offering customised learning pathways. These innovations allow students to grasp complex concepts more effectively while developing critical 21st-century skills such as problem-solving, collaboration, and digital literacy. ENS aims to continually evolve its digital infrastructure to offer the best possible learning experiences.
Role of Technology in Curriculum Delivery
Technology plays a vital role in ENS’s mission to develop character, improve learning outcomes, and prepare students to be leaders. Digital platforms facilitate collaborative learning, where students engage in interactive assignments, global virtual classrooms, and AI-driven adaptive assessments. Technology also enables differentiated learning, where students can progress at their own pace, receiving additional support when needed. By leveraging digital portfolios and real-time feedback tools, educators can track student progress more accurately and provide targeted interventions. Beyond academic excellence, ENS incorporates digital citizenship programs that teach responsible and ethical technology use, ensuring students develop the skills needed to navigate the digital landscape with integrity.
PowerSchool/YouGov Survey: 90% of Educators in the UAE and Saudi Arabia Want More AI and Advanced Technology Used in Schools
• First AI in Education research commissioned by PowerSchool signals seismic shift in understanding AI’s role in GCC education
• 94% of those surveyed believe that schools could better leverage AI capabilities
• 56% estimate a weekly savings of 10 to 15 hours by using AI to automate assessments
Dubai, United Arab Emirates, 14 November 2024: Educators in the UAE and Saudi Arabia want to increase the use of advanced technologies and artificial intelligence (AI) in schools, according to new research commissioned by PowerSchool and YouGov.
Investigating existing perspectives, uncovering gaps, and forecasting future trends in AI adoption within the education landscape, the ‘AI in Education’ survey was conducted with more than 300 educators across the UAE and Saudi Arabia, including principals and teachers from a diverse range of backgrounds.
According to the data, a striking 90.1% of educators stressed that the current education system needs AI and other advanced technologies to improve learning outcomes. Additionally, 90% of respondents agree that the education experience must be personalized to cater to the diverse needs of students, indicating a seismic shift in expectations for how learning should evolve.
“AI is already transforming educational practices,” said Fadi Abdulkhalek, Vice President and General Manager, Middle East Africa, PowerSchool. “Our research underscores a pressing need for AI-driven innovations that enhance academic outcomes and streamline administrative tasks, empowering teachers to devote more time to student engagement. We are committed to supporting AI adoption across the GCC region, ensuring that educators are equipped to deliver world-class education.”
Key findings include:
• Educators are ready to embrace AI, but more investment and training is needed:
• While 90% of educators say AI tools have positively transformed their daily role 94% believe that their schools could better leverage their AI capabilities.
• Further, while most educators feel their school is capable of expanding AI usage (73%), most indicated they need further investment and more teacher training on how to properly use technology (91%).
• AI’s time-saving features will change the way teachers work moving forward:
• Teachers indicated AI tools’ ability to help automate burdensome and repetitive tasks as the key benefit of adopting AI tools including opportunities to leverage the tool to help assign homework (51%), support attendance tracking (49%), and support sending reminders (49%).
• Additionally, 56% estimate saving between 10 and 15 hours a week if AI was used to automate assessments.
Regional Outlook
According to the research, 95% of educators in Saudi Arabia advocate for teaching AI from an early age, compared to 79% in the UAE. Similarly, AI’s positive impact on teachers is evident across the region, reaching (93%) in Saudi Arabia and (66%) in the UAE. However, 88% of educators emphasized the need for more professional development to keep up with AI advancements.
Despite the hurdles, 73% of educators believe their institutions are well positioned to expand AI usage, given further investment. The research also highlights a general willingness to embrace AI, with 91% of educators ready to use AI tools for school automation tasks, (96%) in Saudi Arabia and (85%) in the UAE.
“This new research marks a pivotal moment in understanding AI’s role in education across the GCC,” Abdulkhalek added “PowerSchool remains dedicated to driving this evolution, offering robust solutions that place both students and educators at the center of a smarter, more efficient educational ecosystem.”
The ‘AI in Education’ survey was conducted by YouGov and commissioned by PowerSchool. Results were gathered from oneon-one interviews with a focus group of educators, taking place in October 2024. More than 300 principals and teachers in the UAE and the Kingdom of Saudi Arabia were surveyed.
About PowerSchool
PowerSchool is a leading provider of cloud-based software for K-12 education in North America. Its mission is to empower educators, administrators, and families to ensure personalized education for every student journey. PowerSchool offers endto-end product clouds that connect the central office to the classroom to the home with award-winning products including Schoology Learning and Naviance CCLR, so school districts can securely manage student data, enrollment, attendance, grades, instruction, assessments, human resources, talent, professional development, special education, data analytics and insights, communications, and college and career readiness. PowerSchool supports over 60 million students in more than 90 countries and over 18,000 customers, including more than 90 of the top 100 districts by student enrollment in the United States. Learn more about PowerSchool in the Middle East and Africa at https://www.powerschool.com/global/middle-east-africa/.
Like any major technological shift, ENS has faced challenges in its digital transformation journey. One of the primary obstacles has been ensuring that all educators and students have equitable access to technology. To address this, ENS has invested in IT infrastructure upgrades, device distribution programs, and improved internet connectivity across campuses. Another challenge has been resistance to change, particularly among faculty members unfamiliar with digital tools. ENS has tackled this by implementing professional development programs to upskill teachers and help them integrate technology effectively. Additionally, cybersecurity and data privacy concerns have required strict policies and advanced security protocols to safeguard student and staff data.
Cybersecurity Measures
With the increasing reliance on digital tools, ENS has prioritised cybersecurity to protect sensitive student and staff data. The school employs advanced encryption protocols, multi-factor authentication, and secure cloud-based storage solutions to prevent unauthorized access. Regular security audits and compliance checks ensure adherence to global data protection standards. Additionally, ENS educates students and staff about cybersecurity best practices, including phishing awareness and password management. Incident response teams are in place to address potential threats proactively. By fostering a security-conscious culture, ENS ensures that its digital ecosystem remains safe while enabling seamless and efficient learning experiences.
Impact of Technology on Teaching and Learning
Technology has transformed teaching methodologies and student engagement at ENS, making learning more interactive, personalised, and data-driven. Digital whiteboards, AI-powered tutors, and real-time assessment tools allow teachers to adapt lessons based on individual student progress. Hybrid learning models enable students to access resources beyond the classroom, promoting self-paced learning. Collaboration tools like Microsoft Teams and Google Classroom foster student discussions and teamwork, even in remote settings. Furthermore, gamification elements, such as badges and interactive quizzes, enhance motivation and knowledge retention. By integrating technology into everyday learning, ENS ensures that students are better prepared for future academic and professional challenges.
Professional Development for Educators
To support educators in adapting to new technologies, ENS provides ongoing professional development programs that focus on digital literacy, instructional technology, and best practices in blended learning. Teachers receive training in the latest educational tools, AI-assisted teaching strategies, and data-driven decision-making. Workshops, webinars, and peer mentorship programs help educators stay updated with emerging trends. Additionally, ENS collaborates with technology partners like PowerSchool to offer specialized training on leveraging student data for personalized instruction. By empowering teachers with the necessary digital skills, ENS ensures that technological advancements translate into meaningful learning experiences for students.
Future Vision for IT in Education
ENS envisions a future where technology continues to revolutionise education, making learning more adaptive, inclusive, and globally connected. The school aims to expand AI-powered personalized learning models, integrating real-time analytics to tailor educational experiences to individual needs. There are plans to enhance AR and VR usage for immersive subject exploration, from virtual field trips to interactive STEM labs. ENS is also exploring blockchain-based credentialing systems to securely track academic achievements. Additionally, ENS seeks to strengthen global partnerships to exchange best practices and foster a digitally advanced learning environment. By staying at the forefront of educational technology, ENS is shaping future-ready learners.
Emirates National Schools (ENS) provides high-quality education across six campuses in the UAE. Offering an International Baccalaureate curriculum integrated with UAE Ministry of Education programs, ENS prepares students for academic excellence and global opportunities.
A TELECOM PIONEER’S PERSPECTIVE ON THE FUTURE OF 5G AND BEYOND
Shibu Varghese
In this exclusive Executive Insight feature, Shibu Varghese, former CEO of T-Mobile Infra Netherlands, and advisor to Tata Communications (TCTS ) shares his remarkable journey spanning over three decades in the telecom industry. Having witnessed the evolution of communications from analogue systems in the 1980s to the groundbreaking advancements in 5G and AI-enabled networks, Shibu’s extensive career offers invaluable insights into the past, present, and future of telecommunications. From his work on early technologies like WiMAX and Flash OFDM to his recent involvement with Open RAN at Rakuten Germany, Shibu’s expertise is unmatched. In this interview, he delves into the transformative power of 5G, its impact on productivity and innovation, and what lies ahead with the advent of 6G.
How has 5G influenced your industry and your company’s strategy?
The high data throughput of 5G, with a minimum data speed of over 30 Mbps and reaching up to 500 Mbps for eg: in the Netherlands, has enabled MNO’s like KPN, Odido, and VF Ziggo to convince customers to upgrade to 5G subscriptions. This has not only increased revenues for all three MNOs in the Netherlands but has also provided higher value to subscribers who are paying a premium for using the 5G network.
Increased connected mobility, driven by good 5G coverage, has made it easier to conduct business and stay connected globally. New connected cars, particularly Tesla and high-end vehicles, come with larger display screens, and the seamless 5G network enables HD content delivery while EV charging.
Productivity gains from 5G have allowed subscribers to do more with less. Multiple seamless digital transformations in e-commerce, online shopping, banking, and education have led to significant productivity improvements.
Remote working has been facilitated by 5G networks, and the early adoption of 5G in 2019 and 2020 in the Netherlands and Germany minimised the impact of COVID-19 for business & industry. The workforce was able to work from home, continue contributing effectively, and even increase productivity by reducing travel and commute times.
For most businesses, digital transformation meant the adoption of cloud platforms and storage. Edge computing further improved latency, providing faster service delivery.
IoT and automation applications across industries now benefit from fast response times, with 5G enabling automation and campus networks.
E-commerce has seen a phenomenal increase in online shopping, investment, and trading, all powered by 5G connectivity.
With AI integration this is going to change our lives and work like never before.
What opportunities do you see 5G opening up in areas like IoT and smart cities?
5G has already triggered a major IoT revolution.
Areas positively impacted by 5G-enabled IoT include zero-touch agriculture, smart cities, micro-weather predictions, always-connected devices, intelligent security systems, digital twins and identity, intelligent traffic management, integrated emergency services,
How 5G & connectivity with AI will improve the productivity of humans which is fundamental to the industry & society?
I have been fortunate to witness the evolution of communications—from early analog-based systems during my AirForce service to later GSM, 2G, 3G, 4G, and now 5G. The transformation of the transport network into today’s high-throughput fiber networks has been a key enabler. The most compelling reason for the global growth and demand for these networks is the increase in productivity driven by each generation of technology.
Individuals and businesses have been able to increase their efficiency and productivity multiple times with each new technology, which has generated value for subscribers and contributed to their well-being and economic growth.
Can
However, 5G, as a technology had to justify the investment, as it did not significantly increase productivity over 4G, which further delayed deployment and user adoption in certain price sensitive markets. The improvements in capacity and performance with 5G did not excite the market enough, due to lack of killer applications and the slow upgrade to 5G devices.
The ongoing AI revolution is changing this dynamic. With the increased data capacity and speed, the ecosystem is now able to use information intelligently and seamlessly, unlocking the potential to raise both individual and business productivity to new levels.
you share a 5G use case that has improved efficiency or innovation?
One of the use cases we have worked on at TCTS involves mobile tower/infra inspection and the generation of digital 3D twins using a drone camera system. This technology has been tested and is particularly useful for inspecting high masts where access is difficult and expensive. The drone system allows for remote visual inspection, as well as Optimising and budgeting infrastructure maintenance & operations. Changes and upgrades can then be executed with precision, ensuring first time right, and saving an expensive second visit to the site.
What do you see as the next major step in connectivity after 5G
6G under development, is expected to bring supercomputing power and AI together to networks enabling anytime, peer-to-peer network sharing, assisted living, mobile telepresence, and digital twins, which will significantly increase productivity dramatically by enabling multi-tasking & multipresence, where users can be at multiple places doing multiple things at the same time, assisted by AI.
Standardisation of 6G is essential to make this a success, and Mobile Network Operators (MNOs) & organisations like GSMA have a responsibility to ensure that the technology and its uses are not hijacked by malicious elements of society. Exciting things to look forward in 2025 and beyond.
LEADING CHANGE IN THE SUPPLY CHAIN
Insights from Jorn Fokkens, Change Leader at Wipro
Jorn Fokkens, Change Leader at Wipro, brings a wealth of expertise in driving large-scale transformations within the supply chain sector. With a career that spans over a decade, Jorn has become a key figure in implementing innovative solutions that help businesses adapt to the rapidly changing landscape of global supply chains. In this interview, Jorn discusses how WiproFalcon is leveraging blockchain, AI, and digital product passports to enhance supply chain efficiency, resilience, and sustainability. He also shares his approach to navigating industry-wide challenges, building cross-industry collaborations, and guiding clients through complex digital transformations.
Professional Journey
Can you share your career path and what led you to your current role as Change Leader at Wipro?
My challenge has always been that I have a broad range of interests and a desire to understand the mechanics behind systems—whether it’s an institution, company, historical event, or industry. I’ve always been fascinated by how systems work and what makes them thrive or fail. This curiosity made starting my career challenging because I was more of a generalist than a specialist. I also resisted being ‘cloned’ into one of the established leaders because I saw leadership as putting the mechanics of the system in place.
At the time, there wasn’t a formal field of change management. I essentially watched that discipline grow from its inception, evolving to the point where we began saying, “change is the only constant.” Initially, I was involved in technology change and implementations, but over time the focus shifted to adoption challenges as technology became commoditised. Getting people to adopt new ways of working, including new technologies, became the typical assignments I got involved with.
As problems grew more complex, so did change leadership. My fascination with complexity expanded as I saw the systemic challenges shift from individual issues to company-level challenges, and eventually to global, interconnected systems. We could no longer solve all pain points at the company level because companies are now part of a larger, global economic ecosystem. Seeing the mechanisms in action is one thing, but they’re often beyond your direct influence.
In the fall of 2022, I was asked to take on what seemed like an impossible task. I was asked if I could build a solution to address existing pain points across an entire industry, where the technical solution hadn’t even been defined, and to do so in just six months as an innovation play. Naturally, the challenge was immense, but it aligned with my vision of understanding the interdependencies of systems. This marked the beginning of my expanded role in leading ecosystem change.
Supply Chain Leadership
As Change Leader for Supply Chain Innovation at Wipro, how do you define the objectives of this change, and what are its primary focus areas?
Supply chain is a discipline that naturally spans across companies. Organisations with complex supply chain processes constantly work to optimise these systems for greater efficiency, but they do so within their own company’s reach and boundaries. Whether it involves technology, inventory, automation, procurement, contracting, or ways of working, leaner supply chain processes help companies become more cost-effective. However, the scope of these improvements typically stops at the company’s limits, with solutions focused on internal processes and users.
End-to-end supply chain mechanisms, however, concern many companies. This interdependent operation operates on a broader level. In our economic and enterprise thinking, we are often trained not to focus on addressing pain points for other companies. This means that solutions tend to be isolated to ‘your’ company, without considering the “weakest link” in the entire chain. The objective our team was given was to think beyond a single enterprise and create a technology solution that would serve multiple roles across companies, each playing a part in the broader supply chain ecosystem. The goal was to design a solution that would benefit four key players in the supply chain ecosystem with a single platform. This approach to change was a significant shift, mainly because it involved aligning stakeholders across different organisations.
A primary focus has been to define the most common pain points for all these roles in a way that a technology solution could address them and provide value to all parties involved. In tackling an ecosystem, it takes time to identify the right stakeholders, build relationships, understand their challenges, foster cross-company collaboration, and define use cases that would address the most widespread issues. Unfortunately, time was not on our side. Our team was assigned a company-level task with tight deadlines, which meant we had to be incredibly creative in exploring the best possible journey to involve ecosystem players and define the most critical use cases quickly. Our goal was to show the world a working product, not just a theory.
Digital Transformation in Supply Chain
How is WiproFalcon leveraging digital technologies to enhance efficiency and innovation within the supply chain process?
Supply chain is a discipline that naturally spans across companies. Organisations with complex supply chain processes constantly work to optimise these systems for greater efficiency, but they do so within their own company’s reach and boundaries. Whether it involves technology, inventory, automation, procurement, contracting, or ways of working, leaner supply chain processes help companies become more cost-effective. However, the scope of these improvements typically stops at the company’s limits, with solutions focused on internal processes and users.
End-to-end supply chain mechanisms, however, concern many companies. This interdependent operation operates on a broader level. In our economic and enterprise thinking, we are often trained not to focus on addressing pain points for other companies. This means that solutions tend to be isolated to ‘your’ company, without considering the “weakest link” in the entire chain.
The objective our team was given was to think beyond a single enterprise and create a technology solution that would serve multiple roles across companies, each playing a part in the broader supply chain ecosystem. The goal was to design a solution that would benefit four key players in the supply chain ecosystem with a single platform. This approach to change was a significant shift, mainly because it involved aligning stakeholders across different organisations.
A primary focus has been to define the most common pain points for all these roles in a way that a technology solution could address them and provide value to all parties involved. In tackling an ecosystem, it takes time to identify the right stakeholders, build relationships, understand their challenges, foster cross-company collaboration, and define use cases that would address the most widespread issues. Unfortunately, time was not on our side. Our team was assigned a company-level task with tight deadlines, which meant we had to be incredibly creative in exploring the best possible journey to involve ecosystem players and define the most critical use cases quickly. Our goal was to show the world a working product, not just a theory.
Sustainability Initiatives:
In what ways is WiproFalcon assisting clients in integrating sustainable practices into their industrial operations?
The Falcon solution for supply chains addresses several aspects of sustainability. One of the immediate benefits of digitisation is the reduction of paper usage. With manual and paperbased approval and authorisation processes eliminated, we save significant amounts of paper as documents no longer need to be physically moved between companies. This shift directly contributes to sustainability efforts.
More specifically, focusing on Environmental, Social, and Governance (ESG) goals, we see that both companies and regulators are increasingly targeting CO2 footprint reduction, especially in manufacturing processes, transportation, and the reuse of components beyond the product lifecycle. Our Falcon Digital Product Passports enable the tracking, tracing, and monitoring of every step in the process, including the justification of ESG targets and requirements.
Furthermore, thanks to our blockchain technology, this process is fully auditable, with an immutable history recorded on the blockchain. This ensures no greenwashing and provides actual proof of compliance with legislator requirements. Sustainability is now more than just a goal—it is an accountable, traceable process that holds supply chain partners to account in adhering to ESG sustainability targets. At WiproFalcon, we support companies in achieving this, overseeing the endto-end process at the product lifecycle level and bringing transparency to sustainability at an industry-wide scale.
Client Collaboration Strategies
What approaches does WiproFalcon employ to ensure successful collaboration with clients during
large-scale digital transformation projects?
WiproFalcon’s approach is to position an innovative SaaS-based platform at the heart of a company’s supply chain operations, enabling collaboration across their supply chain partners. My guiding principle from the outset of this journey has been to innovate WITH the industry and FOR the industry.
Our clients increasingly request consultancy services in the form of partnerships. They seek long-term relationships, shared risk-taking, and shared revenue models. This shift towards long-term thinking aligns perfectly with my vision of co-creating sustainable technology solutions at the ecosystem level to achieve economies of scale. Only by working at this level can we create meaningful impact for both clients—improving profitability, efficiencies, and reputation—and for the planet—promoting sustainability, responsible sourcing, and transparent manufacturing.
With a heightened consciousness across the supply chain and accessible contributions to common goals, large-scale transformations are better embraced, and people are more willing to contribute by adopting new ways of working. Additionally, once core platform functionality is adopted by our clients, facilitating improved cross-company collaboration, the willingness to continue co-innovating grows. For me, this approach uncovers new opportunities for change management. We are transforming ourselves into champions of change leadership at the industry or ecosystem level. This involves full 360-degree stakeholder engagement across supply chain partners, collaborating to co-develop next-level use cases and functionality that benefit all parties, including consumers and the planet.
Navigating Economic Challenges
Given the current economic climate, how is WiproFalcon adapting its strategies to continue delivering value to clients?
As Einstein famously stated, “No problem can be solved from the same level of consciousness that created it.” I believe that the current economic climate demands a shift in how we approach solutions. Siloed, company-only strategies simply won’t cut it anymore. When one company finds a solution that works, others tend to follow suit. It is much more effective to understand the economic problems at an interdependency level and address them collectively beyond the boundaries of any single company.
One of the approaches I advocate for is innovating the way we ask questions. By utilising smart AI to construct industry-level questions, we can identify both the pain points and ambitions of various players, as well as their capabilities. This allows us to define common ground and adopt solutions that benefit the largest possible audience. Once we’ve identified this, we build.
This shift in thinking—towards a more interconnected and collective approach—helps us bring value to clients by also creating value for their partners, all within the same ecosystem. By adopting this mindset, we create solutions that are not only effective but have a broader impact, benefiting everyone in the network.
Future Trends in Supply Chain Innovation
Looking ahead, what emerging trends do you anticipate will significantly impact supply chain innovation, and how is Wipro preparing to address these developments?
Supply chains are, by definition, global. Today, we not only face a global economy, but also global and geographical challenges. Recent history has taught us that we must contend with wars, unrest, scarcity, blocked canals, shifting policies, unpredictable trade wars, and embargoes, to name just a few. Despite these challenges, as consumers, we still expect products to be available in stores; as enterprises, we still need to offer products; and as suppliers, we still need to deliver goods on time, at the best possible price.
An emerging trend in the supply chain is to think in terms of ‘adaptive’ or ‘resilient’ supply chains. Once a solid, functioning industry platform is in place with base functionality, the question becomes: can we enhance it with AI to predict the most efficient manufacturing sites, the best production technologies, and the smartest transportation routes across the globe? Additionally, how can we course-correct in real-time based on algorithms that track geopolitical trends?
Technologies like smart warehousing, spare part solutions, predictive maintenance, Digital Twin, programmable payments, and multi-token networks are all contributing to minimising operational downtime, ensuring on-time delivery at reasonable prices, and aligning with sustainability goals. To make this work, it requires collective brainpower and smart, coordinated solution development across industry players.
Wipro is preparing for these developments by focusing on building adaptable solutions that integrate AI and advanced technologies to support predictive, resilient, and sustainable supply chains. By leveraging this collective intelligence, we can create a more agile and efficient supply chain ecosystem that can better withstand global challenges while continuing to deliver value to businesses and customers.
Advice for Aspiring Leaders
Drawing from your experience, what guidance would you offer to individuals aspiring to leadership roles in the consulting industry?
The consulting industry is constantly evolving, and to stay relevant, we must adapt and innovate. We have more data and technology at our disposal than ever before, and we face more complex challenges and customer demands than in the past. Yet, consulting is often hindered by conservatism and outdated business models. If you aspire to a leadership role in consulting, it’s essential to be someone who can change the game. You can no longer advise clients on adopting new strategies or operational models without doing the same within your own organisation. The rise of AI is forcing the consulting industry to adopt these technologies, but it’s important to note that this is not simply about incorporating a new tool. As a leader in consulting, you must be able to foresee the long-term consequences of adopting AI, for example, and understand what unique value you can bring to your clients that they haven’t already considered.
In my view, the consultancy of the future will thrive on innovation, strategic partnerships, long-term engagements, shared risk/revenue models, and large-scale problem-solving with cross-stakeholder collaboration at its core. This is where consulting still holds relevance and meaning for our clients. However, one of the biggest challenges in consultancy leadership is driving change within your own company. It’s difficult to challenge the status quo in your own organisation, to rethink and eliminate non-value-adding internal processes. Standing firm for a new paradigm when support is lacking can be tough. But this, I believe, is what defines true leadership and innovation. My advice to aspiring leaders is to surround yourself with like-minded pioneers, regardless of their level, company, region, or discipline. We owe it to our talent, our clients, and to a world in desperate need of change.
Supply Chain Transformation Strategies
WiproFalcon emphasises building resilient, efficient, and intelligent supply chains. How do you approach designing and implementing these transformation strategies for clients?
At WiproFalcon, we begin by building strong relationships within the industry, starting with a firstmover enterprise to develop initial use cases. We needed to show the industry a working product first—what we consider a beta version. This initial phase involved orchestrating sounding board mechanisms to better understand the broader community’s pain points related to supply chains. By engaging with a variety of stakeholders across different companies, we gained valuable insights and requirements that were consistently added to our development backlog. The art of advancing new functionalities or use cases lies in identifying the biggest common denominators that serve supply chain stakeholders across industries. It’s essential to ensure that every voice is heard in our design process. This approach allowed us to create a solution that addresses a wide range of needs and is adaptable to various industries.
As we continued our efforts, we started to see patterns emerge at the ecosystem level. Over time, by building trust through strong relationships, solid delivery, a proven product, and diversified stakeholder engagement, our team gained access to more strategic-level conversations. These insights were often more visionary and longer-term in nature. It was at this point in our journey that discussions around resilient and intelligent supply chains started to take shape. This is powerful because it takes a robust foundation and proven track record to reach this level of dialogue. We realised that many supply chain partners were seeking similar solutions, but were only discussing them in isolation. I believe that a neutral body like our Falcon Team is well-positioned to sit at the overarching level, connect the dots, and design the ecosystem strategy for a more integrated and collaborative approach.
Blockchain Implementation in Supply Chains
You’ve been involved in developing blockchain-based digital passports for the energy sector. Can you discuss the benefits and challenges of implementing blockchain solutions in supply chains?
Blockchain technology has various applications, from financial transactions to smart contracts, but one of the most impactful uses in supply chains is the development of blockchain-based Digital Product Passports. These digital passports track the lifecycle of assets or components, providing companies with a detailed, immutable record of each item’s history from production to end-of-life. This ensures total lifecycle traceability and transparency, which is especially valuable in industries like medical device manufacturing, where verifying the authenticity and history of components is critical for safety and compliance.
For example, when a purchase order is placed, any components can be assigned a digital passport. As these components move from the buyer to suppliers, manufacturers, and eventually to energy providers as completed devices, each transfer or inspection is recorded as a new transaction on the blockchain. This creates a comprehensive, tamper-proof history of each component’s journey, enhancing the overall transparency and accountability of the supply chain.
This level of detail is crucial for quality assurance and control. It enables device manufacturers to quickly identify and resolve issues with specific batches of components, should they arise. In the event of a recall, the blockchain ledger can be used to trace the affected components’ paths back through the supply chain, allowing for a more targeted and efficient response that improves patient safety and ensures regulatory compliance.
While the implementation of blockchain itself is not particularly challenging, as we run a SaaS platform that facilitates onboarding parties, the adoption of this new way of working presents the real challenge. Blockchain brings transparency and traceability, which are generally positive attributes for most parties, but for some, it may also imply exposure. Overcoming this resistance to change and ensuring that all stakeholders embrace this new technology is essential to its successful implementation.
Cross-Industry Innovation
How does WiproFalcon facilitate cross-industry innovation in supply chain management, and what advantages does this approach offer to clients?
At WiproFalcon, we’ve gained valuable experience in supply chain management from both a technology solution standpoint and an ecosystem perspective. This experience has allowed us to quickly learn what it takes to promote and support the adoption of new solutions. It’s unique knowledge that we can leverage to make our offerings more efficient and to streamline the adoption process for our clients.One key advantage of our approach is our push towards standardisation. When each supply chain partner has its own processes and data definitions for the same product or process, it can create unnecessary complications, inefficiencies, and delays. By encouraging all parties to adopt a shared standard, each participant may initially put in extra effort to align their processes, but the long-term benefits are clear. Once adopted, this standardisation significantly improves operational efficiency, elevating the entire supply chain to a higher level of performance.
With this foundation in place, we can continue to grow and mature supply chains to become smarter, more intelligent, and resilient. This, in turn, drives improved sustainability, helps clients achieve their ESG targets, enhances their reputation, and ensures clear accountability in relation to regulatory compliance.
Another interesting insight is that, despite initial perceptions, supply chains across industries do not differ as much as we once thought. This has allowed us to create a fairly robust ‘global template’ for ecosystem supply chains. Customising this template for other industries is now a far quicker process than starting from scratch, and we no longer need to reinvent the wheel. The same goes for our evolving adoption strategy, which is designed to be adaptable and scalable across industries. This cross-industry approach accelerates the adoption of smarter, more efficient, and resilient supply chain practices for all our clients.
Digital Product Passports
In your work on digital product passports, how do these tools enhance traceability and compliance in supply chains, particularly in regulated industries like medical devices?
Digital Product Passports (DPP) are transforming the way we trace and track products, equipment, and even components throughout their entire lifecycle. With a DPP attached, any item is trackable from cradle to grave, providing unparalleled visibility into its history and status. The successful adoption of blockchain technology in the medical device industry, primarily through digital product passports, relies heavily on collaboration among industry leaders to establish standardised protocols for data sharing, passport structures, and security measures. This standardisation is essential for securing and streamlining the supply chain, ensuring that medical devices are delivered safely and reliably.
While component-level tracking is not yet mandatory, it is likely to become a regulatory requirement in the near future. Consumers and regulators—such as those behind the EU’s DPP regulation—are increasingly demanding greater transparency and traceability. Furthermore, advancements in IoT and data analytics are enhancing device monitoring, driving greater accountability. By proactively adopting blockchain-based digital product passports, medical device companies can stay ahead of external pressures, demonstrating their commitment to quality, patient safety, and regulatory compliance. This not only improves transparency but also helps companies prepare for future regulatory changes, giving them a competitive edge in an increasingly compliance-driven market.
Connected Supply Chain Solutions
WiproFalcon’s Connected Supply Chain solution aims to provide end-to-end visibility. Can you elaborate on how this solution improves decision-making and operational efficiency for businesses?
The concept of Connected Supply Chain essentially speaks to the heart of what the solution offers. The advantage of WiproFalcon’s digital product passport (DPP) system is its flexibility, allowing clients or buyers to specify which product or equipment components they wish to track. This control enables them to start by applying digital passports to the most critical parts of a product, device, or component—those that are vital for operations, safety, performance, or compliance.
For example, a hospital might request DPPs for the high-risk components of an MRI scanner, ensuring that any issues with these parts can be swiftly identified and traced back to their origin. This capability enables proactive maintenance and compliance checks on products, equipment, or devices. With detailed visibility into the lifecycle of each critical component, industry providers in sectors like healthcare, energy, automotive, and pharmaceuticals can better plan maintenance schedules, manage inventory, and ensure that all parts meet the latest health and safety standards.
Incorporating blockchain into supply chain management opens the door to many valuable use cases across industries such as manufacturing, medical devices, and spare parts management. When meticulous coordination is required, blockchain’s real-time tracking ensures that each component or device reaches the user at the right time, much like the precision seen in advanced logistics. By leveraging AI alongside blockchain, businesses can ensure a single source of truth across supply chains, enhancing compliance and operational excellence with real-time data and predictive analytics.
The Connected Supply Chain solution enhances decision-making by providing not just real-time data, but validated data, thanks to the blockchain element. This verification process ensures that users, companies, and transactions are recorded with an immutable history on the ledger. This is critical in building trust in the data, enabling businesses to make faster, more accurate decisions and adjust operations in real-time, regardless of location or time.
Supply Chain Resilience Post-Pandemic
In the wake of recent global disruptions, what measures has WiproFalcon implemented to enhance supply chain resilience for its clients?
Traditional supply chain management solutions have typically been designed to address companyspecific challenges, leading to the development of various siloed systems within industries, even when the devices and components being tracked are similar. This fragmentation increases costs and complicates training and operations, potentially causing inconsistencies in how data is handled. Such discrepancies can directly impact compliance with safety standards.
WiproFalcon’s adoption of blockchain-based digital passports shifts the focus from these isolated systems to an ecosystem approach, benefiting all parties involved. By using a shared ledger managed by a trusted third-party vendor like WiproFalcon, all stakeholders—component suppliers, device manufacturers, and industry providers—are connected within a collaborative network. This network allows stakeholders to verify the integrity and status of components at any point in the supply chain, fostering accountability and promoting collaboration.
This ecosystem approach eliminates redundant processes and reduces the administrative burden associated with maintaining multiple systems. It cuts costs and enhances efficiency, addressing the challenges posed by global disruptions. WiproFalcon’s solution enables companies to stay economically viable, adapt swiftly to geographical disruptions, and navigate with real-time data insights. Furthermore, it enhances integrity with auditable trails that support responsible sourcing and enable transparent, accountable operations.
Wipro Limited, established in 1945, is a leading global information technology, consulting, and business process services company. Headquartered in Bengaluru, India, Wipro operates in over 60 countries, providing services such as cloud computing, cybersecurity, artificial intelligence, and digital transformation across various industries. The company is committed to delivering innovative solutions to help clients navigate their digital journeys.
