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Globe and Mail
5 days ago
- Business
- Globe and Mail
What I've Learned
Showcase (Brampton, Ont.) Kulkarni's family business has its hands in all sorts of industries, from manufacturing to tech to finance. In 1999, it bought part of a quirky Edmonton-based retailer with 12 stores. Now it has 150 outlets in Canada and the U.S., and a devoted following among trend-addicted shoppers. I grew up under the guidance of my father and uncle. I'd go with them to the office starting when I was six or so. It put business into my blood. In 1999, I was finishing my graduate degree at Yale, and all my business-school friends were headed either to Wall Street to be investment bankers or to Silicon Valley to be dot-com mavens. It was a contrarian move at that time—one, returning to Canada, and two, going into the old-school business of brick-and-mortar retail. We envisioned creating a mutual fund of trends, using the principles of investment management. Diversification—not overly concentrating on one asset class. Momentum trading—assessing demand, and knowing when to get in and when to get out. Cost averaging—so as a trend declines, demand might drop, but the cost might drop, too. A lot of the buying was based on gut feel, relationships with vendors, visiting trade shows and taking bets on products. That's not reliable, and it's painful when there's a mistake. With the advent of big data in 2008, for the first time we could access online search data, analyze it, and put math and science behind consumer demand. We started to stumble across patterns of correlation between search volume, social posts and mentions, and demand. That's when the business transformed from instinctual buying to data-science-backed buying. Every trend starts with a demand driver. In the old days, that may have been a TV commercial or radio ad or celebrity mention. As social media has grown, the demand driver has become social—primarily Facebook, Instagram and TikTok. The challenge with social media is everyone has a hyper-personalized experienced. I may see something blowing up on my feed and think it's the hottest thing, and my neighbour may have never heard of it. We built a trend watcher using generative AI that watches 50,000 social media videos every day to help us identify objectively what's trending. Our entire organization is aligned around the trend model. We can buy a product within hours, and get it on shelves in a week or two. For trends where there's no product or distributor—just a viral video—we can design and develop a product, and bring it to market within 53 days. Dubai Chocolate was popularized last year by TikTok influencers. Our team strategized this trend and developed a shelf-stable recipe along with local producers, and helped them scale up. We launched it under our Oasis Treasures brand, and we're now the leading retailer of Dubai Chocolate in North America. Tariffs are definitely negative for retailers and will most certainly lead to inflation, which is a bit tragic, because after all the challenges of the past few years, including the pandemic, this is an entirely man-made problem. Seize opportunity. The market is moving faster than ever. By adapting more quickly than others, you can win. With speed comes the risk of failure, but a good plan today is better than a perfect plan tomorrow. Failure is part of R&D. Durabuilt Windows and Doors (Edmonton) When Sunner was just 19, he and his dad moved from England to Edmonton to take over a small, poky window company with 10 employees. Three decades later, Durabuilt manufactures 1,000 windows and doors a day, and employs more than 750. I've always had an entrepreneurial spirit. I was a high-risk high achiever, thinking too fast. My father is more conservative, more reserved. He thinks of the worst-case outcomes more often than needed. So, one optimist and one pessimist—that alignment has worked really well. You can make well-informed decisions when you have two different sets of eyes, two different thinking methods, as much as those conversations are tough or frustrating. For $600,000, you could be in the window-and-door business. Nowadays, you need $20 million or $25 million just to be in the game. You can't be a mom-and-pop shop the way we started. Automation comes in stages and phases. You need to have a five-year plan. Where are your bottlenecks? Where is simple human manufacturing not working or not efficient anymore? We still employ 750 people, but we compete with bigger organizations across the globe. Fifteen years ago, we probably would've needed 1,500 people at this scale. Innovation is in our people, it's in software, it's in the building envelope, it's in our product, it's in how we do business. It's systemizing our business every day, and it's talked about every day. It's a constant process. Out of all the G7, we're the country with the least manufacturing. Canada doesn't even make its own glass anymore. All our glass comes from U.S., Mexico and around the world. How do you lead an organization when you go from 100 people to 300 to 400 to 700? There are times when you look at firing yourself. Just because you own the business doesn't give you the right to the CEO seat. Human capital is the most important thing. We're in the people business—we just happen to make windows and doors. We've had our years of pain and rain, where you chase growth and you're not making any money, and it's kinda senseless. We've been there and done that. Now, it's more about deep, entrenched planning. If we want to grow by 20%, we unpack everything that's going to be impacted: people, leadership, equipment, software, logistics, capability. What needs to improve? At this moment, the impact of tariffs is quite minimal, but if the next phase is enacted, we're looking at substantial inflation on products. It's pretty black and white—it gets transferred to the end user. We're constantly seeing who's doing better than we are. I thrive on being in a room where I'm not the smartest person. We have a very young, energetic leadership group, including my daughter, who leads our marketing division. We've pivoted the whole company around leadership and succession. Learn the power of people. A lot of times I hear from entrepreneurs, 'I can't grow—I have 35 people, and I have to do everything.' And they get stuck. You have to be prepared to delegate. My dad is the chair now. When we're having a bad day, he comes in and says, 'You may think you're having the worst day of your life, but you're not.' He's that guy. Germain Hotels (Quebec City) Germain and her brother, Jean-Yves, opened their first hotel in 1988. Today, they own 19 sleekly designed properties across the country, from St. John's to Calgary. My parents had two restaurants—one was the first steakhouse in Quebec City, in 1962. When we'd go for dinner there on a Sunday evening, as soon as people were waiting in line to get in, we'd have to finish our meal and leave the table. Serving people has always been in the DNA of our family. I've always worked with my family—I don't know anything else. It hasn't always been easy, but then again, is there anything that's easy all the time? My brother and I had run restaurants. The day we opened our first hotel, in Quebec City, I went to the door to greet our first guest and took him directly to his room instead of the check-in desk. I was used to welcoming guests and taking them to their table. All this to say, I didn't know much about the hotel business, but I learned quite rapidly. One of the things that set us apart was our bathrooms—instead of having regular bathtubs, we had these really large glass showers. At that time, that was very unusual. Design set us apart. You have to find your niche—what makes you different. But you also have to really feel that thing. It has to be in line with who you are. Never underestimate the value of the human component of what you're doing. Technology, no matter how you apply it, has changed many of the ways we do things. We used to have phones in all the rooms, and guests making phone calls was a good revenue generator. And we lost that. You have to adapt—sooner rather than later. Airbnb did affect the business, but I don't think we lost customers. More people started travelling because Airbnb existed, and maybe some of those travellers would want to try a hotel, too. I have no problem with Airbnb. My problem is more related to the rules not being the same for them as they are for us. The pandemic almost killed us. We had to lay off 1,000 people in a couple of days. It was a bad dream. We had to close five of our hotels, but we couldn't even lock the doors, because a hotel is always open. We didn't have locks. It was crazy. I've always been someone who relies on intuition. You can't teach that. With almost 20 hotels now, you have to come up with a way of doing things that you can put on paper. Then you have to hire good people and teach them how to do those things. You have to know how to make money, but making money should not be the reason for starting a business. You have to be patient and make decisions that are good for the future of the organization. I remember my parents telling me, 'You have to set an example, whatever you do.' And that can be tough. At times, I was too strict with myself, always thinking about what was good for the organization and forgetting about me. So many women try to be perfect at everything, and it drives them crazy. You have to let some things go. Now we're working with our children—my daughter and three of my brother's kids. Sometimes you have to stand back and let them make their own mistakes. But it's the same for them as it was for my brother and me. This is their life. Acadian Seaplants (Dartmouth, N.S.) Deveau's dad, Louis, started Acadian in 1981, harvesting a long, stringy seaweed called Ascophyllum nodosum. Today, it ships a variety of products to 80-plus countries, including a crop biostimulant; additives used in animal feed; multicoloured seaweed used largely in Japanese salads; and several products that find their way into the human food chain. I walked into my parents' house after finishing my engineering degree and my mother said, 'You don't have a bedroom anymore—your father has started a business, and you're welcome to sleep on the couch.' That was the beginning of Acadian Seaplants. Today we have employees in 22 countries, and subsidiaries in the U.S., Mexico, Brazil, China, India, Ireland, Scotland and Italy. We have two research facilities, in Canada and England, with about 50 researchers on staff, including 15 PhDs, and four manufacturing sites in Canada, plus one in Ireland and one in Scotland. So we've grown since my old bedroom. Seaweed is fixed. It doesn't swim away. So our scientists can quantify it, we can measure its growth rates, and we can then manage it properly. By doing that, we assure our own long-term supply. It's money well invested. We've been doing sustainability for the past 25 years. Irrespective of what the current political people are saying, those initiatives are here to stay, and those that embrace sustainability will do better in the long run than those who do not. When we started, we were only buying wet seaweed, drying it, baling it and sending it to the Americans to create value. My father understood we needed to invest in technology to differentiate ourselves and add value. It's not simple, it's not easy, it's not cheap, but it works. In the early days, I had a good lead in Japan. But we couldn't afford for me to go—it was too expensive. My dad goes, 'Get on the plane, go over there, get in front of the client, and watch what happens.' So I did. I met three or four potential customers, and we're still doing business with them today. That's how we've built our business over the years. We've lived by that lesson. I'm a 30-year seaweed guy. But I realized we were morphing from a seaweed company that made agricultural products into an ag company that has seaweed as its primary material. We needed to bring in ag management that knew how to develop these markets. We hired this one guy, Nelson Gibson, and 52 people he'd worked with have now joined us, along with their Rolodexes. So now we do business with the largest ag distribution companies in the world because we brought these people on. A lot of family values go into a family-run organization. You feel it. The people feel it. If we have to do something that's painful, it hurts. So there's a level of passion that is quite different. You gotta put together a plan. You gotta have some meat behind the plan. Once you get that plan, then you gotta execute that plan. Invariably you will deviate from that plan, then you gotta put together another plan to get back on track with the original plan. And you will do that over and over again. What do you do in an environment where you're not sure what the rules are going to be? You don't want to fall into a trap of 'I'll wait till it settles down,' because that becomes paralysis. And it's not gonna settle down. Odlum Brown (Vancouver) Doucette didn't plan on spending her career in financial services. Then she landed at Odlum Brown, a century-old independent investment firm that felt like family. She spent 17 years as CEO—a role she's just handed off to her successor, Trevor Short—but remains executive chair. I got the lowest of the lowest jobs in an investment firm when I was very young, and I loved it. I loved how every day was different. The golden rule was something instilled in me at the dinner table. But at Odlum, you see it play out in so many ways. I'll give an example: We encourage our analysts to own the stocks they recommend. And not only do our analysts eat their own cooking; all of us do. Unfortunately, you don't bat 1,000. If something doesn't work out, we own it. We're invested personally right there along with our clients. What I learned during the dot-com crisis and relearned again in '08—and we're seeing it again now—is that what clients want to hear is not that you've got the solution to everything. They want to hear that you're just as worried as they are. You can't hide from a problem. You've got to stand up and say, 'Today I know this, and today I'm going to do this.' People just want to know you're on it. In 2023, we did a client survey for our 100th anniversary. We got 500 or 600 personal anecdotes, about how either their adviser or the firm had helped them through a difficult moment—the death of a spouse, a divorce, a life-altering thing. They felt that shoulder squeeze. When I'm having one of those days, I pull those answers out, and it reminds me what we're actually here to do—and that we're doing it. When I first started, we had a person on the trading desk who key-punched orders all day, and we'd have to wait till the following morning to see the trades. But the actual relationship side of the business is the same. You know your clients, and your client knows you. And I think that's what will sustain our business going forward. I'm not one to feel anxious. But it feels like the world is shifting. I know this will sound a bit Pollyanna, but I fundamentally believe you can't control what will happen—you can only control how you react to it, stay true to your values and make the best decisions you can with the information you have at the moment. I've always told my team, 'Ski the black diamonds first.' I tackle the hardest thing on my desk first thing in the morning. Make a call—most often, doing something is better than doing nothing. I jokingly say I've gone from being the decider to the opiner. It's hard to give up the CEO title, but it was time. People need to see rejuvenation. I'm still gonna be around as chair, but it's been really gratifying and a lot less scary than I thought it was gonna be. Your time is valuable. Have the Top Business Headlines newsletter conveniently delivered to your inbox in the morning or evening. Sign up today.
South China Morning Post
25-05-2025
- Business
- South China Morning Post
China's corruption busters eye key tech sectors as Beijing gears up to challenge US
An anti-corruption investigation sweeping across the Chinese province of Guizhou has toppled a string of officials linked to its once-prized big data sector over the last few months. The mountainous southwestern province was one of the country's most underdeveloped regions and banked heavily on the sector to transform its fortunes – becoming a showcase for China's digital ambitions in the process after attracting domestic and foreign tech giants such as Huawei Technologies, Tencent and Apple. But as well as casting a shadow over Guizhou's big data dream, the deepening scandal has exposed a deeper tension between state-led innovation and accountability. China's years-long anti-corruption crackdown has intensified its focus on industries – such as big data, semiconductors and tech giants – all of which it sees as strategically important in its drive towards self-reliance amid its deepening rivalry with the United States. Earlier this month Li Gang, director of the province's National Defence Science and Technology Industry Office and the former chief engineer at the Guizhou Big Data Development Administration, was placed under investigation by the local anti-corruption watchdog on suspicion of 'serious violations of discipline and laws' – a standard euphemism for corruption. Two former heads of the Big Data Development Administration – Jing Yaping, who retired in October, and her predecessor Ma Ningyu, who later became mayor of the provincial capital Guiyang, were already facing similar investigations.
Yahoo
23-05-2025
- Business
- Yahoo
Life Science Analytics Market Insights by Type, Service, Application, End User and Region - Industry Forecast to Reach $68.8 Billion by 2030
Dublin, May 23, 2025 (GLOBE NEWSWIRE) -- The "Life Science Analytics Market by Type (Descriptive, Prescriptive, Predictive), by Service (Analytics), Application (Drug Discovery, Trials, RWE, Access, Sales & Marketing, Drug Safety), End User (Pharma, Medical Device) & Region - Global Forecast to 2030" has been added to offering. The global life science analytics market is forecast to escalate from USD 40.03 billion in 2025 to USD 68.81 billion by 2030, growing at a CAGR of 11.4%. A pivotal driver for this growth is the increasing complexity and diversity of big data in the life sciences sector. The expanding demand for advanced analytical solutions spans research and development, commercialization, and safety applications, fostering the market's expansion. The push for improved data standardization in life sciences and healthcare further catalyzes growth. Conversely, inadequate IT infrastructure and a reluctance to adopt analytics solutions in emerging economies are notable software-as-a-service (SaaS) subsegment is expected to register the highest growth during the forecast period. The sub-segment of life science analytics software-which encompasses on-premise, cloud-based, and SaaS-is anticipated to experience the highest growth. The SaaS model's appeal is underpinned by numerous advantages, including seamless integration of data from various cloud sources, remote access, low maintenance costs, high security and privacy, and flexible resource utilization without upfront hardware investment. Moreover, the SaaS model supports various applications such as accounting, performance monitoring, and communication, enriching its growth & biotechnology companies are expected to dominate the life science analytics market during the forecast period. Within the life science analytics market, pharmaceutical and biotechnology companies, medical device firms, research institutes, and outsourced life science organizations represent key end-user segments. In 2024, pharmaceutical and biotechnology companies held a significant market share and are poised for substantial growth moving forward. Their prominence stems from growing R&D expenditures, heightened use of analytics in research, and the critical role of analytics in enhancing regulatory compliance through data-driven insights. Furthermore, analytics' contribution to personalized medicine and AI integration underscores their value in this Pacific is expected to register the highest market growth during the forecast period. Geographically, the market is segmented into North America, Europe, Asia Pacific, Latin America, and the Middle East & Africa. The Asia Pacific region is projected to witness the highest growth, driven by a large patient population, increasing demand for innovative therapies, the advent of big data in healthcare, and rising investments in HCIT infrastructure. Moreover, government initiatives promoting digital solutions in life sciences and a focus on integrating sophisticated technologies further fuel regional growth. Research Coverage This comprehensive report analyzes the life science analytics market, estimating the market size and identifying future growth opportunities across various segments by type, component, application, end-user, and region. It scrutinizes market dynamics, including drivers, opportunities, and challenges. The report evaluates stakeholder opportunities, analyzing micromarket growth trends and contributions to the overall market. It forecasts segment revenues across five regions and features a competitive analysis of key market players, delivering company profiles, product offerings, recent developments, and strategic report provides insights on: Key drivers include rising pressures to reduce healthcare spending, advanced analytics, and increased R&D spending in life sciences. Product Development/Innovation: Examines upcoming trends, R&D activities, and new software launches in the market. Market Development: Details lucrative emerging markets, alongside solution types, components, and deployment models. Market Diversification: Offers exhaustive information on versatile software portfolios and newly developing geographies. Competitive Assessment: Analyzes market shares and strategies of leading players like Oracle, Merative, SAS Institute, and Accenture. Key Attributes Report Attribute Details No. of Pages 405 Forecast Period 2025-2030 Estimated Market Value (USD) in 2025 $40.03 Billion Forecasted Market Value (USD) by 2030 $68.81 Billion Compound Annual Growth Rate 11.4% Regions Covered Global Market Dynamics Drivers Rising Pressure To Curb Healthcare Spending Need For Improved Data Standardization Technological Advancements in Analytical Solutions Heterogeneity and Complexity of Big Data in Life Sciences Growing Adoption of Analytical Solutions in Clinical Trials Increasing R&D Expenditure in Pharmaceutical & Biotechnology Companies Challenges Issues Associated With Data Integration Shortage of Skilled Personnel Reluctance To Adopt Life Science Analytics Solutions in Emerging Countries Opportunities Growing Focus on Value-Based Care Use of Analytics in Precision & Personalized Medicine Big Data Analytics For R&D Productivity Growing Adoption of Cloud-Based Analytics Industry Trends Growing Adoption of Analytics in Commercial Operations Leveraging Data & Analytics To Accelerate Drug Discovery & Development Focus on Real-Time Data Analytics Case Studies Novartis Uses Multi-Cloud Data Analytics Platform To Optimize Operations and Accelerate Innovation Sas Visual Analytics Helps Maximize Profitability Through Prescriptive Analytics & Data Visualization Streamlining Regulatory Monitoring and Impact Assessments: Gedeon Richter's Partnership With Clarivate List of Companies Profiled in the Report Oracle (US) Merative (formerly IBM) (US) SAS Institute (US) Accenture (Ireland) IQVIA (US) Cognizant (US) Wipro (India) Veradigm (US) Optum (US) Microsoft (US) MaxisIT (US) ExlService Holdings (US) Inovalon (US) CitiusTech (US) Saama (US) Axtria (US) Clarivate (UK) ThoughtSphere (US) ThoughtSpot (US) Salesforce (US) Google LLC (US) Amazon Web Services, Inc. (US) Veeva Systems (US) Elsevier (Netherlands) Komodo Health, Inc. (US) For more information about this report visit About is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends. CONTACT: CONTACT: Laura Wood,Senior Press Manager press@ For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Geek Girl Authority
19-05-2025
- Business
- Geek Girl Authority
From Luck to Logic: How Data Analytics Is Changing Online Gaming Strategies
The online casino industry is shifting from gut-feel decisions to data-backed strategies. Big data is replacing chance as the driving force behind player engagement, marketing, and retention. Behind every spin and every bet lies a sophisticated system powered by casino analytics. For players in the UK, Canada, and other markets, platforms like try Cool Zino are reshaping expectations. Coolzino provides a seamless casino experience that integrates online features with data-enhanced interfaces and easy login access. The Role of Data in Modern Online Casinos What Casino Big Data Really Means Casino big data includes massive volumes of user interaction information, such as: Clickstreams and navigation behavior Bet frequency, value, and win/loss ratios Time spent per session Device and browser type Geolocation These datasets help operators build precise player profiles. Patterns are detected, segmented, and analyzed for optimization. How Casinos Collect and Use Player Data Most online casinos deploy: Tracking scripts and third-party cookies Real-time event logging tools (e.g., Mixpanel, Segment) CRM platforms to aggregate behavioral signals Data is used to personalize interfaces, adjust difficulty levels, offer time-based rewards, and automate promotional campaigns. Legal and Ethical Boundaries Operators must comply with GDPR, CCPA, and other regional privacy laws. Users are prompted to consent to data collection, but the depth of tracking often goes unnoticed. There is a growing debate around behavioral targeting—especially when it comes to vulnerable players. Transparency and clear opt-out mechanisms are becoming standard. Personalization and Predictive Analytics Tailoring the Experience in Real Time Casinos now use data to customize: Game recommendations Bonus offers Interface design (dark/light mode, layout adjustments) For example, frequent slot players may see more spin-based promotions, while table-game enthusiasts get poker-related challenges. Timing and frequency of offers depend on recent activity. Predictive Tools for Player Retention Retention models use machine learning to: Predict player churn risk Identify inactive users Trigger real-time re-engagement workflows Algorithms analyze drop-off points, deposit frequency, and win/loss momentum. Timely offers or loyalty rewards are deployed before players disengage. When Personalization Becomes Manipulation Not all customization is harmless. Some platforms implement dark patterns: Pop-ups that discourage exit Countdown timers on bonus offers Pre-selected betting amounts These tactics blur the line between engagement and manipulation, raising concerns in the realm of casino science. Business Intelligence for Casino Operators Segmenting Players by Value and Risk Casino analytics divides players into: Segment Behavior Traits Value Tier Casual Low frequency, small bets Low Core Regular sessions, moderate spend Medium High-Roller High deposits, VIP interactions High At-Risk Excessive losses, long sessions Watchlisted This segmentation helps allocate marketing budgets, monitor problem behaviors, and adjust content per group. Optimizing Game Design Using Analytics Through A/B testing and analytics dashboards, casinos fine-tune: Game difficulty and volatility Interface layout Reward systems Heatmaps track where players click, hesitate, or leave. These insights guide both game developers and marketing teams. Fraud Detection and Security Casino big data also supports: Bot detection Multiple-account abuse prevention Bonus exploitation tracking Behavioral anomalies—such as unrealistically perfect timing or rapid session switching—are red flags. Advanced fraud prevention models score risk levels in real time. Impact on Players and the Industry Smarter Systems, Smarter Players? Some platforms now offer: Win/loss dashboards Session tracking Custom play limits These tools empower users to track habits and set boundaries. Awareness campaigns promote data literacy for safer gambling. Risk of Data-Driven Addiction Hyper-targeted ads and bonus triggers can make self-regulation difficult. When casino analytics is used to extend time-on-device, risk increases for vulnerable individuals. Cases of algorithmic profiling aligning with periods of emotional vulnerability—late nights, repeated losses—have been documented in reports like those on Changing the Competitive Landscape Large-scale operators have analytics infrastructure that small casinos can't match. This leads to: Consolidation in the market Outsourcing of data solutions High barriers to entry for new brands Emerging platforms often partner with white-label providers or analytics vendors to stay competitive. The Future of Casino Science AI and Machine Learning Evolution Next-generation models go beyond pattern recognition. They explore: Emotional state via in-game behavior Facial cues (via camera, when allowed) Voice analysis for stress markers While experimental, these techniques are already being piloted in gaming hubs across Europe and Asia. Regulation Catches Up with Innovation Legislators are beginning to require: Full disclosure of algorithmic decision-making Player access to data history Real-time explanations for triggered offers Similar demands are being made across sports betting platforms, as seen in comparisons like this Toward a More Responsible Data Culture The future of casino analytics must balance engagement with harm reduction. Ethical design frameworks include: Transparent player scoring models Pause-and-reflect prompts after long sessions Budgeting tools integrated into the gameplay Initiatives like those by show that responsible innovation is possible. Closing Insights: Data Is the New Dealer Casino science is no longer about intuition or decor. It's powered by algorithms, dashboards, and real-time learning models. The shift from luck to logic has made online platforms more efficient—but also more complex in their ethical responsibilities. As players become more data-aware, and regulators more involved, the balance between profit and protection will define the next generation of the casino industry. DOCTOR WHO Recap: (S02E06) The Interstellar Song Contest RELATED: TV Review: Doctor Who Season 2 Premiere
Zawya
17-05-2025
- Business
- Zawya
Presight and AIQ to spotlight their UAE-made AI products and solutions at Make it in the Emirates 2025
Abu Dhabi, UAE – Presight, a UAE leading global big data analytics company powered by AI, today announced its participation in Make it in the Emirates 2025, taking place from 19 – 22 May at the ADNEC Center, Abu Dhabi. In partnership with AIQ (majority owned by Presight), both companies will jointly showcase their cutting-edge, UAE-developed AI solutions that are driving national resilience and global competitiveness. As the UAE's national champion in AI and a homegrown success story, Presight is enabling digital sovereignty and economic diversification through world-class AI platforms developed and deployed in the Emirates. These platforms deliver strategic outcomes across critical sectors, including energy, finance, logistics, mobility, and public safety. As the largest AI for energy company in MENA, and a $1.4B industrial AI unicorn, AIQ is reshaping the global energy landscape from its home base in the UAE. With 15 transformational UAE-made solutions, 21 patents, and a team of 100+ experts, AIQ combines deep energy domain expertise from ADNOC with robust AI capabilities from Presight. Presight's and AIQ's participation aligns closely with the UAE's National Strategy for Artificial Intelligence 2031, supporting the country's position as a global leader in advanced industry and technology. Presight solutions deployed across the Emirates are estimated to have already achieved over AED 1 billion in annual efficiency gains, more than two million labour-hours saved, and 100% automated data processing Thomas Pramotedham, CEO of Presight and Board Member of AIQ, shared: 'This event is a celebration of what's possible when local innovation meets national vision. At Presight and AIQ, we're proud to deliver world-class AI solutions made in the UAE, securing our national AI sovereignty, and positioning the UAE as a global leader in AI solutions. Presight technologies are helping to optimize industries, protect data, and drive smarter outcomes, while AIQ is setting new benchmarks for smarter, cleaner, and more resilient global energy systems. Presight and AIQ are building world-class AI solutions made in the Emirates — securing our data, optimizing critical industries, and future-proofing national resilience.' Presight will showcase its full suite of AI products at Make it in the Emirates 2025, including the recently launched: Presight AI-Policing Suite – a home-grown, modular solution designed to transform public safety and law enforcement operations using the power of Generative AI and advanced analytics. Presight LifeSaver – a groundbreaking end-to-end emergency and crisis management platform which combines leading-edge AI, big data analytics, and real-time insights into a single unified solution that addresses the full emergency lifecycle. Presight Synergy – a next generation, home-grown data and AI platform designed to future-proof AI adoption and simplify the implementation of various industry-specific use cases. Meanwhile, AIQ will showcase its full suite of solutions, including: ENERGYai – Agentic AI for Energy ENERGYai is the world's first agentic AI platform built specifically for the energy sector. It fuses a 70-billion-parameter large language model (LLM) with 50+ years of ADNOC's operational expertise and petabytes of proprietary data to drive system-wide optimization, intelligence, and efficiency. Live Demo Available at MIITE. RoboWell – Autonomous Well Control RoboWell stabilizes well production in the most economically efficient way possible. It eliminates the need for constant manual monitoring and adjustment, autonomously maintaining stable operating conditions while optimizing output and minimizing gas lift consumption. AR360 – Intelligent Reservoir Management AR360 offers a unified 360° view of reservoir performance by integrating diverse workflows. Using automation, machine learning, and advanced analytics, it provides real-time insights to boost production and lower operational costs. EmissionX – Emissions Monitoring & Forecasting EmissionX tracks and measures GHG emissions in real time. Its intuitive dashboard provides deep analysis of carbon footprints, identifies anomalies, and evaluates the impact of mitigation initiatives—supporting more informed decisions and predictive emissions strategies. Thomas Pramotedham will also join a panel discussion on 19th May from 3:15 PM – 4:00 PM discussing 'Smart Industries and Intelligent Futures – UAE's Approach: Smart, Scalable and AI-enabled'. Presight and AIQ representatives will be available for interviews, product demonstrations, and media walkthroughs, at Hall 7, stand number: AM70. About Presight Presight is an ADX-listed public company with Abu Dhabi based G42 as its majority shareholder and is a UAE leading global big data analytics company powered by AI. It combines big data, analytics, and AI expertise to serve every sector, of every scale, to create business and positive societal impact. Presight excels at all-source data interpretation to support insight-driven decision-making that shapes policy and creates safer, healthier, happier, and more sustainable societies. Today, through its range of AI-driven products and solutions, Presight is bringing Applied Intelligence to the private and public sector, enabling them to realize their AI strategy and ambitions faster. For further information, please contact Presight@ or media@
