Business
The WestJetter propelling an airline into the future
Digital Disruption is commonplace these days. It occurs so frequently that when it happens it’s not as impressive as it once was. However, it’s an incessant reminder to the C-suite of many traditional organizations of the need to transform in order to keep pace with a market that is unpredictable and in an environment that is far from stable.
Alfredo C. Tan, the newly-minted Chief Digital and Innovation Officer at WestJet, has been tasked with driving this new direction for the Canadian airline as it moves to become a global success story. In just two decades, WestJet established more than 13,000 employees, over 100 destinations in North America, Central America, the Caribbean and Europe and an additional 175 destinations in over 20 countries through partnerships.
As with almost all industries, the global tourism and travel landscape has witnessed significant changes. This $7.6 trillion sector has seen a pronounced shift in its business model, in part because of disruptors like Airbnb and Uber. The airline industry will not be immune. Crippled by legacy operations and heavy regulation, the desire to transform is not a feat that is surmountable in a short period of time.
This 2017 report published by the Centre for Aviation acknowledged these changes:
Above any other industry, airlines are captured within an arcane regulatory framework designed 70 years ago, and whose purpose was to achieve little else than protect against new entry. It is a capital intensive heavily unionized industry, and it is dominated by legacy models still focused on buying and flying expensive metal. But at its heart the airline offering is just another consumer retail product. As such, it is just as susceptible to upheaval… The airline industry as we know it will be unrecognizable by 2025, as fundamental features are uprooted. The process will be accelerated because of the confluence of disruption in each of the key aspects of commercial aviation: flying and selling.
I had the pleasure of sitting down with Alfredo C. Tan to explore his journey to WestJet and his vision to instigate some necessary upheaval in an already accomplished organization.
Obsessed to Join the Movement to Empower the Internet Generation
Alfredo remembers Cisco Systems “Empowering the Internet Generation” commercials. The powerful message depicted a world transformed by this eventual connectivity across networks and markets. As a student of forensic science and biology at the time, he felt he had missed the opportunity to be part of this incredible wave of dot.com companies being born.
When he graduated, he read an article in Fortune Magazine about top business school graduates turning down blue chip companies to go chase the new Gold Rush in Silicon Valley. Not one to let another opportunity go by, Alfredo learned how to code and immersed himself in computer and technical courses. Soon he landed at Bell Nexia in Systems Engineering and Design where he eventually led a team of engineers to help restore connectivity between telcos in NYC and Toronto during the World Trade Centre disaster. Along the way, Alfredo had looked to mentors willing to teach him:
Most things in the professional world you can excel at without a formal education in that field. With enough mentorship, intellectual curiosity, aptitude, grit and passion you can find success almost anywhere.
Whether it was Bell Canada where he learned to build large scale strategic alliances, enterprise marketing and strategy, or at MSN.ca where he was introduced to the disruptive world of online advertising, media sales and internet marketing, or at Yahoo! Inc. working on Mobile, Search, and corporate partnerships, Alfredo’s journey exemplified this learning mantra throughout his career.
Facebook: The Platform that Changed Everything
If you could see the future and know within a decade your company has just entered the S&P500, you would not hesitate to join. In 2008, this was hardly evident, and Alfredo grappled with the decision to leave an amazing job with endless opportunities within a company that was still an internet powerhouse for a social network that was perceived to be overvalued, had no clear monetization strategy, no real market differentiator and one that could have easily gone by the wayside like MySpace or Friendster. The defining moment for him came when he returned from a trip in 2008. As he remembers,
Before I returned from a trip in 2007, I exchanged email addresses among those I had just met. And by the time I went on a trip in 2008, everyone exchanged ONLY Facebook IDs. Within 12 months the movement from email to Facebook was unreal. What Facebook was really building was identity at scale. What it really has is people – 2.2 billion people. And as it continues to grow, it continues to be unassailable.
He chose to venture to Facebook despite all the guidance and advice otherwise. He remained there for 8 years, where he spent the last two years working with the leadership teams in the high growth markets of South East Asia and Latin America. The learnings were life changing and career defining.
Why Can’t Traditional Businesses Adapt to Market Changes?
For all the gains Facebook and social networks have made globally, business has still not fully embraced the changes required to keep pace with the dynamic market.
Alfredo points to disruptors like Google, Netflix, Facebook, Microsoft, Uber, Apple and Amazon. These companies have a different way of building their innovation culture. What’s common among them?
- They move with a sense of urgency
- They worship velocity
- They are unafraid of change
This is a polarized view of how traditional companies operate.
As the Chief Digital and Innovation Officer of WestJet, Alfredo’s experiences make him ripe for the challenge ahead. WestJet recognizes the need for change and a culture that supports the changes required. As a traditional company, it behaves much differently than the environments Alfredo was used to. Coming from the tech space, there is a common understanding, a common way of thinking because technology isn’t something you need to convince people to invest in.
It’s hard-coded in the DNA of the company.
In most traditional companies digital is not foundational to the success of the company. Success comes from other practices within the organization. The challenge becomes convincing a group of people in a company to invest in what you believe to be true.
Alfredo would argue the majority of leaders and employees understand the world has dramatically changed but it’s not clear how digital could be a competitive advantage. There’s a process in education and winning the hearts and minds of people to “believe it before they see it”. The executives were sold on change as the new normal at WestJet. Alfredo was inspired by the genuine interest and motivation by the employees to make this a reality.
WestJet’s First Ever Hackathon
#HackintheHangar
Thinking differently takes time. You can’t make the assumption that people understand simply by saying. Just as he continues to learn about an infinitely complex industry, Alfredo and his team, in turn, need to educate and tell the story in a way that helps the entire company understand the impact of digital and innovation on the business, without the jargon and without the hype.
This came to fruition soon enough. WestJet’s VP of Loyalty, d’Arcy Monaghan and Rhonda Reynolds, Product Development Manager, approached Alfredo about developing solutions for the premium traveler, which could then trickle down to all of WestJet’s guests. Alfredo had only been in the job a few weeks and didn’t feel he and his already-constrained team were in a position to solve the problem on their own.
While the original idea was to hold a brainstorm among a group of people from various departments, it quickly morphed to include some of Alfredo’s friends from the tech industry. As more people heard about it, the more they wanted to participate. The kernel grew into this idea of a full day hackathon, a competition to develop a seamless premium guest experience and #HackInTheHangar was born.
Alfredo invited some of the biggest tech companies and systems integrators like Adobe, Facebook, Amazon, Deloitte Digital, Google, Panasonic Avionics, Twitter, LinkedIn, Snapchat, Hootsuite, IBM, Salesforce, Huge Inc. In all, 17 companies and their 120 people from technical, creative and design backgrounds were paired with 37 WestJetters and a dozen of WestJet’s premium travelers to participate in this one-day event. As Alfredo points out:
The initial, very simple idea gave birth to this movement in the company which aimed to answer a few key questions:
- How can we show 13,000 people that we can solve problems in a different way and co-create new experiences?
- More importantly, at a greater velocity:
- How do we get non-technical people to solve problems in a hack culture?
- How do we gain the respect of the global tech community to be be inspired and partner with us in our digital and innovation mandate and co-create the future of travel?
- How do I win the support from key executives in the organization who I would need in order to succeed?
The judges for the event were chosen with care and purpose. The objective was to demonstrate the amazing thinking and solutions that were developed within one day, and to have them understand and evangelize Alfredo’s vision for the company.
The Digital Company that Just Happens to Fly Planes
WestJet Plane at the #HackintheHangar
By the end of the day, the executives at WestJet needed little convincing. Louis Saint-Cyr, the Vice President of Guest Experience indicated that airlines with legacy behaviors limit what they can do for the customer. The hackathon revealed WestJet’s need to align with what will be an increasingly digital guest journey. He validated the industry’s current push and pull between innovation and regulation which has produced operating limitations. Despite this, Louis saw huge possibilities:
This hackathon revealed how we can innovate around these structural limitations. How do we digitally empower the front lines and augment soft skills WestJetters are known for with technology to tailor guest experiences?
…Think of the hurdles that go into a customer’s travel journey: the time to get to the airport, the waiting times for bags, the check-in – things that can add stress. By leveraging the emotional framework of social media and aligning it to the guest journey, we can address these hurdles in a direct way to transform air travel for guests.
…Overall, by amalgamating guest profiles with their expectations to what they’re experiencing on board, on the website, and in the airport we can make significant strides in the guest experience.
CEO of WestJet, Ed Sims closed the day and declared that in 24 months, WestJet will be a digital company that happens to fly planes. It sent a signal to the tech community and the leadership team that this hackathon wasn’t just a side project; this will literally be the future of the company.
WestJet’s first hackathon represents a cultural shift toward more innovative thinking at WestJet. We will move fast, learn fast and build fast. We now have an opportunity to do things differently and to innovate in the travel space like has never been done before. Our goal is to have products way ahead of guests’ expectations.” ~Ed Sims, WestJet President and CEO
Alfredo’s next steps?
The hackathon and the thinking it surfaced are all theatre and theory until you start to build. We have to build the capabilities that we saw were compelling plus other capabilities we will investigate in the future. Innovation is a cultural mindset more than anything else but it comes from building.
These brilliant ideas will lay the groundwork for developing those capabilities over the next five years. In addition, given the incredible demand to repeat more events after the hackathon WestJet is planning to host an annual event with different themes.
In a short period, the acceptance the hackathon generated, instilled an idea to embed the hack culture into the company as a way of addressing problems and empowering cross-functional groups to self-organize and invent solutions in a confined period of time.
We’ll find a way to make it pervasive in the organization so a flight crew member who wants to fix a process can gather a group of people to create a solution then present that for budget approval in a matter of days. It’s bringing the hackathon to smaller scale, smaller team sizes, with less fanfare. Hopefully, that will influence 13,000 people to start to think this way.
We are just getting started… In the end, I would have failed in my job if I was the only one responsible for the digital and innovation culture. It’s for all WestJetters to embrace it and the future.
For someone whose mantra is to be curious and continue learning, Alfredo C. Tan, in the first 90 days, has pushed the organization to think differently, learn new ways of doing things, and challenge the limits of their imagination.
Hessie Jones is the Founder of ArCompany advocating AI readiness, education and the ethical distribution of AI. She is also Director for the International Council, Global Privacy and Security by Design. As a seasoned digital strategist, author, tech geek and data junkie, she has spent the last 18 years on the internet at Yahoo!, Aegis Media, CIBC, and Citi, as well as tech startups including Cerebri, OverlayTV and Jugnoo. Hessie saw things change rapidly when search and social started to change the game for advertising and decided to figure out the way new market dynamics would change corporate environments forever: in process, in culture and in mindset. She launched her own business, ArCompany in social intelligence, and now, AI readiness. Through the weekly think tank discussions her team curated, she surfaced the generational divide in this changing technology landscape across a multitude of topics. Hessie is also a regular contributor to Towards Data Science on Medium and Cognitive World publications.
This article solely represents my views and in no way reflects those of DXJournal. Please feel free to contact me h.jones@arcompany.co
Business
mesh conference goes deep on AI, with experts focusing in on training, ethics, and risk
The mix of topics is a major part of the appeal. So is the opportunity to have genuine conversations.
The mix of topics is a major part of the appeal. So is the opportunity to have genuine conversations with senior leaders, and doers, across so many industries for two days.
Day one of the mesh conference was all about navigating innovation, privacy policies, and diversity in a tech-driven world, and day two was all about artificial intelligence (AI) and its impact on media, marketing, business and society.
AI is everywhere, but this day hit different.
“I sat beside a marketer this morning who said he came to mesh because he was interested in the topics, but that he also knew lots about the subject matter so he wasn’t sure how much he’d take away,” said mesh attendee, Sarah Coleman who travelled from Calgary to see mesh in Toronto.
“But after a full day of talks, he said to me that he was totally surprised by the cross-industry perspectives shared, and he walked away from the first day with thoughts he had never considered. For me, that’s the biggest value of mesh and it’s why I travelled across the country for my second mesh conference this year.”
Day two opened up with a frank discussion about the training of artificial intelligence (AI) and data sources with Elena Yunusov, AI strategy and marketing leader with the Human Feedback Foundation.
Yunusov recently started the foundation to crowdsource the human feedback layer that’s missing from private AI models. Private models will continue and make decisions we won’t agree with, she said, but open source initiatives offer the chance for more innovation and better-informed applications.
“We should have more say about how AI is shaped and developed,” said Yunusov.
There are a handful of models influencing us in ways we may not understand. But the Human Feedback Foundation is a small, but mighty open-source project trying to make AI less toxic and more empathetic.
Use human feedback to bring the human voice back into data
After opening remarks, Yunusov continued the AI discussion with Darnel Moore, founder and CEO of Distinct.ly, who sees technology as a tool to connect with people. “We need a way for people to see each other and for businesses to see those people,” said Moore.
Businesses just want to see the data point — not its context. But cognitive bias tells us that time, place, and situation influences people’s decisions, so the data means nothing without context.
Moore said somewhere along the line people became a bug, rather than a feature, for businesses and that needs to change.
“It’s important to get yourself out of the loop of data and buzzwords,” he Moore.
It’s hard when you’re driving hard and fast not to attach yourself to buzzwords. But it’s not about pitching, selling, or moving your product — it’s about connecting with people.
Both Yunusov and Moore expressed puzzlement around the anxiety many people have around AI handling routine tasks.
“Machinery is levelling human beings up from the mundane,” said Moore. People can now be more creative and learn in ways that weren’t possible before, he added.
“We have agency in this and the tools we never had before to get us to the next stages of that journey,” added Yunusov.
We’re living through a bit of a reckoning in tech, she notes. Things are going to change, but how they change should be up to us.
“Change is part of the human experience and we’re just doing it with different tools now,” said Yunusov.
AI is a very divisive concept
Rika Nakazawa, global vice-president with NTT’s New Ventures and Innovation team, joined mesh fresh from COP28’s World Climate Summit in Dubai where there were two camps — one that believed AI is going to be the end of our ability to attain sustainability goals, and the other that thought it would bring the dawn of a new horizon.
Amy Peck, founder and CEO of EndeavorXR, agreed. On one end of the spectrum, it’s the great saviour. We’ll be able to leverage it and achieve all our goals, she said. On the other end is the doom and gloom.
Peck said business leaders need to start understanding data better, urging for bias-free data to be the foundation for AI training algorithms. We’re equal in our humanity, said Peck, so we must learn to embrace our differences rather than vilify them.
“AI is an overnight success, 80 years in the making,” said Nakazawa. “There’s nothing artificial about artificial intelligence.”
It’s all made — binary code is mimicking our brain.
“We have to retrain ourselves to work with AI and not just hand over our tasks to AI,” Peck said.
We needed to manage and prevent food waste
For this event, the mesh conference partnered with Second Harvest to ensure unused food served at lunch would not go to waste. Using Second Harvest technology, unused packaged lunches were donated to a local charity.
“It’s the eHarmony of food,” joked Lori Nikkel, CEO of Second Harvest during a fireside discussion.
Nikkel was joined by Winston Rosser, VP of Food Rescue Operations at Second Harvest, who demoed the technology built to help conquer food insecurity and food redistribution.
Rosser explained that the app connects a variety of donors, from small retailers to major grocery stores, with local, non-profit charities who need food. Before the platform was built, huge trucks were sent to pick up 20 lbs of food from a grocer and take it across the city — an option that was not sustainable. Now, donors can easily connect with one of more than 61,000 charities via the platform.
Rosser also shared some startling stats:
- 58% of all the food produced in Canada is lost or wasted, mostly ending up in landfill.
- 3.9 million Canadians are food insecure.
- Only 4% of food businesses were donating food.
Since the launch of the app, Second Harvest has flipped everything on its head. In 2016 the organization rescued nine million pounds of food, but after the app was deployed, that number skyrocketed — in 2022, nearly 75 million pounds of food was rescued in 2022. Last year Second Harvest kept food worth $234 million out of landfill.
When asked why there’s so much food waste to begin with, Nikkel offered a sober response: “We don’t value food,” she said, adding that we’ve commoditized food to the point where we don’t value it like we used to. An example: many people will buy food in a two-for-one deal even if they don’t need it, and oftentimes it’s simply thrown out.
Adoption requires sponsorship within the organization
Afternoon discussions on day two of the mesh conference also looked at laggard industries, and professionals who can be resistant to change.
Colleen Pound, founder and CEO of Proxure, and Mary Jane Dykeman, managing partner at INQ Law, talked about the difficult task of integrating AI in law and healthcare — two industries that can be averse to technological innovation.
“Their aversion creates a lot of white space to work in,” said Pound, adding that progress looks like evolution rather than revolution.
Dykeman agreed, adding that change in situations like this often takes a foothold when a series of low-risk initiatives are the starting point. Ultimately, they can lead to larger transformations.
In addition, privacy and data security are major issues for both industries that need to be managed first, Pound said. Data management is the starting point.
“Better data and better processes drive better business outcomes,” Pound said.
AI is what you make it
The day’s closing panel included a conversation on AI in media, featuring mesh co-founder and media pundit, Mathew Ingram.
Ingram joked that he would be terrified if he was starting his journalism career today. As the chief digital writer for the Columbia Journalism Review, Ingram noted that distributing information is easier today, but distributing disinformation is also easier.
“The quality of the disinformation doesn’t matter,” Ingram said, saying people believe disinformation because they want to believe it.
“A nine-year-old could think of a more plausible conspiracy theory than some of the ones I’ve seen people believe,” he said.
Chris Hogg, president and founder of the content marketing firm Digital Journal Group (DJG), said he sees B2B content marketing rolling back to what high-quality journalism used to offer. Hogg said success can now require businesses to produce less content, and instead focus on quality and distribution to stand out and drive results.
The fireside discussion also looked at the risks AI poses to the media industry.
AI may not always be able to make things better, but it has great applications as a technology to support journalists.
“It’s a tool that you can use and do things that help you and are valuable,” said Ingram, noting that transcription, story idea generation, and automating mundane tasks are big benefits offered by AI.
While there are considerable risks with OpenAI’s accuracy, deep fakes, and fake AI content, Ingram said the technology is still important.
“I’m a big believer in the power of individuals to change things,” he said. “There are things we thought would be inconsequential, but have changed the world, for better or worse.”
–
Join us next year in Calgary for the mesh conference, June 11-12, 2024. The two-day event then returns to Toronto the week of October 21, 2024.
DX Journal covers the impact of digital transformation (DX) initiatives worldwide across multiple industries.
Business
mesh conference hits Toronto this week — here’s what’s in store
This week, innovators and digital transformation leaders from across North America will gather at the Symes in Toronto for the mesh conference.
This week, innovators and digital transformation leaders from across North America will gather at the Symes in Toronto for the mesh conference. With a focus on four threads — business, media and technology, society, and marketing — mesh will connect, share, and inspire others to think about changing how we think, organize, operate and behave.
The mesh conference differs from your typical transformation and innovation event in part thanks to two simple rules: no slide decks and canned presentations, and no pay-to-play sessions. The result? Lively sessions where the audience is encouraged to engage with speakers throughout.
The theme for this edition is “Human-powered, tech-enabled.” Speakers and attendees will explore the pivotal role of technologies in augmenting human capabilities to improve workplace diversity, enhance competitiveness, and even turn back time on human-induced environmental damage through “de-extinction”.
The full mesh speaker lineup
Over the course of two days, more than 20 speakers will take part in the Toronto event on December 6-7, 2023. The full run-of-show, with speakers and sessions, includes:
Canada’s digital policy has gone off the rails. What should the engaged community be doing?
Dr. Michael Geist (Canada Research Chair in Internet and E-Commerce Law, University of Ottawa) will join Tyler Chisholm (clearmotive marketing) to discuss the Meta ban on news, Google’s newly announced search policy around news (backed by $100 million for the industry) and podcasting regulations. Dr. Geist will explain why he has described the law as a “total policy disaster” and an “epic policy blunder” by the government. On the heels of his testimony before the CRTC, he’ll share his insights on what we might expect next and what engaged communities should be doing. Gain a greater understanding of the policy landscape and its impact on how we live and work.
Leveraging AI to create a more diverse and inclusive tech industry
Marissa McNeelands (CEO of Toast) will be joined by Amber Mac to discuss how her company works to eliminate gender bias in tech hiring. TOAST, Canada’s first female-focused talent partner, uses a unique AI-driven recruitment tool to help organizations diversify their tech teams and support women in tech careers. This session will explore the role that data and algorithms could play in fostering a more inclusive workforce.
AI, Creativity, and Inclusivity: Empowering Tomorrow’s Marketing Leaders
This panel explores how AI and creativity can foster economic empowerment through tech skills training and career growth. The panel will delve into the impact of AI on marketing, the importance of diversity and inclusivity in its design, and the role of continuous education. The session aims to understand economic empowerment through tech skills training, career growth, and a nurturing environment. Features Natalie Black (Mia), Liberty White (CHOZEN MEDIA), Prieeyya Kaur Kesh (Mia), and Anne-Marie Enns (Mia)
Innovating for Canada’s Competitive Edge
Join Dana O’Born (Council of Canadian Innovators), Tracey Bodnarchuk (Canada Powered by Women), and Stuart MacDonald (Narrative Fund) as they discuss the future of Canadian competitiveness through the lens of innovation and transformation. This session will explore the technology and energy industries and why innovation is a team sport. Looking at both growing and transitioning sectors, they will explore how Canada can leverage its strengths and overcome challenges to maintain a competitive edge in the global market and create a sustainable, prosperous future.
Why ‘de-extinction’ is vital to fighting climate change
Join Ben Lamm (CEO of Colossal) and Chris Hogg (DJG) for a riveting discussion on de-extinction and its role in combating climate change. Could the woolly mammoth, the Tasmanian tiger, and the dodo bird be agents of change? Learn about Colossal’s groundbreaking work in reviving extinct species and how this contributes to biodiversity restoration. We will delve into the technology behind halting extinction, preserving animal DNA, and reversing human-induced environmental damage. Explore how de-extinction can restore lost ecosystems, increase biodiversity, and contribute to environmental sustainability. This session promises to spark insightful discussions on the future of biotech and environmental conservation.
AI in Marketing: Magic Wand, Double-Edged Sword or Pandora’s Box
Darnel Moore (Distinct.ly) will be joined by Elena Yunusov (Human Feedback Foundation) to explore customer marketing strategies in the context of AI. We will delve into how AI can personalize content at scale and analyze customer behaviour while highlighting the importance of human insight and intervention in marketing. Have we crossed the line when the computer tracks, predicts and influences customer behaviours? Where and when is it best to deploy machine learning and AI in your marketing strategy? At what point in the process is it still best for humans to drive the process? How do we ensure that AI supports the customer journey and that the tools we deploy do not undermine an authentic, transparent relationship? Join us as we aspire to find where the balance is best placed between AI tools and human intention, avoid repeating the mistakes of social media and aim to harness the power of AI responsibly.
The Almighty AI: Friend or Foe for the Sustainability Agenda?
While headlines are dominated by the thrill and alarm of the rise in Artificial Intelligence applications and utility across industries, they have overshadowed another existential hot topic: Sustainability and ESG. This fireside chat will examine AI’s role in the Sustainability agenda for communities, businesses, and national states, and in what ways leaders across sectors are taking action today for impact tomorrow. We might even imagine new kinds of futures where artificial and collective intelligence collide in this unique chat forum. Features Amy Peck (EndeavorXR) and Rika Nakazawa (NTT).
Amplifying Community Actions: Case Study of the Second Harvest Food Rescue App
Lori Nikkel (CEO of Second Harvest) and Winston Rosser (VP, Second Harvest) will join Mark Evans (Marketing Spark) to discuss their innovative approach to combating food waste and insecurity, particularly during the COVID-19 pandemic and its aftermath. They’ll share how their technology platform has facilitated partnerships between food donors and non-profits, enabling them to scale the redistribution of surplus food from coast to coast to coast. Learn about the increased efficiency that allowed them to connect 5,600 donors with 3,400 non-profits–rescuing 24 million pounds of food, averting 79.3 million pounds of greenhouse gases, and saving 13.2 billion litres of water in the last year alone.
AI & Procurement: The Intersection of Innovation, Risk and Law
Join Colleen Pound (CEO of Proxure), Mary Jane Dykeman (INQ Law) and David Potter (Vog) for an enlightening session on the transformative role of AI and technology in professional services. They will delve into how these tools are levelling the playing field, particularly in procurement and legal services. Colleen, with her expertise in automation and predictive analytics, will shed light on procuring AI solutions. Mary Jane, a seasoned health and data lawyer, will discuss the legal and risk management aspects of AI adoption. This session promises a rich blend of insights from the tech startup and healthcare sectors.
What the chaos at OpenAI, misinformation, and fake AI journalists mean for our future
Join Mathew Ingram (CJR) and moderator Chris Hogg as they explore the chaos that has been the world of AI this year. From executive shakeups, to fast-vs-slow AI, to misinformation and deepfakes, this session will explore the current state of AI and what it means for our future.
Digital Journal is an official media partner of the mesh conference. Learn more and get tickets to the mesh conference, happening December 6-7 in Toronto, at meshconference.com
Business
AI is taking the world by storm — unless you’re in finance, Gartner survey finds
61% of finance leaders aren’t using AI and Gartner explores why in their latest survey.
Veronica Ott is a freelance writer and digital marketer with a specialization in finance and business. As a CPA with experience in the industry, she’s able to provide unique insight into various monetary, financial and economic topics. When Veronica isn’t writing, you can find her watching the latest films!
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