Latest posts
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When Every Product Claims to Be ‘AI-Powered’: Cutting Through the Noise as a Technology Leader
Artificial intelligence has become the most overused phrase in the technology marketplace. From customer service chatbots to predictive dashboards, there is scarcely a product that has not been labelled as ‘AI-powered’. For a Chief Product and Technology Officer, this trend presents both risk and opportunity. The risk lies in being swept along by the marketing…
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From Buzzword to Business Impact: Helping Boards Understand AI Through a Strategic Lens
We can all agree that artificial intelligence has moved from the pages of research papers to the agendas of boardrooms. What was once an abstract concept has now become a practical tool that shapes how organisations operate, compete and grow. Yet for many directors, AI remains clouded in jargon and hype. The challenge for boards…
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You Can’t Govern What You Don’t Understand: AI and the Need for Modern Tech Governance
In boardrooms across the world there is a growing realisation that artificial intelligence is no longer a peripheral technology. It is embedded in strategy, operations and even customer interactions. The speed at which AI capabilities are evolving is breathtaking, yet many governance structures remain rooted in a pre-AI world. This gap between technological reality and…
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What Does AI Readiness Look Like in Technical Due Diligence?
In the current climate of digital transformation, few technologies command as much attention as Artificial Intelligence. Whether it is enhancing operational efficiency, enabling new forms of automation, or underpinning entire product offerings, AI is no longer optional for innovative companies. As such, investors and acquirers are increasingly scrutinising a company’s AI maturity during technical due…
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The CPTO’s Role in Shaping Responsible AI Adoption
The surge in artificial intelligence has triggered a wave of excitement, anxiety and introspection across industries. Boardrooms are awash with talk of automation, productivity gains and existential risks, while product and technology teams wrestle with a shifting foundation beneath their roadmaps. Amid this transformation, the role of the Chief Product and Technology Officer has never…
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AI in the boardroom: Governance, Risk, and the Questions every director should be asking
Artificial intelligence has shifted rapidly from a technical curiosity to a central force reshaping business, industry, and society. While much has been written about AI’s potential to drive innovation and efficiency, far less has been said about its implications for governance, and yet it is at the board level where some of the most consequential…
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The Platform Dilemma: When small services businesses outgrow their own systems
After more than three decades advising and leading technology and product teams across sectors from Telecoms to Healthcare, I’ve seen a familiar story unfold time and again—particularly in smaller services-based businesses. It starts with a team building their own bespoke system, perhaps as a natural extension of their service model or out of necessity. What…
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Bridging the Gap: The Strategic Value of a Technical Product Manager in a Sales-Focused Organisation
In many sales-led product organisations, particularly those that have evolved organically or have prioritised growth through customer acquisition and commercial opportunity, the role of the Technical Product Manager (TPM) can often be underappreciated, if not entirely absent. However, as product portfolios mature, architectures grow more complex, and customer expectations trend ever upward, the need for…
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Lifting the lid on technolgy in a board setting is important, an advisor might be your missing ingredient.
The modern corporate environment is increasingly influenced by technology. From digital transformation initiatives to the adoption of cutting-edge solutions such as artificial intelligence and blockchain, technology forms a cornerstone of strategic growth. A Board Advisor who possesses technical acumen can bridge the gap between complex technical concepts and strategic business decisions. During critical decision-making sessions,…
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The ultimate in poorly defined requirements?
Many software engineers reach a point in their career where they are faced with a choice; continue cutting code or move into management. In many cases, engineers feel pressured by remuneration or peer pressure to move into management but transitioning from a software engineer role to being a successful software engineering manager presents significant challenges,…