The Executive Magazine - 25.5

Contents

Cover Story: The Business Of AI p24

The Executive Watch Guide 2025/6 p68

The Executive Gift Guide 2025 p60

BUSINESS

p08. Bringing Value Back to the Office

p10. Exclusive Interview: Prof Costas Andriopoulos

p14. Exclusive Interview: Andreas Adamides

p18. Exclusive Interview: Adam McEwan

THE BUSINESS OF A.I

p25. Foreword From The Editor

p26. Executive Interview: Nick Tzitzon

p30. OneAdvanced - Redefining AI Value

p32. Executive Interview: Izzie Rivers

p36. Executive Interview: Simon Hunt

p40. Being Bold With ServiceNow's Matt Higham

p42. Executive Interview: James Purcell

p46. UK banks investing £1.8bn in Generative AI

p48. AI Strategies to Fuel Business Growth

p49. Building an AI Hybrid Workforce

p50. Executive Interview: AhaMo Founders

p52. AI Digital Currency Development

p54. The End of Online Search as we Know it

p56. Keeping Executive Control of AI

p58. Are You an AI Expert?

LIFESTYLE

p66. The Executive Autumn Style Guide

p74. Exclusive Interview: Laurence Brannigan

p82. The Ferrari Testarossa Reborn

p86. The Italian V12 Renaissance

EDITORIAL

Elizabeth Jenkins-Smalley

Editor in Chief editorial@theexecutivemagazine.com

Alice Weil

Business Editor

Jack Bell Lifestyle Editor

Aleks Bond Travel Editor

Molly Ferncombe Features Editor

Mike Jennings Food & Drink Editor

Aaron Kelly Art Director

SALES

Adam Busby Director of Strategic Partnerships advertising@theexecutivemagazine.com

Nathan Taylor Strategic Partnerships Lead

Elroy Oduor Business Development Manager

MARKETING

Bjorn van den Akker Marketing Director

Jack Salmon

Subscriptions Manager subscribe@theexecutivemagazine.com

Elie Robbins Outreach Project Manager

MANAGEMENT

Francis Falodun Operations Manager

Ian McDonald

Finance Director

COMPANY

©Executive Media Group Ltd 1st Floor Office 38a-42a Ormskirk Road, Preston, UK, PR1 2QP

Tel: 0208 1359 527

Company No. 14993504

VAT No. 444948655

The modern British workplace faces a clear challenge: with hybrid work firmly established, employers must make office time genuinely worthwhile. Transport Statistics Great Britain reports an average 30-minute commute each way, while research from King’s College London reveals employee resistance to rigid mandates. Success now depends on compelling workplace value propositions that inspire presence, not enforce it

Why the Office Still Matters: Building a Workplace Value Proposition T

The dynamics of work in Britain have changed dramatically. Where being in the office was once a given, organisations now compete for their employees' time and presence. Transport Statistics Great Britain shows the average commute is around 30 minutes each way, yet University of Nottingham research finds employees would give up 8.2% of their salary to keep flexible working options.

The solution lies in a "workplace value proposition" – a framework that articulates why on-site presence creates value beyond what remote work can deliver.

Meaningful connections built in the workplace

Professional relationships are the foundation of organisational success, yet remote work struggles to replicate the natural connections that form through physical proximity. Research shows that employees with strong workplace friendships exhibit higher engagement and superior work quality.

Academic studies find that interpersonal bonding is strongest during face-to-face interactions. LinkedIn UK reveals that 72% of workers are happy to attend the workplace when their boss considers it meaningful, particularly for relationship-building activities.

Why some work cannot be done remotely

Technology has transformed workplace collaboration, yet remote work can complicate complex projects. Team members often invest extra effort in written communication to prevent misunderstandings that would be easily resolved face-to-face.

A CBRE survey of British corporate real estate professionals shows that 92% view the office as essential to corporate success, with collaboration, knowledge sharing, and relationship building as the most valuable benefits of being in the office.

Does leadership and learning thrive face-to-face?

The physical office environment cultivates both planned and

unplanned creative moments that prove difficult to replicate virtually. Corridor conversations and post-meeting discussions contribute significantly to problem-solving and innovation.

Research published in Nature Human Behaviour found that collaborative idea generation decreased when participant pairs worked virtually compared to those collaborating in physical proximity. British organisations report that spontaneous encounters often generate the most innovative solutions.

Culture thrives where people are

Organisational culture shows up in the everyday ways teams support each other through mentoring, guidance, and shared learning. These behaviours are often unspoken, and without regular in-person interaction, they can be easy to miss.

King's College London research highlights that less than half of UK employees would follow full-time return-to-office mandates. This gap between expectation and preference can quietly erode engagement and loyalty.

Leaders need to be clear about how teams collaborate and communicate. When employees help shape their own workplace value propositions, they feel real ownership over standards and performance.

Making the office a choice, not a chore

Connection, collaboration, creativity, and culture have always shaped workplace effectiveness, but hybrid work has made them more important than ever. Crafting a compelling workplace value proposition is now central to attracting and retaining talent whilst sustaining high performance.

The organisations that will thrive are those that shift the question from "Why should employees come in?" to "How can office time be so valuable that employees choose to be there?" The answer lies in creating workplaces that foster connection, spark collaboration, fuel creativity, and convey culture more effectively than any remote alternative.

Exclusive Interview

Professor Costas Andriopoulos

Associate Dean of MBA Programmes at Bayes Business School

Professor Costas Andriopoulos, Associate Dean of MBA Programmes at Bayes Business School, discusses the future of the Executive MBA in this exclusive interview with The Executive Magazine

PProfessor Costas Andriopoulos stands at the forefront of a revolution in business education. As Associate Dean of MBA Programmes at Bayes Business School, he oversees one of London’s most prestigious MBA portfolios, where traditional academic rigour meets cutting-edge innovation. Ranked in the top 5% globally for innovation management research, Andriopoulos has spent his career exploring how organisations navigate the complex paradoxes of modern business – balancing operational excellence with breakthrough innovation, stability with transformation. He has been part of Bayes for over a decade and has also served as a visiting professor at several internationally renowned universities. Alongside his academic leadership, he has worked with global businesses through Bayes’ Executive Education arm and his consultancy, Avyssos Advisors. He is also the author of the acclaimed book Purposeful Curiosity, which explores how anyone can harness curiosity to unlock potential, spark innovation, and drive transformation

In this exclusive interview with The Executive Magazine, Andriopoulos reveals how Bayes Business School is pioneering the next generation of Executive MBA. Located strategically between London’s financial district and its thriving tech ecosystem, the school leverages its unique position to deliver programmes that achieve remarkable outcomes. From embedding career management as credit-bearing modules to offering lifelong learning partnerships with alumni, Andriopoulos demonstrates how modern business education must evolve to serve leaders navigating artificial intelligence, environmental governance, and the accelerating pace of global change. His vision extends far beyond traditional classroom learning, encompassing immersive experiences that prepare executives not just for today’s challenges, but for the strategic decisions that will define tomorrow’s business landscape.

Your recent curriculum reforms at Bayes have moved away from traditional examination-based assessment towards real-world business applications. What drove this fundamental shift, and how do you ensure this approach better prepares graduates for senior leadership roles in today’s rapidly evolving business environment?

“At Bayes we recognised that incremental tweaks to the curriculum were no longer enough; business itself has changed dramatically. Leaders today face technological disruption, hybrid working cultures, and ESG pressures. While some modules still use traditional exams, we place far greater emphasis on experiential and applied learning across the Executive MBA. Students engage in live consulting projects, international field trips, and crossdisciplinary modules that mirror how boardroom decisions are made, not in silos. This approach builds the agility and judgement that today’s executives need.”

How do you measure the longer-term transformational impact on EMBA careers?

“For the Executive MBA, the story is one of long-term transformation. Many of our students pivot careers or step into more senior roles during the programme itself, while others do so

shortly after graduation.

“We measure impact by staying closely connected with our alumni and tracking career data, but the clearest indicators are the stories we hear. These are stories of executives moving into senior positions, founders scaling start-ups into global ventures, and leaders driving digital and cultural transformation within their organisations. The Executive MBA is not just a credential; it’s a pivot point that reshapes career trajectories for years to come.”

The rise of artificial intelligence presents both opportunities and challenges for business leaders. How are you preparing MBA students to lead confidently in an AI-driven business landscape whilst maintaining the human elements of strategic decisionmaking?

“Technology and AI are central themes across our programmes. Through the Bayes X Research Centre, we bring the latest insights on innovation, disruption, and digital leadership directly into the classroom. Executive MBA students explore AI not as a distant technical topic, but as a leadership challenge – how to integrate AI responsibly, how to manage hybrid human–machine teams, and how to ensure ethical decision-making in data-driven environments.

“We balance this with a strong emphasis on the human side of leadership: curiosity, critical thinking, empathy, negotiation, reflection and organisational culture. Our aim is to produce leaders who can harness AI to create value, while ensuring that the distinctly human elements of judgement, ethics, and vision remain at the centre of strategic decision-making.”

Environmental, Social and Governance considerations have become integral to business performance across all sectors. How do you balance comprehensive ESG education with the practical skills executives need to implement meaningful change within their organisations?

“ESG is embedded throughout the Executive MBA, not siloed into a single elective. The goal is twofold: first, to ensure executives understand the frameworks and pressures shaping global business, and second, to equip them with the pragmatic tools to lead change and influence regulatory changes..

“We place particular emphasis on implementation. Through case studies, consultancy projects, and experiential learning, our students learn not just why ESG matters but how to build governance structures, redesign supply chains, and engage stakeholders in ways that deliver both purpose and performance.”

What specific challenges do today’s senior executives face when pursuing advanced education, and how do you address the realities of modern professional life?

“Senior executives often hesitate to commit to advanced study because of the intense demands of work and personal life. Time is the scarcest resource. At Bayes, we designed the Executive MBA with flexibility at its core.

“We offer three different formats, and all of them take two years to complete. The Evening Executive MBA involves classes twice weekly in London, ideal for those who want a regular rhythm alongside their roles. The Modular Executive MBA is one long weekend per month, supported by online learning. That’s particularly suited for people

who travel frequently or live outside London. And the Global MBA is delivered online, with weekly live webinars, two on-campus weeks, and the option to take an on-campus elective, ideal for those who want maximum flexibility around their work and life.

“These formats ensure that executives can advance their education without pausing their careers. They can apply what they learn at work immediately, creating impact from day one. We also enhance this flexibility by offering electives in both content and delivery, whether in person or online. That way, our Executive MBA students have real control over their learning journey.”

London’s position as a global financial capital provides a distinctive backdrop for business education. Situated between the City’s financial district and Shoreditch’s tech scene, how does this geographic advantage translate into tangible benefits for your students’ learning experience and career prospects?

“London is an unrivalled classroom. On one side you have the City, which is a global financial hub. On the other side you have Shoreditch, a thriving tech ecosystem. Our students sit at the crossroads of finance and innovation, gaining direct access to world-class firms, industry leaders, and our powerful alumni network. For our executive MBA students, this environment is transformational: they can test classroom ideas against real-world challenges, connect with Bayes alumni across sectors, and build relationships that open doors to boardrooms and start-ups alike. They gain direct access to industry leaders, alumni networks, and entrepreneurial opportunities. London isn’t just a backdrop – it’s a living laboratory for business and innovation.

“A standout element of this is the London Symposium, a flagship module of the MBA. Each year, students step beyond the classroom and into the organisations shaping the future of business. Through a dynamic mix of keynote talks, site visits, and networking events, our Executive MBA students gain unparalleled access to organisations, from agile start-ups to global multinationals. These span sectors ranging from media and entertainment to AI, galleries, hospitality, and sports. These companies are harnessing new technologies, business models, and collaborative ecosystems to drive transformation.”

Bayes has demonstrated remarkable foresight in reshaping business education to meet contemporary leadership demands. Looking ahead, what exciting developments do you envision in how we prepare future business leaders, and how is the school positioning itself to pioneer these next-generation educational innovations?

“Business education must mirror the reality of modern leadership: dynamic, interdisciplinary, and constantly evolving. At Bayes, we’re pushing forward in three areas. Three directions excite me most.

“The first is technology integration. We want to make sure every graduate is fluent in AI, digital transformation, and data-powered leadership. The second is immersive learning. That means everything from virtual reality simulations to global field projects, creating environments where students have to lead under pressure. And the third is lifelong learning. Alumni receive one free elective each year for life, alongside continued access to Bayes Careers and Professional Development resources.

“That’s why Bayes is not just a place to earn a degree. It’s a lifelong partner in professional and leadership growth.”

Your research focuses on organisational paradoxes and how companies balance incremental innovation with breakthrough discoveries. Drawing from this expertise, what advice would you give to executives who must simultaneously maintain operational stability whilst driving transformational change within their organisations?

“Don’t try to resolve the paradox – embrace it. Strong leaders protect core operations while also carving out space for experimentation.

“At Bayes, we model this approach: our programmes balance foundational disciplines with disruptive themes, ensuring leaders learn both how to safeguard performance and how to reimagine it. For organisations, the lesson is similar: invest in operational excellence, but also cultivate a culture where curiosity, experimentation, and even failure is safe – because that is where breakthroughs occur.”

With over 50,000 alumni worldwide, the Bayes network spans multiple generations of business leaders. How do you leverage this extensive community to enhance current students’ learning experiences, and what role does peer-to-peer education play in developing the global mindset essential for modern leadership?

“The Bayes network is one of our greatest assets. Our alumni, spanning generations and industries, remain closely involved as mentors, speakers, and project partners, giving students invaluable insights from those who have walked the same path. Corporate partners and honorary visiting faculty, all senior leaders in their fields, contribute cutting-edge perspectives as advisors and guest faculty, bringing real-time knowledge of global markets into the classroom. Just as importantly, our deliberately diverse cohorts, drawn from different sectors, geographies, and functions create a powerful peer-to-peer learning environment. Executives learn as much from one another’s journeys as they do from case studies, building the cultural intelligence, adaptability, and global mindset that modern leadership demands.”

Career management skills are becoming embedded as creditbearing modules within your core curriculum – a first amongst business schools. Given the accelerating pace of industry change and the need for continuous professional development, how do you see the relationship between formal business education and lifelong learning evolving for senior executives?

“At Bayes, career management is a core part of the MBA curriculum, an enhancement and embedding of our already excellent careers and leadership offering. Our MBAs don’t just study finance and strategy; they refine their leadership journeys, build professional portfolios, and develop the agility needed for future transitions.This is delivered within the core, re-designed Career Impact Module incorporating content related to strategic career management, leadership development and advanced communication. Students can devise a tailored career plan via access to one-to-one career and executive coaching and a range of specialist online resources. By designing assessments that mirror the challenges executives face, whether leading digital transformation, energy transition, driving organisational change or managing pressures connected to human capital, we prepare our graduates to step directly into complex leadership roles with confidence.

“But the journey doesn’t end at graduation. Our alumni retain lifelong access to Careers and Professional Development content and can take one free elective each year. That ensures they remain current as industries evolve. For senior executives, Bayes is not only a place to earn a degree but a lifelong community and partner in leadership.”

Exclusive Interview

Andreas Adamides

CEO of Helm Club

In an exclusive interview with The Executive Magazine, Andreas Adamides, CEO of Helm Club, discusses how the UK's most established founder network has maintained its position for over two decades by prioritising depth over breadth and trust over transaction

AAndreas Adamides has built his career on understanding what founders truly need to succeed. As CEO of Helm Club, the UK’s premier network for scaling entrepreneurs, he leads an organisation that has quietly shaped the country’s entrepreneurial landscape for over twenty years. Unlike the countless networking groups that have emerged and disappeared, Helm has endured by maintaining an unwavering focus on quality over quantity, creating a trusted environment where founders can share their most pressing challenges without the usual veneer of business diplomacy.

Adamides brings a unique perspective to this role, having walked the entrepreneurial path himself across multiple continents. From launching Australia’s first major eCommerce business as a university dropout to scaling FinluxDirect to £20 million revenue in just two years, his journey spans the evolution of modern entrepreneurship. Recently shortlisted for City A.M.’s Entrepreneur of the Year award in 2025, he understands firsthand the isolation and complexity that comes with leading a scaling business. In this exclusive interview with The Executive Magazine, Adamides reveals how Helm’s philosophy of “no sales, just give and get” has created breakthrough moments for hundreds of founders, why exclusivity drives better outcomes, and how the organisation is setting new standards for responsible business leadership as it expands internationally. His insights offer a compelling blueprint for what genuine peer support looks like in an increasingly complex business environment.

Having founded and scaled businesses across multiple continents, what fundamental shifts have you observed in the entrepreneurial landscape that led you to focus on peer-topeer founder support through Helm Club?

“When I started out, entrepreneurship was far less celebrated than it is today. There were no podcasts, no LinkedIn communities, no playbooks for how to grow a business. You were expected to figure it out on your own, often in isolation. Support usually came in the form of expensive consultants, generic textbooks, or transactional networking events where the goal was to sell, not to share. It was lonely, and it didn’t always give you the answers you really needed.

“Over the past two decades, the biggest shift I’ve witnessed is the recognition that founders need genuine peer-to-peer support. Scaling a business is unlike any other job, the stakes are higher, the pressures more intense, and the decisions more personal. No advisor can truly replicate the lived experience of another founder. What you need is unfiltered conversations with people who understand because they are in the same position, carrying the same weight. That’s why Helm resonates so strongly with me. I’ve dedicated myself to building this community because I know first-hand that no consultant or board advisor can replace the value of a founder speaking honestly to another founder who is also at the helm.”

Helm Club has maintained its position as the UK’s premier founder network for over two decades whilst many competitor

organisations have disappeared. What core principles have allowed the organisation to remain relevant and valuable to successive generations of scaling entrepreneurs?

“The simple truth is discipline. Many organisations in this space fall into the trap of chasing numbers, bigger memberships, bigger stages, bigger revenues, but in doing so they dilute their quality. From day one, Helm has resisted that temptation. We’ve stayed true to our purpose: being the most trusted founder-to-founder community in the UK. That means protecting our standards, keeping the community exclusive to founders and CEOs, and upholding our strict no-sales ethos. It’s not always the fastest path to growth, but it’s the only way to remain relevant and trusted over decades.

“What’s interesting is that while successive generations of founders face different challenges, whether it was digital transformation in the early 2000s or ESG and hybrid working today, the underlying need hasn’t changed. Every founder craves a place where they can talk honestly about the pressures of leadership without judgement or agenda. Because Helm has never compromised on candour, relevance, and trust, we’ve been able to evolve with the times while always remaining a constant for entrepreneurs. That is why we’ve endured while others have faded.”

The business deliberately restricts membership to founders and CEOs of scaling companies, rejecting what you describe as the “open to all” model. How does this exclusivity translate into tangible benefits for members, and what specific conversations or breakthrough moments can only happen within this carefully curated environment?

“Exclusivity is not about status, it’s about trust and relevance. When every person in the room is a founder or CEO leading a scaling business, there is an immediate baseline of understanding. You don’t have to waste time explaining what it means to raise a funding round, deal with shareholder pressure, or make tough calls on hiring and firing. Everyone gets it. That shared context allows members to cut straight to the heart of their challenges and speak openly in a way they simply wouldn’t in a diluted environment.

“I’ve seen founders walk into a forum thinking they were alone in their struggles, only to hear three other entrepreneurs share almost identical experiences. That moment of “you too?” is transformative. Whether it’s a founder sharing the emotional toll of managing layoffs, or another opening up about burnout, these are conversations that rarely happen in public. In Helm, they not only happen, but they often lead to genuine breakthroughs, a decision made with greater clarity, a new approach to handling pressure, or simply the reassurance of knowing you’re not facing it alone. That is the power of exclusivity: it creates the conditions for candour and meaningful support.”

Your “no sales, just give and get” philosophy represents a significant departure from traditional business networking. Can you describe how this approach fundamentally changes the dynamic between members and what practical impact this has on the quality of insights shared during sessions?

“The traditional model of networking is transactional: you show up, collect business cards, and wait for the pitch. It creates a defensive mindset where you’re constantly wondering who in the room is trying to sell to you. That atmosphere is toxic for real

learning. At Helm, by enforcing a strict “no sales, just give and get” culture, we eliminate that tension entirely. Everyone knows they are there not to sell, but to share and to learn. The result is trust, and when trust is present, honesty follows.

“That honesty is what makes the insights so powerful. Instead of polished success stories designed to impress, members share what really happened, the mistakes, the missteps, the scars. I remember a session where a founder detailed how a product launch almost bankrupted their company, and the raw lessons they learned from it. In another, someone shared how they mishandled investor relations and what they would do differently. These aren’t stories you tell in a networking event where you’re trying to win business. They’re real, unvarnished accounts that give others practical takeaways to avoid the same pitfalls. It fundamentally changes the quality of conversation and, in turn, the value members receive.”

Helm carefully matches Forum groups to ensure challenges align, rather than leaving value to chance. What specific methodology do you employ to identify complementary founders and create these curated experiences, and how do you assess which entrepreneurs will benefit most from connecting with each other?

“We see curation as one of our most important responsibilities. This isn’t about putting ten random founders in a room and hoping something useful emerges. We go deep into understanding where each member is on their journey, their sector, their growth stage, the challenges they’re facing, and the opportunities they’re exploring. From there, we create groups where there’s both shared context and diversity of perspective. You want enough common ground that members understand each other’s struggles, but enough difference that fresh ideas can emerge.

“For example, pairing two founders both working through internationalisation makes sense because they face similar hurdles, but including someone who has already done it successfully brings invaluable experience. Likewise, we look carefully at personalities and leadership styles, a group works best when there’s balance between analytical thinkers, visionary leaders, and operational experts. It’s part science, part intuition, honed over two decades of running these Forums. The end goal is simple: every founder should leave the room feeling like they’ve had conversations that mattered, with people who truly understand them.”

Leading a scaling business today presents complexities that previous generations of entrepreneurs rarely encountered, from ESG considerations to hybrid working challenges. How has Helm evolved its support framework to address these contemporary pressures facing modern founders?

“The founder’s role has never been more demanding. Today, you’re expected not only to deliver growth, but to do so in a way that is sustainable, responsible, and aligned with shifting societal expectations. You have to think about ESG, diversity, hybrid working, global supply chains, and the wellbeing of your people, all while still chasing ambitious targets. It’s a far cry from the era when growth alone was the sole metric of success.

“At Helm, we’ve evolved to reflect this reality. Our sessions now routinely cover subjects that were barely on the radar ten years ago: how to structure ESG reporting, how to lead a hybrid or fully remote workforce, how to navigate geopolitical uncertainty, and

even how to protect the founder’s own mental health. We also bring in external expertise where needed, but always through the lens of practical founder-to-founder dialogue. The key is recognising that founders today don’t just need commercial strategies, they need resilience frameworks, support systems, and candid conversations about how to lead responsibly. Helm has become as much about supporting the human behind the business as it is about the business itself.”

As someone shortlisted for City A.M.’s Entrepreneur of the Year award in 2025, you’ve experienced both the highs of successful exits and the pressures of rapid scaling. What specific insights from your own journey do you believe are most valuable to share with fellow founders navigating similar challenges?

“If I had to distil it down to one insight, it’s this: growth magnifies problems, it doesn’t solve them. When you’re small, you can often patch over weaknesses in culture, systems, or leadership. But once you start scaling, those cracks widen fast. I’ve lived this myself, from hiring too quickly, to underestimating the strain on cash flow, to not putting the right leadership frameworks in place early enough. The exhilaration of fast growth can blind you to these risks, but they always surface eventually.

“So the lesson I try to share with other founders is to invest early in resilience. Build robust systems before you desperately need them. Nurture a culture that can withstand stress, not just one that looks good on paper. And most importantly, take care of yourself. I’ve seen brilliant founders burn out because they treated themselves as expendable in service of the business. The truth is, you can’t lead others effectively if you’re running on empty. Scaling a business is one of the most rewarding things you can do, but it’s also one of the hardest. Preparing for the turbulence is what separates those who endure from those who don’t.”

The organisation is expanding internationally, building upon the successful foundation established in the UK. What opportunities does this growth present for strengthening the global founder community, and how do you see international expansion enhancing the value proposition for existing and new members?

“What excites me most about our international expansion is the opportunity to connect founders across borders. While every market has its own nuances, the core pressures of scaling, leadership, growth, resilience, are universal. By expanding beyond the UK, we can bring together diverse perspectives, helping founders see challenges and opportunities through a global lens. That makes the insights sharper and the conversations richer.

“For members, this means two things. First, access: you’re no longer limited to the experiences of UK founders, you gain insight from peers tackling similar challenges in entirely different contexts. Second, opportunity: international connections often spark partnerships, collaborations, and new markets. What doesn’t change, however, is our ethos. We will never sacrifice depth for breadth. Expansion for us isn’t about building the biggest network; it’s about creating the most valuable one. The quality of the community remains the priority, and that’s what ensures members continue to benefit even as we grow globally.”

You emphasise that growth should be measured beyond revenue and headcount, focusing on building “resilient, sustainable businesses led with responsibility and conviction.”

What practical frameworks or approaches do you advocate for founders who want to scale responsibly without sacrificing growth ambitions?

“The danger is that founders often fall into the trap of chasing growth at all costs. Revenue and headcount are easy to measure, and they look impressive on a slide deck, but they don’t always reflect the health of a business. I encourage founders to adopt a broader lens, to think about their “balance sheets” in multiple dimensions. How resilient is your culture? How sustainable is your pace of work? How responsible are your practices? If the answers aren’t positive, growth will eventually stall.

“One practical approach I recommend is to build regular “health checks” into your strategy. Don’t just review financial performance; review the wellbeing of your people, the clarity of your purpose, and the sustainability of your operations. Create KPIs that track these areas alongside revenue, and treat them with the same seriousness. It’s not about slowing growth, it’s about ensuring that growth can endure. Businesses that scale responsibly are not only more sustainable, they’re also more attractive to investors, employees, and customers. In other words, responsible scaling isn’t a compromise on ambition, it’s the foundation for long-term success.”

Looking ahead to the next decade, what role do you envision founder networks playing in shaping entrepreneurial success, and how is Helm positioning itself to set the standard for peer learning and responsible business leadership?

“I believe founder networks will become more important, not less. The pressures facing entrepreneurs are only intensifying, global competition, societal expectations, technological disruption. Founders will need communities they can trust, where they can cut through the noise and focus on what really matters. That’s where networks like Helm come in. We provide the space for honest dialogue, practical solutions, and the kind of peer support that simply can’t be found anywhere else.

“Helm’s ambition is to set the standard for what a founder’s club should be in this new era. That means staying true to our ethos: depth over breadth, trust over transaction, candour over performance. It also means recognising that responsible leadership is not optional, it’s central to building resilient businesses. Our role is to champion that standard, to ensure the next generation of founders grows not just successful companies, but sustainable and responsible ones. If we can do that, then Helm will not only support entrepreneurs today but help shape the future of entrepreneurship itself.”

Adam McEwan Exclusive Interview

Group CEO of Hero Experiences Group

In this exclusive interview for The Executive Magazine, Adam McEwan, Group Chief Executive Officer of Hero Experiences Group, shares his remarkable journey from exploring 140 countries to pioneering sustainable luxury tourism in the Middle East

AAdam McEwan has transformed the way the world thinks about luxury adventure tourism. As Group Chief Executive Officer of Hero Experiences Group, he has built an empire that spans from award-winning desert safaris to world-first hot-air balloon falconry experiences, all whilst championing sustainability and cultural authenticity in an industry often criticised for its environmental impact.

In this exclusive interview for The Executive Magazine, McEwan reveals the strategic thinking behind his decision to reject massmarket tourism practices when founding Platinum Heritage in 2012, positioning his organisation as the UAE's most awarded safari company. Now expanding across the Middle East, he discusses his methodology for identifying untapped opportunities and his vision for regenerative luxury travel.

Your journey from exploring 140 countries to working in the cruise and aviation sectors, and ultimately founding Platinum Heritage and Hero Experiences Group, represents a remarkable evolution from passionate traveller to industry pioneer. How did those early experiences combined with your exposure to luxury travel operations, shape your understanding of authentic travel and influence your entrepreneurial approach?

“Travel can be a powerful teacher. Experiencing over 140 countries showed me how meaningful tourism can transform lives, bringing joy to visitors, uplifting local communities, and preserving cultural heritage. I also saw how, when done without care, it could miss the opportunity to connect people deeply with a place. My time in cruise and aviation taught me the importance of creating seamless journeys, but what inspired me most were those rare moments of authenticity, when travel left people touched, changed, and inspired.

“That understanding became the foundation of Platinum Heritage and the Hero Experiences Group, to create travel that gives back, protects traditions, and leaves guests with something lasting and genuine. For me, entrepreneurship in this space has always been about celebrating heritage and nature while crafting experiences that enrich both the traveller and the communities who welcome them.”

The founding of Platinum Heritage in 2012 marked a pivotal moment in redefining desert safari experiences. What specific vision drove you to challenge conventional mass-market practices, and how did you build the confidence to create a new standard in an already established industry?

“After the global financial crisis in 2009, the desert safari industry was caught in a race to the bottom, with operators slashing prices at the expense of quality, safety, and guest experience. At the same time, I noticed boutique hotels holding firm to exceptional service, offering butlers, pillow menus, and genuine respect for their guests. That contrast convinced me that travel didn’t need to compromise, and that experiences could be both commercially viable and deeply respectful of people, culture, and the environment.

“When we founded Platinum Heritage in 2012, desert safaris

were almost universally associated with dune bashing and mass entertainment. We felt strongly that the desert deserved something better, and that travellers were ready for authenticity, heritage, and conservation. It was an unconventional stance, and at the time, we were ridiculed and told that it could never work, that guests only wanted thrills, not depth. But we believed otherwise. That belief gave us the courage to challenge an entrenched model and set a new standard for what desert experiences could and should be: meaningful, sustainable, and transformative.”

Platinum Heritage distinguished itself by prioritising ecoconscious desert safaris with solar-powered camps and eliminating single-use plastics, well before sustainability became an industry imperative. What drove this early commitment to environmental responsibility, and how has it influenced your competitive positioning?

“For us, sustainability was never about following a trend, it was about doing what felt right. From the very beginning, we saw the desert as something fragile and worth protecting, and that belief guided every decision. We built solar-powered camps, eliminated single-use plastics, and chose to restore vintage Land Rovers rather than purchase new vehicles every few years. These choices were not made for marketing content, but out of a genuine respect for the environment that welcomed us.

“That early commitment became a defining part of who we are. It set us apart in an industry where sustainability was often an afterthought, and it built trust with our guests. They could see that we weren’t just speaking about responsibility, we were living it. In doing so, we showed that protecting the desert and delivering world-class experiences could go hand in hand, creating a model that others would later try to follow.”

Your approach to developing extraordinary experiences demonstrates a keen ability to identify untapped opportunities in the adventure tourism sector. What methodology do you employ when evaluating potential new ventures, and how do you determine whether an innovative concept will resonate with your target market?

“When I worked on developing destinations for the cruise industry, I learned that the experiences people remembered most were the ones that were unique, immersive, meaningful, and exciting. We realised early on that the guest had to be at the centre of everything, not as a passive observer but as the Hero of their story. Our goal has always been to design those rare “anchor memories,” the exceptional days that stay with you for a lifetime.

“When evaluating new ventures, I always come back to two simple questions: is it authentic to the destination, and will it create an emotional connection for the guest? If the answer to either is no, we don’t move forward. This philosophy led to concepts such as the world’s first in-flight falconry in Dubai or our off-grid luxury camps in AlUla. These were never gimmicks, they were experiences rooted in culture, place, and storytelling, which is why they continue to resonate so strongly with our guests.”

Building a luxury brand in the dynamic Middle Eastern tourism market requires deep cultural understanding and strategic positioning. How has your approach to celebrating local heritage and cultural authenticity helped establish your brand’s reputation and connect with both regional and international clientele?

“It has been absolutely fundamental. From the very beginning, we made a conscious decision to celebrate authentic Bedouin traditions rather than rely on clichés. Instead of belly dancing or dune buggies, which distort culture and harm the environment, we immerse guests in traditional drumming, Al Ayala stick dancing, Arabic coffee and breadmaking, and storytelling with Bedouins themselves. These are not staged performances, but genuine windows into a way of life that has shaped the desert for centuries.

“That authenticity resonates deeply with international travellers, who are searching for something real and meaningful rather than a packaged version of culture. At the same time, regional guests value the respect we show for their traditions, which builds trust and credibility. This balance has always been intentional.

“Equally important is the way we link culture with conservation. When guests learn about the falcon’s role in survival, the camel as a Bedouin companion, or the delicate wildlife beneath the sand, they see the desert as a living ecosystem, not just a backdrop. They leave with stories that are cultural, environmental, and personal, stories they carry home and share with others.

“That philosophy has become our greatest strength. This is why Platinum Heritage grew into the UAE’s most awarded safari company, and why Hero Experiences Group continues to stand out in such a competitive market. We have shown that luxury does not have to come at the expense of authenticity. In fact, when combined, the two create something far more powerful and enduring.”

Your leadership philosophy emphasises resilience, adaptability, and fostering strong relationships within your organisation. During periods of rapid growth, how do you maintain these values while expanding operations?

“Growth is always exciting, but it inevitably tests the culture of an organisation. For me, the priority is to empower the team and continually reinforce our shared values of authenticity, quality, and sustainability. By creating an environment where creativity can thrive, while holding firm to the principles that define us, we ensure that expansion never dilutes our identity. Instead, it strengthens it. As we grow, the DNA of the brand remains intact, and our people feel proud to carry those values into every new market and experience we create.”

The tourism industry has experienced significant disruption in recent years. How has your focus on sustainable practices and authentic experiences positioned Hero Experiences Group to navigate these challenges and emerge stronger?

“The disruptions of recent years have reshaped the way people think about travel, but for us, they affirmed the path we had already chosen. Long before it became a trend, we believed that travellers would ultimately seek journeys that were meaningful, ethical, and connected to nature and culture. So when the world began to value space, authenticity, and sustainability, we did not need to reinvent ourselves; we simply stayed true to what we already did best.

“That consistency became our strength. By holding firm to our values, we not only weathered the challenges but emerged stronger, with guests placing even greater trust in us. It proved that when you build a brand on authenticity and purpose, disruption does not derail you, it propels you forward.”

Your vision extends beyond individual experiences to enabling

travellers to “become the heroes of their own stories.” How does this philosophy translate into practical business strategies and guest service delivery across your portfolio?

“For us, it has always been about transforming guests from observers into participants. Every experience is designed to invite them into the story, whether it is learning Bedouin traditions, interacting with falcons, exploring canyons, going on volcano safaris, or experiencing astronomy from inside a caldera. Guests leave not only with lasting memories but also with knowledge they can share, carrying the story of the land and its culture forward.

“Equally important, each booking directly contributes to conservation efforts in the Dubai Desert Conservation Reserve and the Sharaan National Reserve, ensuring that guests know they have played a part in protecting the very environment they explored. That combination of cultural immersion, personal ownership, and tangible impact is what turns a moment into a memory, and a memory into a story worth retelling.”

Looking towards your expansion plans across the Middle East, what emerging trends in luxury adventure tourism are you monitoring, and how will these influence your development of new air, land, and sea adventures?

“We are seeing a powerful shift in luxury adventure tourism toward regenerative travel, wellness-infused adventures, and ultrabespoke experiences. Guests increasingly want exclusivity, but they also want their choices to contribute positively to the world around them. That philosophy is guiding our expansion across the Middle East, whether by air, land, or sea.

“Our focus is on designing experiences that are low-impact, deeply immersive, and truly unique to the region. This includes embracing future mobility, from electrified boats to next-generation aircraft, ensuring that exploration is as sustainable as it is exciting. Through our strategic growth unit, we are mapping out some of the most innovative experiences on the horizon, combining cutting-edge technology with cultural authenticity and conservation. These plans are not just about meeting trends, but about shaping the future of how people connect with the world’s most extraordinary landscapes.”

For aspiring entrepreneurs looking to establish themselves in the luxury tourism sector, what fundamental principles and strategic approaches would you recommend based on your journey?

“For anyone aspiring to build in the luxury tourism sector, the most important principle is to stay true to your values, even when it is difficult. Authenticity and sustainability cannot be afterthoughts, they must be the foundation upon which everything else is built. Listen closely to travellers, respect the culture and environment you are privileged to operate in, and never be afraid to challenge conventions when they do not serve the destination or the guest. The best advice I can give is to lead, not follow.

“Entrepreneurship, much like the Hero’s Journey, is about overcoming struggle in the pursuit of doing the right thing. There will be moments of doubt and resistance, but those are the very tests that define your path. When you hold firm to your purpose, you will not only create experiences that are meaningful and transformative for your guests, you will also contribute to something larger than yourself, protecting heritage, nurturing nature, and inspiring others. Build with integrity and conviction, and success will follow as a natural outcome, not just as a goal.”

The Business of

A.I Special Feature

Foreword

Elizabeth Jenkins-Smalley

Editor In Chief, The Executive Magazine

Artificial intelligence has moved decisively from boardroom buzzword to business reality. The transformation is reshaping how organisations operate, compete, and deliver value across every sector.

This special section brings together exclusive insights from leaders actively driving the AI revolution. Nick Tzitzon, Vice Chairman of ServiceNow and former Executive Vice President at SAP, explores the challenges facing today's leaders as they navigate AI uncertainty whilst maintaining their human edge. His perspective on trust, authenticity, and emotional intelligence provides essential guidance for organisations balancing technological advancement with people-centred leadership.

Izzie Rivers, CEO of Realm B2B, reveals a critical paradox: marketing teams face mandates to implement AI, yet remain constrained by solutions that address only niche tasks. Her "Innovation Paradox" exposes why established players may be reluctant to cannibalise existing business models, suggesting genuine disruption will emerge from unexpected quarters.

The automotive sector features prominently. Simon Hunt, Co-founder and CEO of Brego, demonstrates how AI is revolutionising vehicle valuation through sophisticated neural networks that predict values for every vehicle. His journey from Goldman Sachs to automotive entrepreneur illustrates the practical applications of AI in traditional industries. James Purcell, Founder and Managing Director of Love Warranty, shares plans to transform the warranty sector through his Cupid platform, processing claims via artificial intelligence rather than traditional mechanisms.

Research from Zopa Bank and Juniper Research reveals UK banks will invest £1.8 billion in Generative AI by 2030, generating equivalent cost savings whilst transforming operations. OneAdvanced demonstrates how sector-specific solutions move beyond automation to deliver true transformation, particularly in healthcare through deployment across 143 GP practices, anticipating annual savings of over £100 million for the NHS

Leadership development takes centre stage with Marko Ilincic, Mike Hurst, and Fiona Wright, co-founders of AhaMo. Drawing from experience at The LEGO Group, Disney, and Hasbro, they argue interpersonal skills will become the ultimate competitive advantage as automation handles routine tasks.

Kenny Alegbe, Founder of Brim AI, provides practical guidance for making AI work without losing control, whilst Will Lowe, Chief Data & AI Officer at Transform, offers an honest assessment of AI expertise in an era of unprecedented change. Petra Smith, Managing Director at Squirrels&Bears, examines how AI is ending the era of clicking through search results by delivering answers directly.

Revolutionary research from Adobe Systems in collaboration with universities including Pabna University of Science and Technology, Leading University, and Ahsanullah University of Science and Technology demonstrates how AI can autonomously create digital currencies. Analysis from Avanade reveals how mid-market companies approach AI with purpose and optimism, whilst Microsoft's 2025 Work Trend Index shows 78% of leaders exploring AI-specific roles.

Additional insights come from Matt Higham, ServiceNow's UKI Chief Digital Officer, who warns companies must move boldly or risk being permanently left behind. Paul Mukherjee, CTO at Defra, and Alex Hunter, former global head of digital at Virgin Group, provide perspectives on implementing AI strategically across government and enterprise sectors.

These conversations reveal diverse approaches to AI transformation. Some achieve extraordinary breakthroughs, slashing operational times from hours to minutes. Others discover success lies not in being first to adopt AI, but in being bold enough to reinvent core processes completely.

The common thread is clear: organisations thriving in this landscape maintain focus on human insight, ethical considerations, and sustainable fundamentals. They understand AI amplifies the importance of leadership, creativity, and strategic thinking rather than replacing these capabilities.

These insights offer practical guidance for executives seeking to harness AI's potential whilst maintaining control. The future belongs to those who integrate technology thoughtfully into sustainable growth strategies.

Cover Story

Nick Tzitzon Exclusive Interview

Vice Chairman of ServiceNow

In an era where artificial intelligence dominates boardroom discussions and strategic planning sessions, business leaders across industries find themselves navigating uncharted territory. In this exclusive interview with The Executive Magazine, Nick Tzitzon, Vice Chairman of ServiceNow and former Executive Vice President at SAP, discusses the challenges facing today's executives, the evolving nature of leadership, and how organisations can harness AI's potential whilst maintaining their human edge

NNick Tzitzon brings a unique perspective to the C-suite, combining decades of experience across public service and enterprise technology leadership. As Vice Chairman of ServiceNow, one of the world’s leading digital workflow platforms, and formerly Executive Vice President at SAP, Tzitzon has been at the forefront of technological transformation that has reshaped how global organisations operate. His career trajectory – from government service to steering technology giants through periods of unprecedented change – positions him as one of the most thoughtful voices on leadership in our AI-driven era.

In this exclusive interview with The Executive Magazine, Tzitzon addresses the fundamental challenges keeping today’s executives awake at night, from AI uncertainty to multigenerational workforce dynamics. With refreshing candour, he explores why authentic leadership requires abandoning carefully curated corporate messaging, how organisations can harness AI without losing their human edge, and why emotional intelligence remains more powerful than artificial intelligence. Drawing from his Greek heritage, public service background, and years of scaling technology companies, Tzitzon offers practical wisdom on building trust, developing self-awareness, and leading through uncertainty – insights that will resonate with executives navigating their own transformation journeys.

Business leaders today face unprecedented challenges across economic, commercial, technological and political spheres. What fundamental concerns are keeping executives awake at night, and how does this sentiment vary across different global markets?

“At the moment it’s pretty consistent and I don’t want to oversimplify, but leaders just ‘don’t know’ right now. It’s a level of uncertainty about what this technology shift will really look like, and what AI really does. A lot of leaders are just starting to experiment with it and are trying to formulate in their minds what it will really do to change the business model or the industry they’re in.

“When I talk to technology leaders and say ‘Ok, tell me about what you’re building for your organisation, and how does that look different to what you were building five years ago?’ people are all over the map! I don’t think this is because they’re lacking qualifications or experience. It is just representative of the fact that everything is all so fluid. We are all trying to figure out what is a reliably good foundation from where they build a point of view and a strategy for an AI-led future.”

Previous transformational periods now appear evolutionary in hindsight, yet AI feels fundamentally revolutionary in its scale, speed and complexity. How can organisations develop coherent visions and roadmaps during such rapid transformation?

“The reality is that AI is simply a proxy for the kinds of changes that we’re already desperate to make. I think that’s why it feels revolutionary. Because depending on what circle you’re in, AI is the answer to every question before people even know what the question is! The enthusiasm and the exuberance for new, for

progress and change is super high.

“What we do at ServiceNow is start by putting the technology aside and concentrate first on what is really holding a client’s business back. We concentrate on the complexity that gets in the employees’ way; things that the client would be 100% aligned with us in diagnosing as an impediment to what constitutes ‘good work’.

“We look for something that is material to the company’s success and discuss why that doesn’t work as well as it could or should. The more you actually talk about the problem in non-AI terms, the clearer the answers become on where you should concentrate investments and experiments with AI itself. This is a conversation anybody can have. You don’t have to be somebody who trains large language models (LLMs) to have this business context conversation with an organisation.”

Current discourse appears heavily weighted towards AI as a problem-solving tool. Should organisations instead be focusing on how artificial intelligence creates new opportunities?

“Business fundamentals are always business fundamentals. I think sometimes in periods of significant change, we lose track of that truism. With the current AI hysteria and levels of investment going into AI, we are breeding an ‘irrepressible ego of innovation’.

“As such, we’ve forgotten that people have been building businesses and value chains for hundreds of years, and no matter how smart the technology is, you’re not going to step up in an 18-month period and turn the global economy completely on its head. Organisations that have strong customer bases and do the fundamentals really well will retain and grow their customer base. Just take the AI out of it and get back to understanding the basics. Only then can you truly understand your path forward and integrate AI as an additive to that recipe, as opposed to the recipe itself.”

Trust remains fundamental to business success, yet appears increasingly scarce in today’s environment. How can leaders build and maintain trust with both employees and customers during this period of technological transformation?

“The first thing is that leaders and organisations need to get off their carefully curated talking points. I think we all see right through them! This is also true for politics, business, education, healthcare and so on. We are longing for candour, vulnerability and a willingness to admit when things are not certain, as opposed to a phoney manufactured sense of certainty.”

Corporate messaging around AI often emphasises productivity gains, yet employees are simultaneously bombarded with narratives about job displacement. How should leaders improve their communication regarding AI adoption and integration?

“This is interesting. I often think about this in an historical context as there have been times in our past of seismic shifts of one kind or another. I think you could argue that one of the more recent examples of this, outside of the tech realm, is globalisation. The view of many commentators now is that globalisation was perhaps better for institutions than it was for individuals. For sure, we have new businesses, new ecosystems and new economic growth strategies. But for a lot of people, the way they made their living and provided for their family was demonstrably better before it (globalisation) and has hurt ever since.

“I think we were too cavalier about helping people who felt that impact of transitioning from one phase of the world economy to the another. We cannot make that mistake again with AI. If leaders allow it to become proxy for layoffs, then we have failed the upside opportunity of what AI should mean for how we work. Leading with AI’s impact on productivity is just a code for ‘we think we can juice the bottom line at the expense of the people’, and that is not a recipe for an inspired movement of AI native thinkers.”

Research consistently identifies analytical thinking, creativity, critical thinking, curiosity and lifelong learning as the most sought-after employee characteristics. Does heavy reliance on generative AI risk undermining these fundamental innovation capabilities?

“Firstly, I’d add another one to that list. I think EQ (emotional intelligence) is more powerful than AI is, and I don’t believe we’re going to see a scenario where the machines show emotional concern and understand how people feel more powerfully than other people. I’m sure someone is out there saying they’re going to build emotional intelligence into AI, but I don’t buy that.

“We should view it as a partnership. We’re now working in partnership with AI, and it requires real human engagement for that experience to be fulfilling. Let’s take healthcare as an example. There is a foundation that my wife and I have supported, and its whole premise is bringing together cancer researchers who share their work that hasn’t been published. It’s like an iceberg. You only see what’s published, but under it is a sea of goodness that no one’s looking at.

“So, let’s put the AI machines on it and let them roll! That’s an area where we don’t have the capacity, the time or the clarity to do all that work. That’s where I want the machines; focusing on that new creative thinking and analysis that people don’t have the bandwidth to manage.”

Your career has spanned public service and corporate leadership across multiple organisations. What fundamental characteristics define effective leadership in your experience?

“I’m usually adverse to bumper sticker responses, but let’s say: ‘Humble pie is delicious’. There’s a time and place for ambition, intellect and ego, but it’s not in the thick of leading organisations. People are attracted to humility as a core characteristic, because it demonstrates that a leader doesn’t believe they’re any different to their employees, notwithstanding that their place on the org chart may be different.

“This has always been a critical piece of my success formula. I don’t buy status. In fact, I find a healthy amount of what we do in all our jobs to be a bit absurd and ridiculous! I think the ability to make these things fun, so that we can laugh at ourselves and with each other, is a real ‘unlock’ culturally.

“I’m a normal human being who knows that some meetings we have are total ‘pain caves’. I can’t stand the system complexity in organisations, and you just have to be honest about these things. That’s where people start to realise ‘he’s real, she’s real’. Then we can have authentic conversations rather than manufactured ones.

“Finally, going back to the earlier point on EQ. This wasn’t something I innately knew from the beginning; I’ve learnt it over time. I always try to look through my own perceptions to put myself in the shoes

of whoever is saying, doing or acting in a certain way. When you can more fully understand what someone’s circumstances are, you tend to avoid the mischaracterisations and misjudgements that break people’s trust and shatter their willingness to follow you as a leader.”

Humility and empathy require considerable self-awareness. How can leaders systematically develop this critical capability?

“I would say start by being super intentional about finding out who your critics are and what they say. There’s a lot of insecurity in organisations. It’s pervasive, but it’s not talked about. Part of the reason both leaders and employees are insecure is because they don’t know what the critical voices are really saying. I don’t agree with everything that my critics or our critics are saying, but I definitely agree with much of what they are saying.

“When you know what is being said, you can then find ways to understand it and be mindful and respectful of it; even if you don’t agree or wouldn’t express it in the same way. So, I recommend leaders seek out feedback. And, when you do that, in a funny way you are building a little bit of an insulation against ever becoming self-important or out of touch, because you’ve given credence and voice to people who think you’re anything but those things.”

Does this AI-driven transformation present a unique opportunity for personal responsibility in continuous learning and professional development?

“100 percent. Get actively curious about AI and proactive in using it to make your job more effective. I recently saw an ad campaign around AI that I thought was very clever. In bold font the ad said: ‘AI is going to take my job’, and then in smaller font underneath, it said: ‘to the next level’. I always wish I had thought of that slogan! We all have a responsibility when it comes to educating ourselves on AI.”

With five generations now active in the workforce at scale, how can organisations harness diverse generational perspectives to drive innovation and collaboration?

“That’s the trillion pound question, right? On things like collaboration, being on the same page, and appreciating the ebbs and flows of different experiences and different perspectives, humanity has demonstrated how bad it/we can sometimes be.

“It’s why I laugh when people say AI is finally going to remove the dysfunction at work. Let’s be clear: when you’re doing something as an individual, you have complete control over what it is, how you do it, and when you do it. The moment you add a second person, you have to find common ground, and that is a race without a finish line. And, that’s part of what makes being human a lively experience. You’re constantly trying to stitch together these coalitions of people.

“When I look at these new AI businesses, I think about how successful they could be if they assembled a key group of stakeholders representing generational, geographic, political, financial and industrial diversity and then took on a big problem in their selected industry. I think they’d be unstoppable. And this is also true of organisations of any size. It’s hard to do, but if you succeed, the rewards will be transformational.”

Authentic leadership increasingly requires bringing one’s whole self to work. How do you balance personal authenticity with

professional responsibilities?

“I agree with the principle of that question, but I’d like to preface it a little. I’ve learned over time that I was perhaps a bit mistaken in the past in believing that somehow my employer could satisfy all the different parts of the ‘real Nick’. It’s not my employer’s job to care as much about the things that I care about, as much as I do.

“While I think we should all be totally comfortable in saying, ‘Hey, here’s who I am’, at work, we also have to be mindful of the fact that all the things that make us up, are not necessarily (rarely/if ever) what our employers are also made up of. We can’t conflate the two, because if you do, you just end up in a constant state of disappointment, thinking that the place you work doesn’t seem to care. The reality is, it’s just not possible for a company to care about all the diverse range of things that all employees do in the same way or with the same enthusiasm.

“As an example, I personally remain very interested in public service, because that’s how I started my career. I follow world politics, and I’m fascinated by how complex it is and how hard it can be to move forward from this complexity. I love travel and have an appreciation for the ability of beautiful places to taking me out of my own head. I’m Greek by ethnicity, and Greek Orthodox by religion. I have a wonderful and full family life and many, many other interests that help to make up the ‘real Nick’.

“It’s just not realistic or feasible for a business to fulfil all the personal ambitions, desires and interests of every employee. It’s incumbent on all of us to find the right balance, bring our real selves to work, but not expect work to automatically fulfil all the parts of ourselves. That’s our individual responsibility too.”

Can organisations find ways to leverage the broader professional experiences and hidden talents within their workforce whilst maintaining realistic boundaries?

“That is a perfect grey area. We are more than the sum of the parts of our job description and professional role. I guarantee you that if I weren’t vice chairman of ServiceNow and an EVP at SAP, I would have been doing a job where precisely zero people would have ever asked me, ‘how was my public service career relevant to what SAP or ServiceNow is trying to do?’.

“I think there’s always an opportunity for employers to find out what they really have in their workforce from an experience perspective. I view that as a different equation than just who they are as an individual. It’s understanding the holistic nature of their professional experience, interests and ambitions too.

“I don’t think we’ll ever get back to the ‘glory days’ back in the 80s, where big employers would bring somebody in after university, train them for a year, cycle them around every 18 months, and set them up for a 35-to-40-year career in one organisation. We won’t get back to that, but I believe we will get to a point where organisations are better at keeping people for a decade, as opposed to losing them every three years, which is where organisations are today.”

Reflecting on your early aspirations, how have childhood ambitions shaped your professional trajectory?

“When I was in the seventh grade, I helped a good friend of mine run for vice president of the Student Council, and we won that election. I then had an identity crisis in the eighth grade when he

was getting ready to run for president and I thought ‘why am I not just running for the election myself’? So, I did, and I won. I then continued to win class elections all through high school. The irony of it all is, my career has actually been more the seventh-grade version of me than the eighth-grade me.

“I’m very good at being a leader behind other leaders. I was when I worked in government, again in smaller businesses, and I have been the same for Bill McDermott here at ServiceNow. I think there’s always a personal tug of war around what we need to be in order to feel satisfied that we chased our dream. That’s still a struggle for me. Do I ever think I need to emerge to the eighthgrade version of me professionally to feel satisfied, or am I content being a damn good seventh-grade version of myself? I don’t know. That’s currently an undecided equation.”

Looking ahead at AI’s potential applications over the next decade, which sector do you believe will deliver the most transformative impact?

“I think it’s either going to be health or financial-oriented. I think those things offer the most potential for people to dramatically change the trajectory of their own lives; which, if you have a oncein-a-generation technology like AI, the ultimate measure should be; does it materially impact and improve people’s quality of life?

“Let’s consider the financial example. If you think about how we spend money now, and how that financial profile is spread out in so many different ways, it’s very difficult to understand how we can make solid behavioural changes, and how do those changes create positive outcomes. If AI can figure out how to do that to enable people to clearly see that there is a more flexible, stable and positive path to financial security, and their behaviour firmly changes as a result, that is a very powerful and truly transformational utilisation of AI.”

What foundational life lesson from your parents continues to influence your leadership approach today?

“Both my parents were extremely hard workers. And, it’s funny because the ‘humble pie’ piece is probably a big part of their formula. They weren’t the kind of people who would sit down and say: ‘I’m going to tell you the secrets to life’. They showed us by their actions instead and it was up to me and my brother to pick up on it.

“However, there is one piece of their approach to life that I firmly carry with me. They were extraordinarily egalitarian; there was no status filter in my parents’ orbit, and they would have the same conversations with everyone. For them, anyone they encountered deserved to be valued and respected in the same way.

“They were also extremely intentional about the intergenerational element of family life. We would visit relatives constantly and as children, we would sit and listen to the older relatives tell stories; you weren’t allowed to sneak off and go watch TV. It was a key part of our education. Today, my parents still live up the street, and my kids still visit their house most days after school. That kind of deep connectivity makes for a much healthier perspective as you age.”

ServiceNow Executive Circle is a community of industry experts, visionaries and leaders who activate and shape business strategy from the world’s most innovative organisations. Explore events, networking opportunities, articles and podcasts on our website.

Redefining Value Through Intelligent Sector-Specific AI

OneAdvanced has emerged as a definitive force in transforming how businesses integrate artificial intelligence into their core operations. Rather than treating AI as peripheral technology, the company delivers sector-specific solutions that fundamentally reshape workflows across healthcare, government, and professional services. This approach positions OneAdvanced at the centre of a critical business evolution - one where intelligent automation becomes embedded in daily operations rather than remaining an experimental afterthought

IIn the rapidly evolving landscape of AI, the conversation has decisively shifted. No longer is AI simply a “chatbot novelty” or a peripheral experiment. Instead, businesses are moving toward deeply embedding AI within their core workflows to drive real, measurable value.

At the forefront of this transformation is OneAdvanced, a company uniquely positioned to help organisations leverage intelligent AI in a way that genuinely revolutionises how work gets done.

From experimentation to embedded value

The initial phase of AI adoption revolved around isolated experiments and proof of concept chatbots, designed primarily to test the waters. Today, the benchmark has changed. The critical question is no longer if a business uses AI, but how intelligently and extensively it integrates AI into its operating model. Companies that succeed will be those embedding AI into their flows of work – automating not just tasks but entire processes in a way that complements human skills.

OneAdvanced understands this shift intimately. By focusing on intelligent AI solutions and tailoring them to the intricacies of their customers’ industries, they help organisations to go beyond simple automation and deliver true business transformation.

Agentic AI: the next frontier

The rise of “agentic AI” marks a fundamental leap forward. Unlike traditional task automation, agentic AI operates with a degree of autonomy, capable of pursuing and completing goals with minimal human intervention. This autonomy is not about replacing humans but about unlocking unprecedented scalability – processes can run 24/7 without bottlenecks, delays, or dependency on manual oversight.

Yet, the true competitive edge lies in how AI agents are

designed and deployed. OneAdvanced’s approach is far from generic. Their AI solutions are sector-specific, trained with deep industry knowledge to function as collaborative partners rather than generic tools. Whether in healthcare, government, or legal services, OneAdvanced AI understands the unique challenges and regulatory frameworks of each sector, making AI adoption practical, trusted, and effective.

Moving beyond cost savings to customer impact

In the early days, AI adoption was largely driven by efficiency and cost reduction. While these factors remain important, the focus is rapidly shifting toward enhancing customer and user experience. Faster resolution times, hyper-personalised services, and predictive capabilities are redefining what customers expect.

According to Gartner, by 2029, 80% of customer service issues will be resolved autonomously. This dramatic shift will reshape customer expectations, pushing businesses to rethink their entire service delivery model. OneAdvanced is already helping clients prepare for this future, embedding AI that enhances service quality while maintaining trust and transparency.

Trust and security: The foundation of AI autonomy

With greater AI autonomy comes greater responsibility. The promise of agentic AI cannot be realised without robust guardrails. There is a clear need to adopt a security-first approach, ensuring AI systems operate transparently and ethically, with clear human oversight when necessary.

AI solutions must be designed with data privacy, regulatory compliance, and ethical use baked in from the start. As per OneAdvanced who incorporate risk-based permissions, humanin-the-loop protocols, PII detection, auditability, and adherence to regulations such as the EU AI Act to safeguard clients’ interests. Cyber defence measures, including ongoing testing and monitoring, further fortify these systems against emerging threats.

Real-world impact: transforming healthcare workflows

The companies that succeed will be those that embrace the human-AI collaboration and integrate AI thoughtfully, empowering their people and transforming how value is created.

The NHS faces significant challenges, including funding constraints, staffing shortages, and a growing aging population, all of which are exacerbated by substantial administrative workloads. OneAdvanced’s AI solutions including their Workflow Assist system helps mitigate this burden by swiftly reviewing documentation, accurately identifying clinical codes, and summarising patient records with precision.

OneAdvanced’s solutions are currently deployed in 143 GP practices. When rolled out nationally, these solutions are anticipated to yield significant benefits, delivering annual savings of over £100 million for the NHS and the creation of an additional 150,000 patient appointments per week. This is just one of the several initiatives that position OneAdvanced to make a meaningful contribution to the NHS’s new 10-year plan.

Preparing for the future of work

The future workforce will not be entirely human, nor entirely automated. AI is suited to serve repetitive, predictable tasks, freeing human talent to focus on complex decision-making, creativity, and strategic growth.

The companies that succeed will be those that embrace the human-AI collaboration and integrate AI thoughtfully, empowering their people and transforming how value is created.

OneAdvanced is harnessing the power of intelligent, sector-specific AI to power the world of work. With its deep industry knowledge, commitment to trust, and proven track record of delivering tangible results, the company is not just keeping pace with the AI revolution – it’s driving it forward. By empowering businesses to seamlessly integrate AI into their core workflows, OneAdvanced is unlocking a future where human talent and artificial intelligence collaborate in harmony, unlocking unprecedented levels of productivity, innovation, and growth.

Izzie Rivers Exclusive Interview

CEO of Realm B2B

Izzie Rivers, CEO of Realm B2B, joins The Executive Magazine in an exclusive interview to discuss the transformative potential of AI in marketing. She argues that holistic AI breakthroughs hinge on companies being prepared to embrace the "Innovation Paradox", meaning they must agree to undermine their existing business models. She explains the need for strategic thinking rather than endpoint AI adoption and why genuine disruption often comes from unexpected sources

TThe marketing industry stands at a pivotal juncture. Whilst artificial intelligence promises unprecedented transformation, most organisations find themselves trapped between executive mandates demanding immediate AI implementation and a marketplace offering only fragmented, task-specific solutions. The result is a frustrating paradox: marketing teams equipped with tools that accelerate individual processes yet fail to deliver the holistic operational transformation that could genuinely revolutionise how businesses engage with their customers.

Izzie Rivers, CEO and founder of Realm B2B, has spent the past two years building a global network of senior marketing leaders to understand this disconnect. With 25 years of experience driving marketing programmes for major B2B brands, she argues that the industry’s biggest obstacle to AI breakthrough lies not in technological limitations, but in what she terms the “Innovation Paradox” – the reality that companies best positioned to create revolutionary AI solutions are often those with the most to lose from genuine disruption. Her perspective offers a sobering yet optimistic view of an industry preparing for fundamental change, where the next wave of transformation will emerge not from incremental improvements, but from bold strategic thinking that reimagines marketing operations entirely.

Having spent 25 years driving transformative marketing programmes for some of the world’s largest B2B brands, you’ve witnessed the evolution from traditional print and television advertising through to today’s digital landscape. Given your extensive experience and the informal global network of senior B2B marketing leaders you’ve cultivated, what specific aspects of AI’s development in marketing have captured your attention as fundamentally different from previous technological shifts?

“There has always been innovation in the world of advertising and marketing – I remember before digital media for example, when we used to focus on traditional ad formats like print, TV and direct mail – but what’s unique about AI is just how disruptive it is. It’s going to completely transform how we market products and services to individuals, and how we judge campaign success.

“This is incredibly interesting to me. As a bit of a geek I’ve always enjoyed looking at new ways to solve complex problems, and the world of advertising has always given me plenty of brain food! Marketing relies on the latest data and platforms to deliver campaigns to the customer. Particularly in the Technology industry, where so many of my clients in the last 25 years specialise.

“For the last couple of years, I’ve created an informal network of senior B2B marketing leaders globally, gathering research and insights to really understand what impact AI can have in their business. This has been tremendously useful in building a bigger picture of how marketers are looking to AI to drive meaningful change.”

You’ve described AI as uniquely disruptive compared to previous marketing innovations. Given your direct work with enterprise clients across the technology sector, what specific operational challenges are these organisations encountering that make AI adoption feel both urgent and complex?

“As anyone in my beloved industry can attest, everybody’s trying to do more with less. Marketing teams are being challenged to deliver significantly improved results, while their markets remain incredibly complex and the pace of change does nothing but increase.

“Every client that I’ve spoken to has been given a mandate from their CEO to implement AI, but they’re caught in a challenging position because the current AI solutions out there are endpoint in nature. They address niche aspects of the team’s tasks – like writing blogs, emails, creating imagery or providing analysis within existing tools in the tech stack.

“That’s not to say that AI isn’t already providing significant benefits for us and our clients. For example, things like digital content can now be created in a matter of days instead of weeks, and emails for nurture streams can be deployed in a fraction of the time required previously.

“AI assisted copy can provide us with new assets to switch into campaign activity during optimizations, improving engagement rates by up to 30%, with a 90% time saving. We’re also seeing clients begin to implement their own AI in analytics and company reporting, which can bubble up interesting areas to stop, start and continue.”

Your clients are experiencing tangible benefits – 30% engagement improvements and 90% time savings in content creation. Yet you suggest current AI solutions remain ‘endpoint in nature.’ Looking at marketing’s position relative to other business functions, how advanced is the industry in realising AI’s transformative potential, and what timeline do you foresee for more fundamental change?

“I think if you look at the pace of innovation in AI it will be far less than 10 years before we see a significant impact. We’ve seen a lot of chatter about the macro-economic pressures on businesses over the last five years, however one topic that I find often gets lost is the personnel challenge that we’re seeing in marketing.

“With the current global uncertainty, marketing is often seen as a cost centre, with budgets that can be easily cut to improve the balance sheet. Over the last few years, we’ve seen many companies shrink their marketing and media teams, with a lot of expertise being lost. This can present a real crisis, and we actually do a lot of work with in-house marketing teams to solve gaps in expertise.

“AI of course offers a unique future opportunity to retain knowledge and build expertise that can be used by marketers to run superior ad campaigns. It’s in that future – where predictions can be made that are better than the experts in our industry – that AI will usher in major transformation. We’ll move from accelerating teams of people, to accelerating the business. Focusing on revenue gains not hours saved.

“Currently nobody I know of is looking at marketing or media needs as a whole and orchestrating a better AI solution across the discipline. A lot of AI companies are presenting themselves as disruptive, but many aren’t rethinking the industry, they are focused on creating better tools – which is valuable in its own right of course.”

You’ve highlighted a concerning paradox: whilst marketing

teams face mandates to implement AI, they’re constrained by solutions that address only niche tasks rather than transforming entire workflows. You mention the concept of an ‘Innovation Paradox’ – what exactly is preventing the development of more comprehensive AI solutions that could orchestrate marketing operations holistically?

“Genuine disruption requires true strategic thinking. One must thoroughly examine the actual problems that need to be addressed and think of an entirely new way of making something happen. I believe that the primary barrier slowing down scaled AI applications for marketers is what’s called the “Innovation Paradox”. The companies best placed to innovate, the ones who truly understand the market, are often the very ones who have the most to lose if the innovation comes to pass. It’s the very brave companies who willingly innovate themselves out of business, however I would anticipate that we will see a significant number of new start-ups “spun out” of advertising agencies and technology companies in the next year or so.

“They will come from there because to genuinely transform the way marketers operate, you must have an industry expert’s perspective. It cannot simply be a fantastic AI engineer constructing technology without comprehensive knowledge of how media and marketing works. However, these experts are usually attached to an organisation that’s their livelihood.

“Look at Google, it is one of the major players pushing AI advancement and yet we are seeing significant changes to the world of SEO and the role of company websites. AI overviews are changing the flow of website traffic and influencing paid search effectiveness, we’re also seeing organic traffic impacted by up to 60% across our clients.

“Innovation can also be a struggle with people who naturally resist abandoning systems they’ve participated in for years. We’re human at the end of the day, and it can be hard to “look up”.”

This Innovation Paradox suggests that established players with deep industry knowledge may be reluctant to cannibalise their existing business models. Does this explain why genuine disruption in marketing AI is more likely to emerge from unexpected quarters rather than traditional agencies or technology giants?

“That’s right. Take advertising as the example. Traditional large agencies have considerable strengths of course, like extensive client relationships and substantial resources. But they are often very siloed by nature. Really good AI innovation and decisions must come from the top of the company. I don’t believe you can delegate this responsibility to engineers or department leads because they lack the holistic strategic perspective necessary to understand industry disruption.

“These initiatives also require significant bandwidth, and senior executives are extraordinarily busy. So, startups with a fraction of their budgets are creating AI that will fundamentally rethink established processes.”

Are you among the entrepreneurs disrupting the marketing industry by building AI-powered solutions?

“Good question! Yes, I am building an AI application at the moment that will revolutionize B2B media and marketing – it

will be launching in 2026. My perspective is that once you’ve understood the future impact that AI is going to have, you can’t “unsee” it. It also presents a complicated challenge, and I find those irresistible.”

Your own journey scaling Realm B2B to work with large enterprise clients demonstrates the complexity of serving this market. As smaller AI companies attempt to disrupt established marketing practices, what operational and compliance hurdles must they navigate to compete credibly for enterprise business, and how can they prepare for these requirements proactively?

“This is certainly something that should be considered early on. Not only do smaller AI companies have to be financially solvent and growing, they also must be in line with significant compliance requirements, privacy standards, and security protocols.

“Take my B2B media agency for instance – Realm is a five-yearold business that has scaled to work with these large enterprise companies incredibly quickly. This already required a good understanding of complex procurement requirements however we’re now seeing the fast evolution of specific AI agreements. Previously in this area we just had to be concerned with data protection or digital language, but now there are complex AI legal requirements that must be satisfied from the outset.

“My advice to companies attempting industry disruption with AI would be: don’t wait until securing a major client before implementing these systems. You cannot successfully manage this reactively. Security must be integral to your organisational DNA from the start.”

When should we look out for this more disruptive AI product wave?

“From my network I believe that the real disruptors are in stealth mode now. Whether large company innovations or small startups, they are quietly developing models that will truly revolutionise the marketing industry – and more.

“I would suggest from the middle of next year we are really going to start seeing some interesting AI solutions that rethink the whole industry. I’m certainly releasing one, so watch this space!”

Simon Hunt Exclusive Interview

Co-founder & CEO of Brego

In an exclusive interview with The Executive Magazine, Simon Hunt, Co-founder and CEO of Brego, reveals how his Goldman Sachs background and personal experience with car depreciation led to creating revolutionary AIdriven vehicle valuation technology that now serves prestigious lenders and dealerships across the UK

SSimon Hunt’s journey from Goldman Sachs lead developer to revolutionary entrepreneur reads like a masterclass in identifying market inefficiencies and leveraging cutting-edge technology to solve them. As Co-founder and CEO of Brego, Hunt has transformed the traditionally conservative vehicle valuation industry by deploying sophisticated neural networks that can predict values for everything from Toyota Aygos to McLaren P1s—even for vehicles that haven’t been released yet. In this exclusive interview with The Executive Magazine, Hunt shares the pivotal moments that led him to abandon a lucrative career in financial services to pursue his vision of bringing artificial intelligence to automotive valuations.

What began as a personal frustration with car depreciation in 2016 has evolved into a technology platform trusted by prestigious institutions including JBR Capital, United Trust Bank, and high-end dealerships such as Romans International. Hunt’s unique combination of financial modelling expertise and deep understanding of automotive markets has enabled Brego to achieve what traditional valuation providers have struggled with for decades: delivering accuracy and coverage across the entire spectrum of vehicles. As the automotive industry faces unprecedented disruption from electric vehicle adoption and changing consumer preferences, Hunt’s AI-driven approach positions him at the forefront of a transformation that could reshape how the industry values and trades vehicles for years to come.

Having spent years as a lead developer at Goldman Sachs working with sophisticated financial modelling systems, what drove your decision to leave an established career in financial services to pursue entrepreneurship in the automotive sector?

“I’ve always wanted to build a company, but I wanted to solve a problem I was passionate about that could make real use of new technology. We saw incumbent valuation providers using manual methods and generic curves to match large samples of vehicles and where newer providers used technology, the techniques often struggled and didn’t allow valuations for unreleased models or more specialist vehicles.”

Traditional vehicle valuation providers like CAP HPI and Glass’s Guide have dominated the UK market for over 30 years using established data analysis methods. What fundamental differences exist between your AI approach and these conventional systems, and why do you believe artificial intelligence can deliver more accurate vehicle valuations than traditional methods?

“There are experts in the industry who can value classic Ferraris by name, studying their condition and understanding that market deeply. Some mass-market cars do behave in repeatable patterns when it comes to depreciation and simple curves can occasionally work. Unfortunately, that’s not the case for the majority of vehicles. Certain features of cars have impact due to emotional, social or economic factors and no human can retain millions of historic sales data points (across trims, options, mileage, regions and seasons) well enough to be an expert on every make and model; AI can.

“We’ve seen the same with systems like ChatGPT, Gemini and others. AI can internalise far more information than any human, which makes it an excellent tool for analysing huge datasets and ‘learning’ what the trends are and why they happen. This is why, in our experience and client back-tests, AI delivers more accurate valuations than traditional curve-based approaches; there’s simply too much data and too many interactions for other methods. Continuous retraining and back-testing also help us adapt faster to market shifts, and we provide confidence ranges and explainability so teams can trust the output.”

Your initial data science project evolved into serving major financial institutions when JBR Capital articulated a crucial need for comprehensive vehicle valuations spanning from Toyota Aygos to McLaren P1s. What were the pivotal moments that transformed this market opportunity into a scalable business operation?

“Then, two pivotal developments really launched the product and business. In 2019, JBR Capital, one of our initial clients, articulated a crucial need: a web-based system capable of predicting vehicle values across the entire spectrum, from a Toyota Aygo to a McLaren P1. This highlighted the clear market demand for such a product. We proved feasibility after hiring AI engineers with a government grant and found that our AI models valued every car in our dataset with high accuracy. As more lenders and brokers came on board, leaving my full-time job felt like the obvious next step and an opportunity I didn’t want to miss.”

Your client portfolio includes prestigious lenders such as JBR Capital, United Trust Bank, and dealerships like Romans International. What specific validation challenges did you encounter when convincing established financial institutions to adopt AI-driven valuations over traditional methods, and how did you demonstrate the superior accuracy of your predictive models?

“Each customer we take on rightly tests our accuracy claims, and I believe we’ve won the vast majority of those head-to-head evaluations. The majority of lenders, dealers and other automotive businesses are actually open to new technology and we’ve been pleasantly surprised at the willingness shown across the industry to try new approaches. Generally, accuracy tests involve us valuing large volumes of vehicles, and customers then analyse the results; comparing our predictions to actual sale prices and to other valuation providers. These tests span hundreds to, in some cases, millions of vehicles, across asset types and price points and we consistently deliver lower error and tighter confidence ranges than the alternatives.

“Our platform first gained traction with lenders, which then attracted finance brokers such as Apollo Capital, Magnitude and Charles & Dean. That momentum drew in dealers seeking similar data. Today, we proudly serve a diverse clientele from supercar dealerships and lenders to major holiday-home operators – and we’re trusted for market-leading accuracy.”

The automotive industry is experiencing significant disruption with electric vehicle adoption, autonomous driving technology, and changing consumer preferences. How does your AI system account for these unprecedented market variables when generating future value predictions, particularly for vehicle categories that lack extensive historical depreciation data?

“The industry landscape is changing dramatically. Governments are setting ambitious timelines and incentives, and with the ZEV mandate in full force, valuations for some segments could come under pressure. In my lifetime, we’ve seen one example where a fuel type (diesel) was heavily promoted and later reassessed. Since then, diesel residuals have generally declined year-onyear, and some EV segments may see similar pressure, though for different reasons. As more EVs are pre-registered to help manufacturers meet targets and reduce the risk of fines, more vehicles become nearly-new stock, and the resulting supply can outpace demand in places; consumer adoption also varies by charging access, total cost of ownership and incentives.

“These market-wide shifts are incredibly difficult to predict and many millions of pounds are spent by businesses to do just that; at Brego we focus our scope on the automotive market specifically. While it’s a tough problem to solve, we are actively working with key businesses in the industry to model what 2030 and beyond will look like. The effects on the market are already being picked up by our neural network, and you can visually see changing patterns across petrol/diesel and EV segments as we move toward 2030.”

With growing client demand and expanding market opportunities, how have you structured your development operations to simultaneously accelerate innovation in AI capabilities whilst ensuring seamless service delivery to your established client base?

“The whole Brego team meets every week to discuss the latest product decisions and ideas. We love getting every member involved, as the most interesting ideas often come from discussion and time spent together – even though this is challenging as a remote-based company. We proactively choose what to work on as a team, and each developer has a say in what they would like to do.

“We all believe that design and user experience are at the heart of everything we do and every feature on our Platform needs to be as intuitive as possible. If a user gets confused or lost in a feature, we’ve failed in our mission to deliver it properly.

“Our APIs handle tens of millions of calls per month, and we design for high availability. Here’s where being a tech company first helps. We use a zero-downtime deployment approach, which means that even when we push major updates, customers experience no planned outage.”

Your origin story references the emotional connection between car enthusiasts and their vehicles, drawing parallels to the bond between Aragorn and Brego in Tolkien’s work. How does this philosophy of understanding the emotional aspect of vehicle ownership influence your technical approach to creating purely data-driven valuation models?

“I think it helps to understand what some cars mean to people. We’re losing sight of what cars used to mean to us. When I sold the Jaguar I was lucky enough to own, which set Brego’s journey in motion, I remember feeling like I’d lost a best friend. This emotional connection between us and cars may be fading in some areas, but for certain cars it remains strong, and the data we use to train our AI models reflects this; our AI learns which vehicles tend to command stronger demand and can hold their value better. We capture that through demand signals such as

scarcity, option desirability and community interest; still purely data-driven, just informed by how people feel.

“In the early days of Brego, that understanding made testing certain cars easier, and for me personally, the love of cars makes each day a joy. We get to work with the most exciting technology while looking at vehicles that will form an important part of someone’s life, emotional or simply practical.

“I do hope that we as a society continue to have an emotional connection to vehicles. For me, the places they unlock, the journeys they take us on, and the memories they create matter. It doesn’t really matter what you drive as well, I have as many joyous memories as a student, driving a Hyundai i10 as I do now with the cars I’m lucky enough to drive and as we transition into the new world of automotive, I sincerely hope that the human, emotional side is never lost.”

You’ve highlighted accuracy and coverage as your core competitive advantages, including the ability to value unreleased vehicles like the Jaguar Type-00. What specific technological capabilities enable this breadth of valuation, and how do you anticipate the competitive landscape evolving as more companies adopt AI?

“Accuracy and Coverage. They are the two core unique selling points of Brego over other valuation providers. The use of AI allows us to predict the valuation of vehicles that aren’t even released yet (the Jaguar Type-00 for example), with datadriven results and confidence ranges. To our knowledge, no one matches the breadth and accuracy of Brego here. The same goes for luxury vehicles, new vehicles and specialist asset types such as static holiday homes and HGVs; because of the nature of neural networks, we can value these assets with the same level of precision, and we provide explainability so lenders and dealers can trust the output.

“I do see a landscape where more companies adopt AI and learn how to utilise it beyond the Large Language Model (LLM) integrations we’re seeing at the moment. When the industry gets to that point, data will be the primary differentiator. Companies that have more, clean data to train models will pull ahead. We’re already seeing leading AI companies purchase training-data businesses for millions of pounds and dollars, and that dynamic will extend to industries where AI is applicable.”

Looking ahead to 2030 and beyond, you’re actively modelling dramatic market shifts including government mandates and changing fuel preferences. What role do you see data quality playing as the primary differentiator when more companies adopt AI, and how are you positioning the company to maintain its competitive edge?

“These market-wide shifts are incredibly difficult to predict and many millions of pounds are spent by businesses to do just that; at Brego we focus our scope on the automotive market specifically. While it’s a tough problem to solve, we are actively working with key businesses in the industry to model what 2030 and beyond will look like. The effects on the market are already being picked up by our neural network, and you can visually see changing patterns across petrol/diesel and EV segments as we move toward 2030.”

Whilst 95% of AI pilots crash and burn, delivering no economic value, a select few organisations are achieving extraordinary breakthroughs - slashing operational times from hours to minutes and unlocking entirely new revenue streams. The difference isn't technological prowess or timing; it's the courage to abandon incremental thinking and completely reinvent core business processes.

As ServiceNow's Matt Higham warns, companies clinging to cautious experimentation whilst competitors embrace radical transformation may find themselves in an impossible position: not just behind the curve, but permanently left behind

A With AI, Being First Doesn’t Matter. Being Bold Does

AI is everywhere, hailed as the most transformative technology of our time. Yet while most organisations have dipped their toes in the water, few have had the courage to dive deep. The difference between winning and lagging in the AI revolution isn’t about who experiments first; it’s about who has the boldness to rip up outdated ways of working and completely reinvent themselves around what AI can truly do.

The sobering reality? According to McKinsey, just 20% of enterprises are seeing quantifiable economic gains from AI. MIT researchers found that 95% of generative AI pilots failed to generate economic benefits. But here’s the crucial insight: it wasn’t the technology holding them back, it was organisations’ inability to integrate it effectively.

The exception, not the rule

There are compelling success stories. Airlines have used AI to slash rebooking times from 12 hours to less than 10 minutes, saving millions of dollars. JP Morgan has cited AI’s role in boosting wealth management sales by 20% while dramatically cutting costs. But these transformative examples remain largely the exception.

For most companies, AI has been relegated to marginal productivity gains; co-pilots chipping away at repetitive tasks, saving minutes per employee. Useful, yes, but hardly the revolutionary change promised. These incremental improvements fall far short of setting the world on fire.

As Alex Hunter, former global head of digital at Virgin Group, puts it: “Figure out what you’re trying to do first, and then work out the tools you need to do it.” Too many organisations flip that order, chasing AI tools because competitors are, rather than solving their real business challenges.

The incrementalism trap

Why are so many organisations stuck in this pattern? Faced with economic volatility and pressure to preserve profit margins, they’ve treated AI as a cost-cutting add-on rather than a tool for fundamental reinvention. This cautious approach, while understandable, is dangerously short-sighted.

Matt Higham, ServiceNow’s UKI Chief Digital Officer and CTO, warns: “Ten years ago, digital transformation caused the most significant reordering of the FTSE 350 for decades. The magnitude of change that AI is going to unleash will be much larger. If companies don’t start to move now, they’ll quickly find themselves not just behind the curve, but in a position where they won’t be able to catch up.”

The problem, according to Higham, is a fundamental lack of boldness. “Businesses need to rip the band-aid off and go much faster.”

Learning from the disruptors

Relying on size and market dominance won’t be a sustainable strategy. New businesses building AI into their core operating models from day one are already disrupting established sectors. Think Octopus in utilities, or Yonder in financial services. With AI handling traditional enterprise functions, their people are free to focus on creative, value-adding work, and it’s showing up directly in business performance and customer satisfaction scores.

Established companies need to learn from these upstarts’ success. If a business were starting today, would it follow an enterprise design that’s likely unchanged in 20 or 30 years? The honest answer is almost always no. Reinvention, not revision

This is the critical pivot. Instead of bolting AI onto existing processes, businesses must reimagine the processes themselves. As Higham explains: “Leverage the technology for what it’s good at

now. It’s highly proven, adds very little risk to your organisation and will eradicate the waste you’ve built up over time—you can create services that are 80-90% more efficient than traditional ones.”

Paul Mukherjee, CTO at Defra, frames it perfectly: “AI is part of the toolkit, but the real value comes when we apply it to our own data and reinvent how we deliver services.” Boldness comes not from playing with generic models, but from reshaping core processes around your unique assets.

Moving the needle

How can established businesses begin this transformation? They need to identify use cases with clear and ambitious business targets. Instead of shaving costs off finance or HR processes, they should tackle much bigger questions:

• How can AI expand your addressable market?

• What new revenue streams could it unlock?

• How could you transform your supply chain end-to-end with agentic AI?

Partnership revolution

Being bold also means fundamentally changing how you work with partners. Traditional procurement won’t deliver breakthrough innovation. As Higham stresses: “Businesses need to build a muscle in their organisation for co-innovation with software vendors. This will enable them to really weaponise AI in areas that allow them to achieve stretching business goals.”

This shift from buying solutions to co-creating them is where true competitive advantage will emerge. Companies that embrace coinnovation will move faster, experiment more safely, and deploy AI where it matters most.

Building the foundation of trust

No bold AI strategy can succeed without trust. Yet fewer than 20%

of organisations have governance structures dedicated to AI, and fewer still have ethics boards addressing its broader implications. Without trust, adoption stalls; employees won’t use the tools, customers won’t engage, and regulators won’t approve.

Building trust doesn’t mean slowing down. It means putting structures in place to deploy AI responsibly and transparently, so stakeholders see its benefits, not just its risks. All organisations need frameworks to address stakeholder concerns and deliver AI responsibly.

Time to rip off the band-aid

The risks of AI are real and must be managed thoughtfully. But the greater risk is paralysis. Companies must shed the risk aversion that’s become embedded over recent years and look beyond limited cost savings to grasp the true value AI can deliver; for their business, their customers, their people, and the broader economy.

The companies that will win in the AI era won’t be the ones cautiously piloting productivity co-pilots or making marginal improvements. They’ll be the ones with the courage to tear up outdated processes, co-innovate at speed, and completely reinvent themselves to capture a bigger slice of their addressable market. In the race for AI transformation, boldness, and not just being first, will define the leaders of tomorrow.

The time to start? Now.

ServiceNow Executive Circle is a community of industry experts, visionaries and leaders who activate and shape business strategy from the world’s most innovative organisations. Explore events, networking opportunities, articles and podcasts on our website.

James Purcell Exclusive Interview

Founder & MD of Love Warranty

FFrom managing £60 million inventory portfolios at Asda to pioneering one of Britain’s most disruptive warranty providers, James Purcell has built his career on identifying market inefficiencies and transforming them into competitive advantages. As Founder and Managing Director of Love Warranty, he is spearheading a technological revolution that promises to reshape the £2.5 billion automotive warranty sector through artificial intelligence and machine learning. In this exclusive interview with The Executive Magazine, Purcell reveals how his company’s groundbreaking Cupid platform will eliminate the fragmented systems and opacity that have plagued the industry for decades.

What sets Purcell apart is not just his technical vision, but his remarkable bootstrap journey. Launching Love Warranty with just £50,000 and remaining self-funded for two years, he has demonstrated the strategic acumen and operational discipline that seasoned executives admire. His approach combines deep industry knowledge gained over six years with one of the UK’s largest warranty providers, with an unwavering commitment to transparency and customer-first innovation. As the company prepares for Series A investment following its successful validation phase, Purcell’s insights offer valuable lessons for leaders seeking to leverage emerging technologies to disrupt established markets while building sustainable competitive advantages.

Your journey from managing £60 million inventory portfolios at to founding Love Warranty represents a significant pivot into the automotive sector. What specific inefficiencies did you observe during your six years with WMS Group that convinced you the warranty industry needed fundamental change, and how did your background in supply chain management inform your approach to solving these problems?

“During my time in the warranty industry, I quickly noticed a fundamental problem: fragmentation. Traditional providers run separate systems for sales, claims, accounts, and reporting. That means the same question can generate four different answers depending on which department you ask. This creates inefficiency, slows decisions, and erodes trust.

“I believed there had to be a better way. My vision for Love Warranty was not only to copy and pivot, but to create one transparent platform with a single version of the truth. Real-time data on claims, seamless reporting, and clarity for both dealers and customers — not the confusion of siloed systems.

“My background played a big part in shaping this. I’m naturally inquisitive, and I’ve always believed the quickest way to solve problems is by learning from mistakes. Every experience I had, from managing large inventory portfolios to working inside one of the UK’s largest warranty provider’s, gave me insight into what needed to change.

“Rather than trying to patch the old way of working, I set out to build something entirely new. While others are still “building the plane while flying it,” my aim was to build the spaceship — a platform designed for the future, not the past.”

Love Warranty plans to introduce its Cupid platform to process

claims through artificial intelligence rather than the traditional burn rate mechanisms employed by competitors. How will this AI-driven approach help rebuild trust and transparency in a sector where used car warranties are often dismissed as “not worth the paper they’re written on,” and what role does providing a single version of the truth play in transforming customer perceptions?

“The possibilities for Love Warranty are endless. While we’ve launched Cupid in the used car warranty space, the software itself is sector-agnostic — it can be applied to any business that provides aftercare services and wants reliable, real-time data. Whether that’s white goods, mobile phones, or other consumer products, our vision is to offer a single transparent platform that builds trust and removes the inefficiencies of outdated systems.

“In the motor industry, one of the biggest challenges is the stigma that used car warranties are “not worth the paper they’re written on.” Our mission is to change that perception. That’s why transparency is at the heart of everything we do. By giving customers, dealers, and partners one version of the truth, we not only speed up decision-making but also rebuild trust in the warranty space.

“The AI-driven approach of Cupid accelerates this transformation. Instead of relying on burn rate mechanisms or manual processes, AI can analyse patterns in real-time, enabling rapid claims assessment and fairer, more consistent outcomes. This efficiency also drives down costs, allowing us to deliver more competitive pricing. Looking ahead, AI will continue to enhance accuracy, reduce friction, and create a customer experience that feels effortless, transparent, and trustworthy.”

The automotive warranty sector has historically struggled with transparency and customer trust issues. Your company promises to make “complex metal-tier systems obsolete” with True Love Cover. How does this single-tier approach address the fundamental problems customers face, particularly the lack of clarity at point of sale and inadequate support during claims processes?

“At Love Warranty, our mission is to simplify what has historically been an overly complex and confusing space. Traditional warranty providers often hide behind layered “metal-tier” systems that leave customers uncertain about what is covered and frustrated at the point of claim. Our single-tier True Love Cover removes this ambiguity by being clear, consistent, and transparent from the outset — customers know exactly what they’re getting.

“But simplifying cover is only part of the solution. We believe real change comes from educating and empowering customers. That’s why we’re building tools that keep drivers informed: technical bulletin alerts if there’s a recall on their make and model, reminders for upcoming MOTs and services, and personalised notifications to help keep vehicles in peak condition. Alongside this, we’re creating a Knowledge Hub featuring video content addressing FAQs, debunking industry myths, and sharing practical tips on vehicle maintenance.

“By combining simple cover with proactive education, we’re tackling both the lack of clarity and the lack of trust that have held this industry back for decades.”

As Love Warranty prepares to transition from B2B dealer services to launching direct-to-consumer products with True

Love Cover, what unique challenges do you anticipate in scaling your technology platform, and how will your planned discretionary warranty model compare financially and operationally to traditional insurance-backed schemes in terms of claim resolution rates?

“We fully expect to encounter a number of unique challenges as we scale into the direct-to-consumer space. One of the biggest is the uncertainty that still surrounds artificial intelligence and the way it will impact both society and regulated industries. That said, we’ve been very intentional about the ethos behind Love Warranty — the name itself reflects our belief that love is the most powerful force in the universe. We are committed to using AI for good, ensuring it serves customers by delivering fairness, clarity, and trust rather than confusion or cost-cutting at their expense.

“Our discretionary model is designed to simplify the claims journey while making more funds available for actual customer claims. Traditional insurance-backed schemes often carry additional overheads — the insurer becomes just another mouth to feed in the supply chain. By contrast, our structure removes this inefficiency, enabling us to operate leaner and return more value directly to the customer. Financially, this creates a stronger pool for claim payments, and operationally, it allows us to act faster, more transparently, and with the customer’s interests truly at heart.”

The automotive industry is experiencing rapid technological advancement with electric vehicles and connected car technologies. How will Love Warranty’s planned AI infrastructure adapt to cover these emerging vehicle technologies, and what new warranty challenges do you anticipate as the sector moves towards autonomous driving capabilities?

“Ultimately, you cannot stop progress — and we don’t intend to. Our vision is to build relationships directly with manufacturers so we can provide them with the real-time data they need to monitor and support emerging vehicle technologies, whether that’s EVs, connected systems, or beyond. Our AI infrastructure has been designed to adapt, meaning it can process, learn from, and respond to the unique demands of new drivetrains, batteries, and digital platforms as they enter the market.

“When it comes to autonomous vehicles, the core challenge is trust. The technology may well be safer than human drivers, but people often feel anxious when they’re not in control. It’s no different from flying — statistically safer than driving, yet many who fear flying are perfectly happy to drive on the road. For us, this means customer education will be just as critical as data and AI. By building transparency into our claims platform, and by providing insights back to both manufacturers and drivers, we can help bridge that trust gap and ensure that warranties evolve alongside

the vehicles themselves.”

Your vision involves using technology as a foundation for reshaping consumer confidence in the automotive market. Looking ahead five years, what specific innovations in artificial intelligence and machine learning do you believe will become standard practice in warranty provision, and how is Love Warranty positioning itself to lead these developments?

“Imagine a world where you don’t even have to register a warranty or submit a claim yourself — your vehicle does it for you. I believe that, eventually, a fully automated end-to-end aftercare solution will be standard, seamlessly managing everything from diagnostics to claim processing.

“At Love Warranty, we’re positioning ourselves at the forefront of this revolution. We are actively seeking partnerships with manufacturers to integrate real-time vehicle data and predictive AI directly into our platform. This will allow us to identify potential issues before they escalate, automatically initiate claims, and deliver instant support to customers — all while building trust through transparency.

“In the next five years, I foresee AI and machine learning becoming standard practice for proactive maintenance alerts, predictive diagnostics, and dynamic risk assessment. Love Warranty is preparing to lead these developments by combining our proprietary AI infrastructure with deep industry relationships, ensuring that both dealers and consumers benefit from faster, smarter, and fully integrated aftercare solutions.”

You’ve built Love Warranty as a self-funded enterprise, launching with just £50,000 and remaining independent for two years before seeking Series A investment. For entrepreneurs seeking to disrupt established industries through technology, what critical lessons have you learned about timing market entry, building dealer networks, and maintaining competitive advantage through this bootstrap approach?

“My advice is: do not wait until your product is finished before you start. You need to scope out your MVP and begin generating sales as soon as possible. We launched Love Warranty with just £50,000 and remained fully self-funded for the first two years. This approach allowed us to validate our concept, learn from real-world feedback, and iterate quickly without outside pressure.

“Being self-funded through early sales has also positioned us for a much stronger valuation as we prepare for Series A investment. By being first to market, we gained a critical advantage: we learned faster, fixed problems faster, and scaled faster than competitors who were still developing their solutions. In a rapidly evolving, AIdriven market, speed, agility, and real-world validation are the most powerful levers for maintaining a competitive edge.”

£1.8 Billion AI Transformation for UK Banking

Revolutionary research from Zopa Bank and Juniper Research reveals UK banks will invest £1.8 billion in Generative AI by 2030, delivering equal cost savings whilst transforming operations and enhancing customer service across the banking sector

TThe UK banking sector stands on the cusp of its most significant technological transformation since digital banking emerged. Comprehensive research conducted by Zopa Bank and Juniper Research demonstrates that Generative AI will fundamentally reshape how financial institutions operate, delivering significant advantages while advancing the standard of service customers receive.

British banks are projected to invest over £1.8 billion in GenAI technologies by 2030, targeting substantial improvements in productivity and operational efficiency. This strategic deployment will generate equivalent cost savings of £1.8 billion, representing a complete return on investment within the initial deployment cycle.

Operational efficiency drives transformation

The research identifies three primary areas where GenAI will

deliver substantial impact across UK banking operations. Customer service leads investment priorities, commanding approximately 60% of GenAI spending as institutions prioritise customer-facing solutions including advanced chatbots, virtual assistants, and automated support systems.

Back-office operations will experience the most dramatic transformation, generating 82% of the projected 187 million hours in time savings by 2030. These functions, encompassing compliance monitoring, fraud detection, and regulatory reporting, are particularly suited to AI automation due to their data-intensive nature and standardised processes.

Portfolio management represents the third key area, though investment remains more modest at approximately 8% of total GenAI spending. The measured approach reflects regulatory complexity and the continued importance of human oversight in financial advisory services.

How GenAI is Revolutionising Customer Support

Customer service operations are set for a significant

transformation, with time savings in this sector projected to grow from 2.6 million hours in 2025 to 26.3 million hours by 2030.

GenAI empowers institutions to deliver instant, around-the-clock support via sophisticated virtual assistants capable of managing complex queries while maintaining natural conversational flow. These systems analyse customer data and transaction history to provide highly personalised guidance and proactive financial advice.

The technology facilitates real-time responses to customer inquiries whilst reducing dependence on large customer service teams. Advanced AI models can assess eligibility for products, automate Know Your Customer procedures, and detect potentially fraudulent activity through conversation pattern analysis.

Smarter Compliance with Stronger Fraud Protection

The most substantial operational gains are expected from backoffice automation, where AI will save institutions from 15 million hours in 2025 to 154 million hours by 2030. These dramatic improvements stem from AI’s capacity to process vast volumes of regulatory documentation, summarise policy updates, and ensure alignment with evolving compliance requirements.

Traditional compliance processes are labour-intensive and prone to human error, particularly given the constantly evolving regulatory landscape. GenAI automates document analysis, monitors transactions for suspicious activity, and accelerates compliance tasks including AML and KYC checks, enabling institutions to remain ahead of regulatory changes.

Fraud detection benefits significantly from AI’s ability to analyse transaction patterns in real-time, identifying subtle anomalies that traditional rule-based systems might miss. The technology can generate synthetic fraudulent scenarios for training detection models, enhancing institutions’ ability to recognise both established and emerging fraud types.

The Foundations for Successful AI Deployment

Successfully implementing GenAI requires robust data infrastructure and governance frameworks. The research emphasises the importance of secure, cloud-based enterprise platforms capable of handling vast structured and unstructured datasets whilst maintaining real-time accessibility.

Banks must establish comprehensive AI governance structures prioritising transparency and accountability throughout GenAI deployment. Clear documentation of decision-making processes, explainable automated responses, and robust human oversight are essential for regulatory compliance and customer trust.

Data privacy and security remain paramount given the sensitive nature of financial information. Advanced encryption protocols, minimised data retention practices, and continuous monitoring for emerging threats form the foundation of responsible and secure AI adoption.

Evolving Workforce Roles in the Age of AI

The research projects that approximately 27,000 banking positions may be affected by AI automation by 2030, representing roughly 10% of the current UK banking workforce. However, this

transformation presents opportunities for workforce development and skill enhancement.

GenAI adoption is driving demand for new technical roles, including AI specialists, data scientists, and governance professionals. At the same time, existing staff can be up-skilled to focus on highervalue activities, such as complex customer interactions, strategic decision-making, and oversight of automated systems.

By automating routine tasks, the technology allows employees to concentrate on areas that require emotional intelligence, creative problem-solving, and nuanced judgment, all of which are capabilities that remain distinctly human.

Research highlights a widening capability gap between legacy institutions and AI-enabled competitors. High street banks face mounting pressure to modernise their technological infrastructure or risk losing market relevance to more agile, digitally sophisticated rivals.

Governing AI with Transparency and Trust

The banking sector’s highly regulated environment demands careful integration of AI within existing compliance frameworks. GenAI systems must consistently adhere to legal obligations under GDPR, AML regulations, and emerging AI governance standards.

Regulatory bodies are adapting to oversee AI deployment in financial services, requiring institutions to demonstrate responsible AI use through transparent governance frameworks and robust risk management processes. Clear accountability structures ensure human oversight remains integral to AI-driven operations.

The technology’s ability to adapt quickly to regulatory changes provides institutions with enhanced compliance agility. AI systems can rapidly incorporate new requirements, minimising the costs associated with manual policy updates and staff retraining traditionally required for regulatory adaptation.

Unlocking ROI Through Intelligent Automation

The £1.8 billion investment projection reflects the sector’s confidence in GenAI’s transformative potential. Achieving 100% return on investment within initial deployment cycles demonstrates technology’s immediate practical value rather than speculative promise.

Cost savings concentrate heavily in back-office operations, which are expected to generate £923 million in theoretical savings by 2030. Customer service operations contribute £540 million, whilst portfolio management adds £375 million, illustrating the broad scope of AI’s financial impact.

These savings enable institutions to reallocate resources towards innovation, enhanced customer service, and new product development. Such gains enhance customer experience quality while maintaining competitive pricing in an increasingly dynamic market.

Insight to Impact: AI Strategies Fuelling Business Growth

According to the Avanade AI Value Report 2025, mid-market companies are approaching AI with purpose and optimism. While 96% use AI to guide decisions, only 26% fully trust outputs, reflecting measured adoption. Organisations are gaining experience with proven platforms, investing in workforce capability, and embedding responsible practices, turning AI into a driver of both immediate value and future growth

TThe Avanade AI Value Report 2025 surveyed more than 4,000 IT and business leaders across 11 countries, capturing insights from mid-market organisations with annual revenues between $500 million and $5 billion. Spanning sectors from healthcare and manufacturing to banking and retail, the research highlights how companies are approaching AI with both ambition and pragmatism.

Confidence in AI’s potential is striking. Nearly 60% of organisations expect up to fourfold returns on AI copilots and agents within just 12 months. What’s particularly telling is how value is being measured: while 84% acknowledge AI investments can reduce headcount costs, only 9% evaluate ROI this way. Instead, 69% focus on productivity gains and operational improvements as the primary benchmarks of success.

The most effective strategies combine short-term wins with long-term planning, starting with proven platforms and scaling as organisational AI maturity grows

Rapid Implementation Through Pragmatic Approaches

The rush to adopt AI is driven by the need to stay competitive. 85% of decision-makers worry that moving too slowly could leave them behind, which is why AI is being deployed across industries at pace. Healthcare is leading the charge, with 95% of leaders calling rapid adoption critical. Manufacturers, meanwhile, are showing that speed doesn’t have to mean complexity, with 56% leveraging ready-made, off-the-shelf AI solutions for quick wins.

What stands out is the pragmatism behind this adoption. Rather than overcomplicating with bespoke systems, 81% of organisations are starting with proven, function-specific tools. It’s a phased approach: gain experience, capture immediate value, and then scale into more advanced applications. In other words, companies aren’t just moving quickly, they’re moving with purpose, balancing the urgency to lead with the foresight to scale responsibly.

Workforce Integration Creates New Value Dynamics

The Avanade research also highlights encouraging progress in human-AI collaboration. Organisations are moving beyond seeing AI as just a productivity tool: over half of respondents give their AI agents an “A grade” for current performance, and 53% plan

to continue measuring AI contributions over the next 12 months. Confidence is particularly strong from board members and C-suite leaders in regards to AI performance, with 60% at the highest organisational levels awarding top grades compared to 44% of mid-level managers. This leadership endorsement is crucial, as it continues to drive momentum, secure resources, and positions AI as a strategic priority.

Equally important, investment in people is accelerating. 79% of organisations plan to expand AI training, recognising that real value comes from equipping teams to work fluently with intelligent systems. Successful AI adoption depends not just on technology, but on building organisational capability and readiness.

Building Robust Foundations for Sustainable Growth

Beneath the rush to adopt AI, companies are also building the foundations for long-term success. More than 90% have accelerated IT modernisation and cloud adoption, ensuring their infrastructure can support advanced AI at scale.

Responsible AI remains a priority. 96% plan to fine-tune or retrain AI models by the end of 2025, and 42% are developing guidelines to ensure ethical deployment. The drop in fully complete frameworks (from 48% to 39% year-on-year) reflects ongoing adaptation to evolving regulations and expanding use cases.

Data governance is receiving careful attention, as organisations recognise that sustainable AI success relies on strong foundations across technology, ethics, and operational processes.

Strategic Decision-Making and Risk Management

AI is already shaping boardroom decisions. 96% of organisations use it to guide strategy, yet only 26% fully trust the outputs – a sign of careful, measured risk management. Leaders are testing AI in controlled environments, building confidence and organisational fluency before granting greater autonomy.

By creating safe spaces for experimentation, executives allow teams to explore AI’s potential without compromising critical operations. Adoption isn’t just about technology; it succeeds when culture, skills, and trust are in place.

The research shows mid-market organisations are striking the right balance: moving fast enough to stay competitive, while laying the ethical and strategic foundations necessary for longterm leadership in the evolving AI landscape.

Building a Hybrid Workforce: How AI is Shaping the Future of Work

Organisations are rethinking talent in the age of AI. Microsoft’s 2025 Work Trend Index shows 78% of leaders are exploring AI-specific roles, while hybrid teams combine human insight with digital capability. Organisations that integrate AI thoughtfully, empower employees, and redesign workflows are unlocking growth, innovation, and strategic advantage, positioning themselves to lead in the workforce of tomorrow

MModern workplaces stand on the brink of transformation. Artificial intelligence has evolved from experimental technology to an essential workforce component, fundamentally altering how organisations approach talent acquisition and team structure. Traditional recruitment models, previously centred on human resources alone, now embrace hybrid frameworks that merge human insight with digital capability.

Microsoft's comprehensive 2025 Work Trend Index, encompassing 31,000 knowledge workers across 31 countries, demonstrates this shift. The research reveals that 78% of business leaders are actively evaluating AI-specific roles, whilst 45% prioritise expanding team capacity through digital labour. This strategic pivot follows closely behind upskilling existing personnel, which remains the top priority at 47%.

The Emergence of Digital Labour Markets

Across multiple sectors, companies are discovering that AI addresses capacity constraints whilst creating new opportunities. The pressure for productivity improvements remains substantial, with 53% of leaders pursuing measurable enhancements. However, employees frequently lack the bandwidth to meet these demands, creating a clear case for "intelligence on demand" - the ability to scale cognitive capability precisely where needed. Organisations already deploying AI agents report substantial returns on investment. Dow Chemical projects millions in firstyear savings through supply chain agents that identify billing discrepancies. Wells Fargo has implemented agents across 35,000 bankers in 4,000 branches, reducing query response times from 10 minutes to 30 seconds, with 75% of searches now processed through automated systems.

New Roles for a Hybrid Future

The transformation extends beyond technical functions to encompass management roles overseeing both humans and AI systems. The research identifies several high-demand positions: AI trainers (32% of companies considering), AI data specialists (32%), AI security specialists (31%), AI agent specialists (30%), and AI ROI analysts (29%). Additional emerging roles include AI

media managers, finance strategists, customer success leads, and chief AI officers.

Real-world applications demonstrate these possibilities. At Supergood, an AI-first advertising agency, co-founder Mike Barrett notes that teams no longer require a strategist on every project. Platform-based expertise grants all employees access to strategic insights, enabling focus on high-value work whilst rethinking traditional hierarchy structures.

Market Dynamics and Performance Advantages

Talent market data supports the opportunity for progressive organisations. LinkedIn analysis shows AI startups growing headcount by 20.6% year-on-year, nearly double the 10.6% growth of established technology companies. Advanced adopters, termed "Frontier Firms" by Microsoft, report superior performance metrics: 71% describe themselves as high-performing compared to 39% globally, and 55% can handle additional workload compared to just 25% of traditional firms.

The study indicates that 83% of global leaders believe AI enables employees to undertake complex responsibilities immediately, accelerating professional growth and skill development opportunities.

Strategic Implementation Requirements

Effective digital workforce deployment requires systematic planning rather than experimentation alone. Currently, 24% of leaders report organisation-wide AI adoption, whilst 12% remain in pilot phases. High-impact areas include operations, customer service, and finance, where AI delivers measurable improvements rapidly.

The research demonstrates that combining human insight with AI produces optimal outcomes. Traditional functional hierarchies are evolving into "Work Charts" - dynamic, outcome-driven models where teams form around objectives rather than departments. By 2030, LinkedIn projects that 70% of skills in current roles will evolve, with AI as a primary driver. Organisations investing in AI capabilities today position themselves to lead tomorrow's marketplace.

Exclusive Interview: AhaMo

Marko Ilincic, Mike Hurst, and Fiona Wright

Marko Ilincic, Mike Hurst, and Fiona Wright, co-founders of leadership consultancy AhaMo, share their insights on maintaining authentic leadership in an automated world. This exclusive interview for The Executive Magazine explores how three industry veterans are reshaping leadership development for the modern era

TThe trio co-founders of leadership consultancy AhaMo, bring decades of combined experience from global powerhouses including The LEGO Group, Disney, and Hasbro to their mission of developing authentic leadership capabilities. Their consultancy, launched in September 2024, has already partnered with over 40 clients, demonstrating urgent demand for their people-first approach.

Speaking exclusively to The Executive Magazine, the trio reveal how their collective expertise has shaped a unique philosophy positioning interpersonal skills as the ultimate competitive advantage. As businesses grapple with maintaining team engagement whilst adopting AI solutions, these founders present a compelling case for the distinctly human elements of leadership that no algorithm can replicate.

You recently celebrated your successful first year in business. Could you share the ‘Aha Moment’ that brought the three of you together to found AhaMo?

Marko Ilincic: “Our story really begins with a long-standing professional relationship. Marko Ilincic had been a client of Mike Hurst for many years, leveraging Mike’s incredible superpowers to help build even stronger leadership teams across the many commercial roles Marko held around the world with The LEGO Group.

“About eight years ago, while Mike was visiting Marko in Singapore, an informal dinner led to a discussion about joining forces. We talked about creating a different kind of leadership performance consultancy – one built on our shared experiences. Over the years, that idea continued to evolve until about three years ago, when the timing finally felt right for both. The conversation shifted from “what if” to “how do we make this happen,” and the idea went from a dream into an action plan.

“Having both known and worked with Fiona Wright for many years, we knew she was the missing piece of the puzzle. We approached her to join us, as her unique blend of experience and skills perfectly complemented our own. The three of us have never looked back. We officially launched in September 2024, and we’ve celebrated a terrific first year of trading, having had the privilege of working with over 40 different clients.”

How did your collective experiences from your previous careers shape the philosophy behind AhaMo?

Marko Ilincic: “Our collective time in global organisations taught us many powerful lessons, but three stand out as particularly foundational to our work today.

“First, everything begins and ends with people. Success, whether in a team or an entire business, depends on deeply understanding what people need, what motivates them, and how to build trust by consistently delivering on your promises.

“The second is the principle of customer centricity, which goes far beyond good service. Within retail and consumer brands, the most successful organisations are relentlessly focused

on the customer experience. They listen, adapt, and innovate constantly. That mindset is at the very heart of AhaMo. We aim to be customer-obsessed, designing every interaction and every programme around the specific needs and ambitions of the leaders and organisations we partner with.

“Finally, we learned the power of a strong, purpose-driven brand. Working with iconic brands like LEGO, Disney, and Hasbro showed us that great companies create products alongside meaningful experiences and emotional connections. That insight shaped our belief that leadership development should feel the same: authentic, engaging, and built around a clear sense of purpose and impact.”

What was the biggest assumption when you started, and how has it been challenged or validated? What’s the biggest lesson you’ll carry into year two?

Mike Hurst: “Our biggest assumption was that trust would be the absolute foundation of everything, and our first year has validated this beyond a doubt. We believed that genuine relationships are what matter most. Being there when clients need you, delivering what you promise, and never forgetting that your purpose is to serve their needs is critical. The rapid growth of our business and the high number of deeply engaged clients have confirmed that this people-first approach is what leaders are looking for.

“The biggest lesson we’ll carry into year two is that an exceptional customer experience forms a core business strategy. It drives loyalty, referrals, and sustainable growth. Our commitment moving forward is to continue living our client promises every single day, ensuring that every interaction is built on that foundation of trust and service.”

What has been your most surprising learning about what leaders need in this AI-driven business climate?

Fiona Wright: “What has surprised us most is that despite all the hype, excitement, and concern around AI, the greatest need leaders have is profoundly human rather than technical. Yes, they are curious about AI and want to leverage it for a competitive advantage, but what they crave is clarity and confidence in leading their people through constant uncertainty. They want to know how to keep their teams engaged, creative, and resilient in a world that feels increasingly unpredictable.

“This reinforces a powerful truth: AI amplifies the importance of interpersonal leadership rather than replacing it. Recent research on leadership confirms that skills like empathy, adaptability, emotional intelligence, and communication remain highly relevant; they are becoming the ultimate differentiators because they address what AI cannot: navigating social complexity, building trust, and leading with purpose through change. The leaders best positioned to drive innovation are those who skilfully combine these interpersonal skills with AI literacy.”

Why is learning from real-world leaders more critical than ever in the age of AI?

Mike Hurst: “AI is a brilliant tool for boosting efficiency and providing access to vast amounts of knowledge, but when it comes to the deep work of shifting mindsets and changing behaviours, nothing replaces personal interaction. Real transformation happens when people feel safe enough to explore new ideas, reflect on

their actions, and challenge themselves to grow. That requires authentic, face-to-face engagement.

“There are specific gaps that only humans can fill. An algorithm cannot replicate the emotional context of a difficult conversation, show genuine empathy, or make nuanced ethical judgments. More importantly, foundational elements like building trust and creating psychological safety, the very conditions required for teams to innovate and thrive, are born from person-to-person relationships. You cannot simulate the experience of inspiring a team with a shared purpose or unlocking creativity through collaborative energy. Ultimately, leadership development is an experiential process, not an automated one.”

Is there a risk that as companies invest in AI, they’ll deprioritise people-focused development? What role do interpersonal skills play in an automated world?

Fiona Wright: “Deprioritising people-focused development in favour of AI would be a serious strategic mistake. As automation handles more routine tasks, the true differentiator for any organisation will be its uniquely interpersonal capabilities: creativity, critical thinking, emotional intelligence, adaptability, and collaboration.

“Far from making these skills obsolete, AI amplifies their importance. The smartest leaders will seize this as an opportunity to invest more time in developing these interpersonal strengths in themselves and their teams. These are the capabilities that drive innovation, build resilience, and shape a strong organisational culture, the very qualities that enable a business to thrive in uncertainty.

“Research supports this emphatically. The World Economic Forum’s Future of Jobs Report 2025 predicts that skills like creative thinking, resilience, leadership, and social influence will be among the fastest growing in demand. In addition, a global study by Workday found that 83% of employees believe AI will make interpersonal skills more critical, and 76% crave more personal connection at work as AI adoption accelerates.”

For leaders feeling overwhelmed by the pace of change, what’s one practical, people-focused action they can take tomorrow?

Mike Hurst: “Embrace AI for efficiency, but double down on personal connection.

“Start tomorrow by asking yourself a simple, intentional question: “What impact do I want to have on my team today?” Then, check in with them: “Did I have the impact I intended? Was it the one you needed?” This simple act of setting an intention and seeking feedback builds trust, resilience, and performance, especially in fast-moving environments.

“When you’re leading through change, remember that you need not have all the answers. Your role is to ask the best questions, help your team find clarity, and support them as they navigate their days. And if you’re the one feeling overwhelmed, pause before you power through. Ask yourself what you need. Take a moment to reflect, reset, and refocus. Where can you make the most meaningful difference today, for your team and for yourself? Then, try to let go of the “stuff” that’s creating noise.

“Leading well starts with leading yourself, not ignoring yourself.”

AI Transforms Digital Currency Development

Artificial intelligence is transforming how cryptocurrencies are designed and deployed. Research led by a senior developer at Adobe Systems, in collaboration with Bangladesh’s leading universities, demonstrates that AI can autonomously create digital currencies, enforce advanced security protocols, and manage blockchain networks that promise faster development, enhanced security, and financial systems that adapt seamlessly to evolving markets and regulations

AAI-powered cryptocurrencies represent a shift in how financial technologies are developed, according to research published in the Global Disclosure of Economics and Business. These systems analyse vast datasets from multiple sources, define optimal frameworks, and ensure compliance with regulatory standards. The researchers from Adobe Systems, Pabna University of Science and Technology, Leading University, and Ahsanullah University of Science and Technology demonstrate that AI can create cryptocurrencies using the traditional human cryptocurrency development framework without human intervention, exploring data to build networks capable of secure, scalable, and legally compliant operations.

Deep learning networks manage complex tasks like encryption, transaction processing, and blockchain design. This allows AI systems to adjust automatically to market changes and regulatory requirements, creating a cryptocurrency development process that is both innovative and secure.

Autonomous Currency Architecture

Machine learning algorithms now determine the core architecture of digital currencies. They establish total supply limits, mining rules, transaction verification methods, and reward systems. The research team explains that the AI machine will set all the parameters and structure of the cryptocurrency. This will include

how data is added, removed, and verified on the stream.

Traditional development required manual configuration, however this is no longer necessary/ AI systems now assess market conditions, economic models, and user needs to make these decisions automatically. For example, Bitcoin was capped at 21 million coins, with roughly 18 million currently in circulation.

AI-driven systems can make similar architectural choices independently, using comprehensive data analysis. Bitcoin’s original design established a maximum supply of 21 million coins, with approximately 18 million currently in circulation. AI-driven systems can now make similar architectural decisions based on comprehensive analysis without human intervention.

Security is built into these systems from the outset. As the research notes, cryptography in cryptocurrency serves three main purposes: securing transactions, creating new blocks, and verifying asset transfers. AI uses public-key cryptography to perform these tasks efficiently while maintaining strong protections. The systems continuously monitor the network for anomalies, providing real-time threat detection and adaptive encryption management.

Blockchain Integration and Scalability

AI is transforming blockchain network design. Conventional proof-of-work systems rely on resource-intensive computations that systematically test every possible solution. The study notes that current hashing algorithms utilise a ‘brute force’ method

involving enumerating all possible options for the answer systematically, but AI-driven systems can handle the task more smartly and efficiently, streamlining processing and optimising resource use.

By generating multiple datasets within decentralised networks, AI enhances interconnectivity and enables more versatile blockchain architectures. The researchers explain that combining AI with blockchain creates a smarter decentralised blockchain network that will host numerous sets of data. The technology also supports the creation of application programming interfaces that increase interoperability across networks. This addresses long-standing scalability challenges, improving transaction speeds and network resilience whilst lowering computational costs.

The research indicates that integrating machine learning through artificial intelligence into cryptocurrency development systems can help enhance the framework of blockchain and increase scalability.

Enhanced Security and Market Stability

Cryptocurrency markets are highly volatile, creating ongoing challenges for financial institutions and investors. The research highlights that ‘the cryptocurrency market is majorly unstable and highly volatile, making traditional cryptocurrencies almost impossible to manage,’ leading to new approaches that improve market stability.

AI-driven systems introduce predictive analytics and automated responses that can adapt dynamically to market fluctuations, improving stability. Early examples include stablecoins like Tether (USDT) and Binance USD (BUSD), while AI enables more sophisticated currency designs tailored to specific market needs and demographics.

The technology also provides what researchers describe as a backed-up system for highly sensitive and valuable data, maintaining transparency while ensuring robust security. This approach addresses cryptocurrency’s core challenge: balancing decentralisation and openness with protection of critical financial information.

Automated development further accelerates prototyping, reduces time-to-market, and ensures new cryptocurrencies meet technical, regulatory, and commercial objectives. Features such as code generation, intelligent debugging, and optimised resource allocation improve efficiency across the entire development lifecycle.

Streamlined Development with AI

AI enhances every stage of cryptocurrency development, from planning and analysis to design, implementation, and testing. The research shows that artificial intelligence works alongside human developers to make the entire development process faster, more precise, and more reliable.

During analysis, machine learning algorithms process large datasets to define project requirements, assess risks, and recommend optimal architectures. This ensures new cryptocurrencies are built on strong, well-informed foundations that account for market demands and technical constraints.

During implementation, AI generates code for smart contracts, configures consensus mechanisms, and sets network parameters, while ensuring compliance with regulatory frameworks. The study notes that a programmed AI can effectively mimic the process of creating a cryptocurrency by gathering data from multiple sources and developing a functional framework.

The researchers also emphasise adherence to legal standards, noting that cryptocurrencies must meet regulatory requirements, which will soon be incorporated into international regulations.

Looking Ahead

The convergence of AI and cryptocurrency is paving the way for a new era in financial infrastructure. Systems can now adapt to market trends, user needs, and evolving regulations, enabling faster, more resilient, and responsive financial networks.

As machine learning algorithms continue to learn and evolve, AI-driven cryptocurrencies are set to become increasingly sophisticated, potentially unlocking capabilities that were once unimaginable. The study highlights the transformative potential of these technologies, signalling a future where digital currencies are smarter, more secure, and more adaptable than ever before.

Regulatory frameworks are evolving in step with these innovations, with policymakers creating standards to guide AI-driven cryptocurrency development. Early adoption of these best practices not only ensures compliance but also fosters trust, strengthens market confidence, and safeguards sensitive financial data, all while preserving the transparency and openness inherent to blockchain technology.

The End of Online Search as we Know it

The era of clicking through search results is ending. Artificial intelligence now delivers answers directly, fundamentally transforming how brands achieve digital visibility. Success no longer depends on attracting website visitors, but on establishing credibility with AI algorithms that determine which sources merit inclusion in their curated responses. Petra Smith, Managing Director at award-winning consultancy Squirrels&Bears, reveals how this shift demands a complete reassessment of digital strategy. From the decline of traditional SEO to the rise of AI-validated authority, this exclusive contribution for The Executive Magazine examines the strategic imperatives for organisations navigating search's new landscape

FFor decades, the rules of digital discovery were simple: you had a question, you typed it into a search box, and you got a list of links. Our job was to sift through that information to find an answer. That era is over. Today, we don’t search for information. We search for answers, and AI search engines deliver them directly, fundamentally changing how brands are found online. This shift is changing the routes of digital discovery and challenging the foundations of how brands are found online.

Traditional search engines are like a librarian who points you to a section of the library. You type in a query, and they provide a list of relevant books (websites) for you to read through yourself. AI search, on the other hand, is like asking the librarian a question and having them read all the relevant books for you, then returning with a single answer, complete with citations.

The goal is no longer clicks – it’s credibility. Because why click through to your blog post when the AI has already extracted the key takeaways? This means the primary goal is no longer just to be a destination but to be a trusted data source for the AI itself. Being featured as a source in an AI-generated summary is the new page-one ranking.

Brace yourself for a drop in organic traffic

With the widespread integration of AI-powered summaries, like Google’s AI Overviews, directly into search results, the familiar “blue links” are losing their prominence. These AI-driven features can cause a significant decrease in organic traffic, with some analysts predicting drops of anywhere from 20% to 60% in certain industries. This is because users are getting their questions answered directly on the search results page, reducing the need to click through to a website.

Content that was once a reliable traffic driver – listicles, howto guides, definitive explanations- is now prime material for AI summarisation, effectively cutting the publisher out of the loop. And success is no longer measured by who can attract the most visitors to their website, but by who can most effectively influence the AI’s answer. The new goal is to establish such credible authority in your niche that the AI views your data as a trusted source.

Users don’t type keywords, they ask questions

The very nature of how we interact with search is changing. Instead of typing in keywords, users are engaging in a sophisticated conversation with a knowledgeable assistant. Instead of a query like “best running shoes flat feet,” a user might now ask, “I have flat feet and I’m training for a 10k. What are the top three running shoes I should consider, and why?”

This is a complex prompt containing a medical condition, a personal goal, and a request for a comparative analysis. AI is equipped to understand this nuance. It will crawl the web, analyse trusted reviews, digest technical specifications, and present a direct and comprehensive answer, potentially negating any need for the user to click a single link.

AI won’t just take your word for it

AI’s primary objective is to provide the most accurate and

trustworthy answers. To do this, it cannot simply take your website’s ‘About Us’ page at face value. AI performs due diligence, seeking independent, external validation from a wide array of sources it deems credible. This is where the strategic value of public relations and earned media becomes increasingly important.

These AI-powered search engines are designed to understand user intent on a much deeper, more conversational level. They are not just matching text, instead they are comprehending context, nuance, and the underlying goal of a search query.

Forget backlinks

Another significant change is that AI searches are not solely reliant on backlinks – a contrast to traditional SEO. The new algorithms are sophisticated enough to understand context and authority without a hyperlink. An unlinked mention of your company’s name in an authoritative source is now recognised as a powerful signal of credibility. This means that the core objective of PR to generate positive, third-party storytelling in reputable media is no longer just a brand-building exercise but a direct route to digital discovery.

Even if a user doesn’t click through to your website, having your brand or content featured in an AI-generated summary builds recognition and trust. For businesses today, the goal is to be the definitive source of information and the name that consistently appears in the AI’s curated answers.

Inconsistent data makes you invisible

While positive validation builds trust, inconsistent data erodes it. This highlights the critical responsibility to control your digital narrative and ensure every mention aligns with the brand you aim to build.

AI pulls data from your Google Business Profile, your website, customer reviews, and other online directories. When it encounters misalignment, such as a different closing time across websites, an old address on a forgotten directory, a conflicting service description, it loses confidence in your data. Faced with uncertainty, the AI search engine is more likely to completely exclude your business from its answer than to risk providing incorrect information.

Put simply, an outdated or incorrect listing can make you functionally invisible – because your online listings are now dynamic data sources that directly feed the discovery engines. Ensuring your business is understood and trusted by AI requires a proactive approach to managing your entire digital footprint:

• First, conduct a thorough audit. Identify every platform where your business information exists, from major platforms like Google and Meta to industry-specific directories and data aggregators.

• Second, establish a single source of truth. Define the correct version of all your core business information: legal name, address, phone number, website, hours of operation, services offered, and company description.

• Finally, enforce consistency and build credibility. Systematically update every single one of your online listings to match your single source of truth.

Simultaneously, invest in a proactive communications strategy designed to generate the high-quality, third-party earned media coverage that AI interprets as a definitive signal of trust.

Making AI Work Without Losing Executive Control

In this exclusive contribution for The Executive Magazine, Kenny Alegbe, Founder of Brim AI, reveals why successful AI adoption has little to do with headlines and everything to do with three fundamental principles. Drawing from his work across the UK, Alegbe shows how pragmatic leaders are embedding AI to deliver measurable returns—from 30% increases in proposals to 6% cost reductions—whilst maintaining complete control over operations

NNot long ago, I had a late-night call with a CEO friend. His board had just demanded “the AI plan.” His team was buzzing with ideas. Vendors were pitching shiny tools. And he confessed:

“Kenny, I don’t even know where to start. I’m scared of doing nothing – but I’m equally scared of doing the wrong thing.”

That tension? It’s exactly where most British executives live right now.

AI is no longer optional. Investors expect answers. Competitors are making bold claims. Industry publications warn that companies without AI strategies will be left behind. But leaders don’t want experimental distractions or Silicon Valley hype. They want clarity, control, and confidence that decisions won’t become expensive mistakes.

The real question; how do you make AI work for your company without losing control on what actually matters?

The principles that matter

Working with leaders across the UK, I’ve seen that successful adoption has little to do with the latest ChatGPT headline. It comes down to three fundamentals:

Own your AI: You don’t need to build models or hire a research lab. But you do need to know what your AI is doing, what data it touches, and what IP you’re creating—or leaking. If you cannot explain your AI’s decisions to your board or regulators, you do not own the capability. You are effectively outsourcing a critical function without oversight.

Treat AI like infrastructure: AI must be treated as core business infrastructure, not an optional experiment. It’s as serious as payroll or compliance. Without audit trails, controls, and governance, you’re building capability on shaky ground.

Keep humans in the loop: Complete automation is a myth. Even the best tools need judgement for context, nuance, and accountability. Treat AI as a colleague who never sleeps—always available, working at your command, but needing guidance.

Where the value lives

Executives often ask: where does AI actually deliver? The answers are consistent across sectors:

Revenue growth and margins: AI helps teams focus on the work that drives revenue – more tenders, more sales meetings, more accounts, without extra headcount. One construction firm for example automated pre-tender research, enabling contract managers to submit 30% more proposals per quarter whilst improving win rates. This delivered a sustained uplift in revenue and gross margin, translating directly into higher EBITDA – a measurable improvement in enterprise value, achieved without additional headcount.

Cost reduction: AI eliminates repetitive, error-prone back-office tasks. An eCommerce firm reduced invoice reconciliation from 40+ hours monthly to under 5, virtually eliminating errors. The freed capacity was redeployed into supply chain optimisation, cutting procurement costs by 6% and improving working capital; delivering a direct uplift to EBITDA with measurable impact on shareholder returns.

Risk management: Here’s the reality. AI is already in your business. Staff are using it informally, sometimes without your knowledge, creating unseen risks around compliance, data security, and insurance obligations. The smarter path is to lean in and give your teams the right tools whilst maintaining control. Implemented correctly, AI reduces risk by standardising processes, ensuring compliance, and strengthening accountability. For regulated industries, this mitigates exposure to penalties and demonstrates to boards and regulators that directors are exercising proper governance.

How to begin

Forget grand “AI transformation” visions. The leaders who succeed take a pragmatic path as they:

Define outcomes, not ambitions: “Cut customer response times by 40% whilst keeping satisfaction above 90%” is a measurable outcome. “Be more efficient with AI” is not.

Meet AI where work already happens: Embed it into finance, sales, HR, and operations. Avoid relegating AI to isolated pilots disconnected from core business processes. You just won’t see the benefits if AI doesn’t help you where work happens.

Bring teams with you: The biggest barrier isn’t technical—it’s cultural. Staff fear being replaced. Show them AI as a teammate that amplifies their expertise, not one that undermines it. As soon as staff see how AI can help them, excitement builds and your teams are unlocked to enable AI the most.

Prove value before scaling: Start with one workflow, one important process, one measurable win. That credibility buys permission to expand across the organisation.

A story that grounds this

A mid-sized professional services firm was struggling with client

onboarding. Data lived across multiple systems, forcing teams into repetitive manual entry that often introduced errors. Onboarding new clients could take weeks, frustrating customers from day one.

We built an AI process that connected directly into their existing systems, pulled data automatically, standardised it into required formats, and flagged anomalies for human review. Instead of staff retyping and reconciling information, the AI handled the repetitive work in the background.

The result was a process that now takes days rather than weeks, with far fewer errors and a smoother client experience. More importantly, the team could focus on relationship management and advisory work instead of data wrangling.

That single win proved both the technology and the model for scaling AI across workflows. The internal conversation shifted from “should we use AI?” to “where else can AI agents take on repetitive work so our people focus on higher-value tasks?”

The British advantage

Unlike Silicon Valley, UK businesses don’t have unlimited venture capital or tolerance for high-risk experimentation. That constraint is actually a strength.

British pragmatism enforces discipline. Whilst others rush to “AI everything,” UK leaders can embed AI only where it creates durable competitive advantage. This measured approach delivers sustainable returns, aligning with the expectations of customers, investors, and regulators.

The challenge ahead

You don’t need to be an AI expert, but you must lead with clarity; own the AI you deploy, keep control of your data and IP, put humans at the centre of decisions, and focus relentlessly on business outcomes.

Pick one workflow that’s draining time, margin, or client trust. Map exactly how it works today. Ask where could AI shoulder the process whilst your people focus on the judgement? Then take the first concrete step.

That’s how AI becomes real. Not through abstract transformation programmes or glossy vendor presentations, but through targeted improvements that deliver measurable financial and operational impact.

Look back in a year, and it will be obvious; AI didn’t replace your people—it made them more effective. It didn’t take control away— it put you firmly in charge.

The time to start is now. Because if you don’t, your competitors will.

About the author: Kenny Alegbe is the founder of Brim, an AI company helping businesses deploy AI agents with control, compliance, and measurable ROI. He works with executives across the UK and Europe to translate AI hype into business outcomes.

Are You an AI Expert? The Honest Answer

As Chief Data & AI Officer at digital transformation consultancy Transform, Will Lowe operates at the epicentre of the artificial intelligence revolution. In this exclusive contribution for The Executive Magazine, Will shares his firsthand insights on navigating the unprecedented pace of change, the critical importance of a people-first approach, and the real-world applications of AI that are transforming both private and public sectors

A“Are you an AI expert?” My honest answer is, ‘I’m trying.’

Not long ago, a new letter appeared in my job title. I went from being a Chief Data & Analytics Officer to a Chief Data & AI Officer. It’s a subtle change on paper that signifies a seismic shift in my daily reality. In my role at a transformation consultancy, I have a dual mandate: steer our clients through the AI whirlwind and simultaneously re-equip our own organisation for this new era. It gives me a panoramic view of the excitement, the anxiety, and the sheer velocity of the AI revolution as it unfolds across the private and public sectors.

The unprecedented pace of change

To say the pace is relentless would be an understatement. We’re in a period of unprecedented acceleration. Hyperscalers are doubling their annual AI investments to over $300 billion USD, and major product releases are now dropped on a weekly basis, no longer waiting for grand annual conferences. We see reports of OpenAI adding a billion dollars in recurring revenue each month and tech titans offering nine-figure salaries to secure top talent.

This creates a pressure on business leaders everywhere. The expectation is that AI will deliver transformative efficiencies and unlock growth, and the board wants to see it yesterday. In this environment, the hardest, and most valuable, thing to do is to find time for reflection. You have to carve out space to separate the genuine breakthroughs from the breathless hype. Then, just as your healthy cynicism takes hold, you use a new tool and are floored by its capability, and the cycle of awe and analysis begins again.

People, policy, and technology

AI isn’t new to us at Transform, but this new era has forced us to formally agree on what sort of company we want to be in an AI-driven world. We’ve established our ambition: AI should amplify who we are, not take over. We’ve updated our AI Policy and started asking clients for theirs (it’s amazing how many don’t have one). We have experimented with, and are now investing in, different enterprise-level tools for different roles, from research to coding. We’ve also built our own agentic tools for our own use cases, focussed on improving our efficiency and effectiveness.

This has led to the creation of new roles. We now have our first Agent Managers, complete with new job descriptions and guardrails for their AI Agent reports. We are supporting our people through this transition, facing into the mix of excitement and discomfort that such change brings. In this respect, AI transformation is like previous transformations around data and digital. It’s 30% about technology and data, and 70% about people and culture.

This, at least, is helpfully familiar. Right now, the signs are that AI is going to augment, rather than replace people, which could disappoint a lot of CEOs, CFOs, and Government Departments.

The governance gap

Every month seems to bring new guidelines and policies from governments and authorities around the world. They share broad

guidance but often stop short of being specific or directive, trying to balance the need to protect citizens with the imperative for AI to drive economic growth and reduce public sector costs.

Meanwhile, development and adoption are accelerating at a staggering pace. At Google I/O in May, CEO Sundar Pichai shared that usage across Google’s services climbed from 9.7 trillion tokens in April 2024 to over 480 trillion tokens by April 2025 – an astonishing fifty-fold increase. The pace of AI adoption is far outstripping the checks and balances, increasing the risk of ethical and legal issues.

But it’s important to remember the benefits being delivered right now. I know several doctors whose extremely difficult work lives have been helped massively by the introduction of copilots. These tools take detailed clinical notes and provide patients with summaries, tasks they struggled to complete alongside their packed surgery timetables. It’s a perfect example of AI enabling valued workers by doing what it’s good at, while maintaining the critical human-in-the-loop, allowing doctors to focus on patient care.

From single tools to specialist AI teams

Despite the challenges, I remain an optimist, and that’s because I’ve seen what this technology can do when applied with purpose and creativity. Our most impressive breakthroughs have come from building multi-agent systems, essentially, creating a specialist team of AIs to tackle a complex problem. We have Moderator agents that push back on poorly formed questions, Orchestrator agents that break down tasks and manage workflow, and Consolidator agents that synthesise the outputs into a coherent whole.

We’ve used this approach to build AI Insight Analysts. Having started my own career in that field, I know the feeling of being buried under an avalanche of questions. Our AI analysts, however, can relentlessly crunch first-party data, enrich it with third-party market context, and keep digging until every possible answer has been surfaced.

This capability is a game-changer for our UK Government clients, who often manage vast libraries of complex, ever-changing documentation. We built a system for one department that can read, understand, and extract precise information from a body of text equivalent to the entire Lord of the Rings trilogy plus half of The Hobbit. For citizens and businesses trying to navigate tax codes, planning permissions, or licensing requirements, this power to get a clear answer instantly is transformative. It’s here you see the real promise: AI that not only cuts costs but genuinely improves public services.

Ultimately, my role feels less about having all the answers and more about asking the right questions. When someone asks if I’m an AI expert, I give them the honest answer: ‘I’m trying.’

About the Author: Will Lowe is Chief Data & AI Officer at Transform, a leading digital transformation consultancy. With extensive experience in data analytics and artificial intelligence, Will guides both clients and his own organisation through the complexities of AI adoption and implementation. He specialises in building multi-agent AI systems and has worked extensively with UK Government departments on AI-driven solutions for public services.

Executive Gift Guide 2025

This festive gift guide features iconic names such as Gucci, S.T. Dupont, Dior, Rimowa, and Loewe. From elegant briefcases and artisanal cigar cutters to scented candles and travel essentials, each gift embodies exceptional quality, masterful craftsmanship, and enduring elegance

Gucci Decorative Poker Set

A refined take on classic entertainment, this poker set showcases Gucci’s signature design elements alongside premium materials. The result is a sophisticated game set that elevates any gathering while serving as an elegant display piece.

RIMOWA Classic Aluminium Luggage

Crafted from anodised aluminium, RIMOWA’s iconic suitcases offer exceptional durability wrapped in sleek, minimalist design. The distinctive grooved surface and precision engineering make this an ideal choice for frequent travellers who value both style, durability and functionality.

S.T. Dupont Standing Cigar Cutter

Expertly crafted in metal and accented with lacquer and coated leather, the Monogram 1872 collection by S.T. Dupont showcases a range of cigar cutters designed for both style and functionality. This innovative cutter features a clever standing design, allowing for effortless use while exemplifying the brand’s signature elegance.

Sisley Advent Calendar Luke Edward Hall

Twenty-five days of luxury beauty discoveries await in this artistically designed Advent calendar. Created in collaboration with British artist Luke Edward Hall, each door reveals a vividly illustrated compartment, hiding some of Sisley’s most coveted skincare, makeup, fragrance, and haircare treasures.

Proudly presented with distinct design elements and precision-engineered features, this crafted pen transforms every signature into a moment of distinction.

Montblanc StarWalker Fountain Pen Thieves Collection Bourbon

This multi-award winning bourbon from Autralian distiller Thieves Collection is a must for any whisky lover. With it's rich caramel base and silky smooth finish, this limited edition will not be around for long. Do not miss out.

Dior Scented Candle Discovery Set

Explore Dior’s signature fragrances through this carefully curated collection. Each candle offers a different olfactory journey, perfect for creating sophisticated ambiance in any setting.

Fortnum & Mason Sovereign Hamper

One wicker (or three) to out-rule them all, The Sovereign Hamper is bursting with everything you need to throw the finest celebrations this festive season. You’ll find every biscuit, mince pie and savoury treat nestled in this aptly named wicker – ensuring you can hunker down in front of the fire and ignore those cold winter days outside.

Gucci GG Black Medium Briefcase

Crafted in supple GG Supreme canvas with tonal leather trim, this Gucci briefcase combines timeless elegance with modern functionality. A subtle archival Web stripe adds a signature pop of colour, completing the sophisticated design.

La Mer The Glow All Night Set

This comprehensive five-step skincare regime delivers red carpet-worthy radiance through La Mer’s most coveted formulations. The collection includes Treatment Lotion, The Moisturising Soft Cream, Eye Concentrate, The Renewal Oil, and The Lip Volumiser in Sheer Shine.

Truefitt & Hill Male Grooming Collection

Truefitt & Hill has served nine reigning monarchs from its prestigious St James’s Street location, attracting luminaries from Winston Churchill to Frank

The brand’s crown jewel is Highgrove Splash, a fragrance personally chosen by His Majesty King Charles III through The King’s Foundation collaboration. This sophisticated scent opens with vibrant citrus and cypress, develops through tranquil lavender and exotic copaiba balsam, then settles into grounding vetiver and uplifting cedarwood. The packaging features an original watercolour by the King.

The comprehensive grooming collection includes expertly crafted shaving creams and aftershave balms across multiple fragrance families. The 1805 range offers oceanic freshness with bergamot and mandarin, whilst the Ultimate Comfort line provides unscented formulations for sensitive skin, enriched with aloe vera and lavender essential oil.

Altesse Studio Hair & Body Brush Collection

A 150-year French legacy of handcraft brush making, each piece features individually shaped olive wood handles and precisely tensioned natural boar bristles. The collection offers Gentle Detangling Brushes, Repair & Shine models for enhanced luminosity, and the Vitalis Body Brush for wellness routines.

Focal Diva Mezza Utopia

Hand-crafted in France and equipped with cutting-edge wireless technology, this allin-one loudspeaker delivers 500 watts of precision power, immersive high-resolution audio, and bass you can feel.

With its floating side panels, refined ivory finish, and signature Focal detailing, it’s as visually striking as it is sonically breathtaking. Whether streaming curated playlists, indulging in a cinematic soundtrack, or revisiting cherished vinyl, it’s the ultimate statement piece for an extraordinary listening experience.

Silhouette Atelier Next

Handcrafted in Austria and limited to just 250 pieces, the Splendeur Exclusive Solaire offers a singular travel essential: sunglasses as art. Its 3D-printed titanium frame, plated in 23-karat gold, delivers remarkable strength and featherlight comfort, while bold, boxy side profiles provide both sun protection and striking allure.

Each pair is made to order, with every detail from lens shape to temple colour, being fully customisable, creating a truly bespoke eyewear experience.

Loewe Aure.Pure

The Loewe Aura.Pure transforms any kitchen into a barista’s haven. Fusing precision German engineering with timeless design, this professional-grade espresso machine delivers effortless bean-to-cup perfection. An integrated conical burr grinder with 66 settings offers total control, while a triple thermoblock system ensures each shot is brewed at the ideal temperature for maximum flavour.

Cornilleau Play-Style Origin Pool Table

For the person who seems to have it all, this convertible pool table delivers a premium playing experience without compromising on style or space. Crafted to double as a sleek dining table, it integrates seamlessly into contemporary interiors while offering smooth, professionalgrade play. A sophisticated centrepiece for elevated game nights and effortless entertaining, it’s a statement investment designed to be enjoyed for years

The Executive Autumn Style Guide

Autumn presents the perfect opportunity to embrace sophisticated layering. Richard Anderson, the distinguished Savile Row tailor, offers autumn essentials that effortlessly bridge boardroom and countryside—from Harris tweed overcoats woven by Holland & Sherry to bespoke accessories crafted by Somerset artisans. Each piece demonstrates how British heritage techniques create a wardrobe that is both timelessly elegant and entirely modern.

Field Jacket Versatility

Ready-to-wear priced at: £975

Military-inspired silhouette with relaxed structure accommodates layering over knitwear or tailored shirts. Available in both readyto-wear and made-to-measure formats. Clients may select from house tweeds or Irish linens, creating personalised interpretations that reflect individual taste rather than prescribed formulas.

Check Tweed Sports Coat

Priced at: £1,525

Medium-weight 12-13oz tweed offers perfect autumn balance between warmth and structure. The sophisticated check pattern combines navy with orange and forest green accents, reflecting seasonal colours whilst maintaining professional versatility. Works equally well with grey flannel trousers or darker denim for varied occasions.

Luxury Luggage Solutions

Prices start from: £715

Handcrafted holdall collection features four exclusive cloth options including Prince of Wales tweed and herringbone patterns. Leather top handles, removable canvas shoulder strap, and heavy-duty zipping ensure durability. Dimensions accommodate weekend requirements whilst meeting airline carry-on specifications for modern executives.

Harris Tweed Overcoat

Priced at: TBC

Holland & Sherry woven Harris tweed features softer handle whilst retaining Highland durability. Available in bespoke and made-to-measure configurations. Natural weight provides appropriate insulation without excessive bulk, making it suitable for urban environments. Refined cut ensures compatibility with business suiting.

Handcrafted Leather Goods

Priced at: £150

Bespoke Tie Services

Starting at: £198

Savile Row's first bespoke tie service allows complete personalisation from silk selection to blade width. Each three-fold tie receives handfinishing in England with handwritten label bearing client's name and creation date. The houndstooth wool tie offers immediate availability in sophisticated autumn tones.

Brown deerskin gloves with taupe cashmere lining combine heritage Somerset craftsmanship dating from 1847. Deerskin provides natural durability developing character through use. Cashmere lining offers warmth without bulk. Neutral colours work across various autumn wardrobes from formal overcoats to casual jackets.

The Executive Magazine Watch Guide

2025/6

Foreword

Laurence Brannigan

Co-Founder & Director of Jacob & Co. UK

In the world of luxury, few objects command the same reverence as a finely crafted timepiece. A watch represents far more than functionality; it embodies artisanal mastery, personal achievement, and the pursuit of mechanical perfection. Each tick represents centuries of horological evolution, where master craftsmen have dedicated their lives to achieving the impossible within miniaturised engineering.

This special section celebrates the timepieces that defined 2025 and looks ahead to the trends shaping 2026. Our comprehensive guide features everything from Jacob & Co.'s revolutionary multi-axis complications to the miniature series from Audemars Piguet, while our trends section explores what collectors can expect in 2026, from bold colours and skeletal dials to heritage revivals and innovative jumping-hour complications.

The luxury watch industry stands at a fascinating crossroads. While Swiss heritage brands like Patek Philippe, Cartier, Jaeger-LeCoultre, Zenith, Tudor, and Hublot maintain centuries-old traditions, innovators like Jacob & Co. challenge conventions with bold engineering. Meanwhile, established names like Rolex, TAG Heuer, Omega, Breitling, A. Lange & Söhne, Piaget, Bulgari, Chopard, Gerald Charles, and Richard Mille continue pushing boundaries with ceramic constructions, ocean-inspired designs, and sophisticated chronograph mechanisms.

The standout pieces of 2025 reveal how deeply personal luxury watchmaking has become. The skeletonised creations from Zenith tell a different story than the turquoise-dialled sports watches from Rolex or the diamond-adorned timepieces from Tudor. Each represents a distinct philosophy, whether it's Hublot's understated titanium elegance, Cartier's enduring feminine sophistication, or TAG Heuer's revival of classic panda aesthetics.

At Jacob & Co. UK, we've learned that clients don't simply purchase timepieces; they invest in relationships and symbols of their personal journeys. When 40% return for additional pieces, it reflects the emotional connection formed between exceptional craftsmanship and exceptional service. In my exclusive interview within these pages, I share how this philosophy transformed our start-up operation into one of Jacob Arabo's most successful global partnerships in just three years.

The trends emerging for 2026 reveal an industry embracing both boldness and refinement. The return of integrated bracelets signals holistic design thinking, while the renaissance of skeletal dials reflects collectors' growing appreciation for mechanical transparency. Heritage revivals demonstrate how master brands mine their archives for timeless design principles enhanced by modern materials. The exploration of vibrant dial colours shows manufacturers treating colour as central to a watch's identity rather than mere decoration.

Behind every jumping hour complication, every skeletonised movement, and every vibrant lacquered dial lies a craftsman who has dedicated their life to perfecting their art. The future of luxury watchmaking belongs to those who understand that true innovation honours the past while embracing tomorrow's possibilities.

In these pages, you'll discover not just the technical specifications of exceptional timepieces, but the stories, passion, and vision that bring them to life. Each watch represents a choice about how we value craftsmanship, how we express success, and how we choose to mark the precious moments of our lives.

Timepieces That Defined 2025

Jacob & Co.’s four-axis tourbillon redefines what’s possible in watchmaking, while Audemars Piguet’s mini Royal Oak proves that icons never go out of style. Richard Mille pushes the limits of ultra-thin engineering, and Cartier’s Panthère remains the pinnacle of feminine luxury. Together, these four watches capture 2025’s spirit of innovation and timeless design

Audemars Piguet Royal Oak Mini

This year the legendary Royal Oak collection ventured into new territory with its Mini variant. This piece captured the hearts of many who appreciate the iconic aesthetic in more delicate proportions. This 23mm timepiece maintained all the architectural elements that made the original a design icon since 1972.

The stainless steel case retains Gerald Genta’s revolutionary eight-sided bezel with exposed screws, whilst the “Grande Tapisserie” dial pattern remains faithfully reproduced at a miniature scale. The integrated bracelet flows seamlessly from case to clasp, demonstrating the same attention to finishing that defines larger Royal Oak models. Despite its compact dimensions, the Mini houses a precise quartz movement and available in various dial colours and materials, including precious metal variants.

Cartier Panthère de Cartier

Cartier’s Panthère de Cartier continues its reign as one of the most recognisable luxury watches for women, with this year’s iterations proving the design’s enduring relevance. Created in the 1980s, the collection has evolved into a true style icon for women who command attention through understated elegance rather than overt display.

The medium model measures 29mm x 37mm with a 7mm thickness, housing a reliable quartz movement within its yellow gold case. The silvered dial provides perfect contrast to the warm gold tones, whilst blued-steel sword-shaped hands add a classic touch that speaks to Cartier’s rich heritage. The integrated bracelet construction creates a seamless flow from case to clasp, demonstrating the expertise that has defined the French house for generations. Water resistance to 30 metres ensures practicality for daily wear, whilst the crown’s blue sapphire cabochon provides the signature Cartier detail that elevates the piece.

Zenith Defy Skyline Skeleton White Surfer Ceramic

Completing the acclaimed Surfer Trilogy with Time+Tide, Zenith presents its most visually striking ocean-inspired timepiece. The 41mm white ceramic case combines lightweight construction with exceptional scratch resistance, whilst the skeletonised dial features a vertical gradient transitioning from darker to light blue, evoking descent from ocean depths to surface luminosity.

Rolex Osmograph Daytona

This Oyster Perpetual Cosmograph Daytona pairs 18 ct yellow gold with a striking turquoise blue and black dial, complemented by a black Cerachrom bezel featuring a tachymetric scale. Its Oysterflex bracelet, developed and patented by Rolex, combines two flexible metal blades with high-performance elastomer, ensuring both resilience and comfort. True to Rolex tradition, the 18 ct gold is cast in-house using only the purest metals, guaranteeing durability, lustre, and a flawless finish.

TAG Heuer Carrera Chronograph

The Carrera Chronograph returns in a striking 39mm design, reviving the coveted “Panda” aesthetic of the Heuer 7753 SN with contemporary flair. Its sunburst silver dial is punctuated by two blue-black subdials, ensuring sharp contrast and legibility, enhanced by the domed sapphire crystal and bezel-less case that honour Jack Heuer’s pursuit of clarity on the wrist. The redesigned steel bracelet, featuring seven rows of polished rice-grain links and makes it’s first debut on a 39mm Carrera with a crystal case.

Tudor Royal

Sporty yet refined, the TUDOR Royal has long been a cornerstone of the brand’s collection, defined by its integrated bracelet, signature notched bezel, and automatic movement. Now, the line embraces a striking new 28mm model with a vivid blue dial set against a diamond-adorned bezel and indices. Available in both stainless steel and steel-and-gold.

Hublot Classic Fusion

Hublot’s Classic Fusion Essential Taupe marks Volume IV of the brand’s monochrome series. Available in 42 mm and 45 mm, it pairs a sunray taupe dial with polished and satin-finished titanium cases and matching rubber-and-fabric straps. Powered by a self-winding movement with 48 hours of reserve, it combines understated elegance with Hublot’s technical precision. Taupe gives the watch a quiet yet undeniable presence, continuing the brand’s tradition of limited, highly collectible Essential editions.

Jaeger-LeCoultre Reverso Tribute Monoface Small Seconds

Jaeger-LeCoultre reimagined its iconic Reverso Tribute Monoface Small Seconds with a Milanese link bracelet woven from 16 metres of 18k pink gold thread. Originating in 13th-century Milan chainmail, this technique demands uninterrupted weaving and hand-soldering of each precisely stamped link, creating a fluid “pezza” structure.

The 45.6 × 27.4 mm reversible case houses the hand-wound Calibre 822, delivering a 42-hour reserve beneath a goldengrained dial with polished indexes. Modified lugs ensure seamless integration between case and bracelet, while a sliding clasp and three-bar water resistance add practical refinement. Nine decades on, the Reverso continues to evolve without losing its Art Deco soul.

Laurence Brannigan Exclusive Interview

BBuilding a luxury brand from scratch in an industry dominated by centuriesold Swiss institutions requires more than ambition - it demands strategic vision, relentless dedication, and an understanding of what truly drives high-net-worth consumers. In an exclusive interview with The Executive Magazine, Laurence Brannigan, CoFounder and Director of Jacob & Co. UK, demonstrates precisely these qualities as he recounts his remarkable journey from watch industry veteran to luxury brand architect.

Over the past three years, Brannigan has transformed Jacob & Co. UK from a brand new operation into what founder Jacob Arabo himself describes as one of the company’s most exciting global partnerships. Through a unique hybrid model combining distribution and bespoke client services, he has successfully positioned the luxury watchmaker as a formidable competitor to established marques. His approach - treating clients as personal friends rather than customers, spending 70% of his time travelling internationally for direct engagement, and creating strategic partnerships from Manchester City Football Club to GlobeAir - has redefined what luxury brand building looks like in the modern era. With operations spanning from the UK to Australia and a client retention rate that sees 40% purchasing multiple timepieces, Brannigan’s vision offers valuable insights for any leader seeking to build premium brands in competitive markets.

You co-founded Jacob & Co UK alongside three business partners, transforming it into what Jacob Arabo himself describes as one of the company’s most exciting global partnerships. What strategic approach enabled you to establish such a strong presence in a market dominated by established Swiss brands?

“High-value networking, putting on events and collaborating with other recognised luxury brands in sectors such as performance vehicles, premium spirits, and hospitality experiences. We made an early decision to act as both distributor supplying the authorised retailers across the UK as well as to offer an elevated lifestyle customer-centric service serving private clients.

“We also became the official local partner of Manchester City in the luxury watch segment which enhanced our marketing to a new audience and generated sales of both the limited edition Manchester City collection timepieces and interest in our core collections. We put the client at the heart of everything we do and believe we are unrivalled in terms of customer care. In fact, I would argue that all of our clients are now personal friends of our team. It takes up an incredible amount of time meaning we are away from our homes and families 70% of the year, but that dedication has generated customer loyalty and friendship which will continue to be the driving force of the business.”

Your business model spans both the UK and Australia— territories separated by 10,000 miles yet united by what you identified as crucial market synergies. How did you recognise these opportunities and execute your expansion strategy?

“Once we had the blueprint of our go-to-market strategy and partnership relations locked down within two years, we wanted to open a further market outside the UK. Australia shares synergies

such as language and passion for luxury brands. We established that all the main brands you would expect to see were already well established amongst retailers, but we knew that with our lifestyle offering and bringing a lot of fun into the mix, we could launch Jacob & Co into this market and follow a similar path as we did here in the UK.

“After a one-week market visit to five cities meeting all the partners we needed to kick-start the business over breakfast, lunch and dinner each day, we were ready to push forward. It has now been over two years established there and we have a base in Sydney. Retailers launched in Sydney, Perth, Melbourne and Gold Coast.”

You’ve described your operation as functioning both as a business and as a lifestyle concierge service. How do you maintain such personalised client relationships whilst building a scalable business model?

“We dedicate our time to our valued clients and friends of the brand. We communicate naturally from the heart – no fixed emails or messages from a CRM system. It is our team and we communicate directly, honestly and with excellence in execution. We aim to provide the most luxurious emotions and experiences as well as a spectacular timepiece. Our friends of the brand have our personal numbers and contact us around the clock.”

You’ve mentioned that clients often recommend Jacob & Co to others within your network. How does this word-of-mouth approach drive growth for the business?

“Our friends of the brand wear our timepieces; they do not lock them away in a vault somewhere. They enjoy them. The timepiece is a symbol of their successes in life and as such they love to come to our events and tell newcomers how amazing both the product and the lifestyle service is and the feeling they have being a friend of the brand.”

The Manchester City partnership represents a sophisticated understanding of how to align a luxury brand with British football culture. What strategic considerations guided your approach to this collaboration, and how do you measure success in partnerships that extend beyond traditional retail metrics?

“Partnerships are about people beyond brand names. The people that we met in the initial period way before we became an official local partner at the club were awesome. They listened, they worked with us to build a bespoke package of how to amplify our brand name into football culture as well as amongst their fanbase.

“The success is of course measured in the ROI of the sales versus cost of goods and marketing investment, but we also see that our brand has had an increase in demand domestically and in other countries thanks to the scale of the club’s reach. Fan or not, it is likely that if you follow football news you have seen Manchester City x Jacob & Co. The biggest success is the relationships we have built with club stakeholders and its fanbase. We have countless friends of the brand and personal friends thanks to this epic collaboration.”

Your commitment to spending 70% of your time travelling internationally demonstrates remarkable dedication to direct client engagement. How has this hands-on approach to market development enabled you to build stronger relationships and identify opportunities that might be missed through traditional remote management?

“You can only build meaningful and genuine relationships by being present. Our clients value and respect this. Most of them are entrepreneurs who have built companies and sold companies; they understand time is precious. We give them our time and they give us wisdom, valuable connections and loyal friendships.”

You’ve identified that 40% of your clients purchase multiple timepieces. How do you manage these long-term client relationships to encourage repeat business?

“No CRM system can track these metrics because our product and lifestyle is totally unique and ever-changing. We know our clients on a personal level; they are not a number in a system. We do this intentionally and it sets us apart.”

The luxury watch industry faces significant consolidation, with fewer brands capturing larger market shares. How has your positioning of Jacob & Co as an American brand enabled you to capitalise on these market dynamics?

“The brand will continue to be ‘inspired by the impossible’, launching world firsts in the watchmaking world year after year. I am sure something special will be brewing for the 40th anniversary next year. Our opportunity is to continue to work with selective authorised retailers that share our vision for customer service and satisfaction. We will continue to offer our lifestyle alongside our exclusive timepieces.

“The exclusivity remains as our production is ultra-premium and un-rushed. The brand is privately owned, not on any stock exchange and therefore organically operates to meet the demands of its global consumers.”

Your background spans roles from Goldsmiths department management to international distribution across Asia, Africa, and Europe with Movado Group. How did these diverse experiences shape your understanding of luxury consumer psychology, and what lessons proved most valuable when establishing Jacob & Co UK?

“I have been very blessed over the last twenty-two years of my career. Goldsmiths taught me how to operate with multiple brands on offer and how to profile a client’s needs instinctively. Movado Group was amazing for me because I was able to run and grow brands from the ground up. I travelled around forty countries and you can take a pinch of all the good you see and then utilise it for Jacob & Co to grow and to be a best-in-class luxury brand experience.

“I understood early on that luxury is about being personal, feeling valued; the client is part of an exclusive and elite club now that they have your product on their wrist. All of my career experiences along with my business partners have allowed us to shape the best-inclass consumer experience that we offer.”

Watch Trends for 2026

Looking ahead to 2026, luxury watches are embracing bold experimentation and refined heritage. From statement bracelets and vibrant dials to revived icons and playful complications, Rolex, Bulgari, Patek Philippe, Jacob & Co., Richard Mille, Chopard, Gerald Charles, Omega, Breitling, and MB&F are leading the way. Collectors can expect timepieces that are expressive, technically daring, and defining the future of horology

The Bracelet

One of the most noticeable changes in contemporary watchmaking is the way the bracelet has moved from supporting role to centre stage. Once considered little more than a practical necessity, it is now treated as an integral part of the design language, often accounting for more of the watch’s presence than the case itself.

Rolex underlined this shift with the 2025 Land-Dweller. Its integrated flat Jubilee bracelet flows seamlessly from the case, removing traditional lugs and creating a clean, continuous line. Inside, the calibre 7135, with its Dynapulse silicon escapement and ceramic balance pivot, delivers precision to match the innovation of the exterior.

Bulgari continues to show how a bracelet can define a watch’s character. The Serpenti articulated bracelet wraps around the wrist like the mythical serpent, with the watch head serving almost as a jewellery accent. The bracelet’s fluid movement and luxurious weight create an entirely different wearing experience that elevates the timepiece to pure adornment.

Heritage Revivals

Luxury watchmaking continues to draw strength from its own archives, with brands reinterpreting iconic, heritage designs for today’s market. It’s a strategy that delivers both authenticity and continuity, while allowing modern materials and techniques to elevate classic forms.

A. Lange & Söhne’s 1815 collection embodies this approach. Named for Ferdinand Adolph Lange’s birth year, it reflects the founder’s pursuit of precision and understated elegance. The 2025 additions in 34mm capture the proportions of historic pocket watches, enriched with contemporary movement finishing that showcases the brand’s artisanal craft. The result is quietly graceful but unmistakably current.

Piaget’s Polo 79 demonstrates how sportsinspired design can be refined without losing character. The cushion-shaped case and integrated bracelet remain faithful to the original, while updated materials and finishing bring it firmly into the present. Smaller versions feature Mother-of-Pearl dials and subtle diamond detailing, balancing athletic DNA with quiet sophistication.

Breitling’s Superocean Heritage draws from the company’s 1957 diving watches, when ocean exploration drove demand for robust timepieces. The modern interpretation combines vintage elegance with contemporary craftsmanship, creating pieces refined enough for elegant seaside occasions whilst maintaining serious water resistance capabilities.

Bold Colours

Luxury watchmakers are embracing vibrant and unexpected colours on the dial, treating them as central to a watch’s identity. Emerald greens offer a jewel-like presence, smoky gradients provide subtle depth, and shades like turquoise and cobalt blue make a clear, confident statement.

Omega’s Turquoise Seamaster Aqua Terra unveiled two fresh interpretations of its Seamaster Aqua Terra line, introducing turquoise dials that capture the essence of tropical waters. Available in both 38mm and 41mm configurations. The turquoise varnish dial, accentuated by a black gradient that evokes sunlight filtering through ocean depths.

A symbol of modern femininity, the Bulgari Lvcea Pink Mother-of-Pearl combines elegance with everyday wearability. The polished and satin-brushed stainless steel case frames a pink mother-of-pearl marquetry dial, set with 12 diamond indexes.

Patek Philippe explores colour in its small-sized Ladies’ Nautilus, featuring an azure blue lacquered dial. The hue is carried through the ultra-sturdy composite strap with a fabric pattern, secured by a white-gold Nautilus foldover clasp. The octagonal bezel is set with 46 brilliant-cut diamonds, while the lacquered “wave” pattern, white-gold applied numerals and hour markers with luminescent coating, and white-gold alpha-style hands complete a design that is both refined and expressive.

Skeletal Dials

Skeletal watches are expected to continue to capture attention in 2026, offering a window into the mechanics that make each timepiece tick. By stripping away the dial, these designs highlight the artistry of movement, allowing the wearer to appreciate the interplay of gears, bridges, and escapements in real time.

Jacob & Co.’s Astronomia Four-Axis Tourbillon stands as a testament to mechanical artistry. The watch features a quadruple-axis tourbillon, with each axis rotating at distinct intervals, showcasing a dynamic interplay of motion. Housed in a 47mm rose gold case, the skeletonized movement is visible through sapphire windows, allowing light to dance across the intricately finished components. This timepiece not only tells time but performs as a kinetic sculpture on the wrist.

Richard Mille’s RM 16-02 Automatic Extra Flat features an open-worked dial, revealing the CRMA9 calibre, blending technical precision with visual impact. Crafted in Grade 5 titanium or Terracotta Quartz TPT, the watch combines avant-garde materials with traditional skeleton techniques for a striking, sophisticated result.

Jumping Hours

Jumping-hour complications are making a quiet comeback, offering a different way to tell the time. Instead of relying solely on traditional hands, the hour appears through a small aperture, while the minute hand continues its sweep — a clever twist that adds interest without feeling gimmicky.

Chopard Manufacture presents the L.U.C Quattro Spirit 25, a 40mm jumpinghour watch in ethically sourced 18-carat rose gold. Its L.U.C 98.06-L movement, featuring four barrels with Quattro technology, delivers an eight-day power reserve. The straw-marquetry gold dial, with the aperture at 6 o’clock, showcases in-house craftsmanship and finishing certified by the Geneva Seal.

Gerald Charles marked its 25th anniversary with the Maestro GC39, a jumping-hour piece that combines celebration with refined engineering. The aperture makes the hour instantly legible, while the movement’s jumping-hour disc, 25 times heavier than a conventional hand, advances with a force 70,000 times greater than a standard three-hand mechanism, showcasing remarkable technical precision.

Ferrari has unveiled its most formidable road-car to date. With a combined output of 1,050 cv and a name steeped in seven decades of motorsport prestige, the 849 Testarossa positions Maranello at the vanguard of hybrid supercar innovation. Evolving the SF90 Stradale platform with advanced technologies and raceproven expertise, it redefines the possibilities of the mid-engined berlinetta

FFerrari’s new 849 Testarossa arrives as a masterclass in engineering confidence, presented to the world’s press in Milan this month. Far from merely succeeding the SF90 Stradale, this plug-in hybrid berlinetta sets a new benchmark for the marque, and for the industry.

Reviving the storied Testarossa name carries deliberate weight. First applied to the 500 TR in 1956 to highlight the striking red cam covers of Ferrari’s most advanced racing engines, it later crowned one of the company’s most celebrated road cars in 1984. Four decades on, it now returns to grace what Ferrari calls its most accomplished production car yet.

Sculpted for Speed

At its core lies a thoroughly re-engineered twin-turbo V8, the F154FC, delivering 830 cv, 50 cv more than its predecessor, with an extraordinary output of 208 cv per litre. Three electric motors contribute an additional 220 cv, bringing total system output to a remarkable 1,050 cv.

The combustion engine benefits from a host of refinements:

F80-derived turbochargers with low-friction bearings, optimised compressor wheels and turbines, and a revised intercooler for superior thermal efficiency. Calibration updates all but eliminate turbo lag while sharpening throttle response.

Extensive use of titanium fasteners and lightened camshafts achieves notable weight reduction, yielding a 10 percent improvement in power-to-weight ratio compared with the SF90 Stradale. An Inconel exhaust manifold with larger-diameter ducts enhances both performance and the unmistakable Ferrari soundtrack.

Aerodynamic Finesse

The 849 Testarossa produces 415 kg of downforce at 250 km/h, 25 kg more than the SF90 Stradale, while increasing cooling efficiency by 15 percent. Sculpted flanks channel 30 percent more air to the intercoolers, and a front underfloor with cascading vortex generators boosts downforce by 20 percent.

At the rear, a twin-tail design inspired by the legendary 512 S guides high-energy airflow over muscular haunches, contributing 10 percent of rear downforce. The active rear spoiler, evolved from the SF90 and 296 GTB, shifts between Low Drag and High

Downforce modes in under a second, adding up to 100 kg of extra grip at speed.

Ferrari’s new Integrated Vehicle Estimator (FIVE) introduces a digital twin that continuously models the car’s behaviour in real time. This allows the ABS Evo system to fine-tune braking slip targets across all drive modes, enabling later and more precise braking under varied conditions. The revised suspension geometry and new tyre specifications deliver a three-percent increase in lateral performance, while a 35 percent reduction in road-spring weight and a 10 percent decrease in roll gradient sharpen handling and stability.

Intelligent Integration

Advanced driver-assistance features including Adaptive Cruise Control with Stop & Go, Automatic Emergency Braking with Cyclist Detection, and Blind-Spot Detection are seamlessly integrated and configurable via the instrument cluster.

Inside, the cabin pairs motorsport-inspired ergonomics with a quietly luxurious aesthetic. A floating upper dashboard with C-shaped aluminium-framed vents and a redesigned central tunnel maximise ergonomics, while the steering wheel blends digital interfaces with signature mechanical controls, including the iconic Engine Start button.

The Assetto Fiorano specification offers an additional 30 kg weight reduction through extensive use of carbon fibre and titanium components. Lightweight tubular seats save 18 kg compared to standard units, while 20-inch carbon fibre wheels reduce unsprung mass for improved acceleration and braking response. Aerodynamic modifications include larger front flicks and additional vortex generators, while twin wings replace the standard twin tails, tripling vertical downforce without significantly penalising drag.

Performance figures confirm the car’s prowess: 0–100 km/h in under 2.3 seconds, 0–200 km/h in just 6.35 seconds, and a top speed beyond 330 km/h. A Fiorano lap time of 1 minute 17.5 seconds places it among the fastest production Ferraris ever built.

Ferrari includes a comprehensive seven-year maintenance programme, ensuring peak performance and peace of mind with factory-certified servicing and original components.

Eccentrica

The Italian Supercar Renaissance V12

Eccentrica’s V12 “Green Dragon” reimagines the iconic Lamborghini Diablo with 550 horsepower, advanced suspension, and bespoke craftsmanship with only nineteen to ever exist. Founder Emanuel Colombini blends 1990s supercar drama with contemporary engineering, delivering a naturally aspirated V12 that’s faster, sharper, and entirely custom. It’s a rare fusion of heritage and modern hypercar performance built for today’s roads

TThe first American-spec Eccentrica V12, nicknamed Green Dragon, made its debut at The Quail last August and instantly drew a crowd. Finished in striking Verde Chartreuse with crisp white wheels and subtle carbon-fibre accents, it’s the U.S. showcase of Emanuel Colombini’s bold idea: reengineering the Lamborghini Diablo into a modern driver’s car. Only nineteen will be built worldwide, each a 550-horsepower tribute to the naturally aspirated V12 and to an era when Italian supercars were as unruly as they were beautiful.

From Childhood Obsession to Brand

Colombini grew up in San Marino surrounded by construction businesses, not race teams, but the Diablo captured his imagination early. Years later, that childhood fixation evolved into Eccentrica, the first restomod brand dedicated solely to naturally aspirated V12 Lamborghinis. His aim is straightforward yet ambitious: create “550-horsepower go-karts” that combine the drama of the original Diablo with the polish and usability of a contemporary hypercar.

Unlike many resto-mod projects, Eccentrica isn’t about nostalgia for its own sake. Colombini insists the cars must feel alive on a winding road, not just glitter under a show-stand spotlight. Each build begins with a carefully sourced first-series Diablo— chosen for its purity of design—and then undergoes a complete mechanical and aesthetic re-engineering.

Classic Shape, Modern Engineering

The early-90s Diablo was thrilling but hardly refined. Eccentrica starts with that raw canvas and rebuilds it from the ground up. The 5.7-litre V12 gains new camshafts, electronic throttle bodies and a lighter flywheel, raising output to 550 horsepower and smoothing delivery. More important than the headline figure is how it arrives: power builds progressively, giving the car stronger acceleration of 0–100 km/h in 3.8 seconds, down from 4.1 without the abrupt surge of the factory original.

Braking and handling receive equal attention. Brembo supplies 380 mm front and 345 mm rear discs, a major upgrade over the stock 330/284 setup and more than capable of hauling the car down from its estimated 335 km/h top speed. Suspension is handled by TracTive’s adaptive damping with three modes plus

a lift function for speed bumps. Carbonfibre reinforcement and composite panels improve rigidity and balance, while new power-assisted steering finally makes tight manoeuvres manageable without muting feedback.

Inside, the Diablo’s 1990s drama remains but gains welcome refinements. A slimmer centre tunnel, electronic handbrake and refreshed instruments free up space and sharpen ergonomics. Discreet tech touches include steering-wheel-mounted indicators and an LED rev counter, so the driver’s line of sight stays clean. A bespoke Marantz audio system, an industry first in a supercar, is tuned for the cabin’s acoustics, while a redesigned slot-style air-distribution system finally delivers even climate control. Materials mix rich leather with Alcantara, finished to a standard that rivals today’s top luxury marques.

Built to Order

Every Eccentrica is made to an owner’s exact specifications. Clients can select from 29 core colours across Heritage, Sport and Eccentrica palettes or commission a fully bespoke match. The process starts in Milan’s design district with a consultation alongside Colombini and the BorromeodeSilva studio. From there, the journey moves to Podium Advanced Technologies in Valle d’Aosta, where customers witness the transformation firsthand. Final test drives through San Marino’s winding hills often with Colombini in the passenger seat, turn the transaction into a personal celebration of the car’s character.

Top speed rises to roughly 335 km/h, and the power-to-weight ratio improves from 3.30 to 2.91 kg per horsepower. Braking from 100 km/h takes just 34 metres, down from 40. Lateral grip climbs to about 1.2 g, thanks to Pirelli P Zero Trofeo R tyres wrapped around custom 19-inch forged wheels. These are hypercar-level figures, but they serve a broader purpose: to make the Diablo not just faster, but more precise and more rewarding to drive every day.

More Than a Revival

The Eccentrica V12 proves a classic can be reborn without losing its soul. Colombini’s Green Dragon isn’t nostalgia dressed in carbon fibre; it’s a focused re-imagining of one of Lamborghini’s most audacious creations, engineered for modern roads and drivers who still crave the sound of a naturally aspirated V12. In an age dominated by hybrid systems and electric silence, that alone feels rebellious.