Latest news with #Fortune10
Techday NZ
6 days ago
- Business
- Techday NZ
Armis surpasses USD $300 million in annual recurring revenue
Armis has reported that it has exceeded USD $300 million in annual recurring revenue after registering an increase from USD $200 million in under twelve months. The company provides cyber exposure management and security for a wide range of global organisations, which include United Airlines, Colgate Palmolive, and Mondelez, as well as more than a third of the Fortune 100 and numerous federal agencies and states. According to Armis, its client base also accounts for 60% of Fortune 10 companies, three of the five largest US retailers, three of the five largest banks, and several other major enterprises. The company's technology protects operational technology (OT), Internet of Things (IoT), information technology (IT), and medical environments, assisting organisations in addressing vulnerabilities from software code to cloud infrastructure. Revenue milestone Armis attributes this rapid increase in annual recurring revenue to a significant demand among global organisations for the Armis Centrix platform and related products. The company states that organisations are increasingly adopting Armis' offerings to gain improved visibility, protection, and management of their entire digital attack surface. "Surpassing another $100m milestone in ARR so quickly proves we have the right platform, the right set of products and our customers are using Armis for complete cyber risk exposure management and security," said Yevgeny Dibrov, CEO and Co-Founder of Armis. "Customers globally are excited about our roadmap and recognise the vital role we play being one of their most important security providers. I want to thank all our customers, partners and the Armis team for their continued delivery as we secure the most critical environments of every major organisation and vertical." Partner focus The company has increased its efforts to expand partner engagement and boost revenue generated by strategic partnerships. With contracts signed with several large Global Systems Integrators, Armis has sought to make its cyber exposure management solution more accessible to organisations around the world. Its partner ecosystem now includes organisations such as AWS, KPMG, Accenture, PWC, Fortinet, Guidepoint, WWT, Google, and numerous others. Armis has also grown its physical presence, recently opening offices in Munich, London, Bucharest and New York. Over the past year, the company expanded its product portfolio by releasing three new products and made several technology acquisitions. These developments have extended its expertise in OT and cyber-physical systems (CPS) security, now enabling support for environments that are airgapped or disconnected from the internet through new hybrid and on-premises offerings. Product development and growth "The investments we've made in organic and inorganic product development and in building the strong go-to-market machine we have built are paying off and driving huge momentum," said Jonathan Carr, Chief Financial Officer of Armis. "Each technology that we develop works together, creating a better together story for our customers and enabling us to address security in ways that just were not possible before. We strive to help organisations move from 'detect and then respond' to a more proactive approach that allows them to protect their organisations before an attack happens. The results we have seen have been a great validation of this approach and we are poised to have our best year yet, growing in excess of top public company benchmarks." Armis reports that its growth and product development are driven by both internal development efforts and acquisitions. The company states that the combined capabilities of its different technologies create a unified offering for its customers. Analyst recognition Industry analysts such as Gartner, Forrester and IDC have ranked Armis in their reports. Most recently, Armis was named a Leader in the Gartner Magic Quadrant for CPS Protection Platforms and as a Leader in The Forrester Wave: Unified Vulnerability Solutions, Q3 2025. Armis' Centrix platform and suite of solutions continue to be demonstrated in partnership with organisations across various cities as part of the Armis Connect roadshow series, highlighting cybersecurity challenges and their approaches to addressing them.
Forbes
01-08-2025
- Business
- Forbes
From Algorithms To Outcomes: 10 Lessons That Help AI Engineering Drive Growth In Modern Retail
Keshav Agrawal, Senior Director of Product, AI-Powered Search Experience, Fortune 10 Retailer. In today's commerce landscape, AI is everywhere—but tangible business impact is not. The real challenge for retail and customer experience (CX) leaders isn't whether to use AI, but how to engineer systems that consistently deliver business outcomes, not just insights or prototypes. Over the past decade, I've had the privilege of leading AI-powered engineering initiatives at a Fortune top-10 retailer, where I've helped scale intelligent search, transaction and e-commerce systems used by hundreds of millions of customers. Along the way, I've learned that turning AI into sustained growth requires more than model performance or the latest frameworks. It takes systems thinking, organizational clarity and an unwavering focus on customer outcomes. Here are 10 key lessons I've learned from the front lines—lessons that can help retailers and CX leaders transform AI from a buzzword into a results engine. 1. Start with customer problems, not data or models. Every successful AI initiative starts by solving a real customer pain point, not by deploying a model for its own sake. Is the shopper struggling with irrelevant search results? Are product filters too rigid? Is personalization creating a confusing experience? If we don't anchor our efforts in human problems, our solutions—no matter how sophisticated—risk being irrelevant. AI should reduce friction and increase delight. Period. 2. Define success by business outcomes, not model metrics. A model with a 92% accuracy rate might look great on paper, but what does that mean for the bottom line? Instead of celebrating precision or recall scores, I've learned to align teams around customer-centric key performance indicators (KPIs) like search abandonment rate, conversion, average order value (AOV) or customer satisfaction. If your AI investment doesn't move these needles, it's not delivering value—no matter how elegant the math behind it. 3. Think probabilistically, not deterministically. AI systems aren't designed to give perfect answers. They're designed to make informed predictions under uncertainty. The best-performing systems I've built—particularly in search and ranking—work by nudging decisions with a sense of probability, not absolute confidence. We trade black-and-white answers for flexible, context-sensitive suggestions. That's more aligned with how real customers behave, and ultimately leads to better outcomes. 4. Invest across three buckets for momentum and resilience. Not all AI bets pay off equally. I've found it helpful to allocate investments across three types. This approach has helped my teams achieve early wins to build trust while still making space for riskier, long-term breakthroughs. It's like managing a product portfolio—diversification matters. 1. High-confidence, medium-impact (e.g., summary generation) 2. Medium-confidence, high-impact (e.g., re-ranking with deep models) 3. Low-confidence, breakthrough potential (e.g., generative UX, multimodal intent inference) 5. Build automated feedback loops into the system. Every customer interaction is a learning opportunity if we design for it. Whether it's a shopper refining their search, abandoning a cart or clicking a similar item, their actions generate valuable behavioral signals. The best AI systems I've led don't just 'go live,' they get smarter every day. Continuous learning loops help align system behavior with evolving user intent, and are often the hidden driver behind compounding improvements in relevance and satisfaction. 6. Build for human-in-the-loop—not just automation. AI can fail quietly or spectacularly, especially in long tail or ambiguous use cases. This is why human-in-the-loop design is essential. In practice, this means building fallback mechanisms, surfacing model confidence levels and enabling business teams to intervene when needed. Humans remain vital for curating, escalating and auditing outputs. We don't eliminate human judgment—we scale it. 7. Evaluate models like you'd evaluate a business decision. Before greenlighting any new model or feature, ask: "Does it materially improve a business KPI?" "Does it introduce latency or complexity?" "Is it resilient under load or user diversity?" I've seen teams chase fractional accuracy gains that increased infra costs and decreased UX performance. AI systems should be judged like any major investment—through the lens of cost, risk and return. 8. Build infrastructure that supports experimentation. No matter how good your ideas are, they'll never ship without the right infrastructure. That's why I've championed early investments in machine learning operations (MLOps) tooling, model versioning, monitoring and rollback systems. At scale, experimentation velocity is everything. The ability to test, measure, learn and iterate safely has been a key differentiator in every AI win I've been part of. 9. Design org structure to accelerate AI learning cycles. AI is not just a technical function—it's a cross-functional discipline that thrives at the intersection of engineering, product, analytics and design. In the best setups I've seen (and built), these roles are co-located, aligned on shared metrics and empowered to iterate without handoffs. Structure either accelerates intelligence or strangles it. Choose wisely. 10. Make AI everyone's job—not just the data team's. Some of the most impactful moments in my AI career came not from engineers, but from product owners, designers or operations leads who asked the right questions. AI shouldn't live in a silo. It should be embedded in how your company thinks, solves problems and measures success. When everyone understands the 'why' behind a model's behavior and what it's optimizing for, your organization stops reacting to AI and starts steering it. AI in retail is not about novelty anymore—it's about execution. At a time when digital shoppers expect more and competition is only a click away, it's not enough to have intelligent models. You need intelligent systems, organizations and leadership. Whether you're a product executive, a CX strategist or a technologist, these lessons can help you move beyond theory and toward traction. AI's true power lies not in its complexity, but in its ability to generate outcomes that matter—to your customers and your business. When done right, AI can make your company faster, sharper and more responsive to what your customers need—often before they even ask. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Harvard Business Review
22-07-2025
- Business
- Harvard Business Review
Where Traditional Succession Planning Falls Short
A senior finance executive from a large public company decides to leave on relatively short notice to join another organization. Since this will cause significant disruption to the business, the CEO and remaining executive team quickly look to their leadership pipeline to see who's ready to step into the role. Although a list of successors had previously been created and discussed, no one feels confident that any of these leaders have what it takes to excel in the position. The CEO decides to do an external executive search, for months leaving the role to an interim leader who is doing two jobs at once. Results suffer, the team stagnates, and momentum is lost. A rare occurrence? Hardly. It happens every day. As one board member at a Fortune 10 company told us, 'In my 10 years on the board, the only time we ever talked about CEO succession was when there was an actual CEO transition happening right then. Sure, it's an SEC regulation for public company boards to actively discuss CEO succession, but there are lots of SEC regulations…' Most current succession planning is ineffective, and the business world is fed up with putting substantial effort into a process that has shown such little innovation and ROI. By making just a few key changes to how succession is done, however, organizations can build a leadership pipeline ready to tackle tomorrow's challenges, ensuring business continuity and driving sustained growth in an uncertain world. Where Traditional Succession Planning Falls Short Executive succession planning has been an integral part of talent processes for decades, considered a critical lever for organizational growth and risk mitigation. And yet, what was often considered a complicated and time-consuming process has become downright ineffective in today's environment of unprecedented change and leadership turnover. In 2024, U.S. companies experienced record-breaking executive transitions, particularly at the CEO level. According to Challenger, Gray & Christmas, 2,221 CEOs departed their roles in 2024 —a 16% year-over-year increase and the highest total since tracking began in 2002. In the S&P 500, 44% of new CEOs were external hires, the highest proportion since 2000. Early trends from 2025 suggest this volatility is persisting, with turnover in critical executive roles continuing to rise. This leadership exodus has the potential to leave organizations dangerously exposed and unprepared for the future. We recently completed an internal study at our global consultancy, ProjectNext Leadership, that makes it clear that the corporate sector has raised the white flag on traditional leadership succession planning. Our research was two pronged. First we conducted a comprehensive literature review, analyzing articles and research from top publications and consulting firms over the past decade to take inventory of existing thought leadership on succession planning. Then we interviewed senior leaders at over 35 top companies to get a collective view of how succession planning is and isn't working. These leaders rated the overall effectiveness of their own succession planning process an average of 5.5 out of 10—a failing grade on most scales. When we asked leaders to rate the overall state of corporate succession planning, the process fared even worse, scoring a 4.8 out of 10. Our research echoes other findings that show current succession planning just isn't working. According to DDI's 2025 HR Insights report, based on a survey of 2,185 HR professionals and over 10,000 leaders, 75% of companies prioritize promoting employees to leadership roles from within. However, less than 20% of chief human resource officers say they actually have employees who are ready to fill critical leadership roles. On average, there are only enough internal candidates to fill less than half (49%) of open leadership positions. What's the impact? A team of researchers showed in their 2021 HBR article that the amount of market value wiped out by badly managed CEO and C-suite transitions in the S&P 1500 is close to $1 trillion a year. They estimated that better succession planning could result in 20% to 25% higher company valuations and investor returns. Why do current succession planning processes cause such frustration? Through our interviews, we discovered some 'uncomfortable truths' that highlight the challenges that need to be resolved: All talk, no action. Leaders reported spending extensive time conducting talent reviews and discussing readiness for future roles, but little time on actually developing, preparing, and grooming people for those roles. Many leaders we spoke with complained that year after year, people are perceived as no closer to being ready to advance. Why? Because so little is being done to intentionally and actively grow their capabilities. Seventy-six percent of the leaders we interviewed believe their organizations need to be more intentional around development of successors. As one leader emphatically said, 'It doesn't mean jack s**t if I have a grid full of leaders who are rated. What are we doing about it?' Another explained, 'We did a fancy assessment and then did nothing with it.' Why not? Most leaders we interviewed pointed to a lack of true organizational commitment to succession planning and the resources necessary to enable traction. It's more about politics than potential. We found that self-interest often gets in the way of identifying and preparing the best future leaders possible. Hoarding talent, feeling threatened by potential successors, or seeking a 'mini me' are all frequent traps leaders fall into. As one leader told us, 'I'll be comfortable talking about successors for my role on the day I decide that it's time for me to move on.' Effective succession planning shouldn't be reliant on how comfortable leaders are with talking about it; preparing for future leadership is just too important to suffer at the hands of individual egos. Doing a lot poorly versus doing a little well. Many companies try to create succession plans for hundreds, sometimes even thousands of roles. Because so much work goes into creating a robust succession plan, the companies most effective at creating a supply of future leaders realize that they need to focus their efforts on just the few roles that make the biggest difference. One participant told us: 'We've narrowed down our focus to a small number of critical roles that heavily impact the future of our business. We need to get that right first.' We also found that the technology tools needed to effectively support succession efforts are woefully lacking. In fact, almost every leader we spoke with said they're using archaic tools such as spreadsheets to track progress—and the use of AI-driven solutions is all but nonexistent. It's a process, not a strategy. Our interviews found that there is rarely a clear 'why' for succession planning—i.e., what purpose does it serve for our company, and how does it help us grow? Without articulating which specific business outcomes it's driving and without clear accountability to drive execution, succession planning shows up as a toothless 'check the box' exercise that's more nuisance than lever for growth. As one leader we interviewed said, 'How do we move the succession planning experience beyond a dog and pony show? Sometimes it feels like we're having the same conversation over and over again. We're not clear enough on why we do it, and as a result we lose momentum.' It hasn't kept up with the times. The business world today is fast and ever-changing. Traditional succession planning processes were built for a far more static and steady time. It's typical for leaders to be reviewed just once a year, but nowadays too much change occurs in 12 months to rely on the results of an annual process. As one leader put it, 'If succession plans are not being kept current, there is no point in doing them. Annually doesn't work—things change too fast.' How to Upgrade Your Company's Succession Planning Process Given the bleak picture leading companies paint of today's succession planning programs, it's clear that fresh approaches are needed. The good news? While few companies are getting the value they need from succession planning, there are some shining examples of those doing it well. And with a few key changes, many more companies can leverage this process for growth. We see four pivots as key to an upgrade: 1. From replacement planning to future proofing. Rather than focusing just on which candidates could step into existing roles, the real opportunity for strategic succession planning is to identify the leaders who can take your company into the future. One way leading companies are starting to do this is through 'scenario-driven' succession. One global apparel company used this method for its most recent CEO selection. By considering the most likely strategic scenarios of where the company would place 'big bets' in the next three to five years, the board evaluated which leader would most effectively succeed in each scenario, then made their selection based on their predicted direction. In this way, succession planning can answer the question, 'Who should lead if we take this path?' Scenario-based succession planning can also be used to forecast leadership demand, helping to sharpen predicted workforce needs based on likely futures and driving targeted successor development. 2. From calibration to preparation. For years, many companies have used talent reviews as the primary activity in succession planning. A set of leaders will discuss potential successors for a role, rate them against a nine-box model or something similar, and then call it done. The nature of this approach does nothing to prepare leaders for bigger roles. In our interviews, we found that companies spend the vast majority of their time on 'calibration'—passively taking inventory of where leaders are now—and minimal time on actively preparing them for future roles. By more aggressively developing key leaders with an explicit succession lens, companies can take a big step in strengthening their leadership pipelines. How is this done? One example is a large consumer goods company going through a major transformation effort. They identified a significant capability gap between the company officers and the next level below. After articulating the skills, knowledge, and relationships that future company officers will need to drive growth, they selected potential successors for an intensive development experience, which included assessments to identify individual learning needs and a nine-month cohort experience specifically designed to prepare them for larger roles. Important components included active involvement from their top executives, stretch assignments, and targeted executive coaching for key transitions when promotions occurred. 3. From exercise to execution. Traditional succession planning involves a number of time-consuming activities, including holding talent review meetings, creating talent profiles, and tracking leader information. And yet most company leaders we spoke to couldn't tell us who is accountable for succession planning results. A leader at one company we interviewed who rated their succession practices as highly effective said, 'It's all about execution. Like anything else in business, you need clear accountability, well-defined roles, and succession objectives that everyone knows are the target.' While HR can often play a key role in facilitating the process of succession planning, we found that companies that are successfully growing their leadership bench have executive leadership heavily involved in—and often driving—execution. As another leader told us, 'As soon as you give your HR function sole accountability for succession planning, it's dead in the water.' 4. From leaders as talent assemblers to leadership producers. We already know that the best leaders build teams by recruiting, developing, and retaining strong individuals who collaborate. But in a truly succession-strong organization, leaders are held accountable for developing the next generation of leaders—beyond just their own teams. The most effective organizations ask leaders to take a broad organizational view, recruiting and growing people not only for their own business, but for the long-term leadership pipeline of the whole enterprise. This also requires incentives and expectations to be aligned—leaders who hoard talent shouldn't be considered successful, even if their business unit does well on its own. To be a succession-oriented enterprise leader, one needs to adopt the mindset of an executive recruiter: always thinking about sourcing candidates for both present and future roles for the company as a whole. . . . The potential upsides of effective succession planning are huge, and yet most companies are not realizing these benefits, even though many are spending countless hours on the effort. Although most succession planning processes no longer work for today's business realities, companies can make a few key adjustments to derive far more value from this work. Those leaders who want to set their organizations up to thrive in an increasingly volatile world can't afford not to update outdated succession practices—and they'll reap big benefits by doing so.
See - Sada Elbalad
17-06-2025
- Business
- See - Sada Elbalad
SentinelOne Fuels Egypt's Vision 2030 with AI-powered Innovations
Nada Mustafa Digital transformation is well under way in Egypt, and SentinelOne® (NYSE: S), a global leader in AI-powered security, is out to accelerate it. The company recently participated in CAISEC 2025, where it highlighted the power of its AI-powered innovations in securing critical infrastructure, cloud workloads and identities. 'With digital threats evolving faster than ever, our autonomous, AI-driven platform gives organizations the power to detect and remediate threats in real time. CAISEC 2025 was an ideal platform for us to showcase SentinelOne's innovation and capabilities to organizations across Africa,' said Ezzeldin Hussein, Regional Senior Director of Solution Engineering at SentinelOne. At the event, SentinelOne showed Purple AI Athena, the first agentic AI security analyst that automates threat investigations and response, in action, alongside Singularity Hyperautomation for machine-speed detection, orchestration and remediation, and Autonomous SOC capabilities that shift organizations from reactive to proactive security operations. The company also highlighted its unified endpoint, cloud and identity protection, offering complete visibility across hybrid environments and aligning with Egypt's priorities on cloud modernization and compliance. Speaking on a panel titled 'Securing Digital Identity in a Hyperconnected World', which explored the rising complexity of identity protection in today's digitally connected environment, Ezzeldin Hussein shared real-world examples of AI-driven identity attacks and deepfake techniques and explained how SentinelOne's behavioral AI identifies anomalies and accelerates zero-trust strategies, addressingchallenges from fragmented systems to rapid cloud adoption. The panel also examined how AI is not only transforming threat detection but redefining how organizations manage and authenticate users internally. SentinelOne's presence at CAISEC 2025 underscored four key market trends: the urgent need for AI and hyperautomation to scale cyber defense, a shift toward platform consolidation to simplify security operations, the elevation of cyber resilience as a boardroom priority, and a growing emphasis on cloud-native security. 'Egypt, is a strategic hub for innovation and a gateway to the Middle East and Africa, and we are proud to support Egypt's Vision 2030 by delivering innovative solutions that protect critical infrastructure, accelerate cloud modernization and strengthen cyber resilience across the region,' Hussein said. About SentinelOne SentinelOne is a leading AI-powered cybersecurity platform. Built on the first unified Data Lake, SentinelOne empowers the world to run securely by creating intelligent, data-driven systems that think for themselves, stay ahead of complexity and risk, and evolve on their own. Leading organizations—including Fortune 10, Fortune 500, and Global 2000 companies, as well as prominent governments - trust SentinelOne to Secure Tomorrow™. Learn more at read more Gold prices rise, 21 Karat at EGP 3685 NATO's Role in Israeli-Palestinian Conflict US Expresses 'Strong Opposition' to New Turkish Military Operation in Syria Shoukry Meets Director-General of FAO Lavrov: confrontation bet. nuclear powers must be avoided News Iran Summons French Ambassador over Foreign Minister Remarks News Aboul Gheit Condemns Israeli Escalation in West Bank News Greek PM: Athens Plays Key Role in Improving Energy Security in Region News One Person Injured in Explosion at Ukrainian Embassy in Madrid News China Launches Largest Ever Aircraft Carrier Sports Former Al Zamalek Player Ibrahim Shika Passes away after Long Battle with Cancer Lifestyle Get to Know 2025 Eid Al Adha Prayer Times in Egypt Business Fear & Greed Index Plummets to Lowest Level Ever Recorded amid Global Trade War Arts & Culture Zahi Hawass: Claims of Columns Beneath the Pyramid of Khafre Are Lies News Flights suspended at Port Sudan Airport after Drone Attacks Videos & Features Video: Trending Lifestyle TikToker Valeria Márquez Shot Dead during Live Stream News Shell Unveils Cost-Cutting, LNG Growth Plan Technology 50-Year Soviet Spacecraft 'Kosmos 482' Crashes into Indian Ocean News 3 Killed in Shooting Attack in Thailand
Business Wire
05-06-2025
- Business
- Business Wire
‘A Gifted Trial Lawyer': Houston Attorney Mary-Olga ‘Mo' Lovett Earns Top-Tier Ranking from Prestigious Chambers USA
HOUSTON--(BUSINESS WIRE)--Houston trial lawyer Mary-Olga 'Mo' Lovett, founder of Mo Lovett Law, has again earned a top-tier ranking from Chambers USA, a guide to the best practice groups and lawyers across the country. For a fourth consecutive year, Ms. Lovett earned a Band 1 ranking – Chambers' highest honor possible – as a trial lawyer in Texas. Chambers noted that she is 'well reputed for her frequent appearances defending clients in bet-the-company cases.' In her esteemed career, Ms. Lovett has taken more than 50 jury trials to verdict and handled disputes totaling more than $100 billion. She has represented clients ranging from energy giants and Fortune 10 tech companies to major healthcare organizations. In describing Ms. Lovett, one source told Chambers, 'Mary-Olga is a gifted trial lawyer. She is amazing in front of a jury.' A second respondent said Ms. Lovett 'provides strategic advice. She is quick, effective and impressive in her trial skills.' 'I am so honored to again be recognized by Chambers, but what matters most is earning my clients' trust, case after case,' said Ms. Lovett. 'Trial work is about strategy, clarity, courage and showing up with everything you've got. That's what I do — here in Houston and wherever my clients need me.' The Chambers honor adds to a standout year for Ms. Lovett, who launched Mo Lovett Law earlier this year after a three-decade career with King & Spalding and Greenberg Traurig. In May, she was named to the inaugural Lawdragon 500 Global IP lawyers guide for her work in intellectual property litigation, patent, trade secret and infringement cases. Chambers USA is one of the most trusted legal rankings in the country, known for its in-depth research and interviews with clients, peers and industry insiders. About Mo Lovett Law In her 30-year career, Mo Lovett has built a reputation as a battle-tested litigator who has the experience and tenacity to take even the most complex cases to verdict. She has handled dozens of jury trials, over 50 with more than $100 billion at stake combined. Based in Houston, and with principal counsel licensed in Houston and New York, the firm tries cases in state and federal courts. Learn more:
