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March 2024 | technologymagazine.
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AI/ML
The need
for ethical
generative AI CLOUD
PLATFORMS
Digital
transformation
ESG must
be built in
to initiatives
DATA CENTRES
DRIVING
SUSTAINABILITY
Serverfarm CEO Avner Papouchado on how it pioneers
sustainable, innovative and efficient solutions
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EDITOR-IN-CHIEF SENIOR DESIGNERS DIGITAL VIDEO PRODUCERS MARKETING MANAGER
MARCUS LAW REBEKAH BIRLESON ERNEST DE NEVE DAISY SLATER
SAM HUBBARD THOMAS EASTERFORD
CHIEF CONTENT OFFICER DREW HARDMAN PROJECT DIRECTORS
SCOTT BIRCH FEATURE DESIGNERS SALLY MOUSTAFA TOM VENTURO
JULIA WAINWRIGHT CONNOR DODDINGTON
HEAD OF MULTIMEDIA VICTORIA CASEY PRODUCTION DIRECTORS
NEIL PERRY EMMA WALLER MEDIA SALES DIRECTORS
GEORGIA ALLEN
MATT ANSELL
DANIELA KIANICKOVÁ
CHIEF DESIGN OFFICER ADVERT DESIGNERS
MATT JOHNSON CALLUM HOOD MANAGING DIRECTOR
PRODUCTION MANAGERS
ADRIAN SERBAN LEWIS VAUGHAN
JANE ARNETA
HEAD OF DESIGN
YEVHENIIA SUBBOTINA
ANDY WOOLLACOTT VIDEO PRODUCTION CEO
KENDRA LAU
MANAGER GLEN WHITE
LEAD DESIGNER KIERAN WAITE
REBEKAH BIRLESON
FOREWORD
Organisations Must Build ESG

Into Digital Transformations
With companies expected to undergo digital

transformation within the next year, ensuring
sustainability objectives are built into these
strategies is key
“With most
A
s organisations continue their digital
transformation initiatives, companies today
companies are being held more accountable when
expected to it comes to ESG by customers, employees,
shareholders, governments and even regulators.
undergo some With most companies expected to undergo some
sort of digital sort of digital transformation within the next year,
ensuring sustainability objectives are integrated into
transformation these strategies is crucial. This month, we hear from
within the next a number of experts on why organisations should align
their sustainability and digital transformation teams
year, ensuring for business success.
sustainability We also hear from Marc Garner, SVP Secure Power
Europe at Schneider Electric, on the new era of AI
objectives are and its impact on data centres, explore the need for
integrated into ethical generative AI with Tech Mahindra’s Chief Digital
these strategies Services Officer Kunal Purohit, and highlight the Top
10 Cloud Platforms.
is crucial”
Enjoy the issue.
MARCUS LAW
TECHNOLOGY MAGAZINE
IS PUBLISHED BY marcus.law@bizclikmedia.com
© 2024 | ALL RIGHTS RESERVED
technologymagazine.com 5
CONTENTS
12 T HE MONTH
THAT WAS 16
Stories from February 2024
you may have missed
14 PEOPLE MOVES
Executive moves this month
Helen Hawthorn,
EMEA Head of
16 E
XECUTIVE INSIGHTS Solutions Engineering,
Zoom transforms beyond Zoom
video to AI and hybrid work
24 L IFETIME
OF ACHIEVEMENT 24
IN TECHNOLOGY
Pichai is living his tech
dream as Google’s CEO
32 TOP 10
Cloud platforms Sundar Pichai,
CEO,
Google
32
CLOUD
PLATFORMS
000
6 March 2024
MARCH 2024
44
Anver Papouchado,
CEO,
Serverfarm
FEATURES 62
44 SERVERFARM
Pioneering sustainable
and efficient data centres
62 DIGITAL
TRANSFORMATION
Organisations must build ESG
into digital transformations
72 UPHOLD
Facilitating a future
of financial inclusion 72 90
90 CLOUD
The new era of AI and its
impact on data centres
100 MICHIGAN MEDICINE

Innovating with
cloud transformation
THE TOP 100
WOMEN
COMING SOON
Championing women from global
organisations, celebrate those who
elevate the industry day in, day out
Keep Updated
MARCH 2024
FEATURES
118 AI/ML
140
Gen AI ethics: Ensuring responsible
use and implementation
126 GILEAD SCIENCES

Kite Pharma: Where global
health and sustainability align
140 MAKE-A-WISH AMERICA

Undergoing enterprise
data transformation
118
160 STT GDC
Enabling a brighter digital
future for the Philippines 254
174 HOME CREDIT VIETNAM
Future-proof finance: Home 208 MATERION
Credit’s vision for a sustainable CORPORATION
and inclusive economy Materion’s materials meeting
the demands of Industry 4.0
192 T- MOBILE
How T-Mobile enables innovative 222 DELL TECHNOLOGIES
wholesale solutions Dell Technologies helping to
make healthcare more human
Dan Thygesen,
Senior VP of Wholeshale 238 GLOBAL FREIGHT
and Head of Growing SERVICES
Wholesale Business, At GFS, expertise and data unlock
T-Mobile
valuable insights to help drive innovation
252 ROYAL PAPWORTH
192
HOSPITAL NHS
FOUNDATION TRUST
Laying digital paths for
healthcare’s future
The Portfolio
WORK WITH US
MONTH IN REVIEW
NVIDIA: AI BREAKTHROUGHS
US INVESTING $5BN IN
HAVE ACCELERATED
SEMICONDUCTOR R&D
DRAMATIC GROWTH
AMID AI CHIP SHORTAGE
Renowned for its pivotal role in
graphics processing unit (GPU) The United States is to invest
development for both gaming and over US$5bn in semiconductor-
enterprise applications, Nvidia has related research, development,
seen a dramatic rise. The company and workforce needs with the
experienced huge AI and generative AI aim of cutting down on the time
breakthroughs in 2023, with CEO and and cost of commercialising new
Founder Jensen Huang announcing it technologies, amid ongoing chip
expected to become the world’s first shortages prompted in part by the
trillion-dollar semiconductor stock. rapid adoption of generative AI.
12 March 2024
W
SAP announces its latest business unit in Business AI,
McDonald’s technology strategy explored, and we
preview our annual Top 100 Women publication
SAP SEEKS TO STRENGTHEN

ITS AI AND EXPAND
CUSTOMER SOLUTIONS
SAP has doubled down on its mission

to infuse AI into every part of the
company’s portfolio, creating a 'new
end-to-end growth area' focused on
the technology. Under the leadership
of Dr Philipp Herzig in the newly-
created role of Chief AI Officer, the
new unit will oversee the entire value
chain for SAP's Business AI offering.
COMING SOON:
TOP 100 WOMEN IN
TECHNOLOGY 2024
OLIVER WYMAN: (GLOBAL)
EMPLOYERS MUST
KEEP PACE WITH AI In March 2024, Technology
Magazine will release its annual
TECHNOLOGY
Top 100 Women supplement.
AI is playing a major role in the The definitive list will champion
debate about the future of work. influential technology leaders
Now, a report from Oliver Wyman who are elevating and driving
has provided insight into the extent momentum for the industry, as
to which Gen AI is transforming well as those who are leading
companies and communities the charge when it comes
across the Middle East. It finds to investment, innovation,
that employers need to make capitalising on strategic
greater efforts to train and engage opportunities, and supporting
employees about its use. other underrepresented groups.
PEOPLE MOVES
Technology Magazine highlights the latest executive
appointments and departures that are set to drive
innovation and business success
“SAP’s increased focus TOM COZZOLINO
on business AI marks JOB FROM: SENIOR DIRECTOR,
the start of a completely COMPETITIVE
INTELLIGENCE, SALESFORCE
new generation of JOB TO: CHIEF STRATEGY OFFICER
enterprise innovation” US, GFT
Digital transformation company GFT has

DR PHILIPP HERZIG named former Salesforce executive Tom
Cozzolino as its US Chief Strategy Officer. In
this role, Cozzolino will work with GFT’s US
executives to continue scaling growth with
DR PHILIPP HERZIG a focus on innovating and expanding the
JOB FROM: SVP HEAD OF CROSS company’s digital and cloud-based offerings.
PRODUCT ENGINEERING,
SAP RAY KOK
JOB TO: CHIEF AI OFFICER, SAP JOB FROM: SVP, SIEMENS DIGITAL
INDUSTRIES SOFTWARE
SAP has created a new end-to-end growth
JOB TO: CEO, MENDIX
area focused on AI under the leadership of
Dr Philipp Herzig in the newly created role of Mendix, a Siemens business, has
chief artificial intelligence officer (CAIO). appointed Ray Kok as its new CEO.
The new unit oversees the entire value Ray joins Mendix from Siemens Digital
chain for SAP Business AI, from product Industries Software, where he was
development and research through to a Senior Vice President for the platform
customer implementation. In this new development of Siemens Xcelerator.
role, effective January 2024, Herzig
reports directly to CEO Christian Klein. BRIAN GOLDFARB
Herzig’s team will collaborate with
JOB FROM: CHIEF MARKETING
innovators across SAP to infuse artificial OFFICER, TENABLE
intelligence into every part of the company’s
JOB TO: CHIEF MARKETING
portfolio. With this new setup, SAP aims
OFFICER, SOLARWINDS
to further accelerate the pace at which
customers can benefit from groundbreaking SolarWinds has announced the
business AI solutions and services. The appointment of Brian Goldfarb as its
newly established division also underscores new Chief Marketing Officer. With more
the central importance of business AI as than 20 years of experience driving
a strategic driver for SAP’s ongoing growth. growth at top-tier tech firms, Goldfarb
Herzig’s team consists of strong leaders, joins SolarWinds as a key member of its
including Walter Sun, who continues to lead executive team at a time of ongoing growth
all product engineering efforts on business and transformation. His appointment
AI, as the global head of AI. Sun moved from represents the company’s commitment
Microsoft to SAP in September 2023. its next phase of growth.
EXECUTIVE INSIGHT
ZOOM
Transforms
Beyond
Video to AI
and Hybrid
Work
We speak to Helen Hawthorn, EMEA Head
of Solutions Engineering at Zoom, on her
career journey and Zoom’s AI-driven
offerings and solutions
16 March 2024
HELEN HAWTHORN
TITLE: HEAD OF SOLUTION
ENGINEERING EMEA
COMPANY: ZOOM
INDUSTRY: TECHNOLOGY
LOCATION: UNITED KINGDOM
Head of Solution Engineering,
EMEA at Zoom since 2020, Hawthorn
is a strategically minded manager of
complex solutions teams, clients and
solutions who enjoys the challenge of
implementing change. Her extensive
technical knowledge is coupled with
an ability to communicate effectively
with all levels both internally and
with clients.
EXECUTIVE INSIGHT
R “Right now, AI
ising in prominence when the
COVID-19 pandemic brought
is out there
virtual networking into the
mainstream, communications
because we’ve
technology company Zoom became
a household name seemingly overnight.
Today the company offers a wide
range of communications services to
businesses and individuals, including
becoming far
robust omnichannel and advanced
AI solutions.
more intelligent
In her role as EMEA Head of
Solutions Engineering at Zoom, Helen
in the way that
Hawthorn heads up a team of frontline
software engineers working alongside we're using it”
Zoom’s sales teams and specialists
across the region. Hawthorn would then join technology
Starting her career as a graduate solutions provider Insight, which was
with BT, where her journey into a more positive experience. “I got to build
collaboration began, Hawthorn had her out my own team, bring people in and go
first taste of management at ICT and through that whole coaching piece, which
telecommunications company Telindus. I really enjoyed. I got more involved in the
“That was an interesting one,” she end-to-end piece in terms of operations,
recounts. “I got told I was going to be sales, marketing and again realised I loved
a manager, and I didn't really want to do the technology. How it fits into the whole
that. And frankly, it was the worst year of flow is quite exciting.
my life, that first year of management. “The reason I like collaboration so
I had eight guys working for me that much is because it’s focused on the end
were all the same age as my dad. user. You can sit down and go through
“I did that for a year, and that taught it wherever you find problems, you
me everything not to do as a manager. can't really do that with security and
It was probably an easy place to fail networking, but in collaboration you really
because the expectation was I was going can. So I did a lot of that there as well.”
to fail anyway, so it was actually quite After another move, Hawthorn would
nice to make those mistakes in that end up at Polycom, now HP Poly, in her
environment. However, it is also where first time as a vendor. “That was really
I realised that I was pretty good at seeing good fun. I was trying to get them away
the end-to-end. I love the technology, from being focused on the technology
but actually, the end-to-end piece side to understanding how customers
eally interested me.” use that technology: what it means to
EXECUTIVE INSIGHT
“I've come to
Zoom and been
blown away by
what we've been
able to achieve”
them and why they're using it. I did that
for a few years, my boss then retired and
I went into the EMEA role for a very short
time actually, because that's when
I jumped over to Zoom.
“When I came to Zoom, I wouldn't have
come here if it was just video. Ultimately
what excited me was that I saw the to now, where it could very much go
innovation, I loved the product and then against any of our competitors.”
was told what they were going to be doing This truly highlights how innovative
with Voice, with Contact Centre, Digital Zoom has been in the market. “In terms of
Signage and AI. The innovation here is deployment, I come from a background
just second to none and it gets you up where there was a lot of training to take
every day and it makes you excited place when it comes to rolling out voice
about coming to work.” solutions, and I came here and set up
a platform in literally 10 minutes. The ease
Speed and innovation at Zoom today of usage is what's key, as is the fact that
As Hawthorn makes clear, Zoom today is all of this is within one client.
a company with far more capabilities than “And then there are all the things that
just online conferencing. Its Zoom Phone I didn't even know when I first joined
offering – a cloud-based solution allowing Zoom, such as that products like Rooms,
businesses to send and receive unlimited Digital Signage and Workplace Reservation
calls – was one of the first innovations. are built in. These products normally are
“Zoom Phone is the big offering that chargeable events, whereas in our product
shows the speed and the innovation [here they're not. And then when you see how
at Zoom]. We have gone from a point they stand up against these chargeable
where there literally was no product, products, it's pretty amazing.”
20 March 2024
Zoom’s contact centre offering is How has Zoom advanced
another core area of focus at the moment, hybrid work solutions?
Hawthorn highlights. “I don't really like to “When I started at BT, on my first day I was
call it contact centre, because it makes handed a laptop and told to go home.
you think of that old traditional way of That was 25 years ago. I've always worked
working, and it's anything but. If you look in that manner, so it's always shocked me
at our contact centre, it's more about that others haven't. You expect everyone
customer engagement and how do you to have the same experience.
get that best experience, especially when “Of course, COVID-19 pushed a lot of
end-users are demanding so much to be hybrid work forward which is important,
spoken to, or reacted to, in the way but I've always worked like that. I went
that they want to be reacted to. into an office when I needed to go into
“I've always had a bad time using virtual an office for specific things, but the
assistants. I've come to Zoom and yet work-life balance that hybrid working
again been blown away by what we've enables is really, really important.
been able to achieve. It's just phenomenal. “But then how do you then bring that
We call it AI, but in my day you called it back into the office? Because those
bots – it's the same thing with a different engagements that you have face-to-face
name – but that's pretty cool and sets us are super important. It is the way that
apart from a lot of our competitors.” you build relationships, especially
EXECUTIVE INSIGHT
if you're not used to working point of view of coming into an office and
in that video world.” booking a desk. But the other thing is also
Solutions like workplace reservation looking at where people are sitting, and
and intelligent director can help improve exploring some of the intelligence that
the hybrid working experience, driving sits behind that.
improved collaboration for employees “When you're coming back into the
and businesses. Its Workspace office in a hybrid setting, maybe you see
Reservation offering is an innovative that a couple of your team are sitting in
solution that enables teams to reserve a particular place. So the tool will say to
flexible workspaces ahead of time or you, ‘why don't you sit over there, because
when they arrive to the office. there are people that you already know
“I find that interesting on two counts. there?’. Or perhaps you’re coming into the
Number one, it's great – just from the office and you want to remind yourself
22 March 2024
who else is sat around you. When you As Hawthorn explains, when
don't always work in the office, it gives you developing AI applications it’s essential
that little bit of familiarity between people, that the tools serve a clear purpose.
and I think that's really important.” “We've spoken about AI for years in this
industry. This is not a new thing. Right
AI innovations at Zoom now, AI is out there because we’ve
As with many businesses, Zoom has becoming far more intelligent in the way
embraced AI and is today incorporating that we're using it. I think the important
it into its offerings. Zoom's AI Companion thing is to make sure AI is useful, and
helps draft emails and chat messages, not just something that's there to make
summarise meetings and chat threads, you look cool.
and make brainstorming sessions more “Personally I hate writing emails. So the
fun and productive. capability for me to put in a few words
into Zoom, and it literally spit out a great
big long email is music to my ears.
I'd rather personally jump onto a call or
a video call, but there are some times
when you need email. The fact that I can
say, ‘make me sound a little bit less harsh
when I'm writing this’ and the AI tool
will do that for you, are examples that
everyday users will get.”
Another of Zoom’s AI functionalities,
to summarise chats, is another benefit.
“Everyone has opened up their email
and thought, how am I going to get
through all these things? The fact that
it can summarise it, is fantastic. We use
the summary of meetings quite a lot in
my own team. No one likes being the
secretary. So the fact that you've got this
tool in the background that's sat there
listening to the conversation, taking it all
down, noting who is doing what – and
then you consider the accuracy of it as
well – is just beyond phenomenal.
“Usable AI though, for me, is the key
thing. Don't just have it there for the sake
of having it. Don't make it complicated.
Definitely don't be using my data for
things that you shouldn't be using it
for. These are the things I think that
are important to people now.”
LIFETIME OF ACHIEVEMENT IN TECHNOLOGY
Pichai is Living
his Tech Dream
Google’s CEO
Google CEO Sundar Pichai has enjoyed
a meteoric rise from inauspicious beginnings
as a tech-made boy growing up in Chennai, India
24 March 2024
g
m as
G
oogle CEO Sundar Pichai has
said, "I always loved technology
growing up and I used to read
about what was happening in Silicon
Valley, and I wanted to be a part of it."
Rarely in the world of technology
can a childhood ambition have been
fulfilled so completely.
Pichai only joined Google in 2004,
and went on to lead the development
of Google Toolbar and then Google
Chrome, which grew to become the
world’s most popular internet browser.
In 2014 he was appointed to lead
product and engineering for all of
Google’s products and platforms
– including popular products such as
Search, Maps, Play, Android, Chrome,
Gmail and Google Apps (now GSuite).
Following a short stint at the
management consulting firm McKinsey,
he joined Google in 2004 as Head of
Product Management & Development.
His first project was the Google
Toolbar, which gave Explorer and
Firefox easy access to the Google
search engine.
In the following years Pichai’s rise
was remarkable. He was directly SUNDAR PICHAI
involved in the development of Chrome TITLE: CEO
(released in 2008) and that same year COMPANY: GOOGLE
was named VP Product Development.
INDUSTRY: TECHNOLOGY
It was in that role that he began to
become a more prominent public figure. Pichai joined Google in 2004 and
By 2012 he was a SVP, and in 2014 helped lead the development of
was made the product chief of both Google Toolbar and then Google
Google and the Android smartphone Chrome. In 2014 he was appointed
operating system. to lead product and engineering for
Pichai became Google’s CEO in all of Google’s products.
August 2015, and joined the Board
26 March 2024
of Directors of Alphabet – Google's His father was an electrical
parent company – in July 2017. engineer at the British multinational
Under his leadership Google has GEC, and that paternal influence
focused firmly on product and services clearly rubbed off, because
development, all of which are powered Pichai showed an early interest
by the latest advances in AI. in technology.
But it was back in his native India After being awarded a scholarship
that Pichai first discovered his love of in 1995 to study at Stanford University
technology. He grew up in Chennai, (engineering and materials science)
India and studied engineering at the Pichai remained in the US, and
Indian Institute of Technology. went on to earn an MBA from the
He holds a master's degree from Wharton School of the University
Stanford University. of Pennsylvania.
Opening keynote | Google I/O 2023
WATCH NOW
28 March 2024
“The Web
belongs to no
one, and there
is inherent
value in that”
On the red-hot topic of AI,

Pichai says he sees the technology
as “an extraordinary platform shift”,
and expects it to “touch pretty
much everything – every sector
and industry, and every aspect
of our lives”.
He adds: “One way to think about
AI is it’s no different from how we
thought about the PC shift, the
Internet shift, the mobile shift.
“But it’s deeper than that. It’s
the most profound technology
humanity is working on.”
On the broader subject of the
World Wide Web, Pichai says: “I’ve
cared about the Web for a long time,
but I think it belongs to no one, and
there is inherent value in that.
“And there are aspects of the
Web which are stronger than
most people realise, but I won’t
underestimate the power of AI.
As it becomes multimodal, the
distinction we feel between text
and images and video will blur
over time.
“Today, we feel those walls.
At Google, we’ve always tried to
bridge these things. We try to
bring all these forms together.”
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CLOUD
PLATFORM
Technology Magazine highlights the Top
10 leading platforms helping organisations
harness the benefits of moving to the cloud
WRITTEN BY: MARCUS LAW
32 March 2024
TOP 10
MS
TOP 10
09
Huawei Cloud
HQ: Shenzhen, China
CEO: Zhang Ping’an
10
Market share: <2% (Q3 2023)
Building on Huawei’s more than

three decades of expertise in ICT and
digitalisation, Huawei Cloud spans
Dell Technologies many availability zones around the
Cloud world, providing fully connected,

high-speed, and stable networks and
services. According to China Internet
HQ: Round Rock,
Watch, Huawei Cloud had an 18%
Texas, United States
CEO: Michael Dell market share in the China cloud
Market share: <2% (Q3 2023) infrastructure service spend in 2021.
Last year the company launched
Dell Technologies Cloud is a hybrid its ‘Go Cloud, Go Global’ plans,
cloud solution that simplifies operations announcing intentions to cover
and improves cloud economics through 170 countries and regions globally.
a consistent management experience.
It offers tailored cloud solutions with
support for all major cloud providers
and a single cloud vendor experience.
Dell’s cloud platform has support for
more than 4,200 major cloud providers,
including AWS, Microsoft Azure and
Google Cloud Platform.
Dell Technologies’ APEX solution
meanwhile uses the expertise of Dell
Technologies to provide a simple and
secure path for enterprises to adopt
hybrid cloud infrastructure.
34 March 2024
TOP 10
07
Tencent Cloud
HQ: Shenzhen, China
CEO: Ma Huateng
08
Market share: 2% (Q3 2023)
Tencent Cloud is a secure, reliable

and high-performance cloud compute
service provided by Tencent, the largest
Oracle Cloud Internet company in China. Tencent

Cloud provides businesses across the
globe with stable and secure industry-
HQ: Austin, Texas, United States
leading cloud products and services,
CEO: Safra Catz
leveraging technological advancements
such as cloud computing, big data
Oracle Cloud is a cloud computing analytics, AI, IoT and network security.
service offered by Oracle Corporation, With more than one billion users,
providing servers, storage, network, Tencent is providing services for
applications and services through hundreds of millions of people via its
a global network of Oracle-managed flagship products like QQ and WeChat.
data centres. Oracle says it is the
first public cloud built from the
ground up to be a better cloud
for every application.
Oracle Cloud Infrastructure (OCI)
offers the fastest-growing network
of global data centres, with 41 cloud
regions available and nine more
planned, and more than 100 cloud
infrastructure and platform services.
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TOP 10
05
IBM Cloud
HQ: New York, United States
CEO: Arvind Krishna
06
IBM Cloud offers market-leading
security, enterprise scalability and open
innovation to unlock the full potential of
cloud and AI. The IBM Cloud platform
combines platform as a service (PaaS)
Salesforce with infrastructure as a service (IaaS) to
provide an integrated experience.
HQ: San Francisco, California,
Available in data centres worldwide,
United States
with multizone regions in North and
CEO: Marc Benioff
South America, Europe, Asia, and
Australia, IBM Cloud offers the most
Salesforce is a cloud infrastructure open and secure public cloud for
provider that specialises in customer business with a next-generation hybrid
relationship management (CRM) cloud platform, advanced data and
software. Its Sales Cloud solution AI capabilities, and deep enterprise
brings sales professionals real-time expertise across 20 industries.
customer data, AI-powered insights,
forecasting, lead generation, and
more all on a single platform and
directly within the flow of work.
The company recently announced
general availability of new AI-powered
solutions for Sales Cloud, which
embeds trusted generative AI in
the flow of work by auto-generating
customer emails, call summaries,
account research, and more.
TOP 10
04
Alibaba Cloud
HQ: Hangzhou, China
CEO: Eddie Wu
One of the world’s largest cloud
computing companies, Alibaba
Cloud develops highly scalable cloud
computing and data management
03
services providing large and small
businesses, financial institutions,
governments and other organisations
with flexible, cost-effective solutions
to meet their networking and
information needs.
A business of Alibaba Group,
Google Cloud
Alibaba Cloud operates the network HQ: Mountain View,
that powers Alibaba Group’s extensive California, United States
online and mobile commerce CEO: Thomas Kurian
ecosystem and sells a comprehensive Market share: 11% (Q3 2023)
suite of cloud computing services to
support sellers and other third-party Google Cloud Platform provides
entities participating in this ecosystem. a series of modular cloud services
including computing, data storage,
data analytics and machine learning.
Google Cloud Platform is a part of
Google Cloud, which includes the
Google Cloud Platform public cloud
infrastructure, as well as Google
Workspace, enterprise versions of
Android and ChromeOS, and APIs for
ML and enterprise mapping services.
Additionally, Google Cloud offers
regions across the world to provide
customers with global coverage, low cost,
low latency, and application availability.
38 March 2024
TOP 10
02
Microsoft Azure
HQ: Redmond, Washington,
United States
CEO: Satya Nadella
Microsoft’s Azure platform was officially Microsoft charges Azure on

released in 2010 and offers a range of a pay-as-you-go basis, which means
cloud services, such as compute, subscribers receive a bill each month
analytics, storage and networking. that only charges them for the
The Azure platform, formed of more specific resources they used.
than 200 products and cloud services, According to Microsoft, 95% of
helps businesses manage challenges Fortune 500 companies rely on
and meet their organisational targets. Azure for trusted cloud services,
It provides tools that support all with companies of all sizes and
industries, as well as being compatible maturities using Azure in their
with open-source technologies. digital transformation.
Microsoft Azure Overview

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WOMEN
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01 What is AWS? | Amazon Web Services
WATCH NOW
42 March 2024
TOP 10
AWS
HQ: Seattle, Washington,
United States
CEO: Adam Selipsky
Officially launched in 2002, AWS today

offers more than 200 fully featured
services from data centres worldwide.
The organisation serves hundreds of
thousands of customers across 190
different countries, and today is the
most comprehensive and widely-used
cloud computing platform globally.
A subsidiary of Amazon, AWS
provides on-demand cloud computing
platforms and APIs to individuals,
companies, and governments, on
a metered, pay-as-you-go basis.
The AWS Cloud spans 99 Availability
Zones within 31 geographic regions
around the world.
Millions of customers – including
the fastest-growing startups, largest
enterprises, and leading government
agencies – are using AWS to lower
costs, become more agile, and
innovate faster.
PIONEERING
SUSTAINABLE
& EFFICIENT
DATA CENTRES
AD FEATURE
WRITTEN BY:
MARCUS
LAW
PRODUCED BY:
LEWIS
VAUGHAN
SERVERFARM
Serverfarm’s
data centre in
Atlanta
SERVERFARM
With demand only set to grow, Serverfarm continues

to pioneer sustainable, innovative and efficient data
centre solutions as part of its long-term strategy
D
ata centre operators have
been called the landlords of the
internet, AI and global digital,
networked economies. But not all
landlords are the same.
Avner Papouchado, CEO of fast growing
commercial colocation data centre firm
Serverfarm, has always had a unique
perspective on the company’s role and its
responsibilities to its customers.
“We listen to our customers, and I think
our customers rely on us to change with
them. A lot of times we try to anticipate
what our customers’ needs are before they
have a problem,” Papouchado highlights.
Serverfarm has integrated advanced
engineering, creativity, sustainability and
digital transformation into its mission
and culture. The company’s real estate
beginnings in the late 1990s laid the
foundations for its evolution from US-based
single-tenant landlord to a multi-tenant
data centre operator and now to global data
centre owner, developer and operator.
Serverfarm did not invent sale and
leaseback. But what set it apart was (and
still is) the combined expertise of its real
estate and engineering and operations
teams. Its real estate experts create
value for both parties. In parallel, its
engineering and operations team focuses
on capacity expansion opportunities
through infrastructure modernisation. For
companies who partner with Serverfarm to
transition from data centre owner/operator
46 March 2024
Serverfarm’s
data centre in
Los Angeles
SERVERFARM
WATCH NOW
“WE UNDERSTAND
to tenant, this opens up untapped ROI and
guarantees growth capacity headroom.
THAT AT THE
When Serverfarm transforms a data centre
and brings additional capacity to market,
new colo clients gain access to ultra modern
facilities. This is unique in the market. END OF THE DAY
Early on, Serverfarm spotted that single-
tenant data centres were inefficient and MOST PEOPLE
underutilised – with often as little as 30%
of available capacity in use at any time.
WANT COMPUTE,
By changing existing single tenant
buildings to multi-tenant environments,
AND THEY DON’T
Serverfarm has been able to more than
treble capacity utilisation with its 11.4MW
WANT THE
London colocation data centre, along
with other facilities such as its 18MW
BUILDING ITSELF”
Amsterdam and 17.3MW Los Angeles
AVNER PAPOUCHADO
data centres, providing additional CEO,
capability for customers. SERVERFARM
48 March 2024
AVNER PAPOUCHADO
TITLE: CEO
COMPANY: SERVERFARM
LOCATION: UNITED STATES
As the Founder and CEO of Serverfarm,

Avner Papouchado has been an
instrumental force in the internet
infrastructure market for over 25 years.
His strategy of modernising existing
data centre facilities and driving
operating efficiency using Serverfarm’s
Data Center Management as a Service
(DMaaS) approach is a sustainable,
economical method to meet the
high capacity demands of customers.
Papouchado’s vision is always to
build data centre solutions that are
fit for future customer challenges
without discarding existing resources.
He believes economic growth and
environmental sustainability are
intrinsically linked whether it is
through automating IT management
to focus on innovation, adopting ESG,
adhering to sustainability measures
and level setting balance sheets.
JIM SHANAHAN
TITLE: COO
COMPANY: SERVERFARM
LOCATION: DUBLIN
As the Chief Operating Officer,

Jim Shanahan leads the data centre
operations. Shanahan’s expertise spans
software, engineering and operations.
He works directly with customers to
meet their daily challenges through
long term exploration of new
technologies, energy sources, methods
and advances to provide strategic
direction for future operations.
Previously, Shanahan served as Global
Head of Data Centers in ABB’s software
business and worked as Managing
Director for the international business
of Lee Technologies (acquired by
Schneider Electric) in data centre
operations. Shanahan has extensive
experience in mission-critical
automation and a deep understanding
of operational efficiency drivers.
50 March 2024
SERVERFARM
“WE UNDERSTAND
THE AGILITY THAT
OUR CUSTOMERS
NEED, AND WE
CONTINUALLY
TRY TO MAKE OUR
CUSTOMERS’ LIVES AS
EASY AS POSSIBLE”
AVNER PAPOUCHADO
CEO,
SERVERFARM
Serverfarm stays at the forefront of trends

across the data centre industry through its
strategic focus on efficiency, maximum asset
utilisation, minimum environmental impact
and long term economic and environmental
sustainability. All based on the intelligent,
data-driven use of its assets.
Over time the team at Serverfarm noticed
another inefficiency. Enterprise and service
provider teams were building more capacity
than they needed, putting pressure on
balance sheets and the environment.
As a result, Serverfarm has decided to help
enterprises adapt by helping with capacity
planning, asset and change management.
In 2015, Serverfarm developed
InCommand, its award-winning Data
Centre Management as a Service (DMaaS)
platform. This brought together the three
main elements of a data centre: the real
estate, the facility environment and the IT
environment. This portal-based solution
combines people, processes and platform,
creating a cloud-like experience for data
centre management.
SERVERFARM
Without smart operation, a full building

running at high utilisation is only a short-
term gain. By developing InCommand,
Serverfarm recognised that providing
actionable data on how equipment is being
used and operated over years and decades
pushes costs down and useful life span up,
squeezing out waste in the process.
This cutting-edge solution has been
recognised with multiple award
– including winning an SDC Award for
Best Cloud Platform and being shortlisted
for DCS Awards’ Data Center Intelligent
Automation/Management Innovation
of the Year – showcasing the solution’s
capabilities in optimising and
streamlining data centre operations.
As Serverfarm CEO Avner Papouchado
says, the business has scaled dramatically
from a family company with limited
resources, to a company that today
holds a key role in the data centre industry.
“We understand the agility that our
customers need, and we continually try
to make our customers’ lives as easy as
possible,” he says.
This mission is reflected in the way
Serverfarm acts as a true partner to
customers. Not content with building
data centres based on a set design, its
solutions match customer needs and
strategic objectives.
“We understand users want compute,
and they don’t want the building itself.
Ultimately, we try to make the whole
experience easier for our customers,
so we are never the problem.”
Smart investment central to

Serverfarm’s long-term strategy
In the early years of the data centre industry,
some believed that abundant resources in
terms of land and energy would always be
52 March 2024
54 March 2024
SERVERFARM
available, and planned, built and operated Sustainability is at the heart of

accordingly. Serverfarm recognised early Serverfarm’s mission, particularly as it
on that the smart investment, use and continues to expand globally. Its data
management of finite resources was the centre development strategy is based on
only sustainable long-term strategy. building new facilities where needed, and
Demand on data centres is ever- modernising, retrofitting and expanding
increasing. Where customers would existing facilities where possible.
seek to grow power in 1-3MW chunks, This approach helps Serverfarm offer its
today demands for 8-10MWs of clients the most sustainable and efficient data
additional power are common. AI and centre capacity available. With buildings and
High Performance Computing workloads construction directly representing around
require even more power, delivered 42% of all annual global CO2 emissions,
faster. The data centre industry must reducing the carbon produced by developing
think in new and innovative ways. new buildings is an essential component to
Serverfarm is leading this change. mitigating the global climate crisis.
Repurposing and modernising existing
buildings has proven carbon benefits.
SAM BROWN Analysis of Serverfarm’s Chicago data centre,
TITLE: CDO which the company purchased in 2010, has
COMPANY: SERVERFARM proved that sustainable expansion through
retrofitting can result in a modelled 88%
embodied carbon emission reduction.
Sam Brown joined the Serverfarm “Today, half of our deals are adapt and
team in 2011 and is responsible reuse,” Papouchado explains. “We are still
for managing all aspects of data finding a lot of properties we can reuse
centre construction and critical economically and efficiently, and as
infrastructure projects from initial a result, there are a lot of buildings that
facility acquisition to design, are not going to landfill.”
budgeting, bidding, building, Sam Brown is Serverfarm’s Chief
commissioning, and final turnover Development Officer. He says: “Customers
to the customer. Since joining the require capacity fast. When we view
company, he has led projects ranging a property, we are evaluating how much
from incremental power and cooling more capacity can be delivered through
infrastructure upgrades to major existing power infrastructure, where that
expansion and modernization of large infrastructure can be upgraded to provide
scale data centre developments. additional capacity, how much more IT can
Prior to joining Serverfarm, Brown be hosted and importantly, how quickly can
worked for five years as a mechanical modernisation and expansion be achieved.
project engineer for Ascent, LLC. This is not just on newly acquired properties.
Brown is a graduate of the University We constantly look to expand our facilities
of Missouri-Columbia with a degree through additions, efficiencies and improved
in Mechanical Engineering. utilisation in response to customer demand
for more capacity.”
Chicago CH1
data hall
Agility is key to meeting “Cooling is becoming more efficient,

customers’ demands and this efficiency is only going to increase
As Papouchado describes, the data as we transition from air cooling to direct-
centre industry as a whole must evolve to-chip and different types of water
by embracing the sustainability challenge. cooling,” Papouchado says.
A forward looking approach to With Serverfarm highly aware of water
sustainability is further evidenced with use within the data centre, Papouchado
Serverfarm’s water usage. Data centre explains that the business minimises water
cooling operations have used water for use. Serverfarm engineers work constantly
decades. In traditional evaporative cooling to reduce water usage wherever possible,
and other high-water use systems, a 40MW for example, by utilising efficient closed-
data centre could use 500 million gallons loop systems.
of water each year. With climate change “All of our data centres are now
associated droughts across the world leading adaptable to liquid cooling. Just like we
to restrictions on water use, data centre have gone from 1kW racks to 60kW, we are
operators must look to alternative solutions. moving from air cooling to technologies such
56 March 2024
SERVERFARM
“NOW, WHEN as direct water cooling or direct

to the server cooling.”
EVERYBODY’S “I’m proud to say that we don’t have
a data centre in Phoenix, where a number
BUILDING FROM of operators are using evaporative cooling
in a place that’s dying of thirst.”
THE GROUND Jim Shanahan, Serverfarm COO, has
UP, HALF OF OUR responsibility for data centre operations.

He says: “Today AI, cloud and web scale
DEALS ARE ADAPT means clients think in 10s or 100s of

megawatts of power for data centre buildings
AND REUSE” and campuses. Combining this with the step
changes in rack power densities that are
currently approaching 40kW per rack and will
AVNER PAPOUCHADO
CEO, soon reach 80kW and beyond and one can
SERVERFARM see a new era of design and management.
SERVERFARM
But this also brings opportunities.

For example, GPU server operating
temperatures could rise by 10 degrees. With
the introduction of liquid cooling technology,
the excess high-grade heat generated could
be put to use beyond the data centre. Inside
the facility, the PUE number could be reduced
by 10-15% - which at the scale being operated
means vast savings. At Serverfarm, we
specialise in doing more with less. That means
typically delivering 20% more computation
for the same amount of power and space.”
Serverfarm is also innovating when it
comes to its relationships with power utilities.
This spans exploration of on-site generation,
integration of Renewable Energy Resources
to the use of new energy storage and
provision through fuel cells.
Through wider adoption of such
technologies, Papouchado explains the
wider data centre industry can help the
world transition from fossil-based power
to renewable energy.
“We are very much concentrated on
delivering power to the data centre, giving
the grid time to grow to our data centres, and
being good consumers of power,” he adds.
“If you buy gold one day, it’s still gold 100
years from now. But if you buy a data centre
today, it’s run by fossil fuels, it has diesel
generators, and it has air cooling. In 20 years,
the data centre will be completely different.
It will probably have gas generators, it’s going
to run on different power sources such as
wind, solar and nuclear, and whatever else
comes along.”
This highlights the change in pace
and trends, and the need for data centre
operators to stay agile. This is illustrated by
Serverfarm’s approach to ramping capacity.
Customer journey requirements can
change quickly. Where customers may start
by taking down chunks of data centre capacity
58 March 2024
Chicago CH1
Render
Chicago CH1
data hall
of 1MW or 3MW, this can ramp quickly to Environmental responsibility and

a need for 5MW, 8MW or more. In the era of energy efficiency in operations
AI, such ramping is expected to accelerate. In an era where sustainability is increasingly
“Three years ago, everybody wanted important, Serverfarm takes the issue of
a data centre ramp,” explains Papouchado. environmental responsibility and energy
“Right now, very few providers are being efficiency in its operations very seriously.
flexible when providing ramps”. To the public it is often Hyperscaler
“Our focus on customers means that we activities at the grid scale, such as Power
still provide ramps in a smart way,” he adds. Purchase Agreements, which get a lot of
“We are being as agile as possible to meet attention. PPAs are welcome as ways to
customers’ demands when it comes to both encourage more investment in renewable
availability and sustainability, which in my energy generation, but have little direct
mind go hand in hand.” impact on making data centre operations
60 March 2024
SERVERFARM
becoming carbon negative, and 100%

renewable energy driven) and knows that
requires lease partners in the commercial
colocation space to provide practical
engineering solutions.
Papouchado believes that every effort
must continue to be made to reduce carbon
and to use power more effectively to meet
surging demand with the lowest possible
environmental impact. It is inside data
centres operated by Serverfarm where smart
engineering is driving down carbon emissions
and driving up energy efficiency. PUE, or
Power Usage Effectiveness, is the best known
metric in the industry (among others such as
Water Usage Effectiveness (WUE) and Carbon
Usage Effectiveness (CUE).Today’s modern
facilities are operating at a PUE 1.2, and, in
some cases, even lower.
“It used to be that everybody had Office
suites and apps in their closet, running
a PUE of 3.0. Now, Microsoft, for example,
has moved Office to Azure, running at a PUE
1.2, and that’s an example of a huge driver
of sustainability to the world.”
Serverfarm works closely with cloud
providers on the hard work of continually
finding practical ways to ensure its data
centres run at (or better than) operating
efficiency levels expected by the
more sustainable in the short term. Also, at hyperscalers across every metric.
the grid level Renewable Energy Certificates As Papouchado concludes, the data centre
(RECs) are proven guarantees of origin of the industry should be seen as a positive when
power sources being used by data centres. it comes to sustainability. “It’s actually good
As transition of the energy sector eventually that the data centre industry uses electricity
leads to greener grids and carbon free power wisely and responsibly,” he says. “We can
generation, such purchasing arrangements buy bulk sustainable energy and make it
and RECs are welcome across the sector. affordable. Data centres are really good for
But Papouchado also identifies how the world and, together as an industry, we
data centre operators can be drivers of have to advertise that.”
sustainability today. Serverfarm is fully
aligned with the hyperscalers’ well-publicised
commitments to sustainability (such as
ORGANISATIONS
MUST BUILD ESG
INTO DIGITAL
TRANSFORMATIONS
DIGITAL TRANSFORMATION
With companies continuing their digital transformations

over the next year, ensuring sustainability objectives are
built into these strategies is key
A
WRITTEN BY: s organisations continue their
MARCUS LAW digital transformation initiatives,
companies today are being
held more accountable when it comes to
ESG by customers, employees, shareholders,
governments and even regulators.
With a World Economic Forum report
finding that 66% of consumers, and 75% of
millennials, consider sustainability in their
purchasing decisions, companies today must
take sustainability into account.
However, a report by Kyndryl and
Microsoft found that while both
sustainability and digital transformation
continue to be a priority for businesses,
just 16% of organisations have integrated
sustainability into their strategies today.
What’s more, even though 80%
of organisations surveyed see great
significance in technology’s role in achieving
their goals, only 32% believe their organisaton
is making full use of it – highlighting how there
is much more progress to be made.
Companies integrating sustainability goals

into their digital transformation strategies
With most companies expected to undergo
some sort of digital transformation within the
next year, ensuring sustainability objectives
are integrated into these strategies is crucial,
explains Kevin Macnish, Head of Ethics and
Sustainability Consulting at Sopra Steria.
“Companies are doing this by
considering the environmental impact of
the technologies they are implementing,
such as AI, and taking action to reduce them
– whether that’s by shifting workloads to
sustainable data centres, moving operations
to the cloud or restricting usage.
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“As a virtual replica of a

real-world entity, digital
twins can be used to model
and monitor elements
impacting environmental
performance” KEVIN MACNISH
TITLE: H
EAD OF ETHICS AND
KEVIN MACNISH SUSTAINABILITY CONSULTING
HEAD OF ETHICS AND
SUSTAINABILITY CONSULTING, COMPANY: SOPRA STERIA
SOPRA STERIA
“A consistent framework, such as the
Task Force for Climate-Related Financial Heading up Sopra Steria’s Digital Ethics
Disclosures reporting standards for consultancy, Macnish has led teams on
measuring and disclosing emissions, digital ethics projects with the Scottish
can also allow companies to be open and Government and leading UK banks.
transparent about their environmental His work focuses on a human-centred
performance when undergoing a digital approach to understanding and mitigating
transformation. This can allow companies ethical concerns at a cultural and societal
to build a competitive advantage, improve level while seeking to develop ethical
their reputation and contribute to opportunities through technology.
developing a net zero economy for all.”
CGI UK | 50 years of delivering

technology innovation
WATCH NOW
Mattie Yeta, Chief Sustainability Officer at Technological innovations playing

CGI UK, has seen first-hand how important a pivotal role in enhancing sustainability
integrating sustainability initiatives is for As governments move to align with a fast-
facilitating digital transformation. approaching deadline to transition to net-zero
“If organisations align their sustainability and emissions, sustainability is one of the most
digital transformation teams and treat both as serious challenges faced by organisations
equally strategic, they can achieve sustainability today. As David Craig, CEO at Iceotope,
objectives and progress that otherwise explains, big problems require bold ideas.
may have gone unnoticed. For example, “Climate is changing and one of the most
implementing a strategy for change based on pressing issues we face as a society is how
sustainability will attain higher efficiencies than we are going to address that change,” he
alternatives, because it leads to cost-effective says. “Technology offers us a path forward
results bylowering emissions or reducing waste. to address these challenges.”
“Sustainability should be considered In the data centre industry, for example,
a key driver of innovation, transformation ESG objectives are driving business goals
and balance. Recognising it as such means to meet the demands of a low-carbon
we can develop better ways of driving and economy. “In many ways, what this requires
facilitating digital transformation, reaping is the courage to lead. Many of the new
greater benefits in the process.” technological innovations are “low-hanging
66 March 2024
fruits” and new ways of doing business.
They are moving away from a well-known
technological solution to one that has MATTIE YETA
greater perceived risk.” TITLE: C
HIEF SUSTAINABILITY OFFICER
When it comes to data centres, there COMPANY: CGI UK
are several new technologies which are
having a transformative impact, such as
precision liquid cooling. Appointed as Chief Sustainability Officer
“Servers today are designed to be air for CGI in the UK in 2022, Yeta is a member
cooled. However, at a time of denser of CGI’s UK Executive and responsible
compute and data gravity, traditional air- for working with members across
cooling technologies are reaching their the organisation to achieve common
limits,” Craig says. “Precision Liquid Cooling sustainability goals. Yeta provides
significantly reduces energy and water key support to CGI’s external-facing
consumption as well as the cost of data engagements in this area, continuing to
centre design, build and operations develop a strong relationship with the UN
– making a liquid-cooled data centre and COP summits, providing actionable
simpler, less complex and more insights for clients.
efficient than any alternative.”
Use more image
captions as often
as possible
68 March 2024
Now, Craig explains, is not the time

for incrementalism. The longevity of
sustainability decisions being made right
now is akin to a lifestyle change for the
data centre industry. “The right technology
solution isn’t good for one or two generations,
it is a 15 or 20-year life cycle. Decisions and
investments need to be made with a long-
term perspective. Incrementalism might
buy us another 18 months, but it won’t
get us 20 years.”
While Macnish acknowledges that there
is no silver bullet solution when it comes to
solving the climate emergency, technologies
such as digital twins are already playing
a crucial role in reducing emissions.
“As a virtual replica of a real-world entity,
digital twins can be used to model and
monitor elements impacting environmental
performance, such as carbon embodiments,
and simulate a ‘what if’ scenario on how to
effectively counter them,” he adds.
“In the real world, this can be applied to
organisational or industry-wide sustainability
strategies – with the technology capable
of reducing carbon emissions in a building
by up to 50%.
“Given that the adoption of digital twins is
still relatively new in many fields, improving
public trust will be crucial. Encouraging more
organisations to share their data will also
allow digital twins to work effectively. This
will allow them to play a more central role in
supporting the world’s sustainability goals as
we look towards reaching net zero by 2050.”
Balancing economic growth and

environmental responsibility
With increased pressure on businesses
to embrace sustainability initiatives, it is
essential that organisations adapt. But while
historically the matters of profitability and
environmental responsibility were seen as
Use more image
captions as often
as possible
opposing views, businesses today must “If organisations align

strike the perfect balance between the two.
According to Craig, sustainability can their sustainability and
catapult businesses into a future of growth digital transformation
or condemn them to a struggle for survival.
“Companies adopting strong sustainability teams, and treat both
policies and practices will perform better as equally strategic,
financially over the long term than those
that don’t,” he says. they can achieve
“This is in part due to the idea that those sustainability objectives”
who prioritise sustainability are often better
positioned to adapt to changing market
MATTIE YETA
conditions, as well as attract top talent, CHIEF SUSTAINABILITY OFFICER,
build stronger relationships with customers CGI UK
70 March 2024
and stakeholders, and manage risks “Businesses should embrace

more effectively.” a collaborative approach when defining
As CGI’s Yeta concludes, businesses should sustainability goals. Strategic planning
embrace a collaborative approach when should involve various stakeholders,
defining sustainability goals: “There seems especially those with sustainability
to be a neo-classic economic view in the know-how to promote the desired
modern-day markets that drive businesses change and collaboration.
to avoid environmental initiatives where they “Therefore, the strategic planning
conflict with profit maximisation,” she says. process should incorporate a long-term
“To overcome this constraint, we need to perspective beyond short-term profits. It
consider environmental sustainability as one should be approached holistically, taking into
of the main filtering values through which account the relationship between business,
other competing principles are evaluated, profit maximisation and environmental
prioritised and implemented. opportunities and obligations.”
UPHOLD:
FACILITATING A FUTURE
OF FINANCIAL INCLUSION
WRITTEN BY:
TOM
CHAPMAN
PRODUCED BY:
KIERAN
DELANEY
UPHOLD
UPHOLD
Christopher Adjei-Ampofo, CIO & CISO

at Uphold, details how the firm is keeping
customers safe while offering an
‘anything-to-anything’ trading experience
L
aunched in 2015, Uphold offers
financial services to the global
market and has grown to become
a world-renowned force, serving 140
countries and offering more than 280 assets
on its Web 3 platform.
It would not be an exaggeration to say
Uphold is one of the very first to offer a true
‘anything-to-anything’ trading experience,
enabling customers to trade directly
between asset classes and facilitating
a future of financial inclusion.
Ultimately, the firm is providing the
infrastructure – licensing, control framework
and information security compliance –
for anybody building on a blockchain to
access the wide range of digital assets
being made available.
But in an increasingly saturated market,
what exactly makes Uphold unique and able
to stay ahead of the competition?
“We have a high-frequency trading engine
that sits on top of the connectivity that we
have with the 30 underlying exchanges we
operate with,” explains Christopher Adjei-
Ampofo, who works in a dual role as CIO
and CISO at Uphold.
“This allows us to poll the market for
the best prices, and institutional customers
can move their positions in and out of the
market with minimal price slippage. And,
because we’re able to source from the
cheapest venues, we can offer that to our
customers and give them the best price
on the retail side.”
74 March 2024
Christopher Adjei-Ampofo,
CIO & CISO at Uphold
UPHOLD
Uphold: Meeting its customers’ needs

Like all competently-run organisations, “We source from
Uphold can boast a portfolio of key aims,
strategies and capabilities stretching right
many venues
across the business. so we can offer
On the retail side of the operation, the
priority is to provide a crypto-enable bank
customers the
account that anticipates the wants and
needs of Gen Z and alike, such as the transfer
best price”
of ownership of assets using NFTs, or instant
CHRISTOPHER ADJEI-AMPOFO
access to decentralised apps (DApps) CIO/CISO,
on the blockchain, offering yields and UPHOLD
borrowing capabilities.
Uphold’s enterprise app, meanwhile,
allows companies building on blockchains
to plug into its bank connectivity, thus Staying ahead of cyber challenges
enabling them to move fiat currency. Keeping abreast of the cybersecurity
Customers are given instant ability to buy landscape is, comfortably, one of the
crypto assets using a credit or debit card, biggest challenges facing Adjei-Ampofo
as well as take part in projects on the in his role as CISO.
blockchain in a non-custodial manner. The rapid, and some may say astonishing,
“What we also have is our vault non- rise of generative AI over the past year or so
custodial product,” Adjei-Ampofo continues, has only served to exacerbate the situation,
“which offers the best of both worlds. leaving leadership teams facing an uphill
“So, you can have your non-custodial, struggle to stay at least one step ahead of
but, in the event of you losing your private cyber criminals and modern-day threats.
keys, we can help you restore that in “We’ve already seen forces using AI
a safe way without compromising any and deepfake to fight against us, to try
security concerns.” and compromise our systems – and
What’s more, Uphold’s institutional app the technology can only get better,”
is allowing the very largest of institutions says Adjei-Ampofo.
to purchase significant quantities of crypto “Making sure we’re prepared and getting
assets, Bitcoin or Ethereum, without better at protecting ourselves is what’s
impacting the market price. keeping me awake at night.”
Adjei-Ampofo adds: “We do that by Ultimately, social engineering – which
distributing the order across 30 different Gen AI is contributing to and, in many cases,
fs, providing the best-possible price.” enhancing – perhaps remains the biggest
Also of note is Uphold’s white label cyber threat facing Uphold.
service, giving traditional banks or fintechs The business and its experts can work
the means to use its crypto services without round the clock to protect customers within
having to worry about using its wallet or its ecosystem but, ultimately, the prospect
KYC requirements, instead plugging in of account takeover (ATO) can never be
their own interface. fully eradicated.
76 March 2024
TITLE: CIO/CISO
COMPANY: UPHOLD
An IT leader and entrepreneur compliance with industry standards

with over 20 years of including NIST, SOC2, ISO 27001,
experience in steering transformative and GDPR.
initiatives, orchestrating
technological advancements, and Career Highlights
spearheading successful projects • Led transformative initiatives resulting
across global organisations. in over $3M in operational savings.
Acknowledged as one of Computing • Responsible for safeguarding assets
Magazine’s Top 100 UK IT Leaders, exceeding $2B.
showcasing a consistent track • Founded Knowledgewire Systems,
record of achieving multi-million- a software company specialising
dollar savings while implementing in FX trading systems, acquired by
cybersecurity frameworks in Caxton in 2011.
UPHOLD
“It’s not a case

of security being
burdensome, but
instead part of your platform we know where you’re coming
daily routine” from and who you are from slight changes
in the way our system is being used.”
Then there is the prospect of managing
CIO/CISO, insider threats.
UPHOLD Adjei-Ampofo goes on to explain that
Uphold’s front door is “pretty much secure”
from a security perspective, without ever
“Once malicious forces socially engineer being able to truly guarantee 100% security.
our customers and they become very The people with the “golden keys” in
trustworthy, our customers may hand over this scenario are Uphold’s own employees,
the keys to their accounts – in other words, which presents the firm’s cyber experts
account takeover,” outlines Adjei-Ampofo. with a delicate balancing act.
“There is this term ‘pig butchering’, where Adjei-Ampofo adds: “The balance of
cyber criminals are constantly feeding the making sure you allow employees to freely
customer information to build that trust to operate and do their jobs, while protecting
the point where they hand over those assets. the company, is a challenge, because
“It’s very difficult to monitor, but we’ve one careless mistake could really have
done a good job to bring it down with the detrimental effects and compromise all
tools we have. So, when you log into our your front-door controls.”
UPHOLD
Uphold: Facilitating a Future of Financial Inclusion
WATCH NOW
Increasing cybersecurity awareness
“The balance of Adjei-Ampofo and his team spent much

of last year focused on protecting Uphold’s
making sure you external perimeter, before shifting their
attention to these aforementioned
allow employees insider threats.
to freely operate, It is paramount, from their perspective,

to ensure cybersecurity awareness stays top
while protecting of mind for every member of the workforce,
regardless of their department.
the company, The CISO considers this to be an ongoing
is a challenge” campaign and believes it is beginning to

bear fruit.
“Now, when they receive that fake email,
CHRISTOPHER ADJEI-AMPOFO immediately they question it,” says Adjei-
CIO/CISO,
UPHOLD
Ampofo, with discernible pride in his voice.
“That’s as a result of a really robust security
awareness training programme.
80 March 2024
Use more image
captions as often
as possible
“We’ll give you training that’s relevant Addressing the skills shortage
and make it fun, rather than just seeming The digital skills gap has been well
like noise. It’s not a case of security being documented over the past couple of years,
burdensome, but instead part of your with companies big and small clamouring
daily routine. And that’s the message that for talent and bemoaning their inability to
resonates across the whole company.” fill crucial positions.
When it comes to measuring progress Uphold is among those to fall victim to
in this space, the numbers cited by Adjei- this crisis – which is far from an exaggeration
Ampofo do most of the talking. because, to many organisations, not having
Prior to the recent period of dedicated the people required to function effectively
cybersecurity education, Uphold was dealing does indeed represent a crisis.
with more than 30 cases of employees Shedding light on these struggles, Adjei-
clicking on malicious links. Now, that Ampofo says: “We’ve been trying to find people
figure has been reduced to just a handful. in various specific roles for quite a while.
“One person can still cause problems,” “A good example: we found someone,
highlights Adjei-Ampofo. “So, although you gave them an offer and, five days before they
might have protections in place, education were supposed to start, they got poached by a
should be top of mind.” competitor. It’s something we see all the time.”
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UPHOLD
As a consequence, Uphold
approaches recruitment differently,
emphasising its core values, long-term
140+
strategy and the prospect of becoming
part of a family.
Number of countries served by Uphold
“That goes a long way because, when you
need us or have personal issues, we’re there
High-frequency trading engine
to support you,” adds Adjei-Ampofo.
that sits on top of the connectivity
“This has been our focus and it’s starting to 30 liquidity venues
to work.”
Licensed in the U.S. (FinCEN, 45 MTLs),
Partnerships critical to success U.K. (FCA CryptoAsset Firm & EMI),
No high-performing company – regardless and Europe with security certifications
PCI DSS Level 1, ISO 27001 and SOC 2.
of its capabilities – can function to its full
potential without forming fruitful partnerships.
UPHOLD
The success of a fast growing company

is only possible with a strong ecosystem
of critical partners to deliver core services,
protect customers, and support growth.
CloudZone is Uphold’s authorised AWS
partner providing outsourced managed
services to complement Uphold’s internal
infrastructure team responsible for the
infrastructure environment hosting critical
assets and services.
Cloudzone also provides FinOps
services continuously identifying areas of
potential savings by highlighting incorrectly
configured resources, unused assets and
eliminating wastefulness.
“Regular check-in’s with CloudZone
ensures we stay abreast of technological
changes, and it’s great how they’ve
integrated themselves into the fabric
of the company,” Adjei-Ampofo explains.
“They’ve become an extension of our
infrastructure team.”
Uphold’s collaboration with Plaid, an ACH
banking rails provider, allows US customers
to seamlessly deposit money via ACH to
buy crypto assets.
Uphold implemented Signal, an ACH risk
assessment and scoring service to reduce
first-party ACH fraud, where customers
would abuse the consumer protections
offered by the ACH framework to commit
first-party fraud also known as buyer’s
remorse, claim chargeback and deny
authorisation of the transfer of money
to purchase the crypto assets.
84 March 2024
UPHOLD
Signal has been instrumental in the helps the firm to protect customers
reduction of ACH fraud by providing from Account Take Over (ATO) and
a detailed analysis of customers financial payment protection.
profile to allow us to confidently manage He continues: “Using a whole raft of
risk, improve transaction success, and attributes about the customer’s transaction
reduce fraud. and behavioural analytics, we’re able to
It would be remiss of Adjei-Ampofo determine if the transaction is legitimate
not to mention Sift Science, a Machine or suspicious and take action immediately.
Learning (ML) fraud detection and “That’s been transformational in the
prevention tool which sits at Uphold’s way we manage fraud, and protect our
front door of the online platform and customers and assets.”
UPHOLD
“We’ve already seen

forces using AI and
deepfake to fight
against us, to try
and compromise
our systems”
CIO/CISO,
UPHOLD
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88 March 2024
Finally, there’s EDB, Uphold’s critical vulnerabilities and threats, and the
database provider of critical high availability comfort of knowing we have experienced
database service and 24x7x365 remote DBA’s readily available.” Adjei-Ampofo
DBA support. concludes. “They’re another great partner
“The services offered by EDB removes the within our ecosystem supporting
burdensome tasks of continuous critical our growth and services we provide.”
patch and capacity management, ensuring
our resources can scale as the business
grows, protecting our critical assets from
THE NEW
ERA OF AI
AND ITS
IMPACT
ON DATA
CENTRES
With data centres serving as the critical infrastructure
supporting the AI ecosystem, innovative solutions are
needed to tackle sustainability challenges
90 March 2024
CLOUD
CLOUD
W
ith digital transformation across
sectors gaining momentum, and
with the rise in power-intensive AI
applications, the demand for data services
globally is rising exponentially.
The International Energy Agency states
that data centres account for around 1% of
the global electricity demand. By 2030, data
centres are expected to reach 35 gigawatts
of power consumption annually, up from 17
gigawatts in 2022, according to McKinsey.
As explained by Marc Garner, SVP Secure
Power Europe at Schneider Electric, AI has
emerged as a transformative force, changing
the way we process, analyse, and utilise data.
“With the AI market projected to reach
a staggering US$407bn by 2027, this
technology continues to revolutionise
numerous industries, with an expected
annual growth rate of 37.3% between
2023 and 2030,” he tells us.
“The AI market has the potential to grow
even more, thanks to the boom in generative
AI (Gen AI). 97% of business owners believe
that ChatGPT will benefit their organisations,
through uses such as streamlining
communications, generating website
copy, or translating information, but the
surge in adoption will undoubtedly require
greater investment and infrastructure for
AI-powered solutions than ever.” centres: power, racks, cooling,
Accommodating the demands of this new and software management.
AI-powered world brings with it challenges.
“Data centres serve as the critical How to tackle increasingly
infrastructure supporting the AI ecosystem,” power-hungry AI applications
Garner says. “Although AI requires large As Garner explains, power, cooling, racks
amounts of power, AI-driven data analytics and physical infrastructure are core to
can help bring data centres closer to net a data centre’s success.
zero and play a positive role in tackling the “Storing and processing data to train
sustainability challenge.” machine learning (ML) and large language
Here, Garner explores the four key AI models (LLMs) is steadily driving up energy
attributes and trends that underpin the consumption,” he says. “For instance,
physical infrastructure challenges of data researchers estimate that creating GPT-3
92 March 2024
consumed 1,287 megawatt hours of
electricity and generated 552 tons of CO2 MARC GARNER
– the equivalent of 123 gasoline-powered TITLE: S
VP SECURE POWER EUROPE
passenger vehicles driven for one year. COMPANY: SCHNEIDER ELECTRIC
What’s more, data centres are adopting
high-density racks that can accommodate
a larger number of servers in a smaller space, Having joined the company’s graduate
further driving up power requirements. programme in June 2005 after graduating
“So how do we meet these increased from the University of Sunderland with an
power demands of AI, whilst minimising Honours Degree in Business Administration,
its impact on the planet? Data centres are Garner is SVP of the Secure Power division in
continually evolving to accommodate the Europe at Schneider Electric.
increased power demands of AI clusters.
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Advisor
CLOUD
“DATA CENTRES
“Additions such as advanced power
distribution units (PDUs), intelligent
SERVE AS management and high-efficiency power
THE CRITICAL systems, alongside renewable energy

sources, enables data centres to reduce
INFRASTRUCTURE both energy costs and carbon emissions.
SUPPORTING THE
However, the extreme rack power densities
of AI training servers can create additional
AI ECOSYSTEM” issues than power consumption – cooling,
for example, can also create complex
challenges for operators.”
MARC GARNER
SVP SECURE POWER EUROPE,
SCHNEIDER ELECTRIC The transition from air-cooling to liquid
cooling is a must to increase sustainability
Improving power distribution systems and Today sustainable and resilient data centre
energy efficiencies within data centres design hinges on effective cooling. The
helps to minimise losses and ensures that demands that AI places on data centres
power is delivered to servers in the most mean powering high-density servers
efficient way possible. As operators design requires new cooling methodologies for
and manage data centres, they must focus both optimal performance and minimised
on energy-efficient hardware and software, downtime, Garner says.
while diversifying power sources to provide “Although air cooling is commonplace in
the secure and plentiful power AI needs the industry and will still exist for years to
to thrive. come, a transition from air cooling to liquid
CLOUD
Sustainable Data Centres Forum:

Schneider Electric, VIRTUS Data Centres + More
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cooling will become the preferred and

necessary solution for data centres to cope
with AI clusters effectively. This is due to
traditional air-cooling systems becoming
less efficient for high-density setups.
“Here Direct-to-Chip liquid cooling,
where a cooling fluid is circulated through
the servers to absorb and dissipate heat,
is quickly gaining popularity as a more
effective way to handle the concentrated
heat generated by AI clusters,” he adds.
“Compared with air cooling, liquid
ooling provides many benefits for
data centres. From improved processor
reliability and performance to space
savings with higher rack densities to
more thermal inertia with water in piping,
liquid cooling increases energy efficiency,
improves power utilisation, and reduces
water usage.”
96 March 2024
CLOUD
Electricity 4.0 helping drive

more sustainable data centres
As it stands, data centres are estimated

to be responsible for up to 3% of global
electricity consumption today, and projected
to touch 4% by 2030. As a result, green energy
solutions have never been more critical to
preserving the data centre industry.
According to Schneider Electric – one of
the world’s leading voices in sustainable data
centres – the most viable solution to the
current crisis lies in the latest evolution of
industrial energy solutions: Electricity 4.0.
“This is Schneider Electric’s vision for
digital and electric: digital for efficiencies
and electric for decarbonisation, leading
towards a green, smart energy system for
a sustainable future,” Steve Brown, the Global
Director of the Cloud and Service Provider
Segment at Schneider Electric told our sister
publication Data Centre Magazine recently.
“We call it Electricity 4.0 because it’s really
a sea change in technological evolution,
occurring over the couple of centuries that
have passed since we first industrialised.”
Brown defines 1.0 as the very earliest days
of electrification, 2.0 as mass electrification
for the first time, and 3.0 as the establishment
of distributed energy resources.
“We’re now at 4.0, for the first time. We
can establish electric and digital solutions
at scale, for smart, green energy. And that’s
going to take us from a linear supply of fossil
fuel towards demand without limited control
and optimisation, to a flexible grid.”
CLOUD
“STORING AND
PROCESSING DATA
TO TRAIN MACHINE
LEARNING AND
LARGE LANGUAGE
MODELS IS STEADILY
DRIVING UP ENERGY
CONSUMPTION”
MARC GARNER
SVP SECURE POWER EUROPE,
SCHNEIDER ELECTRIC
Turning the technology on itself

Another way for data centre leaders to
cope with the increasing demands of AI
is to use the technology to their advantage.
“Data centres can benefit from using
AI-powered automation, data analytics
and machine learning to find opportunities
for efficiency gains and decarbonisation,”
Garner asserts. “By using data insights
more efficiently, we can drive new, Achieving more computing power
more sustainable, behaviours. within the same physical footprint
“This process is powered by physical As Garner concludes, what’s clear is
infrastructure and software tools thatsupport that AI applications are escalating power
data centre design and operation, including consumption in data centres at a time
DCIM, EPMS, BMS, and digital twins. These when they need to become more
applications decrease the risk of unexpected sustainable. Yet, AI is also providing the
behaviour with complex electrical networks intelligence to design and operate data
and provide a digital replica of the data centres in a smarter, more energy-efficient
centre to identify constrained power and way, and if deployed correctly, can help
cooling resources to inform layout decisions.” the planet’s journey toward net zero.
For instance, Equinix improved the “By combining the key attributes of
energy efficiency of its data centre by 9% data centre physical infrastructure with
using AI-based cooling, which enabled the the efficiency gains of AI, owners, operators
company to reduce the energy consumption and end-users can more effectively manage
of cooling systems by regulating them the power demands of high-density AI
more effectively and making the system clusters while maintaining efficiency,
more efficient. reliability and sustainability,” he says.
98 March 2024
MICHIGAN MEDICINE
INNOVATING
WITH CLOUD
TRANSFORMATION
100 March 2024
WRITTEN BY:
MARCUS
LAW
PRODUCED BY:
TOM
VENTURO
MICHIGAN MEDICINE
Michigan Medicine CTO Dr Tim Calahan

on how the organisation is implementing
a cloud transformation, moving its Epic
B
systems off-prem for key benefits
ased in Ann Arbor, Michigan,

and part of one of the world’s leading
universities, Michigan Medicine is a premier,
highly ranked academic medical centre
and award-winning health care system with
state-of-the-art facilities.
As its CTO Tim Calahan explains, as a top-
tier academic institution Michigan Medicine
has the ability to significantly move the
needle, not just for people within the State
of Michigan, but throughout the world.
“We have a vision here at Michigan
Medicine to deliver great care and train
exceptional physicians, but also deliver that
care throughout the State of Michigan in
order to deliver that care and make those
improvements globally,” Calahan describes.
With extensive experience in developing
innovative solutions, specifically helping and
assisting healthcare organisations moving to
the cloud, Tim Calahan is CTO at Michigan
Medicine, responsible for managing much
of the technology that the organisation is
putting in place.
One key area Michigan Medicine will be
focusing on in this transformation is the
moving of its Epic infrastructure to the cloud.
One of the more complicated applications
within a healthcare system’s ecosystem is
Epic, which was not originally designed to
run in the cloud. As Calahan describes, the
decision to host healthcare records software
102 March 2024

“We have a vision here at Michigan Medicine
to deliver good care and train exceptional
physicians, but also deliver that care
throughout the State of Michigan”
DR TIM CALAHAN,
CHIEF TECHNOLOGY OFFICER,
MICHIGAN MEDICINE
“We want to make sure that the
technology solutions really match
up to the business needs and the
business drivers”
DR TIM CALAHAN,
MICHIGAN MEDICINE
Epic in the cloud when he was working at much more heavily and distinctly than they
EMC was at the time controversial. do today. Here at Michigan Medicine, they
“Epic at the time were actually telling want to move everything to the cloud, and
their customers they had to stay on-prem,” because of that desire and the alignment
Calahan says. “So we were able to provide to that mission, I readily accepted the role
some very innovative solutions in terms of and the position. We’ve been hard at work in
how to move Epic out of the data centre. As mapping out what that would look like here
part of that journey we have really shifted the for Michigan Medicine, and we’re just now
market in opening their eyes to the fact that beginning to start that journey ourselves in
organisations didn’t have to maintain these moving workloads to the cloud.”
internal data centres and that they could As Calahan describes, to be able to shift
move things safely to the cloud. the mindset of an entire industry has been a
“What brought me to the role here is particular achievement.
Michigan Medicine has a strong desire to “When we started hosting Epic in the
modernise their infrastructure, modernise cloud, we realised it would be disruptive,
how they do business and leverage cloud but we also realised that this could be very
104 March 2024

MICHIGAN MEDICINE
innovative to our healthcare customers. And industry. Now Epic fully embraces running
interestingly, it was also what our customers Epic in the public cloud. We have reference
were asking for. In my management architecture in Azure, in AWS and in GCP in
consulting days, my customers were highly terms of how to run that application in the
annoyed by not being able to move Epic to cloud, and we now have general acceptance
the cloud or not being able to move their by the industry at large.”
workloads to the cloud. They were begging
for a path to execute and move things out of Epic in the cloud: The key reasons
their internal data centres and into the cloud, From two decades ago when healthcare
because they realised some of the value that records were delivered with paper and
that could bring. pen, the advent of electronic health
“As we started down that journey we records – driven by major players Epic and
were told by numerous people it wouldn’t Cerner – has changed the landscape. Now,
work and that we wouldn’t be able to do it with these records moving to the cloud,
– including by Epic themselves. But fast- Calahan explains how the industry is at a
forward to now and we’ve moved the pivotal point.
Empowering
Education
and
Academic
Medical
Centers
Driving improved health

outcomes now and in the future
Learn more:
www.microsoft.com/en-us/industry/health
How Microsoft Supports Michigan Medicine’s Modernisation
Microsoft has been Assisting Michigan Medicine with its Ongoing Modernisation,
Using the Cloud to Improve Operational Efficiencies and Clinical Outcomes
Microsoft’s mission is laser-focused on empowering “Over time, this will move from being a
every person and every organisation on the redundant solution to being the core move to
planet to achieve more. But of course, it’s the cloud,” explains Bryson. “This will enable
impossible to achieve more without good new capabilities that only the cloud can provide,
health, which is why empowering healthcare has mostly in data, analytics and AI, which are
become a central aspect of company strategy. key to unlocking improved efficiencies.”
“It’s an exciting time to be working in healthcare,” Harnessing the power of AI

says Tyler Bryson, CVP, US Health & Public Sector
Industries at Microsoft. “We’re working with For years, healthcare providers have
leading medical institutions to advance research been leveraging big data systems to find
and practise, and to use data, intelligence patterns in their data to improve outcomes.
and collaboration tools to improve lives.” Without the cloud, though, crucial data
has been dispersed across numerous
Cloud migration unlocks new capabilities silos, making it challenging for healthcare
professionals to connect the dots.
Microsoft has a long-established partnership with
Michigan Medicine, which looks after one of the Microsoft is working on the next phase, where the
largest healthcare complexes in the state. cloud and emerging technologies like generative
Recently, the tech giant migrated Michigan AI help combine sources of data and find causality.
Medicine’s electronic health records to
the cloud, ensuring the latter is ideally “These data sets are so massive they require
positioned to take care of patients. new forms of intelligence to understand them
– and that’s where AI comes in,” adds Bryson.
Complicating this process, however, is the
complexity of the health centre’s integrated “These technologies allow us to go way
system, resulting in Microsoft building beyond what we’ve done in the past and
redundancy and resiliency into the existing Epic think beyond correlations into the world
environment by delivering a cloud read-only of generative data, helping us understand
environment – guarding against cyberattacks. how to improve the patient experience.”
“By moving things
to the cloud, I have
the ability to scale
compute and storage
up and down in a very
responsible way that
I can’t do on-prem”
DR TIM CALAHAN,
MICHIGAN MEDICINE
108 March 2024

MICHIGAN MEDICINE
WATCH NOW
“When you move electronic health Monday morning at 10AM, I’ve got about
records to the cloud, you’re connecting it to 14,000 users hitting our Epic system. But on
all of the cloud’s products and services like Monday at 2AM, I might only have 1,000. By
large scale data fabric and data warehousing moving things to the cloud, I have the ability
capabilities, that healthcare institutions to scale compute up and down in a very
don’t have the skills and capabilities to responsible way that I can’t do on-prem.”
build on-prem. Another benefit of moving Epic to the
“We’ve all heard the buzz around cloud is that it enables standardisation of
generative AI (Gen AI), particularly in 2023. compute infrastructure, providing cost
By placing Epic in the cloud, we now set it efficiencies and better performance.
next to things like Gen AI. This allows us to “If you’re a healthcare organisation,
change how we deliver patient care and how every six months Epic comes and needs
we deliver a patient experience. By moving to do an upgrade. So then you get these
it into the cloud, we enable those broader surprise multimillion dollar infrastructure
suites of features and functionality that the investments where you have to buy more
cloud provides.” compute and more storage, which is
Running Epic in the cloud also provides challenging from a budgeting perspective.
other benefits, particularly when it comes to “But from a technology perspective, what
scalability, to better meet the compute and it means is your Epic environment, which
storage needs of healthcare organisations. is the most important application that you
“We’ve got about 14,000 users here at have within your healthcare system, has
Michigan Medicine,” Calahan says. “On a essentially been cobbled together over
TECHNOLOGY MATTERS.
LEVERAGING CLOUD TO DELIVER
OPERATIONAL EFFICIENCIES
AND AGILITY.
See what NetApp can do for you →

Michigan Medicine is joining other Managing 2.6 million patient visits every year requires
not just innovative healthcare delivery. It requires an
leading healthcare organizations
equally innovative technology strategy. At Michigan Medicine,
in expanding its use of cloud for that took the form of an IT modernization vision to drive
right-sizing compute and storage transition to the cloud – and maintain steady-state
capacity on-demand. operations thereafter.
The goal: improve operational efficiencies and agility,

This improved agility delivers cost while strengthening data assurance and resiliency.
efficiency, with the added benefit
of enhanced cyber resiliency. The partner? NetApp.
Tim Calahan, Michigan Medicine CTO, explains,

Finding the right technology “There are a variety of reasons hosting EHR in the cloud
partner is step one. makes great sense to a healthcare organization. Cloud
can deliver business agility or ‘speed,’ and the ability to
scale and right-size the environment. We plan to move
MM chose NetApp.
our Epic environment to the cloud, as well as our imaging
application and the rest of our general purpose workloads.
“NetApp has a very strong public cloud strategy and portfolio,

and provides enterprise storage product offerings in all of
the major public clouds – which we’ll leverage for DR and
Epic. This will require an enterprise storage platform with
the ability to move data from on-premise environments to
the cloud. NetApp provides a single, consistent management
plane for all storage assets, across both on-prem and cloud.
“Through those migrations, we will have made significant

progress in moving out of the data center business…
and yielding the resulting cost efficiencies,” he says.
The MM plan also addresses the pressing issue of

cyber resiliency, improving on the traditional backup and
recovery processes in use today. “Our ability to provide
a much more streamlined and efficient recovery method
will improve resiliency. By injecting backup and recovery
capabilities into the very foundation of our cloud operating
platforms, we will expand our capability for identifying
and recovering from a cyber event,” Calahan concludes.
He advises, “Proper planning is essential. A complete

technology inventory can provide invaluable insights
into how to best structure a move to cloud. Have
well-defined technology requirements and choose
your partner wisely. Technology matters.”
MICHIGAN MEDICINE
the years, because every six months you’re

buying new compute or you’re increasing
storage. If you have the ability to standardise
the chip set or the compute infrastructure
that delivers Epic, that would yield better
performance, and you can do that in
the cloud.
“If I don’t have to cobble everything
together, I can deliver better performance
back to my end users, which translates to a
better experience for everyone around.”
Another benefit of moving to the cloud,
Calahan adds, is increased protection
and recoverability when it comes to a
cyber event.
“There is not a week that goes by that
you don’t hear about a healthcare system
suffering from a cyber attack. One of the
goals of our cloud initiative is to enhance
and improve upon the very traditional
backup and recovery processes and
procedures we use today to provide a much
more streamlined and efficient method
to perform recovery, which will thereby
improve resiliency. We aim to inject backup I’m very unbiased,” he says. “We want to
and recovery capabilities into the very make sure that the technology solutions
foundation of our cloud operating platforms, really match up to the business needs and
which will make it capable at identifying and the business drivers.”
recovering from a cyber event.” One of Michigan Medicine’s valued
partners, Microsoft, has proven particularly
Partnerships: Microsoft and NetApp effective at creating products and solutions
Viewing partnerships as critically important, that are meaningful to the organisation.
Calahan describes how Michigan Medicine “We’ve leveraged Office 365 and moved
relies on different partners to bring their skill email and SharePoint out into the cloud,”
sets and expertise in terms of what the art of Calahan says. “And we’ve started to build
the possible is as it relates to their products out cloud infrastructure for things like
and solutions. Epic Cloud Read Only, a disaster recovery
“In 30 years in healthcare and in 10 years capability that we can perform in the cloud
at Dell EMC, I’ve seen a lot of technology much more effectively than on-prem.
products and solutions. And because I have “Microsoft’s been super helpful at that,
15 years of management consulting, and at showing us some of the newer
112 March 2024

“What brought
me to the role
here is Michigan
Medicine has a
strong desire to
modernise their
infrastructure,
modernise how
they do business
and leverage
cloud much
more heavily”
DR TIM CALAHAN,
MICHIGAN MEDICINE
MICHIGAN MEDICINE
technologies that are coming out in terms “When I came into the role, the
of their data fabric and also their Gen AI organisation had just finished doing a cloud
capabilities, that will be very meaningful assessment. Unfortunately, the assessment
to us as we begin to move things out in the couldn’t map data back to individual
cloud and be able to take advantage of those workloads. So NetApp was able to come in
tools and products and solutions.” and provide a cloud insights assessment
Another of its partners, NetApp, has to paint a very clear picture of what those
helped Michigan Medicine by providing environments look like.
a single management plane to leverage “I’ve been in the industry a long time and
on-premise and cloud assets. you hear about people that have made a
“When we look at things like hosting move to the cloud, but they didn’t really
Epic, if I want to host it in the cloud, I can have a plan in terms of how they were
do that on NetApp storage and I can have a going to execute on that. And I’ve seen or
common management plane between those I’ve heard of organisations that have signed
two environments that makes it easier to these massive cloud contracts, but without
manage. It means I can manage it the same the underlying plan to execute on that
way, whether it’s on-prem or in the cloud. cloud contract.”
With planning IT needs being so
important, NetApp was helpful in mapping
out Michigan Medicine’s resources, enabling
Tim Calahan us to then create a plan as to how it would
TITLE: CHIEF TECHNOLOGY OFFICER move to the cloud.
“We’re a public institution, so we had to
Dr. Tim Calahan is renowned for issue a series of RFPs,” Calahan says. “When
his expertise in hosting Epic on the we issued those RFPs, we had to be very
cloud. With a solid engineering background, specific in terms of how much compute
two Master’s degrees, and a Doctorate, he and storage we were going to need. We’ve
excels at fostering innovation and leading heard that that’s very rare in the industry,
transformative change. Dr. Calahan is but through our partners like Microsoft and
known for creating structure from chaos, NetApp, we could be very specific in terms
driving innovation, charting new strategies, of what we needed and what our anticipated
effectively communicating visionary ideas journey might look like.”
and directing technical teams to success.
Recognized for rescuing technology projects Cloud migration to enable Michigan
and setting strategic roadmaps for digital Medicine to harness exciting technologies
transformation, his extensive expertise lies As Calahan describes, in the near future
in cloud transformation, including hosting the focus at Michigan Medicine will be on
Epic on the cloud. Dr. Calahan brings over transitioning a significant portion of the
30 years of professional experience with organisation’s operational processes to
over 25 years in Healthcare and 15 years in cloud-based systems through a lift and
Management Consulting. shift methodology.
MICHIGAN MEDICINE
116 March 2024

Once this transition is underway, take advantage of some of these tools and
the organisation will be able to harness technologies that people are talking about.”
exciting technologies, such as Gen AI. “Once we’ve moved things out into
As Michigan Medicine progresses with the cloud, the next series of journeys will
the cloud migration, the challenges and be how do we take workloads that are
opportunities lie in harnessing these operating in the cloud and use more cloud
emergent technologies – particularly Gen AI native tools and solutions to enhance
– in a meaningful and operational manner. patient care or improve the patient
“Gen AI has been eye opening in terms experience. That’s where it gets really
of its potential impact to the business, and exciting for me.
there’s been a lot of justifiable excitement “Then we will really have the opportunity
around that particular type of technology. to elevate the institution in terms of
Unfortunately, in 2023, there was a lot of providing a brand new set of tools and
talk about the potential, but there wasn’t a technologies that we don’t have in our
lot of talk in terms of what we were actually on-prem environment. And that’s where the
executing on. And because there wasn’t the excitement will really begin to pick up speed
talk about execution, there also wasn’t the and momentum.”
talk about how to operationalise any of it.
“So what I look forward to as we begin
to move things out in the cloud is how we
GEN AI ETHICS:
ENSURING
RESPONSIBLE
USE AND
IMPLEMENTATION
Gen AI is reshaping how the world works but the technology
raises ethical concerns. Kunal Purohit, Chief Digital Services
Officer at Tech Mahindra, explains

AI/ML
W
ith its immense potential,
generative AI (Gen AI) is reshaping
how we interact, work, and
comprehend our world.
From drug discovery to software
development, knowledge retrieval to
creative arts, this technology can achieve
remarkable feats. With that in mind, it’s no
surprise that Gen AI is projected to boost
global productivity by trillions of dollars.
According to a report by KPMG, 70%
of CEOs agree that Gen AI remains
high on their list of priorities, with most
(52%) expecting to see a return on their
investment in three to five years.
But despite a willingness to push forward
with their investments, ethical challenges
are more of the main risks in terms of the
implementation of generative AI.
“When it comes to generative AI, CEOs
are stuck between a rock and a hard place;
they are eager to reap the benefits of the
technology, yet regulatory and security
concerns are holding them back from
extracting the most value from it,” Ian
West, Head of KPMG’s TMT Practice in
the UK, said.
Ethical concerns and

challenges with generative AI
As Kunal Purohit, Chief Digital Services
Officer (CDSO) at Tech Mahindra explains,
generative AI solutions and offerings are
reshaping operational, functional, and
strategic landscapes across industries.
However, generative AI is relatively new
and largely unregulated, leading to
several potential misuse scenarios
and ethics concerns.
“Numerous ethical concerns surround
generative AI today,” he says. “These
concerns include issues related to copyright
or stolen data, hallucinations, inaccuracies,
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AI/ML
biases in training data, cybersecurity

vulnerabilities, and environmental
considerations, among others. Concerning
the use of generative AI, issues like copyright, KUNAL PUROHIT
data protection and cyber vulnerability are TITLE: CHIEF DIGITAL SERVICES OFFICER
complex. Enterprises will need to have the COMPANY: TECH MAHINDRA
right governance mechanism both from
LOCATION: INDIA
system and process perspective.”
With 3.5 quintillion bytes of data Kunal Purohit is the Chief Digital Services
generated daily, apprehension often arises Officer at Tech Mahindra. Before joining
about the use of AI models heavily reliant Tech Mahindra, he headed the digital
on user data. “Data privacy and security and analytics practice of HCL in Europe,
concerns emerge, particularly in sectors and has significant experience in leading
such as finance and healthcare. Personal the corporate strategy offices for HCL
and corporate data can inadvertently Technologies. Purohit is highly result-
find its way into generative AI training oriented in his work style, and at Tech
algorithms, exposing users and Mahindra leads a high-performing diverse
organisations to potential data theft, team across the globe.
loss, and privacy violations.”
The phenomenon of ‘hallucinations’ in AI, justice,” Purohit describes. “Furthermore,
where models provide baseless or incorrect generative AI models consume vast
responses, also poses a unique challenge. amounts of energy both during training
“Furthermore, the advanced training and while handling user queries. As these
of generative AI-powered tools allows models continue to grow in sophistication,
them to convincingly manipulate humans their environmental impact is bound to
through phishing attacks, introducing an increase unless stringent regulations
unpredictable element to an already are enforced.”
volatile cybersecurity landscape.
Bias in training data and the substantial Ethical frameworks and guidelines
energy consumption of AI models are are essential for generative AI
other ethical considerations demanding Purohit underlines the need for increased
attention. “It becomes a significant ethical focus on accountability, ethics and fake
concern when AI is used in decision-making detection in generative AI. The misuse
processes like hiring, lending, and criminal of generative AI can lead to criminal and
122 March 2024

AI/ML
employees and customers from

potential technological hazards.
Establishing an ethical framework and
guidelines that highlight precautionary
measures for using generative AI is essential.
“These measures can help organisations
prevent harmful biases and misinformation
from proliferating, safeguarding customers,
their data, proprietary corporate
information, the environment, and the
rights of creators over their work,” Purohit
explains. “Clear guidelines regarding data
diversity requirements, fairness measures,
and the identification of advantageous
and disadvantageous datasets can ensure
the consistent and smooth operation of
data and delivery processes. This end-to-
end traceability and accountability serve
as the foundation for real-time auditing,
identification, and resolution of issues.”
Furthermore, while enterprises need
to train data engineers, data scientists, ML
modellers, and operations personnel, it is
equally crucial to educate employees on
the responsible use of generative AI.
“Those implementing this technology,
including companies like Tech Mahindra or
other service providers, must understand
fraudulent activities, potentially their roles in safeguarding it. They possess
causing social unrest, he describes. knowledge of how this technology operates
“Ecosystem players must play and must take steps to ensure its responsible
a pivotal role in AI governance to ensure its use. For instance, if certain data should not
responsible use,” Purohit says. “Regulatory be used for a particular purpose, they must
bodies have a vital role to play, and implement technical safeguards to prevent
technology creators must introduce such usage. If the generated output can be
interventions to guarantee the safety, harmful or offensive, filtering mechanisms
security, and suitability of technology for should be in place. In cases of malicious
various applications, including addressing content, proactive blocking measures
copyright-related aspects.” must be enforced.”
Generative AI can be harnessed
thoughtfully and effectively within The rising role of the ethics officer
organisations when leadership is committed The growing emphasis on ethics in
to implementing safeguards to protect both generative AI has led to the creation of the
AI/ML
ethics officer role in enterprises.

This role ensures compliance and
focuses on identifying and solving ethical
issues across people, processes, and
technology. “This dedicated position is
responsible for ensuring compliance
across all levels, encompassing people,
processes, and technology,” Purohit says.
“It allows companies to devote more time
and effort to identifying problems and
finding the best solutions.”
While designing and developing
generative AI use cases, businesses
should take a ‘responsible-first’ approach.
“It is essential that they adhere to
a comprehensive and structured
assessment of responsible AI and follow
a human-in-loop approach when making
critical inferences and taking action.
Purohit concludes by urging
a ‘responsible-first’ approach in the
development and use of generative AI.
He highlights the ongoing evolution of
this technology, particularly evident in
the rapid advancements from ChatGPT
to its successors.
“The era of generative AI is only just
beginning,” he says. “Since ChatGPT
was rolled out in November 2022, we’ve
already seen swathes of updates and
fine-tuning; just four months later,
ChatGPT 4 arrived with significantly
improved capabilities. In other
words, just as a full realisation of
a technology’s benefits takes time – so does
getting the ethical framework correct.
“It’s essential to remember that while
generative AI can create issues, it can also
resolve them. It’s like an antidote. While
generative AI can lead to cyberattacks,
it can also defend against them.
Technology can cause disruption,
but it can also provide protection.”
124 March 2024

KITE, A GILEAD COMPANY
Kite Pharma
WHERE GLOBAL
HEALTH AND
SUSTAINABILITY
ALIGN
AD FEATURE
WRITTEN BY:
TOM SWALLOW
PRODUCED BY:
JONATHAN MOORE
Cindy Perettie and Chris McDonald

outline Kite’s journey to world-class
lymphoma treatment and sustainable,
fast-paced manufacturing and delivery
G
ilead’s vision is to create
a healthier world for all
people, a vision that includes
sustainability as a key
responsibility throughout
the value chain. The ability to incorporate
sustainable business practices while
executing complex scientific processes
is one attribute that makes Gilead and
Kite so unique. This sustainability focus
is embedded across all of Gilead and
Kite manufacturing operations; from
integrating the 12 principles of green
chemistry throughout the small molecule
development process to Kite’s focus on
innovative cell therapy treatments for
blood cancers.
Lymphoma is a blood cancer that impacts
80,000 people a year globally and there
are currently over 100 therapies approved
for its treatment. For decades, lymphoma
was treated the same way, but in recent
years, a new treatment option for patients
harnessing the power of their own immune
system to fight cancer has emerged: CAR
T-cell therapy, or CAR T. Unlike many other
cancer therapies, CAR T-cell therapies are
one-time treatments with curative potential
that allow many patients with certain blood
cancers to live longer, healthier lives.
Kite is a pioneer in the CAR T-cell therapy
field and committed to changing the future
of cancer treatment.
“We’re the only CINDY PERETTIE

company that TITLE: E
XECUTIVE VICE PRESIDENT
has end-to-
AND GLOBAL HEAD
INDUSTRY: B
IOTECHNOLOGY
end standalone RESEARCH
research and
development, Cindy Perettie serves as Executive
manufacturing, and
Vice President and Global Head
of Kite, a Gilead Company, and is
commercialisation responsible for overseeing the cell

therapy business.
of a potentially Cindy joined Kite in 2023 with

more than 20 years of scientific and
curative treatment” commercial leadership experience
in global biopharmaceutical
organizations. Most recently, she
CINDY PERETTIE
EXECUTIVE VICE PRESIDENT served as Head of Roche Molecular
AND GLOBAL HEAD, KITE Lab Solutions where she oversaw
the PCR (polymerase chain reaction)
It still sounds amazing when you stop and and Sequencing Business. Prior
explain it to someone – taking a patient’s to that, she was Chief Executive
own T-cells, flying them across the country Officer at Foundation Medicine.
to a special lab to modify them, flying them Before joining Foundation Medicine,
back again and re-infusing the modified cells Cindy was Head of Global Oncology
into the patient to fight their cancer. Strategy at Roche’s Oncology Unit.
“It’s been 30 years since a curative therapy In 2012, Cindy joined Sarah Cannon
was approved prior to CAR T,” says Cindy Research Institute as President of
Perettie, Executive Vice President and Global Global Development Innovations
Head of Kite. “The unique piece about where she gained invaluable insights
CAR T is what we call a one-and-done into the day-to-day care of people
treatment – it is a one-time treatment. living with cancer. She started her
It’s your own armoured white blood cells career at Johns Hopkins University
with the potential to cure.” as a senior research associate.
Kite’s impact has rapidly scaled from She holds an MBA from Saint
being able to treat hundreds of patients per Mary’s College of California and
year to now having treated 19,500 since a bachelor’s degree in biology with
Kite’s CAR T therapies have been approved. a minor in chemistry from The State
Given that each cell therapy is uniquely University of New York at Potsdam.
designed for each patient, manufacturing is
central to how Kite delivers their therapies,
130 March 2024

and quality, reliability, and speed are critical.

From the early stages of manufacturing to
QUALIFICATION OF logistical aspects of treatment delivery, Kite
A ONE-TIME TREATMENT strives for operational excellence, leveraging
technologies to make their rapid and reliable
What exactly does a one-time treatment turnaround time and 96% manufacturing
look like? At what point can clinicians success rate possible. Following the recent
declare success? FDA approval of a shorter manufacturing
Perettie addresses this, explaining the time for certain CAR T therapies in the US,
criteria for a successful one-time case the organisation is anticipating reducing its
study. In the oncology field, if a patient already industry-leading turnaround time
survives five years or more beyond their from 16 days to 14 in the U.S. This has a real-
treatment with no need for additional world impact for patients as two days in the
cancer treatment, this can be suggestive life of a patient with an aggressive disease
of a potential cure. can be too long to wait.
The organisation now has two
approved therapies available for
use in five different indications.
132 March 2024

Perettie continues: “We’re the only to delve into the logistical side of the
company that has end-to-end standalone business, in particular how it delivers a
research and development, manufacturing highly individualised treatment to the
and commercialisation of a potentially masses in a seamless way while also
curative treatment.” addressing the impact of its supply chain
Kite’s top priority is making sure that every on the environment and its stakeholders.
patient who may benefit from CAR T has “We made some decisions early on
access to this therapy as early as possible to – commitments to really build out our
potentially save their life. This involves creating capacity and our manufacturing and
the right set of circumstances for patients to supply chain teams as well as quality
get access to this innovative treatment. assurance teams,” says McDonald. “Those
Every day matters for patients facing decisions allow us not only to have really
blood cancer, and Kite recognizes the critical good turnaround times and success rates,
importance of its supply chain and global but we also have the additional capacity
manufacturing network to deliver these so that a patient has a manufacturing slot.”
individualised therapies to patients. This approach to the manufacturing
This is where we invite Chris McDonald, portion of treatment delivery is driven by
Head of Technical Operations at Kite, the mindset of continuous improvement
CHRIS MCDONALD “When you

have a large
TITLE: G
LOBAL HEAD OF
TECHNICAL OPERATIONS
INDUSTRY: B
IOTECHNOLOGY
RESEARCH
manufacturing
LOCATION: UNITED STATES network, the
Chris McDonald joined Kite in
sustainability of
2018 and currently serves as
Senior Vice President and Global
your facilities
Head of Technical Operations.
Prior to joining Kite, Chris was
is critically
with AstraZeneca, where he was
VP & Site Head of Operations for
important”
their monoclonal antibody site.
Previously, Chris spent 10 years CHRIS MCDONALD
GLOBAL HEAD OF
at Novartis Vaccines in positions
TECHNICAL OPERATIONS,
of increased responsibility, KITE
including VP & Site Head of
Vaccines Operations, and VP – some in the manufacturing sector might
& Global Head of Technical say ‘kaizen’ – and is what allows McDonald
Operations Strategy. In this role and the team to continually seek out
Chris was responsible for product areas for potential improvement.
life cycle management, long “We’ve really got this patient-focused
range production planning and mindset and continually seek out areas for
manufacturing network strategy potential improvement, which means that,
for a network operating in eight even though we’re doing really well,
countries. Prior to his time at we can’t stop now,” he adds.
Novartis, Chris held various “Every day we come into work
manufacturing and engineering we say ‘how can we do this better?’”
leadership roles at Amgen.
Chris holds a bachelor’s degree Sustainability at the core
in computer science from Eastern In 2021, Gilead made significant strides
Michigan University and master’s in the evolution of their environmental
degree in business from the sustainability program – all while
Fuqua School of Business at delivering their innovative medicines.
Duke University. Gilead has
a longstanding commitment to reducing
greenhouse gas (GHG) emissions,
minimising waste generation, conserving
water and product stewardship. Gilead
is committed to creating a future of
responsible and resilient growth, factoring “We’ve really got
the health of people, communities and
the environment into everything they this patient-
do. Environmental stewardship is part of
Gilead’s culture – supported by leadership, focused mindset
their employees are a driving force for
helping them achieve their corporate and drive for
aspirations.
These commitments lead Kite’s technical
continuous
operations down a more sustainable path.
Aside from the overall health benefits
improvement”
of fast-paced delivery, the business also
focuses on reducing its environmental
CHRIS MCDONALD
impact through improved efficiencies and GLOBAL HEAD OF TECHNICAL OPERATIONS,
other actions driven by data to ensure KITE
136 March 2024

environment, the team at Kite must consider

the variables that impact the end treatment,
but generally execute as quickly as possible.
This requires harmonised cross-functional
planning to ensure that all stakeholders are
on the same page.
Also crucial in Kite’s sustainability journey
is its sourcing of carbon-free renewable
energy, which applies to its manufacturing
facilities – showcasing their commitment to
improve emissions. This also aligns with the
company’s strategic approach to conserve
natural resources through energy, water,
and waste efficiency projects.
“When you have a large manufacturing
network, the sustainability of your facilities
is important. We have large facilities and
we’ve been really focused on driving
these to be as efficient as possible from
a sustainability perspective,” says McDonald.
“To further support Gilead’s ambition to
reach net zero operational emissions by
2030, I’m really proud of the fact that four
out of five of our manufacturing facilities
have green building certifications with the
fifth one in progress. We’ve purchased 100%
of our energy as renewable energy, and
their relevance to the cause – the word we have green teams at each site who are
‘lean’ perhaps being one of the key terms to driving continuous improvements from
describe the approach outlined by McDonald. a sustainability perspective.”
“While we have a complex manufacturing
process, we’ve simplified that as much as we Prioritising Patients and the Planet
can. We’ve made it repeatable, by removing Considering what we’ve learned about Kite’s
as much variability as we can,” he explains. treatments and how they reach patients, it
“Oftentimes, somebody will ask me, ‘what’s seems fitting to say that sustainability and
the secret sauce of Kite?’ I want to say ‘there patient care are aligned in the Kite process.
isn’t one’, but I think the really important Firstly, the organization aspires to provide
component is execution.” patients with care that increases chances of
Execution may seem like a simpler idea, surviving this critical illness, and secondly,
but the reality with any business process the team does so with the environmental
change is that organisations often spend impact of the organisation in mind.
a lot of time weighing up the minor details Not only is its one-and-done approach
of their strategy. In such a fast-paced successful by the patients’ standards, but also
incorporates a much leaner approach
to manufacturing treatments as each
finished product is assigned on a case-
by-case basis.
“If you think about a typical company,
they will make a product, they’ll send it
out to distribution centres that would
stock the inventory,” says Perettie. “We
don’t have to do that. Having a one-and-
done treatment means that we’re not
sending products to holding facilities
where they’re continuing to hold
them and then transportation again
to a hospital.”
This also supports the company’s
energy reduction efforts as a much
leaner approach to providing treatment
minimises the need for excess equipment
in its facilities, such as refrigerated storage
for compounds or other continuous
use of electronic devices. Through
automation, the manufacturing process
can also be simplified, as explained
by McDonald.
“We continue to look at innovation
– such as automation technologies –
that will streamline our ability to deliver
to patients, potentially reduce the
turnaround time further, and improve
success rates,” he says. “Over the next
12 to 18 months, we’re going to deliver
the way we have been, but also
improve upon that.”
This sentiment isn’t solely
representative of the leadership
team at Kite. The sustainable approach
also echoes among its workforce as it
delivers meaningful ways to reduce the
company’s environmental impact. It is
also part of a broader, multi-year effort
to have an overarching commitment
to sustainability throughout Gilead,
including Kite.
138 March 2024

“Gilead’s
sustainability
strategy is
designed to
drive progress
toward achieving
the company’s
mission to create
a healthier world
for all people”
JOYDEEP GANGULY
SENIOR VICE PRESIDENT,
CORPORATE OPERATIONS
AND GILEAD’S CHIEF
SUSTAINABILITY OFFICER
“Gilead’s sustainability strategy is

designed to drive progress toward
achieving the company’s mission to
create a healthier world for all people,”
said Joydeep Ganguly, Senior Vice
President, Corporate Operations and
Gilead’s Chief Sustainability Officer. “From
LEED-certified buildings to sustainable
manufacturing practices, our Kite
facilities continue to make meaningful
contributions to realise our vision of
a low-carbon future”
I wish to
have a white
fluffy puppy
Jade, 7
140 March 2024

MAKE - A - WISH AMERICA
Undergoing
Enterprise Data
Transformation
WRITTEN BY:
TOM
SWALLOW
PRODUCED BY:
TOM
VENTURO
The Chief Information Officer at

Make-A-Wish America, Teresa Duran, shares
her approach to data and insight that is
modernising operations at the non-profit
M
ake-A-Wish America is a beacon
of hope for young children across
the US. Best known for its mission
to create life-changing wishes for children
battling critical illnesses, Make-A-Wish
America has evolved significantly in recent
years from an organisational perspective.
This transformation, deeply rooted in
technological advancements and data-
driven strategies, has not only enhanced
the organisation’s operational efficiency
but also amplified its impact on young
lives across the nation.
The non-profit is dedicated to granting the
heartfelt wishes of children battling critical
illnesses up until the age of 18-years-old.
Teresa Duran, a key figure in the organisation,
describes the wish-granting process as
a therapeutic intervention that goes beyond
traditional medical treatments. It’s a journey
that brings hope, strength, and joy to children
and their families during one of the most
challenging times in their lives.
As the Chief Information Officer for
Make-A-Wish America, Duran is responsible
for all functions of technology, including
leading the largest business transformation
during Make-A-Wish’s 43-year history.
The transformation involved consolidating
systems and databases from 59 local
chapters and National into a single enterprise
system to manage donor, volunteer, medical
professional, and wish information.
142 March 2024

I wish to go
to a dude ranch
Sayde, 7
As a result of the transformation,
Make-A-Wish has a holistic view of data,
“Data that couldn’t
a major key to unlocking necessary be put together or
revenue growth to meet the demand of
critically ill children waiting for wishes.
would take weeks on
This transformation aims to provide end can now be done
more efficiency for its teams, resulting in
more wishes granted to its most precious in a split second to
stakeholders – the children and families manage their wishes”
that benefit from its service. This aspect
of its work created a gravitational pull,
TERESA DURAN
enveloping Duran and her desire to CIO,
change lives for the better. MAKE-A-WISH AMERICA
144 March 2024

TERESA DURAN
TITLE: CIO
I wish to be a
professional COMPANY: MAKE-A-WISH
skateboarder
Angel, 6 LOCATION: UNITED STATES
Duran brings over two decades

of technology experience across
multiple industries, consistently
excelling in guiding companies to
develop successful digital strategies
and innovative products, manage
cybersecurity risk, and establish new
business models. Her career has been
marked by three significant business
transformations within the last
decade, earning her recognition as
the CIO ORBIE Corporate Winner
of the Year in 2023.
The Technological Revolution

in Non-profit Operations
Since October 2021, Make-A-Wish America
has been on its own journey to evolve
into a data-driven organisation. “We had
a connected vision, yet our data and
systems were disparate in managing donor,
wish, and volunteer data. We had limited
data standards and processes due to our
fragmented systems.”
Make-A-Wish embarked on
a transformation journey, unifying its data,
process, and systems to reflect our core
The future has arrived! The Artificial landing pages in the branding and tone
Intelligence (AI) revolution is impacting of the organization. Program Managers
everything, nonprofits included. Society can predict a program participant’s
is at a pivotal point in its technology likelihood to complete a program or
advancements which will have a significant have a first draft of a program impact
impact on today’s global challenges report written. While IT can use AI to
- from climate change to curing rare code more efficiently and effectively.
diseases to ensuring education access
and more. Nonprofits of all shapes Getting this time back will help staff
and sizes that work every day to solve focus on mission critical work while
these issues need to be flexible and insights shared across the industry can
adaptable to take advantage of these help solve global challenges by identifying
innovations to drive more change, faster. important trends and investing in nonprofit
initiatives with the highest impact.
These problems can be daunting to
solve when looking at them at scale. At Salesforce, we also want to ensure
But what matters is the day to day work nonprofits can navigate this new future
that nonprofit staff do that culminates together. So what can your nonprofit do
in impact. AI can help create a path to prepare for AI if your organization is
forward that leads to greater efficiencies not ready to get started? The first step is
and as a result, greater change. developing a data strategy to align your
teams. Currently, 76% of nonprofits
At Salesforce, we believe in trusted AI that reported not having a data strategy,
keeps humans at the center, augmenting while 66% don’t make decisions based
and amplifying the work they’re already on data and evidence. Nonprofits can
doing. We see opportunities for staff to begin building a data strategy by:
leave mundane, time-consuming and
repeatable tasks to technology. In fact, 1. Starting with organizational objectives
89% of nonprofits, although cautious and use cases and asking “who would
but optimistic about AI, believe it can benefit from this?”
make their organization more efficient.
2. Identifying, collecting, and aggregating
Einstein, Salesforce’s AI solution and the data: Understand data sources and
first comprehensive and trusted AI for how the data flows within your
CRM, can help organizations of all sizes organization.Identify what data is
use both predictive and generative AI to needed to fulfill the above use cases.
increase efficiency and maximize impact.
Einstein can augment nonprofit leaders and 3. Ensuring regulatory compliance and
staff with key data, insights and content to establishing a data governance plan.
help deepen the relationships with their
stakeholders. Now and in the future, As the data strategy develops, ask how
Fundraisers can predict a donor’s likelihood AI should be a key component. Here is
to give or have AI write fundraising appeals, to a bright, AI fueled future, with you
while marketers can predict the best and your organization at the center!
time to send emails and use AI to create
WATCH NOW
business and mission. This transformation,

akin to an “extreme makeover”, has
revolutionised how the organisation
manages wish data, donor engagement,
and operational efficiencies across
National and local offices.
Highlighting the result of previous
digitisation efforts, Duran says: “Going
through this business transformation
has been truly game changing for the
organisation. The core business has changed.
“Data that couldn’t be put together,
or would take weeks, can now be done I wish to have
in a split second to manage the wish process. a playset
We had this connected vision, yet our Alexa, 2 ½
systems and data did not reflect this.
So, the ability to see a huge change
– think of an extreme makeover
– that’s where Make-A-Wish evolved.”
148 March 2024

Make-A-Wish America brings joy into
the lives of children battling critical
illnesses, allowing their families
a glimpse of hope. Since its inception
in 1980, the organisation has carried
a deep humanitarian mission, resulting
in a profound impact through
wish-granting.
Granting life-changing wishes to
children, the organisation supports
them through the toughest moments
of their illness, by enabling joyous, one-
of-a-kind experiences across the US.
The idea of Make-A-Wish is
attributed to one moment when
a 7-year-old boy wished to become
a police officer. This inspired the
mission that lives today and grants
more than 16,000 wishes yearly.
The non-profit is supposed largely
by donations, not just money but
volunteers’ time. As a result of its
impactful work, Make-A-Wish America
is widely recognised across the states
and the globe. Having granted more
than 360,000 wishes in the US and
its territories, and more than 550,000
globally, since its founding, the
charity continues to evolve,
leveraging technology and data to
drive enterprise-like decision-making.
“I always say

technology is
the easiest part”
TERESA DURAN
CIO,
MAKE-A-WISH AMERICA
Appointing Duran to the organisation

brought its benefits. Having noticed
a lack of data maturity, which further
emphasised the need for a CIO, she
wasted no time addressing the fundamental
problems – working on data and analytics
necessary for the growth and management
of its operations.
A significant component of Duran’s
role was to educate teams on the core,
modern capabilities and competencies
that allow an enterprise to thrive in the
digital world. She addressed the need
to manage data better to visualise the
abundance already at play within
Make-A-Wish systems.
Data-Driven Approach:
The Heart of the Transformation
Being ‘data-driven’ means leveraging data
and insights for decision-making and
predicting and measuring performance.
For Make-A-Wish America, this approach
has been pivotal, enabling the charity to
understand the complex dependencies
across different chapters and streamline
processes from wish data management to
donor engagement and financial auditing.
“You should always look at the end state
with data and leveraging data to make or
predict informed decisions. What will we
do now with the data and opportunities
we have? Where can we automate to drive
150 March 2024

I wish to be
a Marine
Haoran, 7
I wish to
see snow
Frankie, 4
$1.82bn
In April 2017,
American hosting company
GoDaddy acquired
123 Reg from the parent
company, HEG.
#1
123 Reg is is the UK's top
domain registrar.
$1.82bn
American hosting company
GoDaddy acquired
123 Reg from the parent
company, HEG.
efficiencies, improve decision-making, and

make predictions with data?” stated Duran.
“When I think of a data-driven organisation,
it’s not just about making decisions, but
it’s tightly coupled within the strategy and
digital. Through this connected vision, I also
think that we must be sure we’re making
the right decisions at the right time.”
Duran asks, “What are we doing to help
predict and measure performance?”.
She swiftly explains that Make-A-Wish
was historically unprepared for this, with
minimal access to performance analytics
without the consolidated view of data
the organisation has today.
“We didn’t have a comprehensive way
to analyse. Our chief revenue officer didn’t
even have a simple means of measuring
performance, not just for his people, but
the performance of different revenue
insights. Maturing our data strategy is
crucial to enable us to be proactive and
agile with our investments and growth
strategy. Data maturity is a journey,
and we are well on our way.
Also, a vital part of this strategy is
automation, a lucrative end goal for the
organisation as it streamlines menial
processes and data management, freeing
up its talent to focus on delivering wishes
to more and more children. Duran explains
that automation and informed decisions
are unavailable to teams without data
and insights – it’s the critical first step
to simplifying and modernising an
entire organisation.
Enhancing the Wish-Granting

Experience with Data
More than 40% of wishes rely on
interdependencies with more than one
local chapter across the US. However, data
must be visible across the board to gain
a comprehensive view of the organisation’s

performance and collaborate between
chapters. This also interconnects the
branches of Make-A-Wish to streamline
the wish-making process by leveraging
I wish to have
collaboration from different states. a saxophone
Data analytics has significantly improved Michael, 18
the wish-granting experience. Dashboards
and real-time data allow for efficient
management of the wish pipeline, improving
a child’s wish process. This efficiency
is crucial given the intricate network of
vendors, volunteers, and chapters
involved in fulfilling each wish.
The Role of Change Management

Implementing such vast technological
changes required effective change
management. Storytelling, stakeholder
Congratulations,
Future. Teresa Duran and

Make-A-Wish®
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154 March 2024

“The ability to be
transparent and
do all we can to
protect families’ within the last 10 years, but it’s less about
data is tremendously technology and more about change and

an organisation’s ability to embrace
important” a learning mindset.
“There was a tremendous amount of
effort, especially at Make-A-Wish, going
TERESA DURAN
CIO, through their first major transformation
MAKE-A-WISH AMERICA change, probably the largest change they’ll
ever go through as an organisation.”
engagement, and preparing the organisation This point brings it back to technology but
for a “bumpy ride” were key strategies used nestles it under the change management
by Teresa Duran and her team. This approach umbrella. Ultimately, the ability to adapt to
ensured that the organisation was ready a changing technical landscape will allow
for the transformative shift toward more Make-A-Wish to prosper in years to come.
technologically advanced operations. The shift here, facilitated by Duran, is one
“I always say the technology part is the of mindset – understanding the need for
easiest part,” Duran explains. This is the technology and the benefits before
third business transformation I’ve led tackling the implementation.
Financial Transparency: A Pillar of Trust

Through so much organisational change,
the inherent benefit of data and insight
is an element of trust, which is the
cornerstone of Make-A-Wish as it works
with many stakeholders on a non-profit
basis. Understanding how many flows
through the businesses and better visibility
will allow the charity to share this with its
major stakeholders that look through the
enterprise lens.
This is also an exercise of data protection
as the team deals with sensitive data on
external individuals and their affiliation
with Make-A-Wish.
“The ability to be transparent and do all
we can to protect our employees, donors,
and wish families’ data is tremendously
important in this digital age. We take
measures to protect their information,
and our organisational assets will speak
volumes to anyone who wants to engage
with our mission,” Duran explains.
We are committed to safeguarding
sensitive data, protecting our brand
reputation, and fostering a secure
digital environment.
The Power of Partnerships

Strategic partnerships have been
instrumental in Make-A-Wish America’s
transformation. Collaborations with
Salesforce, Microsoft, TEKsystems, and
others have provided the technological
backbone and expertise necessary for
this metamorphosis. These partners
have supported data centralisation
and analytics and contributed to talent
sourcing and innovative solutions
in AI and machine learning.
“The Salesforce product is second to
none. They have an incredible developer
ecosystem. Beyond having an amazing
156 March 2024

I wish to meet
a unicorn
Charlotte, 5
product, the partners I have worked Microsoft offers incredible services to
with over the years do all they can to nonprofit organisations. We rely on Microsoft
help achieve your company goals.,” to help deliver on our mission, from Microsoft
says Duran. 365, cybersecurity, Azure, and machine
She also praises Tek Systems and learning capabilities. They have great partners
Microsoft as key stakeholders in the to help us explore new areas of innovation
wish-granting mission. and data. This plays a pivotal role in enabling
“TEKsystems has been a close partner Make-A-Wish’s growth strategy, ensuring
of mine for over 20 years, sourcing that every eligible child’s wish is granted.
technology talent from across the US.
It’s one of those organisations that I have Looking Ahead: AI, Machine
trusted throughout my career, even having Learning, and beyond
the same account manager in the last The future of Make-A-Wish America
three positions that I’ve held. is firmly rooted in advancing AI and
158 March 2024

I wish to have
adaptive ski
equipment
Piper, 7
machine learning. These technologies its humanitarian mission. By embracing

will enable better engagement wit data-driven strategies, innovative
donors, facilitate revenue growth, technologies, and strong partnerships,
and adapt to the changing landscape Make-A-Wish America is not just
of donor behaviour. Emphasising keeping pace with a changing world
digital fundraising methods and – it’s setting a new standard for how
improving operational efficiencies technology can be harnessed to bring
across chapters are key focus areas. hope and happiness to children
Make-A-Wish America’s journey across the country. In doing so, it
through technological transformation continues to fulfil its noble mission,
is more than just an organisational one wish at a time.
upgrade. It represents a fundamental
shift in how the nonprofit sector
can leverage technology to enhance
ENABLING A BRI
FUTURE FOR THE
WRITTEN BY: PRODUCED BY:

KATE BIRCH LEWIS VAUGHAN
160 March 2024

STT GDC PHILIPPINES
IGHTER DIGITAL
E PHILIPPINES
STT GDC PHILIPPINES
Carlo Malana, President and CEO of ST Telemedia

Global Data Centres (Philippines), on bold plans to
transform the country into a new regional hub
W
hen it comes to the capacity to increase five-fold, to reach
digital transformation 300MW, by 2025.
opportunity in Southeast With the Philippine digital industry set
Asia, it seems the to grow at a projected CAGR of 20% through
Philippines is on the 2030, STT GDC Philippines’ President and
cusp of something special. CEO Carlo Malana says he is seeing “rapidly
Data centres are booming in the region, growing demand for high-quality co-location
and growing connectivity via subsea cables services in the Philippines as both cloud
to the United States means the Philippines service providers and enterprises alike
could be the new gateway and data centre continually expand their business platforms
hub for this vibrant region. to meet consumers’ evolving demand
There is strong domestic demand too, for low-latency digital services.”
with the nation’s 118 million population So how is STT GDC Philippines aiming
spending more time online than any other to deliver on that bold ambition, and why
in the Asia-Pacific region. According to does it see the country as the next big
recent data from Statista, the average opportunity for data centres in the region?
Filipino spends a whopping 9 hours and Malana explains how the company,
14 minutes per day using the internet, which only formed in 2022, is embracing
compared to 3 hours 45 minutes in Japan. the challenge.
Such demand for digital services “It all happened quite fast, we were
and internet connectivity is driving the essentially a startup,” recalls Malana,
development of data centres in the when the company was first formed
Philippines – and industry leader ST in a joint venture between one of the
Telemedia Global Data Centres Philippines world’s fastest-growing data centre
(STT GDC Philippines) is leading the way with providers Globe Telecom, Singapore-based
expansion to seven data centres including STT GDC, and conglomerate Ayala Corp.
a 124MW campus under construction. “In 2023, we got real traction and set
Put into context, the nationwide data centre about changing the company. We started
capacity is currently only around 60MW. creating most of our capabilities in-house,
The Philippines’ Department of adapting processes so we could make
Information and Communications decisions faster and rapidly respond
Technology (DICT) has said it expects that to customer demands.
162 March 2024

Carlo Malana,
STT GDC Philippines’
President and CEO
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STT GDC PHILIPPINES
Busway system
at STT Makati
Data Centre
“We created a framework where The Philippines is set to benefit from

we were able to do things that were even greater connectivity thanks to
simply not possible in the old infrastructure. additional subsea cables (the physical wires
Some customers say we are doing what that make up the internet) connecting the
they thought was impossible, and so we’ve country to the US west coast.
made that part of our DNA. We want to be This is significant as it creates the physical
a company that is trusted, easy to deal with, infrastructure required to enable digital
and can be banked on to deliver on the transformation across business and society.
promises that we make.” With this increased connectivity and
Just a year after the company was formed, ramping up of data centre capacity, Malana
STT GDC Philippines broke ground on the shares the view of many experts who
most interconnected, carrier-neutral data believe that the Philippines could become
centre in the country. Not just that, but the an alternative regional hub for hyperscalers
STT Fairview data centre campus proved looking to tackle concerns in traditional
to be a step change. strongholds such as lack of space in
“In a country where a 6MW data centre Singapore or geopolitics in Hong Kong.
was once considered large, and most “With the investments that STT GDC
were around 2MW or 3MW, we came Philippines is making, we aim to play a
along announcing 124MW,” says Malana. significant role in developing the nation’s
The STT Fairview data centre campus digital future,” Malana says.
will be the largest, most interconnected, “Here we are building one data centre
sustainable, and carrier-neutral DC in campus that is going to be twice the existing
the country. capacity of the entire country, because
STT GDC PHILIPPINES
CARLO MALANA
TITLE: CHIEF EXECUTIVE OFFICER
COMPANY: STT GDC PHILIPPINES
Carlo Malana is the President and

Chief Executive Officer (CEO) of
STT GDC Philippines. STT GDC is a global
IT Infrastructure company operating
170 data centers in 9 countries. In the
Philippines, it is a joint venture with the
Globe Group and Ayala Corporation as
it enables the digital transformation of
global and local businesses by providing
secure, reliable, and sustainable data
centers located in the business centers of
the Philippines.
Before being named CEO of STT
GDC Philippines, he served as Chief
Information Officer (CIO) of Globe,
a digital solutions platform and
telecommunications provider in the we want to make sure we have the scale.
Philippines, with more than 87 million One of the key things for global cloud
mobile and 3.5 million home broadband providers is that they want to see a runway
customers*. He led Globe’s technology – they want to see the ability to scale when
transformation including the acceleration they look at viable locations.
of cloud-native and cloud-enabled “So we provided strategic runways for
technology of major systems, the both Fairview and Cavite, our two main
implementation of DevOps, the launch
campuses, and we also have three sites
of Globe’s Digital Brand, and the Digital
where not only can we fulfil their needs
Employee Experience during the global
in the very near future – but also in the
pandemic. He also worked in the US
years to come.”
and Mexico with AT&T, and held various
STT GDC Philippines began construction
leadership roles in technology, strategy,
sales, finance, and operations.
of a second facility in its STT Cavite data
With over 20 years in Information centre campus just six months after
Communications Technology across STT Fairview, which brings the total number
the United States, Mexico, and the of data centres operated by the company
Philippines, he has led both technology in the Philippines to seven.
and business organizations in such Clearly, STT GDC Philippines is
diverse areas as strategy, program positioning itself for the future digital
management, merger integration, retail, needs of the region, while also serving
finance, customer operations, and sales. domestic demand. Malana says co-location
* ~56M subscribers after SIM Reg Law is a further opportunity.
166 March 2024

Ground breaking ceremony for
STT GDCs seventh data centre in
the Philippines, the STT Cavite 2
“STT GDC worldwide has already proven
“In a country
the ability to have a company focused on
providing efficient, sustainable, reliable,
secure data centres,” he says.
“Being able to work closely with
where a 6MW
technology companies from both China
and the US is very important. We’ve
data centre was
established that reputation and aim to once considered
maintain the same standards that they are
used to in Singapore, in the UK, and in India – large, and most
in the Philippines as well. That’s our goal.”
In any emerging market there are
were around
inevitable headwinds, and Malana identifies 2MW or 3MW,
we came along
three possible hurdles for STT GDC
Philippines to overcome.
First, and probably the easiest to
overcome in this instance, is the usual
announcing
challenge associated with setting up and
growing a new technology – encouraging
124MW”
widespread adoption. With clear demand,
CARLO MALANA
this should not be a problem. Secondly, the PRESIDENT AND CEO,
increasing need to make data centres more STT GDC PHILIPPINES
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STT GDC PHILIPPINES
“We want to be a company that’s trusted,

easy to deal with, and that can be banked
on to deliver on the promises we make”
CARLO MALANA
PRESIDENT AND CEO,
STT GDC PHILIPPINES
sustainable, and develop assets that geopolitics. With tensions flaring in hotspots
are future-proofed. around the world, from Europe to the Middle
“The Philippines has quite a number East, having a centralised, politically neutral
of renewable energy projects that are location is very attractive.
due to open in the next couple of years,” On top of these, Malana highlights global
says Malana. “Part of our strategy is to macroeconomic conditions (something
ensure that those power sources are every company can relate to), and tapping
available to our data centres because top talent (again, a universal concern).
we have also committed to powering our Malana is confident though that these
data centres through renewable energy.” hurdles can be overcome and that
The third factor Malana highlights STT GDC Philippines can help transform
is impossible to predict, but could also the Philippines into one of the major
play into the Philippines’ favour – emerging data centre hubs, alongside
STT GDC PHILIPPINES
WATCH NOW
established players like Singapore

and Indonesia in Southeast Asia.
“In two to three years, we’re looking
to be able to service global cloud providers,”
says Malana.
“At that point, we would have grown
significantly. By 2025, we will be adding The new data centre will have the ability
a notable amount of capacity, about 15MW, to house liquid-cooled solutions and servers,
and then every year after that, we will offering a sustainability boost to those
add at least another 16MW – as long as operating the tropics – by substantially
the demand sustains it. reducing energy and water consumption.
“So in three years from now, we’re looking He also sees the local talent base building
to triple our current capacity, which should to serve critical facilities and the wider digital
be more than enough to service the needs infrastructure industry
of the global cloud providers.” “I think in three years we will be much
It is not just a case of building sufficient more mature as an ecosystem and at that
capacity. Malana says it is essential for point I see the Philippines as being one
STT GDC Philippines to mature, so the of the major regional hubs,” he says.
company is capable of handling the latest Malana is clearly passionate about
technologies and the demands of AI-based improving digital infrastructure in his home
GPU processes – as well as being ready country, having spent more than 20 years
for direct liquid cooling. in the US and Mexico before returning in late
170 March 2024

SUSTAINABILITY CREDENTIALS: STT FAIRVIEW DC CAMPUS
STT GDC Philippines operates carrier- core concrete slabs, recycled steel
neutral sites in Metro Manila, Cavite, and HDPE3 piping will lead to reductions
and Davao with 97% powered by renewable in embodied carbon.
energy. Currently under construction, Liquid cooling readiness: Deliver liquid-cooled
STT Fairview data centre campus will be solutions and servers to not only support
the largest and most interconnected AI-powered applications, but also reduce
DC in the Philippines when operational. energy and water consumption.
It will also be among the most AI readiness: Leverage AI, ML and advanced
sustainable, supporting customers analytics to improve the facility’s operational
in meeting their own sustainability efficiency and optimise energy use.
ambitions. Among green highlights: LEED Gold Pre-Certified: Designed to
Embodied carbon reductions: global industry standards, Fairview has
Use of innovative solutions like hollow LEED Gold Pre-Certification.
7
Data centres
97%
Data centres
powered by
renewable energy
124MW
Capacity of STT
Fairview data
centre campus
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172 March 2024

STT GDC PHILIPPINES
2019 to work at Globe Telecom. While

this move was in part driven by a desire
“With the to be closer to his family, he was also
investments
looking for an opportunity to make a
difference in the future of the country
that STT GDC he loves.

“I want to be able to make a difference
Philippines is in how the Philippines evolves in the future,”
making, we aim
he says. I am really proud that we have been
able to accept the challenge of growing this
to play a significant company, with a very ambitious plan

to execute, and be able to deliver what
role in developing we promise.
“We’re prepared for the challenges
the nation’s and confident that with this new and
digital future”
differentiated data centre capacity,
we will be able to capture new demand
while also helping our customers meet
their own sustainability ambitions.”
CARLO MALANA
PRESIDENT AND CEO,
STT GDC PHILIPPINES
FUTURE-PROOF F
HOME CREDIT’S V
FOR A SUSTAINAB
INCLUSIVE ECON
174 March 2024
HOME CREDIT VIETNAM
FINANCE:
VISION
BLE AND
WRITTEN BY:
LOUIS
THOMPSETT
NOMY
PRODUCED BY:
JAMES
BRIERS
Khang Pham Ngoc,
Chief Financial Officer
at Home Credit Vietnam
176 March 2024

HOME CREDIT VIETNAM
Khang Pham Ngoc, Chief Financial Officer

at Home Credit Vietnam, Outlines the
Path his Organisation is Taking to Achieve
a Sustainable Financial Future
I
love cooking,” says Home Credit
Vietnam Chief Financial Officer (CFO)
Khang Pham Ngoc. While cooking and
consumer finance institutions may
seem wholly disparate, for Khang,
there are many similarities between his
hobby and job.
“Cooking creates connections and it
creates emotion through different people
in different walks of life,” he says. “When
you’re a CFO, you’re constantly looking
for that connection between partners
and colleagues and driving meaningful
relationships with your customers.”
Khang has been a finance professional
all of his career, taking a leading role at
several organisations.
Having been at Home Credit Vietnam
for over five years, Khang has experienced
firsthand “how critical and effective finance
business partnerships can be, both in
supporting and challenging companies in
the way they operate and in the execution
of their strategies.”
“It’s essential to be able to connect the
dots between short-term objectives and
longer-term priorities and still be able to
balance both of them,” he adds.
“In a way it is just like cooking too, getting
all the different combinations of decisions
right. Whether it’s in the numbers of
analytics, it’s about maximising the execution
of the operation and strategy, much like
cooking is about maximising flavour!”
HOME CREDIT VIETNAM
Khang Pham Ngoc:

The path to Home Credit Vietnam
“IT’S ESSENTIAL TO BE
Khang’s lifelong career in finance and now ABLE TO CONNECT THE
in the financial services industry was not
something that he had planned, but his
DOTS BETWEEN SHORT-
skillset – particularly given his penchant for TERM OBJECTIVES
cooking – meant the job of CFO was perfect
for him.
AND LONGER-TERM
What’s more, joining Home Credit PRIORITIES AND STILL
Vietnam represented “the perfect storm”
for Khang. “I was lucky in that I fit the culture
BE ABLE TO BALANCE
Home Credit Vietnam was looking for”, BOTH OF THEM”
he says, having experience across both
European and Vietnamese heritage, and KHANG PHAM NGOC
being educated across the Europe/Asia CHIEF FINANCIAL OFFICER,
HOME CREDIT VIETNAM
continental divide.
In Europe before joining Home Credit
Vietnam, the role of CFO at the consumer Growing alongside Home Credit Vietnam
finance institution also allowed Khang to As previously mentioned, Khang has been at
return home and look after his family. Home Credit Vietnam for over five years, and
“I would say it was a mix of fate and he takes pride in what the organisation has
coincidence that led me to the credit been able to achieve in that time.
industry in my home country,” muses Khang. “Home Credit Vietnam has been on quite
“I think having a very diverse and interesting the digital transformation journey in my time
finance career across multiple industries here,” says Khang. “The finance function
worked in my favour. has been turning from being more on the
“I’ve been fortunate to have a lot of support side to a support and challenge side,
financial experience in different shapes and a positive, forward-thinking shift for us.”
forms, serving different industries, including “We’ve become more involved in
the manufacturing industry. This has given delivering effective partnerships, and being
me a diverse view of how to understand an effective partner ourselves, to the point
finance through different lenses; numbers where we are the organisation our partners
do not speak for themselves alone. turn to when there is an issue, or a problem
“So when you speak about manufacturing needs resolving.
or system integration, for example, these “The quality of the interface we’ve
roles require an understanding of legal developed and our greater communication
processes, contract negotiation processes lines has made our journey all the more
and customer relationships. interesting.”
“Harnessing these experiences has given It’s not just innovation itself that has
me the right skill set to come into the stood out for Khang in measuring Home
consumer finance institution space, and Credit Vietnam’s success. It has also fuelled
I’m very happy to be part of Home Credit positive numbers for the consumer finance
Vietnam today.” institution.
178 March 2024

KHANG PHAM NGOC
TITLE: CHIEF FINANCIAL OFFICER
INDUSTRY: FINANCE
LOCATION: VIETNAM
Mr. Pham Ngoc Khang, HCVN’s CFO

since May 2018, leverages 20+ years of
experience at VALEO, ALSTOM, and GE
to drive financial and strategic success.
His focus:
• Guiding HCVN’s sustainable
digi-finance strategy built on robust
processes and insightful metrics.
• Fueling growth through optimized

financing, insightful predictions,
and market resilience.
• Building passionate finance

teams ready for any challenge.
Beyond finance, Khang cherishes his

family life, indulging in his love for
cooking, reading, and spending quality
time with his wife and two children.
AI-Powered
Khang adds: “We were in a high growth “We’ve onboarded 15 million
phase preceding the COVID-19 pandemic. customers in that time,” notes Khang.
What was great is that, despite the “The population of Vietnam is around
circumstances of an economic downturn, 100 million, so we’ve been able to onboard
we were still able to deliver positive figures 23% of the adult population, a huge feat to
during the pandemic. achieve in just 15 years of operation.”
“Showing resilience throughout this cycle Home Credit Vietnam has been able to
of lockdown, and more importantly, our achieve this by developing a wide point-of-
ability to influence our people to keep sale (POS) network nationwide.
a balance between short-term obstacles This is something Khang accredits to the
and long-term transformation was a real firm’s establishment of many partners, “with
marker of our success.” key accounts, key retailers and key dealers
on one side, but also with a strong sales
Home Credit Vietnam: network of employees, over 3,000 strong,
A digital transformation journey on the other side”.
While Home Credit Vietnam is a widespread
name in the Vietnamese market, it’s Partnering with FPT.AI
important to remember it was only founded One such key partnership Home Credit
in 2008 – in operation for the past 15 years. Vietnam leverages is its relationship with FPT.
182 March 2024

HOME CREDIT VIETNAM
AI. The fintech helps the consumer finance However, by partnering with FPT.AI and
institution onboard its clients, and keep implementing an AI virtual assistant, Home
them there – as evidenced by its significant Credit Vietnam has been able to achieve
customer base in Vietnam. two core objectives. “The AI assistant has
“It’s so important to offer easy, seamless not only helped us save on costs,” notes
and convenient solutions,” says Khang. Khang, “it also helps us connect with far
“This is one of the core tenants in our more customers when they need it, than
relationship with FPT.AI. We also, alongside a traditional call centre.
our partner, strive to make sure the “We’re also able to track customer
solutions we leverage are professional satisfaction through the data from the
and ethical. AI assistant, and we’re able to tailor the
“These protocols we have jointly approach to a customer.
established with FPT.AI has allowed us “For example, if a customer is about to
to create a fantastic digital, AI-based call default on their credit we could change the
centre assistant. When you operate a call tone of the call to be more professional and
centre, it’s hard to actually prove that your give more frequent alerts. It reminds the
message gets delivered to a customer, is customer they need to pay their debt but also
adequately professional and reaches out to de-dramatises the situation, and removes
people on an emotional basis.” tense discussions person-to-person.”
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HOME CREDIT VIETNAM
“ECONOMIC GROWTH Indeed, the primary customer base of

Home Credit is the financially underserved
COMES FROM population in Vietnam. Those who have just
CONSUMPTION, SO got their first job, those on low income and

those vulnerable to credit are the core of
FOR US, IT IS ABOUT Home Credit Vietnam’s customer base.
ONBOARDING
Khang adds: “Our whole objective is to
build a relationship with the underserved
AS MUCH AS THE over time, improving their financial literacy
and giving them access to a more diverse
POPULATION SO WE range of products.”
CAN ACHIEVE OUR
Home Credit:
SUSTAINABLE GOALS” Championing financial inclusion
This is one of the key missions that Home
KHANG PHAM NGOC Credit Vietnam has been striving to achieve
CHIEF FINANCIAL OFFICER, since its founding, improving financial
HOME CREDIT VIETNAM
inclusion for the whole of Vietnam.
Through digital transformation, and
The partnership has also helped offering new products, Home Credit has
Home Credit Vietnam solve the different been able to reach customers who would
challenges faced by its customers and has otherwise still be unbanked. “It doesn’t
only been attainable thanks to the credit matter where you are in Vietnam, you will
union’s growth over the years. “The key to get a ‘yes’ or ‘no’ from us at the point of
our journey throughout the past 15 years has onboarding in less than 30 seconds,”
been supporting the growth of the market, says Khang.
but also supporting the financial inclusion Improving the convenience of the
of all our customers,” says Khang. customer experience, particularly in today’s
HOME CREDIT VIETNAM
WATCH NOW
digital age – has helped the consumer Of course, given the client base Home
finance institution significantly ramp up Credit Vietnam tailors to, responsible lending
its client base. “Throughout our journey, is a significant point of operation the credit
we’ve been adding more innovation to union has to get right. “Responsible lending is
help improve financial inclusion for all,” key for us,” Khang adds.
says Khang. “By improving our level of financial inclusion,
“We ask the key questions,” Khang and reaching more of the underserved, we can
adds. “How do you move offline people to enhance our knowledge of responsible levels
online? How do you get online people to of lending for customers, and get it tailored to
be interested in very offline-ish financing their specific needs with a wider pool of data.”
solutions? So it’s about innovation, but it’s There are other initiatives Home Credit
also about bringing basics and foundation Vietnam runs too, including Home for Life,
to these customers. which helps clients plot a path to lend properly
“Today we are onboarding customers and meeting payments. This is all part of
through our Home App, and we’re able to the consumer finance institution’s holistic
build a relationship with them through a approach to financial inclusion for
smartphone or personal device. This allows all in Vietnam.
us to acquire more customers and also Sustainable finance front of mind
improve retention. We see 67% of customers By meeting its financial inclusion goals,
returning to us which for me, really highlights Home Credit Vietnam can meet another,
the strength of our product.” significant aim: sustainable financial services.
HOME CREDIT VIETNAM
“There has been quite a sustainable stream

of profitability generated from delivering
financial inclusion and from our relationship
with clients,” says Khang.
“The steady stream of profits we generate
has allowed us to be on the market 15 years
later at the scale we have achieved, and we
have been able to grow sustainably, which
in turn allows us to offer clients the most
sustainable solutions for them.”
A self-perpetuating relationship for good,
Home Credit Vietnam has taken advantage
of its strong track record for sustainable
finance by being one of the first financial
institutions in Vietnam to deliver ESG
reporting, so it can track how to best reach
its ever-loftier sustainable aims.
“There are many diverse ways to address
sustainability,” adds Khang. “You could focus
on green financing, project financing and
initiatives to reduce your environmental
impact globally, but the best way is to
start at the bottom of the ladder.
“In Vietnam, delivering inclusion is
the first step to delivering higher aims
in sustainable finance. This helps to build “OUR HOME FOR LIFE
a strong economic cycle to deliver on
higher sustainable aims, like green financing.
INITIATIVE GIVES 0%
“Economic growth comes from INTEREST LOANS TO
DISADVANTAGED
consumption, so for us, it is about
onboarding as much as the population
so we can achieve our sustainable goals.
It’s not just important for us, but from
WOMEN TO
a governmental perspective and the EMPOWER THEM TO
Central Bank of Vietnam too.
“It’s our role to deliver this to customers
TAKE OWNERSHIP
and our responsibility to make sure clients OF OPPORTUNITIES
IN LIFE”
know their role in achieving economic
growth. One way in which we do this is
that our diverse workforce heads out into
underserved communities and volunteers,
KHANG PHAM NGOC
handing out toys to young children and CHIEF FINANCIAL OFFICER,
really connecting with the wider population.” HOME CREDIT VIETNAM
188 March 2024

Creating and maintaining sustainable “If you want to make sure the
communities is something Home Credit customers are returning, then you need
Vietnam, and Khang personally, takes very to treat them sustainably. You need to
seriously. “Our Home for Life initiative gives be there for them for the 15 years we
0% interest loans to disadvantaged women have been and the next 15 years too,
to empower them to take ownership of because you are relied upon. That is more
opportunities in life,” notes Khang. important than focusing your organisation
“This can massively help improve the purely on its profitability, for example.”
standard of living for single mothers, and by
offering 0% interest, this could make a huge Home Credit Vietnam:
difference and enable them to, for example, Sustaining growth for the future
buy another cow to help nourish their young Of course, the key to continued success
families. So we must support them in this for Home Credit Vietnam is continuing
way and build sustainable communities. to reach more underserved customers
“Not everyone may be aware of it, it may sustainably. While the consumer finance
not be called sustainability, but all of this is institution has mastered sustainable
part of the journey towards sustainability, offerings offline, in the future, the firm
from the customer standpoint right through wants to up its “sustainable digital
to our bottom line and our profits. finance” capabilities.
For Khang, this is about “onboarding
a new generation of customers in the
lending journey digitally”.
He adds: “We believe it’s so important
to engage with Gen Z consumers, to really
give them financial products that are easy
for them to understand and improve their
financial literacy.
“To reach them, we need to push forward
with our sustainable digital finance initiative,
keeping our focus on customer-centricity
as we engage with the next generation
of lenders.”
What’s more, while outlooks for the
future may sound technical and futuristic,
it’s actually “very simple,” as far as Khang is
concerned. “It’s about doing things right by
being customer-centric,” he notes.
“We want to make sure our financial
services are prioritising customer needs
and continue to serve the overall well-being
of our community. So in the future, it’s all
about continuing what we’re doing offline
and extending those capabilities online.
“It’s about adding more digital
capabilities to what we offer and providing
a seamless transition from our offline to
online services over time. We want to
have the best of both worlds, in-person
and digital, as we gradually move into the
online age. We’re working for today while
addressing the needs of tomorrow.”
190 March 2024

HOME CREDIT VIETNAM
HOW
T-MOBILE
ENABLES
INNOVATIVE
WHOLESALE
SOLUTIONS
WRITTEN BY:
MARCUS
LAW
PRODUCED BY:
LEWIS
VAUGHAN
T - MOBILE
T - MOBILE
Dan Thygesen, Senior Vice President of

T-Mobile Wholesale and Head of T-Mobile’s
Growing Wholesale Business, on how
America’s supercharged Un-carrier works
to innovate in the Wholesale space
W
ith the United States’ largest 5G
network, T-Mobile is truly a leader
when it comes to innovating in
wireless and beyond.
With a network covering more than 330
million people across two million square
miles – more than AT&T and Verizon
combined. T-Mobile also reaches more
than 300 million people with Ultra
Capacity, nearly everyone in the country.
“At T-Mobile, we actually don’t consider
ourselves a carrier,” explains Dan Thygesen,
Senior Vice President of T-Mobile Wholesale
and head of T-Mobile’s growing wholesale
business. “We call ourselves the Un-carrier
because we spend a lot of time and effort
trying to solve problems that our customers
experience across the consumer, B2B and
Wholesale channels.”
As Thygesen describes, when it comes to
Wholesale in particular, T-Mobile offers a full
series of solutions from a comprehensive
suite of products for Mobile Virtual Network
Operators (MVNOs) to innovative IoT
offerings that move the world forward.
“Everything between consumer and B2B is
heavily branded in terms of the actual value
proposition and the products,” he explains.
“The third part is Wholesale, where we invite
and engage third parties to come and utilise
our network.”
194 March 2024

DAN THYGESEN
TITLE: SENIOR VICE PRESIDENT
OF T-MOBILE WHOLESALE AND
HEAD OF T-MOBILE’S GROWING
WHOLESALE BUSINESS
COMPANY: T-MOBILE
Dan Thygesen is Senior Vice President

of T-Mobile Wholesale and head
of T-Mobile’s growing wholesale
business. He is responsible for
multiple lines of emerging businesses
within T-Mobile, including MVNO, IoT,
Web3.0, MVNA, MVNE, M2M, B2B2X,
reseller and partner brands.
Under Dan’s leadership, the TMUS
Wholesale business has focused
on driving innovation, growing key
customer segments within the
U.S. marketplace and developing
partnerships with operators,
entrepreneurs, founders and investors,
including some of the world’s most
recognised brands.
Before joining T-Mobile USA, Dan
held various other positions in the
telco industry and spent several years
working in Japan, Korea and Thailand
and speaks Japanese.
T - MOBILE
“We spend a lot of

time and effort trying
to solve problems
that our customers
experience across the
consumer, B2B and
Wholesale channels”
DAN THYGESEN
SENIOR VP OF WHOLESALE AND HEAD
OF GROWING WHOLESALE BUSINESS,
T-MOBILE
Central to this is innovating to enable

partners – and T-Mobile itself – to succeed.
“We’re always looking for interesting and
unique ways to be innovative about how we
remove obstacles for our partners who are
putting products into the marketplace.”
At the Forefront of Innovation

With a decade of experience in his current
role and across 20 years at T-Mobile,
Thygesen has continually been at the
forefront of innovation throughout his
career. “Back in the day, everybody could
afford a pager, but it was hard to have
a cell phone because they were big and
expensive,” he says. “It was a novelty item
which was heavily used in business but much
less in the consumer market.”
As technology has evolved and the
adoption rate has increased, Thygesen
highlights the significance of contributing to
something that is an absolute commodity in
people’s everyday lives.
“You will hear about people foregoing their
mortgage payment, or their car payment and
maybe even their latte in the morning,”
he says. “But nobody will Building a High Capacity Network
ever deprioritise access to their cell For Thygesen personally, the incredible
phone or to the internet through growth of T-Mobile – and the Wholesale
cellular connectivity because it’s such sector specifically – has been a particular
a critical part of people’s lives. point of pride. “I’m super proud of the fact
“The need to have access to the internet that our contribution to T-Mobile’s overall
and to be continually connected to the enterprise has played a large part in our
people that matter most to you are things company’s success,” he comments.
that certainly didn’t exist 20 years ago. A notable point in this journey came
Because of the evolution of the technology with T-Mobile’s acquisition of Sprint in 2020.
and network capabilities, we have seen “The demand for people to come into this
incredible growth in the industry.” channel is very high. T-Mobile as positioned
198 March 2024

T - MOBILE
WATCH NOW
really well, given the extent of our product “Our leadership team was bold enough
offerings and services and in particular to make some big bets, and quarter over
as a result of our acquisition of Sprint.” quarter we continue to meet our goals. It’s
The Sprint acquisition has provided just been an amazing ride. Most of that is
T-Mobile the opportunity to combine because we made the big decisions early
a number of strategic moves when on and we’ve been maniacally focused on
it comes to building a 5G network. delivering on those ambitions.”
We made some big bets early on about
5G and how 5G would be the technology How T-Mobile Wholesale Solutions
of the future. Even today we still see our are Enabling Success for Customers
competitors, AT&T and Verizon, trying Over time, T-Mobile’s offerings and solutions
to catch up. have evolved to provide a full suite of
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T - MOBILE
“It’s been an
incredible growth and Originally there were a few big brands
an incredible ride” in the marketplace providing services that

were similar to what T-Mobile was offering.
“What we realised over time is that there are
DAN THYGESEN a lot of those opportunities, but it is often
OF GROWING WHOLESALE BUSINESS, difficult to get started.” he says. “It’s hard for
T-MOBILE people to move from an idea to a pilot or
a proof of concept and then actually
services. “There was a time where all launch a commercial product.”
we could really offer was access to the With the Un-carrier approach, over the
network,” Thygesen explains. last 10 years T-Mobile has been focused
“Today we’ve graduated into a place on finding ways to eliminate those
where we offer the full suite of services. obstacles. “Having in-depth discussions
If you want to own the end-to-end solution with prospective partners can enable an
and just need access to our network, we’re interesting and strategic approach.
happy to enable that. At the same time, You never really have to say no to anything.
if a partner wants us to perform some Depending on how much somebody wants
function of their operations on their behalf, to invest, there’s usually a working model
we have the diversified tools and the that can get them onto the network,”
approach to meet that need.” said Thygesen.
202 March 2024
T - MOBILE
“We don’t have the overhead or bandwidth

to bring on every MVNO or IoT solution
a direct-relationship fashion. I have to pick
and choose segments that are highly strategic
and focus on a limited set of resources, but
I never want to say no to the network.” To help
combat this, one of the strategic endeavours
T-Mobile embraced was the creation of
Mobile Virtual Network Aggregators (MVNAs).
“MVNAs provide a lot of flexibility for the
MVNO or the IoT solution provider in terms
of what they need. If I can’t offer something
directly, I know the MVNAs have several
solutions that a provider can explore to
see if it meets their needs.”
“We made some big bets early

on about 5G and how 5G would
be the technology of the future”
DAN THYGESEN
T-MOBILE
T-Mobile Wholesale and IoT Solutions

Wholesale is a primary T-Mobile channel
for enabling third parties to bring their
value proposition to life for both
consumers and businesses.
“Depending on what our partners
would like to bring to market and how
they want to implement it, we have
a suite of tools and platforms that give
them substantial flexibility. For example,
if they have a product that regularly
roams from one country to another,
utilising eSIMs provides flexibility for
a product that may require unique
management due to supply chain
issues or procurement models,”
per Thygesen.
T - MOBILE
“Our tool set allows customers to pick and

choose the types of solutions they will need
to build and manage their business. We then
work to customise access to those solutions
on their behalf. Ultimately, the whole process
is about showing T-Mobile’s partners and
potential partners how easy it can be to
actually get to market. There are some
prerequisites for that, but we want to ensure
that we are an enabler, not an obstacle.”
The Importance of Partners

Describing T-Mobile Wholesale as a 100%
partnership business, Thygesen explains
that the entire success of the Wholesale line
of business depends on the success of its
partners. “The onus is on us – as an operating
entity within T-Mobile – to do everything we
can to ensure the success of our partners.”
This continues to be true across different
levels of partnerships. “We consider some
to be more strategic depending on how
engaged the company wants to be and the
types of services they want to consume
from us beyond network connectivity,” he
says. “But every partnership is valuable to
us because again, it’s the way we bring value
to the enterprise as a function of this line
of business.”
T-Mobile works with brands with a unique What does the future
proposition such as Tello. “Some of these look like for T-Mobile?
prepaid brands realise that not everybody Thygesen predicts that T-Mobile Wholesale
wants to buy an unlimited plan all the time. will see a lot of growth in the near future,
They do enough research on their own primarily through the diversification of
to figure out where the sweet spot is for services that it offers to partners.
different niches and segments of the market. “Historically, we’ve offered commoditized
“Tello is a relatively new relationship talk, text and data. We have started building
for us. We’re a couple of years into the an application layer of value-added services
relationship, but I can see they’re on a very on top of that so we can sell incremental
successful path because they’re staying services to our existing partner base beyond
focused on the things they can do to simple talk, text and data on the network.”
relieve pain points and remove obstacles These services could range from loyalty
for their customers.” programs to payment options such as
204 March 2024

Use more image
captions as often
as possible
T - MOBILE
“This line of our business

runs on partnerships,
but from both sides”
DAN THYGESEN
T-MOBILE
blockchain-powered solutions that

would provide digital subscriber IDs
and improved fraud prevention.
“We think we can really help people drive
security and safety into the product sets they
offer. We currently have a diverse range of
services in Wholesale, but there is certainly
more we can do to create confidence in how
we operate and how we help our partners
grow their services in the marketplace.”
This year, Wholesale has plans to launch
new, innovative services that will expand
connection to the nation’s largest 5G
network in remarkable ways.
Ultimately, when it comes to the
future, Thygesen once again stresses the
importance of partnerships. “We won’t try
to build everything ourselves because
that’s never really been part of our DNA.
This line of business runs on two types of
partnerships, our MVNO partnerships as
well our partnerships with vendors and tech
providers that bring our network to life for
third parties who sell service and access.”
Thygesen concluded that, “This is truly
a partnership business. Being a reliable
and supportive partner has enabled us to
successfully grow and expand our business,
which in turn, helps our partners grow
their business.”
206 March 2024

208 March 2024
MATERION CORPORATION
MATERION’S
MATERIALS
MEETING THE
DEMANDS OF
INDUSTRY 4.0
WRITTEN BY:
GEORGE HOPKIN
PRODUCED BY:
TOM VENTURO
How Materion is meeting the

needs of the next industrial
revolution, enabling it to drive
faster cycle times and gain
real-time business insights
T
hough you may not be aware of
using Materion products day to
day, they are, in fact, essential
to daily life, as the company
provides a wide range of high-
quality materials that enable technologies
for a safer, more sustainable future.
From aerospace to clean energy,
automotive to medical – and even in space
– Materion’s materials make possible many
essential features of modern technology,
including electrical connectors that remain
reliable in harsh conditions, semiconductors
that process data faster, and LEDs that are
more efficient and produce better coloured
light output.
Chris Roosien is Director of Infrastructure
and Security Director at Materion, recently
marking his first year working with the
company. In the two decades prior to
Materion, he held senior IT security roles in
high-profile organisations, including Johnson
Controls and Northwestern Mutual.
“I enjoy solving complex technology
and business challenges,” says Roosien.
“I also enjoy the opportunity to learn and
continue to grow which I am able to do here
at Materion. I find the ability to learn new
skills and deploy new technology for solving
complex challenges inspiring.”
210 March 2024

212 March 2024
Responsible practices for long-term growth

Today, Materion is committed to
delivering its mission with a strong focus
on Environmental, Social and Governance
(ESG) practices, stressing the importance of
alignment with responsible practices for the
company’s sustainable, long-term growth.
Materion’s ESG approach centres on three
pillars: governance and compliance; people
development and diversity; and responsible
environmental management. The company
maintains strong governance and ethical
operations while ensuring the privacy and
data security of all stakeholders.
The company invests in its diverse
workforce, providing safe work environments,
professional development, tuition
reimbursement, diversity programmes,
expanded training, and certification
opportunities to attract and retain top talent.
Materion is also committed to lessening
its environmental impact and educating
employees to be better stewards of the
planet. Sustainability-based initiatives
range from the efficient use of energy and
materials to supplier selection based on
ethical standards. The company is dedicated
to making a positive difference in the lives
“MAKING SURE
THAT YOU HAVE
AN EXCELLENT
PRIORITISATION
MODEL IS ESSENTIAL”
CHRIS ROOSIEN
DIRECTOR OF INFRASTRUCTURE
AND SECURITY AT MATERION
You could be
wasting 30-40% on
your cloud spend
It’s expected that 90% of businesses will use cloud
services this year and will spend more than $50 billion.
The growth in spending, however, often exceeds the
growth in business because a large portion of what
businesses spend on cloud is wasted.
LEARN MORE
sales@concurrency.com
Concurrency’s company cloud strategies to help reduce waste
Around 30-40% of a company’s cloud spending could be considered a waste,
but proper governance can help reduce this, says Concurrency’s Nathan Lasnoski
As the adoption of cloud technology continues to a gravel road in snowy conditions.

to grow, many businesses are facing a common Unfortunately, the waste of cloud resources
challenge: how to effectively use the cloud is a common issue. An estimated 30-40% of
to drive new revenue streams and reduce cloud spending is considered waste, often due
waste. According to Nathan Lasnoski, Chief to a need for understanding vendor discounts
Technology Officer of IT consulting company and spend optimisation opportunities.
Concurrency, the answer is proper governance. Cloud governance can address this issue
by promoting the responsible use of cloud
“If you think about the mission of every platforms and improving cost efficiency,
business, each is unique to the company, security, controls, and visibility.
but technology is being infused in that
mission,” says Lasnoski. “And as it expresses With effective cloud governance, businesses
that mission with technology, it’s more and can turn their cloud usage into an asset,
more often running on a cloud platform.” delivering capabilities and value with a direct
return on investment. Working with a company
Concurrency offers project-based consulting, like Concurrency means that businesses can
organisational change management, customer ensure their cloud usage is a driving force for
service management, sales solutions, and IT success, delivering capabilities and value with
management services. With a long history a direct return on investment. With the right
of success and numerous awards, Concurrency approach, businesses can turn the challenges
is a respected name in the industry. of cloud adoption into opportunities for
growth and success.
“Cloud platforms need to be governed and
secure because it’s the foundation of the work
that the business is using the cloud for,” says
Lasnoski. He likens it to driving a car on CONTACT US
a well-paved road with guardrails compared
“I ENJOY WORKING WITH THE BUSINESS ON
CHALLENGES THEY HAVE WHICH WE CAN
SOLVE WITH TECHNOLOGY, PROVIDING
ADDITIONAL VALUE TO THE ORGANIZATION”
CHRIS ROOSIEN
216 March 2024

of those it serves and has a long-standing

legacy of upholding the highest ethical
standards in pursuing business objectives.
Huge upside from digital transformation

As the manufacturing industry continues
to evolve and become more intricate, the
need to integrate and connect operations
becomes increasingly crucial in gathering
real-time, actionable data. This is commonly
referred to as Industry 4.0 or Smart Factory,
and Materion’s Information and Operational
Technology teams have been collaborating
with its businesses to develop a phased
approach for building a digital foundation
in its plants. This equips the company with
real-time data to make informed decisions
quickly and efficiently, ultimately benefiting
both the customer and Materion.
“There is tremendous upside to digitally
transforming our facilities and manufacturing
processes to conduct business smarter with
more efficiency and better customer care,”
says Vinder Bhambra, Senior Director, Global
Engineering. “Industry 4.0 gives us the ability
to collect operating data automatically,
without manual effort, and use that
information to make faster, data driven,
positive changes to our operations.”
With the right digital infrastructure, Materion
says it can keep customers better informed
by accessing better data more quickly. Real-
time data provides the necessary tools to drive
faster cycle times, reduce time-to-market,
ensure on-time delivery, increase production
capacity, and gain real-time business insights.
Leveraging real-time data allows the
company to identify and address production
or supply chain issues successfully, while
eliminating paper-based processes and
delivering digital manufacturing instructions
to operators at each step. Improved
quality assurance and 100% audit-ready
“WE’RE MEETING THE DEMANDS OF

INDUSTRY 4.0, IMPROVING OUR PLANTS
AND MANUFACTURING PROCESS”
CHRIS ROOSIEN
compliance in manufacturing are achieved Materion recognises that many

by digitally managing business rules and of its factories will require significant
capturing operations and equipment data. investment in digital connectivity to
Industry 4.0 requires three basic begin the transformation process. Its
elements: fast and secure digital Operations Digital Strategy team includes
connectivity on the shop floor, connected representatives from all BU Operations
PLCs/automation or equipment involved in Leaders, Information Technology, and
production, and a Manufacturing Execution Engineering shared services to prioritise
System (MES) collecting data for use by and execute this transformation. While the
operators, engineers, and leadership to implementation takes time, the benefits
improve production while providing end-to- are tremendous, and this keeps Materion
end real-time business insights. competitive in the modern digital era.
1931
Year founded
3,700
Number
of Employees
$1.1Bn
Revenue
Finding partners is a question of trust

Roosien is addressing the constant
challenge of marshalling resources and
ensuring the right skill sets are in place to
move projects forward: “That’s always a
big challenge. One thing we recommend
is ensuring you find suitable partners.
There are differences between suppliers,
vendors, and trustworthy partners.
“We have challenges balancing operational
needs with engineering and projects, and
having that level of flexibility to work with my
team and still deliver successful programs is
really what sets them apart.”
A lot of this kind of industry work was paused
for a couple of years during the pandemic,
according to Roosien, and organisations are
playing catch-up in many ways. “Making sure
that you have an excellent prioritisation model
is essential. What are the things on the list when
something new comes in, what’s the highest
priority, what do we focus on and make sure
team members know how to prioritise?
“A prioritisation list is not stagnant; it’s
going to change, so having the knowledge
and ability to prioritise that on their own is
even better. Equipping them with that is key.”
Materion has established partnerships
along the way to successfully tackle
international cyber threats with greater Using a FedRAMP HIGH Ready provider
proficiency, including a number of with a strong compliance background is
exceptional partners that helps companies particularly beneficial because it enables
with tools like Advanced Threat Detection companies like Materion to meet CMMC and
and Response services that provide 24x7 US NIST 800-171 requirements, while protecting
Citizen SOCaaS and Managed Detection & its sensitive data and critical assets from
Response Platform access. Collaborations potential threats. By collaborating with
with companies that have these kinds companies that have these kinds of
of technologies allow Materion, and capabilities, Materion has the necessary
many other companies, to facilitate joint tools and resources to respond to a range
investigations of various kinds of threats of global threats swiftly and effectively.
through cloud security resources, threat
intelligence, government and defence
industrial base threat management.
222 March 2024
Dell Technologies
Helping to
Make Healthcare
More Human
WRITTEN BY: PRODUCED BY:
MAYA DERRICK LEWIS VAUGHAN
DELL TECHNOLOGIES
Dell’s Steven Lazer shares how

technology is changing the lives
of millions worldwide through
healthcare and life sciences innovation
I
t’s safe to say technology has
enriched the world in a multitude
of ways. And the story is no different
for the healthcare and life sciences
sector. From improving the quality
and coordination of healthcare delivery
to boosting the accessibility of therapies
– or even reducing cost – to driving
efficiency and filling gaps in the human
workforce, the possibilities presented
by technology are endless.
In the eyes of Dell Technologies’
Steven Lazer, the main way technology
plays a role is, in the simplest terms,
by improving peoples’ lives.
As Global Healthcare & Life Sciences
CTO, Lazer works in healthcare worldwide
while also operating alongside life sciences
organisations which utilise Dell’s intellectual
property to improve their capabilities –
whether that be improving patient outcomes,
the lives of clinicians or even, more broadly,
by changing how healthcare is delivered.
Lazer’s career in technology spans more
than three decades. Initially focused on
core technology, he later transitioned
to collaborating with numerous healthcare
organisations, playing a key role in
constructing their digital infrastructure.
“I now have the luxury of working in
healthcare every day,” Lazer shares.
“I’ve been in technology for a very long time.
I had reached a point in my career where
I thought, ‘how do I apply that to something
224 March 2024

DELL TECHNOLOGIES
that does some good?’ I really try to find

ways to give back to healthcare. It’s more
“Our job is about from an altruistic perspective that I was

joining healthcare, and I haven’t left
what we are going in more than 25 years.”
to do with that Facilitating healthcare equity worldwide
technology and how Lazer’s unadulterated passion for both

people and his work, which well and truly
we drive change” shines through, was sparked by a startling
first-hand encounter with a patient in need.
“I had a very defining moment in my
STEVEN LAZER
GLOBAL HEALTHCARE & LIFE SCIENCES CTO, career when I was working within the
DELL TECHNOLOGIES healthcare system,” he begins. “We were
talking about creating a new networking
closet for the imaging department when
226 March 2024

STEVEN LAZER
TITLE: GLOBAL HEALTHCARE
& LIFE SCIENCES CTO
COMPANY: DELL TECHNOLOGIES
INDUSTRY: HEALTHCARE
TECHNOLOGY
With more than 30 years
in IT and 20 years in healthcare
production environments, Lazer leads
healthcare solution development
at Dell Technologies. As a CTO
ambassador, he influences product
development and innovation,
the doors to the room burst open and contributing to the organisation’s
a gurney came between myself and the global impact. Serving on the board
project manager. On that gurney was of the Global Health Crisis
a patient with about three quarters of a head. Coordination Center, Lazer volunteers
It was very startling, but the shock helped me to address healthcare challenges
realise why I do what I do. That was a turning worldwide. Formerly the Director of
point in my career that fuelled my passion, Technical Services at North Memorial
and it has stuck with me ever since.” Health Care, he provided leadership
Spurred on by a passion to care for for more than 200 successful EMR
people, Lazer has a firm focus on finding implementations. Lazer’s expertise lies
the most efficient ways to offer the best, in Health IT management strategies,
and often simplified, care around the world. driving technical solutions, cloud
“I was meeting with the CIO for the strategies and aligning technology
country of Botswana several years ago and budgets with organisational needs
figuring out a way to be able to provide for healthcare organisations globally.
healthcare – literally in a hut,” he says.
“We’re talking sticks and grass. How do we “No two days are the same – that’s why
provide healthcare out there, even if it’s only I love what I do. Some days I’m thinking
for limited hours of a day, rather than having about technology all day long; others we’re
those patients die helplessly in the bush?” talking about healthcare and care delivery
Lazer’s involvement in this particular or how to deal with regulatory issues and
project was one of the early successes bringing information and care to other
of providing a small element of technology people. It’s looking at ways that we utilise
to enhance people’s access to life-saving technology to bring everything together
healthcare. Similar has happened through that really has the power to affect change
Dell’s incredible ongoing Digital Life Care in the world.”
platform in India, that provides some The ‘we’ Lazer refers to is the extended
healthcare and technology capabilities global, 200-strong team. This team is one
to more than 238 million people alongside small cog in the gigantic machine that
Dell’s partners. drives Founder, Chairman and CEO
“The ability to enable healthcare, Michael Dell’s ambitious goal of impacting
especially during early COVID-19 days, the lives of a billion people in an enduring
was amazing,” he adds with pride. way by 2030, with Digital Life Care being
228 March 2024

DELL TECHNOLOGIES
Watch Now
one shining example of Dell’s ongoing “I am the luckiest guy in the world that
success in working toward this lofty target. I get to work with this organisation and
Another is a Dell programme based have the role that I do.”
in Germany, where the technology giant Even though Dell Technologies is
is investigating how it can impact the lives a technology company, it’s equally
of recently diagnosed cancer patients from passionate about having a significant
a behavioural health perspective. impact on human progress.
Dell is also collaborating with “Technology is not the leading aspect
a children’s hospital on a comparable scale, of this; it’s the trailing aspect,” he continues,
coming alongside caregivers in a highly likening it to a supporting role. “Our job
consultative fashion to ensure that patients is about what we are going to do with that
don’t carry illnesses into adulthood. “There technology and how we drive change.”
is also the sustainability aspect, so we
develop technologies that are reducing The world of healthcare needs
overall costs of operation and overall impact to continue it’s evolution
from an energy consumption perspective,” Acknowledging the elephant in the room –
Lazer continues. that the world of healthcare is facing a global
DELL TECHNOLOGIES
DELL TECHNOLOGIES
“From a core
organisational
perspective,
sustainability is
a key part of what Electronic medical records have caught
on around the globe, providing the ability
we do every day” to share information.
“If I go back to my early days of technology,
we never would’ve even dreamed of talking
STEVEN LAZER
GLOBAL HEALTHCARE about technology the way we are today.”
& LIFE SCIENCES CTO, Here, he’s referring to the likes of quantum
DELL TECHNOLOGIES computing and AI. Lazer advocates that,
although AI boasts a wealth of opportunities,
governance is needed to ensure models like
shortage of clinicians – Lazer is keen to make public Large Language Models (LLMs) do not
an impact by utilising technologies to relieve hallucinate and provide false information –
the burden of mundane tasks. something that could have a disastrous effect
“The way we impact the world changes the on someone’s potentially life-saving care.
way we deliver care,” he states firmly. “We talk Lazer elaborates: “In healthcare, we’re
about it from a digital technology and digital seeing AI much more on the operational
transformation perspective, not as the end side. We’re still in a learning phase of
itself, but as a means to deliver the outcome understanding how it can impact care and
of improving patient and clinician lives. care delivery. No matter what, AI requires
“Imagine what the world would be some human oversight, without a doubt.
like if we were still operating on paper. Regardless, AI unequivocally necessitates
DELL TECHNOLOGIES
“We have a great

partnership with Pryon
and we look forward
to seeing this continue”
STEVEN LAZER
GLOBAL HEALTHCARE & LIFE SCIENCES CTO,
DELL TECHNOLOGIES
human oversight to prevent any potential to talk about things like graphing database
harm or negative consequences.” capabilities or seeing research from an AI
But it’s in research that AI really shines, perspective, there is a possibility to generate
particularly when it comes to exploring concepts for new compounds from a drug
and consolidating available information. capability perspective and new clinical models
For example, a Dell customer recently for compounds. AI can shorten the time for
shared with Lazer that it is sitting on 400 drug discovery from years down to months
years of clinical information, but struggling on average. It really makes a difference.”
to utilise it and keep it safe.
“AI remembers all of that information Technology enhancing
and almost instantaneously,” applauds Lazer, healthcare sustainability
“and has the ability to search and find new Technology has the potential to significantly
correlations and vectors. When we start transform the implementation of healthcare,
232 March 2024

and this extends to the industry’s “Imagine operating environments at 35°C
sustainability efforts as well. A core part that we don’t operate at today,” Lazer says.
of Dell’s operations, whether it be reusable “We’re typically trying to operate closer
and returnable packaging, bioplastics to 20°C inside data centres, for example.
or offering a financial bounty for retired Imagine what would happen if we could
hardware to be recycled, Dell Technologies provide full performance, full capability
prides itself on being ahead of the curve at 35°C, reducing the overall cost of cooling,
in all elements of its operations, thereby reducing the overall energy
and sustainability is no exception. consumption of the data centre by almost
And, as the corporation is building a third. It’s a pretty amazing approach.”
its latest technologies, products’ Dell is also working on innovations like
environmental legacies are adapting liquid cooling and utilising waste heat,
to prepare for future conditions. for example, to mitigate its environmental
DELL TECHNOLOGIES
impact and set an example for others

to follow, curbing their emissions and
consumption, too.
Lazer continues: “There are many,
many possibilities and all we have to do
is take a look at what’s going on to provide
these capabilities. From a core organisational
perspective, sustainability is a key part
of what we do every day.”
Working through the noise of technology

Despite technology offering endless
possibilities, Lazer acknowledges that,
alongside the wealth of opportunities,
technology also creates a lot of noise
that needs to be filtered through
to harness the best of its capabilities.
234 March 2024

“We will continue to
try to improve care
around the globe and of what they need to see, be alerted when
really impact the lives needed and take action.”

Thanks to Dell’s vast portfolio of
of a billion people” products and solutions, it is best poised
in this space to be the instigators of
meaningful change that Lazer lobbies hard
STEVEN LAZER
GLOBAL HEALTHCARE & LIFE SCIENCES CTO, for. Incorporating innovations like edge
DELL TECHNOLOGIES technology and the ability to deploy AI
globally, these capabilities are seamlessly
managed through Dell’s technology
infrastructure. Lazer is firm in his belief that
“Utilising things like AI and ML capabilities Dell’s technology will continue to enrich the
will help here,” he notes. “We generate sector and enhance the capabilities of its
10,000 metrics every single day for a workforce, rather than taking any jobs away.
particular patient, for example, so how do Although Dell is a giant in the technology
we get through all of the noise and surface space and is blazing this path, Lazer notes that
what makes sense? We need to make it so having a strong pool of partner businesses
clinicians can look at a consolidated view is crucial to the company’s success.
DELL TECHNOLOGIES
Dell’s Digital Life Care

platform benefits the
lives of more than
238 million
people across India
Dell plans to
impact the lives of
1 billion
people in an
enduring way by
2030
“Our partner ecosystem is very, very large,” to add something new and different that
Lazer shares. “There are literally hundreds of will not only support the capabilities of what
partners that we work with on a regular basis we’re doing today, but enhance them, too.
in healthcare and life sciences alone.” “Our partner community is extremely
Partners like AI-powered software strong. Dell Technologies has a strong
company Pryon, for example – founded healthcare practice with more than 30 years
in 2017 by the minds behind Amazon’s Alexa, of building solutions around the globe with
Apple’s Siri and IBM’s Watson – provide value our clinical independent software vendor
for Dell from an AI perspective. (ISV) partners and providing essential
“They’re pioneers in generative AI,” technology infrastructure to hospitals of all
he continues. “They’ve helped build this from sizes, and our expertise continues to grow.
the ground up based upon developments Engaging with those organisations –
and capabilities that they have in their and properly – can only be accomplished
portfolio and background. To me that is one if we have these strong partnerships.
of the key ways that we can bring forward “We have a great partnership with Pryon
technology, through a partner that is going and we look forward to seeing this continue.”
236 March 2024

Dell Technologies and near-term future, and Dell Technologies
the future of healthcare is going to continue to invest in these
Significant continued engagement is on the emerging technologies.”
horizon for Dell as it explores the AI landscape As for Lazer, he is steadfast and focused
before it, evolving in real-time. This has an on continuing down his path of passion when
impact on how the market will adapt and grow. it comes to engaging and democratising
With the likes of regulation still unknown, healthcare, bringing care and technology
Dell is poised and ready for what is next. capabilities around the world to the best
Lazer says: “We will guide Dell of his abilities and by all means available.
Technologies down the right pathways He concludes: “We will continue to improve
with AI capabilities, especially as we look care around the globe and really impact the
at healthcare and life sciences. In addition lives of a billion people. I feel passionate about
to that, quantum computing will drop onto this mission right to my very core.”
the scene very quickly. It’s one of those
mind-blowing technologies that you’re
going to see come forward in the very
AT GFS, EXPERTISE AND
DATA UNLOCK VALUABLE
INSIGHTS TO HELP DRIVE
INNOVATION
WRITTEN BY:
SEAN ASHCROFT
PRODUCED BY:
TOM VENTURO
238 March 2024

GLOBAL FREIGHT SERVICES
Remi Lavergne, Head of IT and

Compliance at GFS, on why quality
data is central to everything for
logistics customers
G
lobal Freight Services (GFS) is
a logistics and transportation
provider, affiliated to Li &
Fung, a leading 118-year-old
global supply chain services company.
Digital transformation has redefined
company priorities, with logistics taking
on a bigger strategic role in the supply
chain, and quality data is now more
important than ever.
“A decade ago, if you walked into any
freight forwarding office, you’d be faced
with a mountain of folders, and papers
everywhere,” says Remi Lavergne, Head
of IT & Compliance at GFS. Today, systems
are more and more integrated, and we
operate paperless.
Lavergne joined GFS 18 months ago as
Head of Information Technology, and has
been instrumental in helping the business
digitally reinvent itself across its many
services. The company’s areas of expertise
include air freight, sea freight, road
transportation, and brokerage, and with
time, data analysis and business solutions
are becoming increasingly important.
It also provides container freight station
(CFS) warehouses. These specialise in the
consolidation of cargo, whereby less-than-
container-loads shipments are taken to a
CFS to be consolidated into a container with
other cargo.“We operate a global network of
46 offices in 15 countries closely connected
with forwarding agents,” says Lavergne.
“We always go the extra mile to ensure our
customers’ consignments are transported
strategically and cost-effectively.
REMI LAVERGNE
“SYNCHRONISING
TITLE: HEAD OF IT & COMPLIANCE
DYNAMIC SYSTEMS
INDUSTRY: TRANSPORTATION TO PROVIDE AND
LOCATION: UNITED STATES MAINTAIN RELIABLE
DATA HAS ALWAYS
BEEN THE BIGGEST
Lavergne has 23 years of experience
in logistics. After a bachelor’s degree,
he immediately started with Geodis CHALLENGE”
in Paris HQ for six years. He then
spent four years working at Geodis
REMI LAVERGNE
Teisa in Spain, and was at the heart of HEAD OF IT & COMPLIANCE,
the freight forwarding and logistics GLOBAL FREIGHT SERVICES
industry, working with clients like
Nike, Camper and IBM. “On top of our main services, GFS
At the end of his time in Spain, leverages advanced technology and real-
he got married and moved to the US. time tracking systems to enhance visibility
He studied an MBA for two years, and control over shipments, ensuring timely
then finished his academic cycle at and secure deliveries.”
MIT Sloan School of Massachusetts in
Boston, where he studied technology, Intelligent shipping planning services
operations and value chain GFS also offers advanced supply chain
management. A month before the solutions, such as order and vendor
graduation, he continued his career management and has developed a control
development with Li & Fung, working tower platform for its customers to track the
for LF Logistics for 11 years in various movement of products starting from
roles, before joining GFS in 2022. the purchase-order stage, and
Remi is now Head of Information also to store all digital documents
Technology and Compliance at GFS. for compliance and billing.
“With our intelligent shipping planning
expertise and capabilities, we can offer
different options and adapt quickly to
change,” Lavergne explains.
He adds: “Our system is integrated with
around 1,500 Li & Fung vendors, but not
exclusively. We have a visibility platform
that gives customers real-time status
updates from purchase order acceptance to
the final delivery in the distribution centre.”
Technology and data are also helping GFS
optimise predictions and manage contracts,
space allocation and rates.
WATCH NOW
“A DECADE AGO “Building the dynamic between systems

and synchronising reliable data has always
IF YOU WALKED been our biggest challenge,” he says, adding:
“You need real-time information to make
INTO A FREIGHT the right decisions and to inform clients
FORWARDING
if alternative action is necessary, but you
also need to be able to make sense of
OFFICE YOU’D millions of data points. It took us some

time to synchronise multiple data sources
BE FACED WITH for each business scenario, but I have
a great team, and together we have
A MOUNTAIN found the right formulas.”
OF FOLDERS Network-Based Control Tower

AND PAPERS” Lavergne continues: “As GFS seeks to
achieve greater results, the control tower
needs to be able to deliver real-time data
REMI LAVERGNE
HEAD OF IT & COMPLIANCE, and be connected to multiple parties. That
GLOBAL FREIGHT SERVICES way, GFS has access to data from all relevant
244 March 2024

parties that meet the customer criteria and time to address before they become major
can synchronise it into a single version that and costly problems. This is what GFS is
reflects GFS’s expertise. The real-time data calling Operation Excellence.
generated provides clear visibility, reliable With a network control tower you eliminate
decision-making and powerful optimization static, stale data and assumptions, running
that considers all relevant factors. instead on real-time execution data. GFS uses
With such foundation, GFS control tower actual, dynamically computed lead times.
provides powerful benefits: Network-based control towers not only
Visibility beyond four walls by connecting offer improved performance based on
trading partners and providing that “real-time real-time, network-wide data, they are
visibility” that every business leader needs also easier to deploy. GFS can implement
Agility to respond to any business change faster while realising more value from the
Rapid on-boarding and activation of comprehensive visibility, optimisation, and
partners within the network, which creates a collaboration that a network-based control
unique ecosystem and generates value from tower provides.
day one and it gets better. A collaborative platform is essential
A network control tower is capable of to extending visibility and control while
much more. With practice, we start to detect engaging our trading partners and ultimately
issues at an early stage, and it is giving us delivering superior results.
Solid data ‘makes for efficient services’

“Once you are interconnected with the right
systems and partners, and you rely on an
extremely solid database, your service is
more efficient,” says Lavergne.
As for AI, he says the company uses this
to “accurately predict ETAs” – and also to
“avoid using paperwork”, as referenced
earlier. He says AI will become more
and more important, sharing that it has
already been helping make logistics
more sustainable.
“Some customers are asking about
CO2 emission reports, and AI is helping us
propose the best options at the booking
stage,” Lavergne explains. “AI requires a lot of
testing and a lot of verification. None of the
AI projects at GFS would have been possible
without high data-quality.”
BlueCargo a strategic partner

Logistics, says Lavergne, is “a fascinating
job because you meet passionate people
with brilliant ideas all the time”.
He adds: “A few days ago, I was attending
Manifest 2024 in Las Vegas where I met
so many talented companies. BlueCargo is
one of them.” They collect data from ports
and terminals, something Lavergne says
“has been a tremendous help and a real
eye opener for us”.
He adds: “BlueCargo gives us complete
visibility in terminals in North America,
and a powerful control on detention,
and demurrage.”
With the information, GFS can organise
and control all the transactions from the
inside and avoid a lot of claims and millions
of detention and demurrage charges.”
He says that BlueCargo co-founders
Alexandra Griffon and Laura Theveniau “have
been very supportive extending the solution
to our GFS port-to-port customers”.
“From cutting-edge technology and

data comes so much inspiration and
innovation. Visibility now means so much
more than container tracking. Visibility is
a three-dimensional map, which includes
data around geolocation, carbon emissions
and, most importantly, freight costing.
“Li & Fung and GFS are actively
working on an ESG plan to reduce carbon
emissions, and we need certified data to
make the best decisions. GFS selected
another strategic data provider to assess
and understand these parameters and we
are sharing what we know with our clients.”
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always comes down to data, this is
especially true for the logistics industry
in 2024.
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248 March 2024

data we needed, and we engaged in
a win-win collaboration, with a lot of insights.
Automated dashboards flag problems

Lavergne says automated dashboards are a key
benefit of becoming a data-driven company.
“Focusing on meaningful data leads to
operational excellence,” Lavergne says.
On a daily basis, GFS solutions mitigate
the ill-effects of disruption by using quality
data to “manage exceptions”, says Lavergne.
He adds: “Disruption has always been a
way of life for logistics providers. We can’t
stop it, but we can help our customers find
alternative solutions.”
One example of this, he says, was during
the pandemic when customers needed help
with implementing ecommerce solutions.
“Today, we have another unprecedented
situation with the Red Sea and the Panama
“LOGISTICS IS A Canal, the world’s two most important

waterways,” says Lavergne. “When rates are
FASCINATING JOB going crazy, there is always a work-around
solution – intermodal, or multimodal. It is
BECAUSE YOU MEET possible, for example, to drop goods to Dubai
AMAZING PEOPLE and then find inland transportations back to

Egypt. Or you can go by sea to the West coast
WITH GREAT IDEAS” of the US, and then by rail. But this relies,
more than anything else, on our staff, the
real operational expertise”.
REMI LAVERGNE
HEAD OF IT & COMPLIANCE, In summary, Lavergne says that logistics
GLOBAL FREIGHT SERVICES has always been about “being able to thrive
on challenges”. In an ever-changing and
Lavergne says: “As a logistics service disruptive market, he says GFS’s experienced
provider, I want to help my clients find team “can tailor the best services to suit
the best route at the best cost, with the customer needs, ensuring goods
lowest carbon emissions.” move seamlessly.”
GFS also has a strong relationship with Having been in logistics for nearly a quarter
Windward, a business that provides ocean of a century, disruption is nothing new, and
data for the government sector and ocean- experience is everything for Lavergne.
related container insurance claims. They When asked to peer into his crystal ball and
can track all irregularities and boat pattern glimpse the future, Lavergne says everything
changes. They have all the complementary has changed compared to his first role in
“I WANT TO HELP

CLIENTS FIND THE
BEST ROUTE AT THE
BEST COST, WITH THE
LOWEST CARBON
EMISSIONS”
REMI LAVERGNE
HEAD OF IT & COMPLIANCE,
logistics 23 years ago: “I started my career

at the beginning of the Internet in the 90s.
We saw the fall of the Berlin Wall, and the
end of the Cold War but we did not see
danger coming until 9/11.”
“Today, though, we see where major threats
are coming from,” he adds. “Our future relies
on climate change, but also migration, water
and new technology. This should help us to
predict and respond with better action plans.”
Although, Lavergne does harbour concern
at the direction AI might take: “Technology
could be a disaster”. AI and social media
combined have the potential to damage
mankind. We need to promote more
education to understand and harness
new technology.
“In this competitive industry, the future for
GFS looks bright,” he says. “We have an expert
team dedicated to serving our customers.
We have volume that make us a strong team
with competitive rates. We have intelligent
data and cutting-edge technology that allows
us to move at the speed of global trade.
GFS is ready for a paradigm shift towards
greater harmony.”
Laying Digital
Paths for
Healthcare’s
Future
AD FEATURE
WRITTEN BY:
LOUIS
THOMPSETT
PRODUCED BY:
LEWIS
VAUGHAN
ROYAL PAPWORTH HOSPITAL NHS
CIO at Royal Papworth Hospital,

Andrew Raynes, Discusses how the
Leading Medical Institution is Pioneering
Technologies for the Future of Healthcare
A
ndrew Raynes, Chief Information
Officer (CIO) at Cambridge-based
Royal Papworth Hospital, one of
the world’s top 100 medical institutions,
believes “we all have a unique story to tell”.
Indeed, Raynes’ story is certainly unique.
Starting his career as a hospital porter,
Raynes’ introduction to the UK’s National
Health Service (NHS) saw him “moving
bodies to mortuaries, collecting posts,
taking patients to X-ray and even
driving ambulances.”
With a role in technology and
information seemingly far off from
these beginnings, Raynes soon became
interested in a project the NHS undertook
in the early 1990s, developing the first
green screen technology implementations
of a PAS system.
Joining the development team,
Raynes enjoyed being part of that
team and working for a community
hospital at the time.
“I was helping to train and deploy
the new technology,” he adds, “and
I very much remember going through
that early technological change. It was
a nerve-racking time because NHS staff
hadn’t used technology like this before.”
Nonetheless, this experience set the
path for Raynes’ tech future in public
service. From there he moved to different
roles in IT, from past implementation to
information governance.
254 March 2024

“I actually became Head of Information a masters degree and rejoining the public
Governance at one point, and had an sector at one of London’s prisons, HMP
opportunity to act as Assistant IT Director at Thameside on the Belmarsh estate.
a Primary Care Trust, which had around 29 From the prison estate he joined a local
GP practices under its belt,” notes Raynes. Authority rolling out a children’s and adult’s
Things soon became a whole lot bigger electronic social care record in Leicester
for Raynes when he moved to work at before finding himself back in the healthcare
a Strategic Health Authority (now abolished sector, though, at a major acute hospital in
as part of the Health and Social Care Act London as an IM&T Director which saw the
2012), a nationwide initiative aimed at impact and response to the Wannacry cyber
digitising the NHS through electronic attack which he recalled staying overnight
patient records. in the hospital.
From there, following time at the National “The learning from this was incredible,”
Programme for IT (NPfIT), Raynes moved notes Raynes, and placed him in good
to a consultancy to gain experience in the stead for his role today – CIO of Royal
commercial sector, before self-funding Papworth Hospital.
256 March 2024

ANDREW RAYNES
TITLE: CIO
COMPANY: ROYAL PAPWORTH
HOSPITAL NHS
Raynes joined Royal Papworth

Hospital NHS Foundation Trust in
2017 following his role as IT Programme
Director at a major London acute. He
has over 20 years’ experience working
in the health, Local Authority, HMP and
private sectors, including overseas.
Andrew is a graduate of the Oxford
Said Executive Leadership programme,
has a Master’s degree in Healthcare
Informatics specialising in education and
former Chair of the Cambridgeshire and
Peterborough Integrated Care System
(ICS) Digital Enabling Group.
He leads a multi-award winning
digital team at Royal Papworth, is a
thought leader, frequent key note
presenter and has several publications.
He is a member of the National GS1
UK Health Advisory Board and is
“I feel so privileged to be working at a CHIME Certified Healthcare Chief
a hospital again, and I have a deep passion Information Officer (CHCIO),
for the NHS that I’m sure is shared by my a Fellow of the British
colleagues,” he adds. Computer Society
“I’ve been here now for six years (BCS) and Leading
as CIO, and what I love about the Practitioner in
role is our patients, the staff and this the Federation
incredible institution. Its achievements of Informatics
and innovation are humbling and Professionals
I being responsible for the technology, (FedIP).
supporting transformation and
helping staff with their needs and
technological understanding.
“The role is also about problem-solving
and creating value. Where there are issues,
it’s about how we solve that problem.
WATCH NOW
“It’s about taking people on a journey “It’s also about asking what you can afford
with you and managing everyone’s different to turn off while continuing to maintain safety
views and insights. It can be a challenge, but standards and keep the lights on. Around
as soon as we can get the majority onboard 80% of what my team and I do is simply keep
with transformative change for the better, the lights on and make sure our technologies
the rest of the organisation will follow.” are working efficiently. About 15%-20% of our
work is around transformational capability.”
Driving digital change at the NHS Transformation itself is by no means
Of course, as a state-run service, driving enough to warrant wholesale change either.
technological transformation is dependent As Raynes notes: “It’s important to look at
on operational costs. How much can the objectives of the organisation and the
be spared on digital change without problems we may have, then come up
compromising patient care costs and with technological solutions to solve
staff wages? those problems.
“You can’t just keep switching technology “Today we hear a lot about new
on for the sake of it,” says Raynes. “You’ve got technologies whether it’s Gen AI, robotic
to look at what technology you’re going to processes or intelligent automation. While
turn off before introducing something new. they’re all exciting, the job of any CIO is not
258 March 2024

“Cybersecurity is to focus on the latest red balloon that

comes by, but on specific solutions for
a real issue and specific problems.
“One of the challenges facing the CIO
organisations really this year is the ability to stay the course in
need to consider terms of continuing the knowledge base.

That is the problem I’m trying to fix, and it’s
what kind of important to have a toolkit to help you
along the way in that.”
investments and Though being selective and deliberate
securities they are

in the technologies implemented at Royal
Papworth Hospital and the wider NHS is
putting in place” a must for CIOs like Raynes, this doesn’t mean
there hasn’t been significant transformation
for the better in recent times.
ANDREW RAYNES Raynes has seen a huge amount of
CIO,
ROYAL PAPWORTH transformative progress in his six years at
HOSPITAL NHS Royal Papworth. Now, he says the hospital
260 March 2024
is “world’s apart” in its technological

capabilities than it was when he first joined.
“Today, we get to experience the effect of
full fibre, with much more use of AV pretty
much in every patient room. We’ve scaled
up patient entertainment with a distributed
antenna system (DAS) throughout the hospital
including plug-in antennai from all the major
mobile signals to help boost our mobile
device capability, and we’ve got full RFID
throughout the hospital for traceability
on equipment.”
However, for Raynes, one of the biggest
successes at Royal Papworth Hospital is its
“ability to integrate and interoperate with
other technology solutions”.
“One of the major historical things we’ve
learned, particularly across my time at the
NHS, is that to have an effective patient
record doesn’t mean we all have to be
on the same patient record.
“We’ve proved over and over again, we
don’t need to do that. There’s a massive
benefit to the use of interoperability
standards. We were the first site in the UK
to create a bidirectional interface using
interoperability with EPIC.
“Through interoperability, we’ve also
been able to produce and send blood
samples to neighbouring hospitals and get
information back by sending data to and
from different systems.”
The interoperable capabilities at Royal
Papworth Hospital have only continued to
grow. Most recently, technologists at the
NHS have produced a shared care record
(essentially middleware), allowing NHS staff
to share data with the middleware that can
then be distributed and exposed to other
computer systems.
“This approach will help to fix broken care
pathways,” adds Raynes, “because it allows
other hospitals or systems to see the data
about a patient from one system in
the context of their own electronic
records infrastructure.
“This has been a game changer for us in
terms of how we move forward and highlights
how healthcare can become much more
connected and efficient without incurring
the cost of wholesale system change.”
Innovations like these represent a really
important step in our learning from the past
and for the future of the NHS, and Raynes is
excited to see what more capabilities can be
created by interweaving patient care with
citizen portals to engage patients more in
their own care.
He says: “This can encourage more
self-directed care because patient portals
will contain a person’s records, and the more
262 March 2024

“The job of any CIO is

not to focus on the
latest red balloon
that comes by, but on Technology for defence as well as innovation
specific solutions for It’s clear that technology has enabled an
specific problems” improved customer experience for NHS

patients, both at Royal Papworth and
across the UK, largely because a selective,
ANDREW RAYNES considered approach has enabled the
CIO,
ROYAL PAPWORTH service to innovate where innovation
HOSPITAL NHS is most needed.
However, technological capabilities
a patient adds to their record the more employed by the NHS are not just tailored
holistic their healthcare picture becomes. to innovation; unfortunately, cyber security
Much like when you take out car insurance, has to be high on the agenda too.
you’ll be able to interact with your record, Recently, cyber attacks on hospitals
offering a much greater tailored experience have risen by as much as 95%, so while
for the patient. Royal Papworth’s technology and data
“This creates a much more interactive, infrastructure is geared to innovate,
more carbon and emission neutral it also protects hospital data from hackers
process too, just by meeting patients seeking to gain access to sensitive
where they’re at.” patient information.
“This issue is really high on the agenda at

Royal Papworth,” says Raynes. “It’s one of the
“You can’t just keep
biggest risks we face, so I’m always keen to switching technology
on for the sake
get metrics coming through on the side of
cybersecurity, on our posture defence and
the size of any potential attack.
“The NHS is a wide-ranging public service,
of it… you’ve got
so the attack surface for cyber criminals to look at what
hackers is massive. This means perimeter
security may be variable in places, and the technology you’re
health and care data set itself is a rich source going to turn off
before introducing
of information that in the wrong hands can
probably provide great insights into helping
authenticate and therefore steal data.”
Of course, cyberattacks on the NHS have
something new”
already taken place in recent times, with
the compromise of NHS 111 and an attack ANDREW RAYNES
CIO,
on the ambulance service in 2022. ROYAL PAPWORTH
The NHS is a highly interconnected HOSPITAL NHS
service, so if one area of operations is
targeted, it can lead to untold impacts “Cybersecurity is a real issue, and
in other areas of the organisation. organisations really need to consider
Now in 2024, there is growing concern what kind of investments and securities
around the capabilities of new AI-based they are putting in place this year as the
attacks, which have capabilities beyond the cyber threat becomes more real.”
human interventions that currently exist in
health and care services. Improving security and driving
“We need to create a rebuttal to these innovation through partnerships
kinds of attacks,” says Raynes. “But how Indeed, driving greater security standards
do you do that if you’re not using artificial and ensuring adequate protection can be
intelligence to defend against artificial achieved through partnerships, and over
intelligence-based attacks? the last year, the NHS has been working
“This cranks the pressure up on using AI with Zivver to help improve the security
in the right way to defend your organisation standards of its emailing services.
and grow your cyber posture. So that’s “Zivver has been great for flagging odd
definitely something to be wary of. occasions when there are misdirected
“I’m privileged and responsible as CIO to emails with sensitive information in them.
look after all of our patient data. It’s about It uses AI to help point out potentially
being the safeguard of trust. Patients trust sensitive data in an email before it is sent.
the NHS, so what happens if their data falls “It puts a nice checks and balances system
into the wrong hands? My colleagues and in place for users. We all live and work in
I need to do everything we can to make a fast-paced environment, so this helps
sure we protect that trust. mitigate against any accidental incidents.”
264 March 2024

Of course, the NHS’ partner ecosystem using barcodes and passive tags
extends across its network, and most recently, which contain what we call a GS1I standard.
Royal Papworth announced a joint project And those standards enable us to trace
with Softcat to help transform the way it throughout the building all of our
works inside the hospital using traceability. equipment within a scan.”
Raynes notes: “One of the aspects of the It’s evident that partnerships like
Softcat project has been to introduce these are crucial in helping Royal Papworth
a network of radio frequency identification, extend its interoperability agenda, enabling
which means we’ve got ceiling scanners, technology to do the work and optimise
ceiling readers and handheld devices that all facets of operations which provides
staff can go around and find equipment with. a better solution rather than locking
It can even locate equipment for us. into single vendors.
“When you’ve got busy staff, what you
don’t want is people spending hours Royal Papworth: Looking to the future
looking for a bed pump or a high-end As such, Raynes hopes Royal Papworth and
piece of equipment. the wider NHS can continue this trend as
“The system we’ve worked on with he looks to drive further interoperability
Softcat is on every floor of our hospital standards for the future.
266 March 2024

He concludes: “Looking ahead, continued what is available, again, where

work on shared care with our partners will and when it’s needed.
help drive innovation forward, particularly “I think we’ve got more work we can
within our own system. We need to ensure do around artificial intelligence too,
that data continues to remain available but in a balanced way that equally measures
when needed too. up to other technologies that we want to
“We’ve got other work we’re doing in introduce. We need to get to a place where
terms of intelligent automation, again, AI can meet us where we’re at, addressing
trying to look at how we free up staff time our specific problems, while not forgetting
and make improvements in that respect. the value of other important technologies
We’re doing a lot of work around imaging just as important in the care we provide.
and improving diagnostics, which will help “So I believe 2024 will continue to
things like recovery of backlog and making prove incredibly exciting. As always,
sure we’re seeing patients faster through there’s lots to do and we look forward
the help of AI. to bringing it on.”
“What’s more, we’ll be scaling
technologies that enable our clinical
services to look at that data and see
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