S P E C I A L I S T I N S I G H T this before and succeeded by bringing the talent and linking it to the existing product architecture.
S P E C I A L I S T I N S I G H T this before and succeeded by bringing the talent and linking it to the existing product architecture.
It is our strength but it’ s not the reality in the industry, and it’ s really hard to explain this to an external person because their excitement to jump on the bandwagon overrides everything else in terms of consideration and longevity. FOMO is affecting their [ leader’ s ] choices with a sense of getting left behind without knowing what it actually means.
Out of this rapidness is where we have a bigger role. What we do is provide technology for people to build technology on top of. Therefore, if we can simplify the technology and offer the right
direction to these organisations, they can do the correct thing for their customers. It’ s an interesting challenge but I think we are facing it pretty well.
What key piece of advice would you give to a fellow CTO given the current landscape?
There are no silver bullets when integrating AI into an organisation. The key is defining an AI strategy that considers regulatory requirements, compliance and security standards – rather than copying competitors. It should be tailored to the organisation’ s needs, ensuring AI adoption aligns with business value. Simply introducing cool tech isn’ t enough; identifying,
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