Kris Lovejoy, Global Head of Strategy, Kyndryl
with Kris Lovejoy, Global Head of Strategy, Kyndryl
Kris Lovejoy provides a strategic overview of how organisations are balancing innovation with increasing regulatory pressure. Representing one of the world’s largest IT infrastructure services providers, she explains that digital sovereignty and data localisation requirements are reshaping how businesses approach both AI and broader technology strategy.
A key takeaway from the discussion is that AI must now be treated as infrastructure. Rather than being seen as a standalone tool, it requires the same level of governance, visibility and control as traditional IT systems. This includes identifying and managing AI agents, assigning them identities, monitoring their behaviour and ensuring compliance over time.
Lovejoy also highlights the growing urgency around security. As the time between vulnerability discovery and exploitation continues to shrink, organisations can no longer rely solely on detection and response. Instead, they must modernise legacy systems, implement zero trust architectures and strengthen identity management across both human and digital users.
When it comes to governance, she outlines a tiered approach. Employee productivity use cases can be decentralised, while business process transformation requires structured templates and oversight. At the core of IT operations, however, strict centralised control remains essential. Her final message is clear: organisations must remain pragmatic, balancing AI’s potential with a realistic understanding of risk.
Vincenzo Forciniti, AI Adoption and Data Platform Leader, Fastweb and Vodafone
with Vincenzo Forciniti, AI Adoption and Data Platform Leader, Fastweb & Vodafone
Vincenzo Forciniti discusses the complexities of merging data systems following the acquisition of Vodafone Italia by Fastweb. At the heart of this transformation is the challenge of creating a unified customer view while integrating two distinct technology stacks.
To address this, the organisation has developed a comprehensive data catalogue that maps how key performance indicators are defined, calculated and connected. This has improved transparency, impact analysis and trust in data across the business.
Forciniti emphasises that the biggest barrier to scaling AI is not technology but change management. While individuals often adopt AI tools independently, broader organisational adoption requires alignment, trust and clear communication.
Looking ahead, the focus is on improving time to market, automating operational processes and expanding AI usage across both software development and internal functions. AI agents are already delivering value in areas such as incident management and bridging communication gaps between technical and business teams.
Adrian Tatsch, VP AI Technology and Innovation, Equifax
with Adrian Tatsch, VP AI Technology & Innovation, Equifax
Adrian Tatsch explores how large scale investment in cloud transformation has positioned Equifax to accelerate its AI capabilities. A multi year modernisation programme, now totalling around $3 billion, has created a flexible and agile foundation for innovation.
One of the most notable shifts is in how AI moves from pilot to scale. Rather than relying solely on centralised development, employees are increasingly creating their own AI agents for personal productivity. Successful use cases are then elevated to enterprise level solutions, creating a bottom up model of innovation.
Tatsch also highlights a broader organisational shift. AI is prompting a rethinking of roles, responsibilities and the balance between human and automated work. This requires continuous upskilling and a willingness to adapt across all functions, from finance to operations.
Success is measured not only through adoption but through tangible business outcomes, including productivity gains, improved product quality and measurable financial impact. His advice to organisations is to remain hands on, continuously experiment and embed AI learning into everyday work.
Patrick Bobrukiewicz, VP Data Services, Thrive Restaurant Group
with Patrick Bobrukiewicz, VP Data Services, Thrive Restaurant Group
Patrick Bobrukiewicz shares how AI is being used to simplify complex data environments and enhance human performance within the restaurant industry. With data often spread across multiple systems, the primary challenge is bringing it together in a way that is accessible and actionable.
He introduces a practical framework for AI readiness, centred on three steps: organising data, defining domain knowledge and enabling discovery. This structured approach ensures that AI initiatives are built on a solid foundation.
A central theme of his discussion is augmenting rather than replacing human roles. The goal is to free employees from repetitive tasks so they can focus on delivering better customer experiences.
However, Bobrukiewicz warns against overconfidence. While AI can make development appear simple, inconsistent approaches across teams can create new challenges. Strong governance and clear processes are therefore essential to ensure long term success.
Kaapro Kanto, VP Cybersecurity and Digital Platforms, DNA
with Kaapro Kanto, VP, Cybersecurity & Digital Platforms, DNA
Kaapro Kanto outlines how DNA is transforming from a traditional network operator into a cybersecurity partner for small and medium sized businesses. This shift is driven by the need to scale security services in a more efficient and accessible way.
AI plays a central role in this transformation, enabling faster threat detection, automated response and improved scalability. However, Kanto identifies human scepticism as the biggest barrier to adoption. Many organisations still rely on traditional approaches, even as AI powered attacks become more prevalent.
He explains that AI is particularly effective in operational environments such as security operations centres, where speed and consistency are critical. At the same time, clear guardrails are needed to determine when human intervention is required, particularly in high risk scenarios.
Kanto’s advice is to embrace experimentation, accept failure as part of the process and invest in educating both internal teams and the wider market about the role of AI in future security models.
Brad Duff-Hudkins, VP Data Analytics, NextAfter
with Brad Duff-Hudkins, VP Data Analytics, Next After
Brad Duff-Hudkins provides a perspective from a smaller organisation, demonstrating how AI can level the playing field. With a lean team, NextAfter has used AI agents to significantly reduce the time required to onboard new clients, cutting the process from several weeks to just 72 hours.
This acceleration allows the organisation to deliver insights and value to clients more quickly, ultimately improving fundraising outcomes. It also highlights how AI can help small teams achieve results that were previously only possible for larger organisations.
Duff-Hudkins emphasises that the primary goal is to reclaim time and productivity. By automating routine tasks, employees can focus on higher value work and strategic thinking.
Despite these benefits, he notes that time and capacity remain key barriers to scaling AI. Building the tools that enable efficiency requires initial investment and effort. Adoption is also critical, as teams must overcome hesitation and embrace new ways of working.
Key Themes Across the Episode
Across all interviews, several consistent themes emerge. Data quality and integration remain foundational to any successful AI strategy. Governance and security must evolve alongside innovation, particularly as AI becomes embedded in critical systems.
Equally important is the human element. Whether it is change management, upskilling or building trust, people remain at the centre of AI adoption. Organisations that balance technological advancement with clear processes and strong leadership will be best positioned to unlock AI’s full potential.
