Latest news with #GlobalTechnology
Tahawul Tech
29-07-2025
- Business
- Tahawul Tech
e& opens doors to Emirati future leaders with its 2025 AI Programme
Nearly 100 roles are available for fresh graduates across tech, business, and innovation tracks. Global technology group e& has opened applications for its signature AI Graduate Programme in the UAE, with 100 new roles available for Emirati university graduates. The 12-month initiative, launching its 2025 cycle, aims to equip young UAE nationals with the digital, technical and leadership skills needed to shape the country's future economy. Now in its fourth year, the AI Graduate Programme has already hired and trained over 284 graduates since 2021 and recently celebrated the graduation of 25 new alumni. Its growing impact reflects e&'s strong focus on national talent development, diversity and future-readiness, in line with the UAE's ambitions for a knowledge-based, innovation-driven economy. From AI and machine learning to cybersecurity, product development, HR and business strategy, the programme combines immersive, hands-on experience with real-world projects across multiple departments at e&. It also includes mentoring, a personalised development plan, and training in leadership and emotional intelligence. Many graduates go on to secure full-time roles in high-impact areas such as AI, sustainability, finance, sales, consumer services and telecom engineering. Ali Al Mansoori, Group Chief People Officer, e&, said: 'Our AI Graduate Programme reflects our long-term commitment to developing future Emirati leaders in technology and innovation. We're not only creating jobs – we're building careers that align with the country's digital transformation goals. The strong female participation rate, at over 60 per cent in the last cohort, also demonstrates our commitment to inclusion and diversity. We encourage passionate graduates from all disciplines to apply and grow with us.' He added: 'Through mentorship, personalised development plans and exposure to cutting-edge projects, this fun and engaging programme creates a new generation of Emirati tech and business leaders, critical for the country's ongoing transformation.' The programme has become a cornerstone of e&'s wider Emiratisation strategy, supporting the national target of achieving 60 per cent Emirati representation by 2030. In 2024, 62 per cent of those hired through the programme were women, with an overall female participation rate of 81 per cent since launch. Applications are now open for the next intake, which will begin in September 2025. Emirati graduates can apply through the official portal here: The UAE's long-term national strategy focuses on reducing dependence on oil and fostering growth in knowledge-driven, high-value industries. e&'s AI Graduate Programme directly feeds into this goal by developing a skilled Emirati workforce ready to contribute to, and lead, the digital, technology and innovation sector. Developed in partnership with leading institutions such as LinkedIn, Harvard business Review Microsoft, and ADGM, the programme integrates international best practices, ensuring graduates are globally competitive. e& complements the AI Graduate Programme with other initiatives like Bidayati (leadership and AI project experience) and Excelerate& (in collaboration with Ericsson, focusing on 5G and data science) — all reinforcing the broader Emiratisation and diversification vision.
Forbes
27-06-2025
- Business
- Forbes
Championing A New Growth Imperative In An Era Of Disruption
Bill Pappas, Executive Vice President and Head of Global Technology and Operations, MetLife. Amid a convergence and acceleration of new and emerging tech advancements, we are on the precipice of a new frontier for innovation. Rapid advancements in areas like agentic artificial intelligence (AI), quantum computing and cloud computing have proven this. Against this backdrop, customer expectations continue to evolve, requiring tech and business leaders to prioritize customer-centric innovation to remain competitive and drive tangible revenue growth. Forrester's report found that "customer-obsessed" organizations reported 41% faster revenue growth than non-customer-obsessed organizations. So how can tech leaders ensure they are staying aligned with customer needs so they can make the right decisions and help drive growth for their companies? Master the game of options and choices. 2025 is shaping out to be a year of options and choices as tens of thousands of AI tools are currently available in the marketplace. With so many possibilities, leaders must quickly assess how these tools work, how they enhance the customer experience, whether they can be integrated into the enterprise framework and the long-term implications of adopting them. As emerging technologies like AI continue to evolve at a pace we have never seen before, the real challenge for leaders is making decisions that responsibly create value for both the business and the customer—while preserving the flexibility to adapt to changing market trends. To navigate this complexity, leaders must embrace a commercial mindset, aligning decisions with broader business objectives through value-based prioritization. This calls for the development of new strategies and playbooks that are prioritized for impact. Create new playbooks with speed and discipline. Over the last five years, the pace of change has been unmatched. For many situations we face today, this means there are no playbooks. Leaders have had to navigate a global pandemic, adopt emerging technologies and manage the responsible use of AI. Amid all of this, leaders have had to create new execution playbooks while simultaneously executing business as usual. We had to build our planes while flying them. To complicate matters further, playbooks are becoming more integrated in response to evolving customer preferences. For example, customers want more digital, self-service options, but they want those options to be secure. This means merging the cyber and digital playbooks. Another example is the growing customer demand for both high-tech and high-touch solutions. Delivering on both high-tech and high-touch requires an entirely new playbook, one focused on meeting customers how, when and where they want to be met. In today's innovation-driven environment, leaders need to revisit the foundation they have built through their digital transformation strategies and embrace a new growth imperative. Doing so requires leaders to strike the right balance between speed and discipline, both of which are essential to executing new playbooks that support broader business objectives. Those who can adapt with intention and clarity will set the standard for what leadership looks like in this next era of transformation. Execute at scale. One of the key enablers of a successful technology strategy is using tech and data to drive value and deliver measurable results for the enterprise. At MetLife, we place a premium on transforming pilots into models that can be embedded into products and service development, enabling execution at scale with agility and discipline. But scaling innovation is not just about platforms and processes; it's also about people. This starts with acknowledging where we are today. We're all learning in real time, from the CEO to the CIO to our customer advocates. That's why creating a culture grounded in the ability to learn, unlearn and relearn is critical. It ensures organizations can adapt alongside the technologies they embrace. At the same time, the connection between business and tech leaders has never been more important. With that said, challenges still remain. Innovation does not happen in silos, and success depends on everyone working toward the same objective: growth. To meet this moment, we must balance technical proficiency with leadership capability. That means upskilling at scale—not just in AI and data, but in critical thinking, collaboration and adaptability. These are the leadership attributes that enable teams to navigate ambiguity and still deliver with discipline. It is not enough to identify the value of emerging technologies; leaders across the enterprise need to communicate how these tools support business goals, both internally and externally. At MetLife, we have seen the greatest success at uniting our business leaders around the idea that AI is a business imperative by outlining a clear path to value. We've framed it in terms of process improvement and competitive advantage, not as a shiny object we're chasing. This type of business alignment is essential for innovating at scale. The Bottom Line In this era of converging disruptions combined with limitless options and choices, the leaders that will successfully drive the next frontier of innovation will be those who use a commercial mindset to leverage technology as a gamechanger, understand which options are prioritized for impact and will support customer value, develop and execute new playbooks with speed and discipline, and align with the business to execute at scale. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Yahoo
21-05-2025
- Business
- Yahoo
Intel CFO: Division responsible for Ohio plant remains on track; layoffs have dual purpose
NEW ALBANY, Ohio (WCMH) — Intel's chief financial officer clarified updates for the division behind Ohio's Intel plant this month, including impending layoffs. Dave Zinsner, executive vice president and CFO of Intel, spoke at a Global Technology, Media and Communications Conference on May 13. In his discussion, he addressed changes under new CEO Lip-Bu Tan and the future of Intel Foundry, the division responsible for the $28 billion Ohio One plant. See previous coverage of Intel's Ohio plant in the video player above. $250M facility opens down the road from Intel in New Albany, creating 225 jobs 'While it's not to where we were driving, when you look back, it's actually a fair amount of progress that we have made,' Zinsner said. Once the face of American semiconductor manufacturing, Intel announced its New Albany project in 2022, preparing to build two chip factories across 1,000 acres in Licking County in the largest private investment in Ohio history. Those plants were originally scheduled to be up and running this year, but financial turmoil contributed to a delay into the early 2030s. When Tan stepped into the role of CEO in March, it was unclear where he would take Ohio One and rumors of a buyout persisted. Ohio's plant is still far from central to Tan's public plans, but Zinsner said he is committed to the Foundry business. Despite initial concerns that Tan could abandon the Ohio plant or Intel Foundry entirely, Zinsner said Tan isn't thinking about massive changes. Instead, Tan is focused on streamlining internal operations and addressing customer needs. 'We have lost talent at the company and we do need to rebuild that and the great thing about Lip-Bu is that he's a magnet for talent,' Zinsner said. Zinsner said he believes Tan's biggest concern is a lack of execution, he said he will 'flatten' the organization, which he has already done at the executive level. Tan has far more engineers and leaders reporting directly to him, and he hopes decision-making will be easier with less bureaucracy. Teen on the mend after tree falls into house during storm Part of this streamlining process involves significant layoffs, with Bloomberg reporting 20% cuts across the board and Tan confirming a mass firing will happen by the end of July. Although layoffs help with finances, Zinsner said cuts had less to do with cost reductions and more to do with restructuring and becoming more nimble. 'What he (Tan) wants is the lowest level of the organization to be closer to him so that he's hearing the good, the bad, the ugly of what's going on,' Zinsner said. Zinsner, who served as co-interim CEO before Tan was selected, said the Foundry business behind Ohio's plant was in good shape. He said he was 'highly confident' that Foundry will break even in 2027, positive news for Ohio's expensive plant. Zinsner said many of the problems Intel Foundry faces stem from the makeup of the company. As a Foundry business, Intel wants to develop and manufacture semiconductors for external companies, many of whom compete directly with Intel's other half, Intel Products. Zinsner said that can make it difficult to earn trust as a Foundry. Investigation alleges Kroger overcharges customers on for sale items 'What we have to do is make sure they feel confident that IP is getting protected, but maybe more important that supply is getting protected, that we aren't going to disadvantage their products in terms of supply,' Zinsner said. Tan has a plan for that, too. Zinsner said Tan spends much of his time meeting with customers to hear what they need and earn trust. He recalled Tan had 22 meetings on a weekend once, trying to gather insight from customers. Zinsner did not address the Ohio plant directly, and he also did not address any other developing manufacturing hubs. Construction continues at the Ohio One plant. Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed.
Yahoo
20-05-2025
- Business
- Yahoo
Why Mastercard invested in Corpay
This story was originally published on Payments Dive. To receive daily news and insights, subscribe to our free daily Payments Dive newsletter. Mastercard invested in Corpay's cross-border unit last month largely because of a 'synergistic' fit between the companies, Chief Financial Officer Sachin Mehra explained at an investor conference last week. It's unusual for one large publicly-traded company to make a minority investment in another publicly-traded company, and for just a 3% ownership stake in this case. When Mehra was asked to explain the move during JPMorgan Chase's Global Technology, Media and Communications conference on May 13, the CFO expounded on the benefits of the tie. Corpay handles big-dollar, account-to-account cross-border payments, mainly for corporate clients, and primarily in the U.S., Mehra explained at the JPMorgan event. By contrast, Mastercard's expertise is in lower-value cross-border card payments globally, tapping its financial institution partner channels, he said. Bringing those capabilities together benefits both companies, he contended. 'This is very synergistic for both companies in many ways,' Mehra said, praising Corpay's currency conversion, currency management and basic platform technology. The announcement came just before Mastercard reported first-quarter results that showed cross-border payments volume growth slowed for the period, with that business emerging as a potential pain point for the card network. Analysts who follow the company attributed the slowdown in growth to weakness in regions including the Middle East and Africa. Purchase, New York-based Mastercard is the no. 2 U.S. card network behind Visa. Atlanta-based Corpay provides digital payments services that allow its business customers to manage and better track their payments to other businesses. Those clients use Corpay's cards for lots of different types of payments, but it has a sweet spot in the transportation field. As its former FleetCor Technologies name implies, Corpay's clients use its cards to manage an array of transportation expenses, including fuel, tolls and parking. Mehra noted during the conference that under the new pact Mastercard will be able to offer its other digital, cross-border payment services to Corpay's corporate clients. The two companies have been business partners for more than a decade. Now, Corpay will be the exclusive provider of currency risk management and big-ticket cross-border payments services to Mastercard's bank customers. And Corpay will offer only Mastercard's virtual cards to its business clients. 'As we went into that discussion, we said 'There's a ton of stuff we do on the virtual card side, there's more we can do on this cross-border, account-to-account payments side,'' Mehra recounted, noting that the companies tried to take a more strategic approach. It amounted to a deeper tie where Corpay benefits from Mastercard's broader customer base, and the card network gets access to Corpay's big-ticket cross-border capabilities, he said. In its initial April 29 press release, Mastercard said its bank clients and their customers will get simplified access to Corpay's cross-border payments options, including carded and non-carded services 'for all ticket sizes.' The Corpay offering includes 'servicing business payments, hedging, multi-currency collections accounts and vertical specialization,' a spokesperson for the network said last month after the transaction was disclosed. Recommended Reading Mastercard faces cross-border headwinds Sign in to access your portfolio
Time of India
15-05-2025
- Automotive
- Time of India
Formula 1's American dream faces reality check as Liberty Media CEO discusses TV rights and fan engagement
Liberty Media's CEO discusses Formula 1's challenges in securing U.S. TV rights, raising concerns about audience engagement and American market growth. (Credit: Getty Images) When Liberty Media took the reins of Formula 1 in 2017, it kickstarted a new era for the sport—one that embraced storytelling, social media, and global expansion like never before. Fast-forward to 2025, and the picture is evolving. The U.S. market, once viewed as a cornerstone of F1's future, is no longer being treated as the primary growth engine. Instead, Liberty Media is starting to look beyond American borders, signalling a possible pivot to untapped international opportunities. Liberty Media chief sheds light on Formula 1's battle to win American viewers and secure better TV deals Newly appointed Liberty Media CEO Derek Chang made this shift clear during his remarks at the J.P. Morgan Global Technology, Media, and Communications Conference. 'In the US, we [F1] are not a major player, but globally, we are,' he stated bluntly. This candid admission reveals a sobering reality: despite the surge in American F1 interest driven by Netflix's Drive to Survive, Formula 1 still sits on the periphery of mainstream U.S. sports culture. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Seniors in the Philippines Can Enjoy Affordable Private Health Insurance! (See List) Local Plan Search Now Undo The Vegas experiment has been a wake-up call. Liberty Media's direct involvement in organising and promoting the Las Vegas Grand Prix was seen as a major commitment to the U.S. market. But year-over-year enthusiasm has dimmed. 'The fall-off from the first year to the second year was a bit more dramatic than anticipated,' Chang admitted. Still, he remains 'cautiously optimistic,' noting improved ticket movement this season, a signal that lessons have been learned and adjustments made. Yet, the American media landscape is proving to be another tough nut to crack. ESPN currently holds F1 broadcasting rights through 2025, but their future involvement remains uncertain. Formula 1 is reportedly eyeing a $180 million per year deal from 2026, yet heavyweights like NBC have already bowed out of the race for rights, while ESPN may not see the value at such a price point. Chang, however, isn't just looking for the biggest check—he wants a media partner who can embed F1 deeper into American culture. 'We're obviously looking for a partner that can help us continue to grow the fan base,' Chang said. He emphasized that Formula 1, compared to leagues like the NFL, NBA, and MLB, still has 'a lot of headroom' in the U.S. 'It's up to us to go out and capitalize on that.' Interestingly, Chang isn't fixated on traditional media deals. In his view, F1 is no longer merely a racing series—it's a content-rich, cultural phenomenon. In the age of streaming, where digital platforms hunger for compelling content, the sport has become more about lifestyle, drama, and cinematic appeal. This cultural momentum is set to get another boost with the upcoming Brad Pitt-led F1 film, which hits theatres June 25. 'I think this is a pretty significant moment in terms of the amount of investment and promotion that Apple and Warner Bros are putting into a project like this,' said Chang, expressing optimism for its impact. Globally, Chang sees brighter prospects. Markets like China and India are now on Liberty Media's radar. 'You look at a market like China where we've actually had a race, and we probably haven't probably not invested what we should,' he noted. India, with its deep love for entertainment and sports, is another frontier with immense potential. 'Can we break through in a way?' Chang asked, drawing parallels between F1's glitzy appeal and Bollywood or the IPL. What emerges from Chang's vision is not a retreat from the U.S., but a recalibration. The goal is no longer solely to 'Americanize' Formula 1, but to globalise it with tailored strategies for each region. The sport may never rival American football stateside, but worldwide, it's gearing up to tap into the next billion fans. In many ways, Liberty Media is back at the drawing board—armed with data, experience, and now, the humility to accept that not every market responds the same way. But for a brand as visually thrilling and globally revered as Formula 1, the track ahead is still filled with opportunity. Also Read: F1 drivers get more freedom of speech as FIA eases swearing penalties after backlash from fans and teams Get IPL 2025 match schedules , squads , points table , and live scores for CSK , MI , RCB , KKR , SRH , LSG , DC , GT , PBKS , and RR . Check the latest IPL Orange Cap and Purple Cap standings.
