Scaling creativity in the age of AI

Storytelling is core to humanity’s DNA, stemming from our impulse to express ideals, warnings, hopes, and experiences. Technology has always been woven through the medium and the distribution: from early humans’ innovation of natural pigments and charcoals for cave paintings to literal representation by the camera.

The landscape of storytelling continues to shift under our feet. Social and streaming platforms have multiplied, audiences have fragmented, and our demand for fresh, unique media is insatiable. A recent McKinsey podcast cites that we are watching upwards of 12 hours of video content daily, often on multiple devices and multiple platforms.

All this content is expensive to produce: With a baseline budget of $150M, a Hollywood feature runs $1M per minute of finished film; prestige streaming content is in the hundreds of thousands per minute. And since consumers want to engage with authentic, original material, every company is now effectively a media company. That means we all face the same pressure: more content, with the same time and budget constraints.

There is no longer a question whether to use AI for content; the math doesn’t work any other way. What leaders need to focus on now is how to adapt responsibly, protect brand integrity, uplift team creativity, and build customer trust.

A few things worth holding onto as this era accelerates:

• AI amplifies what’s already there, both good and bad. Weak strategy stays weak.
• Responsible adoption means knowing what’s in your tools and models. Provenance and transparency are the foundation, not the finish line.
• Scale without taste is just noise. Investing in your team’s judgment is what makes more content matter.
• Fundamentals of great storytelling have not changed. Regardless of format or channel, what makes audiences lean in are still characters, arc, ingenuity, and surprise.

The permanent sprint

Creative teams are trapped on the endless hamster wheel of production, and it’s not slowing down. According to Adobe research, content demand will grow 5x over the next two years. Social content shelf life is now measured in hours, not weeks. Keeping fresh work in the pipeline is a permanent sprint, requiring teams to rethink how creative production functions.

The first move is freeing creative teams by having AI absorb the repetitive work so they have space for the strategic creative decisions that require human ingenuity. In a recent study from Adobe, 94% of creatives report that AI helps them produce content faster, saving an average of 17 hours per week. That recovered time is not a productivity metric; it is renewed creative capacity.

As a use case, Nestlé offers a useful blueprint. Its teams operate across 180 countries with a portfolio of iconic brands including Nescafé, KitKat, and Purina. Using Adobe Firefly Custom Models embedded in existing content workflows allows teams to generate assets in a brand-informed style without disrupting creative flow. At Nestlé, workflow cycle times dropped 50%. “With Firefly Custom Models, we can react at the speed of culture. It’s the closest thing we’ve had to magic.” says Wael Jabi, global strategic comms lead for KitKat.

As we move into the agentic era, the possibilities expand further. Adobe’s Creative Agent thinks in systems, not tasks, orchestrating across workflows, apps, and processes to close the gap between idea and execution, and get teams out of the production cycles that consume their productivity.

Build for your brand, not every brand

A company’s brand is how the world recognizes and connects with them. And it’s more than a collection of assets—it is dynamic, subjective, and expressed in thousands of micro-decisions made every day by the people who know it best. As production scales, keeping everything tuned to the brand gets more challenging. Off-the-shelf AI cannot replicate the level of nuance creative teams bring to content, and there’s a real cost to getting it wrong; diluting a brand in market with almost-right output is not an acceptable option. Customer trust is fragile.

Starting with a bespoke AI model built with Adobe Firefly Foundry addresses this directly. Firefly Foundry starts with a commercially safe base model and trains further on a company’s IP, making it possible to produce content that genuinely reflects the team’s vision.

And to ensure that Firefly Foundry models truly represent the creatives at the helm, Adobe has partnered with film studios like Wonder Studios, Promise.ai, and B5 Studios, and the “big three” talent agencies CAA, UTA, and WME to deeply understand what it means (and what it takes) to build an IP-immersive model that keeps creatives at the center as these film studios and talent agencies scale their visions. These brand ecosystems can accelerate nearly every phase of the production process, from ideation and storyboarding to production and promotion, all while preserving artistry and authorship. And to power the next generation of creativity and content, Adobe has recently announced a strategic partnership with NVIDIA, delivering best-in-class creative control along with enterprise-grade, commercially safe content at scale.

Generic AI gives teams a starting point. But a model trained on a brand’s own IP gets them to the finish line, while still leaving room for the creative calls that matter most.

When agents become the audience

AI is not only reshaping how we create; it is reshaping how customers find and engage with brands entirely. According to Adobe Digital Insights, AI-powered shopping has surged 4,700%. Agentic web traffic is up 7,851% year over year. Yet, most businesses still have significant gaps in AI-led brand visibility. If content is invisible to AI agents, then a brand is invisible to customers.

Major League Baseball is ahead of this curve. Using Adobe LLM Optimizer, the league monitors how its content surfaces across AI interfaces and makes real-time adjustments to maintain visibility. As fans search for tickets, stats, or game-day experiences, the league ensures its brand shows up wherever that search is happening. And with Adobe’s recent acquisition of Semrush, brand visibility goes even further.

The agentic web created an entirely new content surface that did not exist two years ago, and this exponential proliferation of content illustrates precisely why scaled, on-brand content production has become a strategic imperative. A well-built agentic foundation offers full visibility into (and control over) every piece of content, from production to performance.

How to prepare for AI integration

Here are a few steps to get started:

Audit before automation. Content supply chains usually include duplicated processes, unclear ownership, and assets living in many different places. Before AI can accelerate anything, develop a clear map of how content moves through the organization today: who creates it, who approves it, where it lives, and where it breaks down. AI applied to a broken process just breaks it faster.

Walk through workflows. Resist the urge to overhaul everything at once. Start with production tasks that are high-volume, low-stakes, and well-defined: asset resizing, localization, and background generation. Use those wins to build internal confidence before expanding into more complex creative territory.

Build responsible governance from the start. Governance added as an afterthought becomes a bottleneck. Building it in from the beginning creates a competitive advantage that lets teams move fast with confidence. And this means clear policies on model training, content provenance, human review thresholds, and communicating AI use to customers. The brands that earn lasting trust will treat transparency as a feature, not a footnote.

This content was produced by Adobe. It was not written by MIT Technology Review’s editorial staff.

Data readiness for agentic AI in financial services

Financial services companies have unique needs when it comes to business AI. They operate in one of the most highly regulated sectors while responding to external events that are updated by the second. As a result, the success of agentic AI in financial services depends less on the sophistication of the system and more on the quality, security, and accessibility of the data it relies on. 

“It all starts with the data,” says Steve Mayzak, global managing director of Search AI at Elastic.

Agentic AI—systems that can independently plan and take actions to complete tasks, rather than simply generate responses—holds enormous potential for financial services due to its ability to incorporate real-time data and optimize complex workflows. Gartner has found that more than half of financial services teams have already implemented or plan to implement agentic AI. 

However, introducing autonomous AI into any organization magnifies both the strengths and weaknesses of the underlying data it uses. To deploy agentic AI with speed, confidence, and control, financial services companies must first be able to search, secure, and contextualize their data at scale. “Agentic AI amplifies the weakest link in the chain: data availability and quality,” says Mayzak. “And your systems are only as good as their weakest link.”

Financial services companies, therefore, require a trusted and centralized data store that is easy to access, dependable, and can be managed at scale.

The high stakes of quality information

Regulation in the financial services sector requires a high degree of accountability for all data tools. As Mayzak says, “You can’t just stop at explaining where the data came from and what it was transformed into: ‘Here’s the data that went in, and this is what came out.’ You need an auditable and governable way to explain what information the model found and the logic of why that data was right for the next step.” That is, you need to be able to see, understand, and describe the underlying processes.

At the same time, financial services companies require speed and accuracy in order to meet customer expectations and stay ahead of competition. Markets are continually shifting, and risks and opportunities move along with them. If an AI model can parse natural language (unstructured data) from complex sources—in addition to structured data in spreadsheets that are easier to analyze—this gives users more relevant information. 

In this environment, there is no tolerance for error, including the hallucinations that plagued early AI efforts. Agentic AI systems depend on rapid access to high-quality, well-governed data that is secure and accessible. In financial services, that data spans transactions, customer interactions, risk signals, policies, and historical context. The task of preparing that data for AI should not be underestimated. “Natural language is way more messy than structured data, and that makes the process of organizing and cleaning it up that much more important and also that much harder,” says Mayzak.

The data must be well indexed and consolidated across different locations, not locked in the silos of separate systems across the organization. Otherwise, AI agents lag, provide inconsistent answers, and produce decisions that are harder to trace and explain, undermining confidence among regulators, customers, and internal stakeholders. 

As Mayzak says, “There are many different ways to describe how to execute a trade at a bank. In an agent-powered world, we need those descriptions to be deterministic—to give the same results every time. Yet we’re building on powerful but non-deterministic models. That’s incredibly tricky, but not impossible.”

For a financial services firm, managing this can be very challenging. A Forrester study found that 57% of financial organizations are still developing the necessary internal capabilities to fully leverage agentic AI. “The data exists in many different formats, created over the course of a bank’s history,” says Mayzak. “Take any bank that’s been around for 50 years: They might have 60 different types of PDFs for the exact same thing. And at the same time, we want the output of these systems to be 100% accurate. In many cases, there is no ‘good enough’.” That is, companies need to do it right, and the first time.

Searching and securing results 

An effective search platform is key to solving the problem of fragmented, poorly indexed, inaccessible data. Financial services companies that can readily sift through both their structured and unstructured data, keep it secure, and apply it in the right context will get the most value from agentic AI. This often requires designing AI systems with data access and utility in mind so they can work faster and yield more accurate results, as well as reduce risk. “Search is the foundational technology that makes AI accurate and grounded in real data,” Mayzak says. “Search platforms have become the authoritative context and memory stores that will power this AI revolution.”

Once in place, these AI-enhanced searches and autonomous systems can serve financial services companies for a range of purposes. When monitoring client exposure, agentic AI can continuously scan transactions, market signals, and external data to detect emerging risks; platforms can then automatically flag or escalate issues in real time. In trade monitoring, AI agents can review trade workflows, identify discrepancies across different formats, and resolve exceptions step by step with minimal human intervention. In regulatory reporting, AI can gather data from across systems, generate required reports, and track how each output was produced. These applications of AI save time while supporting audit and compliance needs by being traceable and explainable.

Although such capabilities already exist, they are often manual, fragmented, and difficult to scale. Agentic AI allows financial organizations to move toward more automated, efficient, and scalable processes while maintaining the accuracy and transparency required in their highly regulated environment. As Mayzak says, “It’s not that different from how humans operate today, just done at a much faster pace and at scale.” 

Building an agentic AI ecosystem

Launching agentic AI can be daunting, especially if other AI ventures have stalled internally. Mayzak’s recommendation is to choose a manageable use case and allow it to grow over time. “Success can build on success,” he says. “While companies may aim to automate a 70-step business process, they are discovering that you have to start somewhere. What is working in the market is tackling the problem one step at a time. Once you get the first step working, then you can take the next step, and the next.” 

The financial services organizations that lead among their peers will be those that integrate agentic AI into a broader ecosystem that includes strong security controls, good data governance, and effective management of system performance. As Mayzak says, “Doing this well will create an AI feedback loop, where executives gain new signals from these systems to assess the effectiveness of their investments and generate reliable, actionable insights.” By iterating on pilots and continuously improving, companies will build agentic systems that can be measured, managed, and scaled. This will transform agentic AI into lasting competitive advantage.

Learn more about how Elastic supports financial services.

This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.

Establishing AI and data sovereignty in the age of autonomous systems

When generative AI first moved from research labs into real-world business applications, enterprises made a tacit bargain: “Capability now, control later.” Feed your proprietary data into third-party AI models, and you will get powerful results. But your data passes through systems you do not own, under governance you do not set. The protections you rely on are only as durable as the provider’s next policy update.

Now, with generative AI established in everyday business operations and sophisticated new agentic AI systems advancing every day, companies are reevaluating the terms of that deal.

“Data is really a new currency; it’s the IP for many companies,” says Kevin Dallas, CEO of EDB, echoing a recurrent anxiety from customers. “The big concern is, if you’re deploying an AI-infused application with a cloud-based large language model, are you losing your IP? Are you losing your competitive position?”

That question is now fueling a movement toward reclaiming both the data and AI systems that have rapidly become part of core business infrastructure. AI and data sovereignty, which refers to breaking dependence on centralized providers and establishing genuine control over models and data estates, it is an urgent priority for many companies, says Dallas, citing internal EDB data: “70% of global executives believe they need a sovereign data and AI platform to be successful.”

The idea of AI sovereignty is becoming a global policy conversation. NVIDIA CEO Jensen Huang recently spoke about the need for such a shift at the World Economic Forum’s annual meeting at Davos in January 2026: “I really believe that every country should get involved to build AI infrastructure, build your own AI, take advantage of your fundamental natural resource—which is your language and culture—develop your AI, continue to refine it, and have your national intelligence be part of your ecosystem.”

This report explores how enterprises are pursuing sovereignty over their models and data estates in an era of rapid AI adoption. Drawing on a survey conducted by EDB of more than 2,050 senior executives and a series of interviews with industry experts, the research confirms that the sovereignty movement on the enterprise level is already well underway.

Download the report.

This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.

Implementing advanced AI technologies in finance

In finance departments that have long been defined by precision and control, AI has arrived less as a neatly managed upgrade than as a quiet insurgency. Employees are already using it while leadership races to impose structure, governance, and strategy after the fact. The result is a paradox: one of the most tightly regulated functions in the enterprise is now among the most experimentally transformed.

What’s emerging is a layered shift in how work gets done. From variance commentary and fraud detection to contract review and close narrative drafting, AI is embedding itself across workflows, particularly where unstructured data once slowed down everything. Yet, as Glenn Hopper, head of AI and managing director at VAi Consulting, puts it, “the proliferation of AI happened kind of before governance and before a real plan came about.” That bottom-up adoption is forcing a recalibration at the top, where executives must now reconcile productivity gains with oversight, risk, and accountability.

Just as critical is reframing AI’s role. “AI as a means to an end, as opposed to AI being the end,” says Ranga Bodla, VP of industry and field marketing at Oracle NetSuite, underscores a growing consensus: the technology is most effective when it disappears into existing processes rather than outright replaces them. Embedded systems, seamless integrations, and tools like model context protocol (MCP) are accelerating this shift, making AI an ambient capability. Notably, ease of integration, not cost savings or new features, has become the strongest driver of adoption.

Still, the real constraint may be neither data nor technology, but people. “Talent is the actual root cause,” Hopper argues, pointing to a widening gap between domain expertise and AI fluency. Even as concerns about data security and model opacity persist, the more pressing risk may be misunderstanding the tools altogether or restricting them so tightly that employees look for workarounds beyond leadership control. “The auditability of it, I think, is critical,” Bodla notes. 

Looking ahead, the trajectory is clear but variable. AI agents capable of executing complex, multi-step tasks are beginning to materialize, while expanding context windows and interoperable systems promise deeper, more persistent intelligence. But the real transformation may be a gradual shift toward systems that bolster judgement, automate routines, and allow finance teams to spend less time reconciling the past and more time shaping what comes next. 

This webcast is produced in partnership with Oracle NetSuite.

Register to watch the webcast.

This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.

Fostering breakthrough AI innovation through customer-back engineering

Despite years of digitization, organizations capture less than one-third of the value expected from digital investments, according to McKinsey research. That’s because most big companies begin with technological capabilities and bolt applications onto them, rather than starting with customer needs and working backward to technology solutions. Not prioritizing the customer can create fragmented solutions; disjointed customer experiences; and ultimately, failed transformations.

Organizations that achieve outsized results from AI flip the script. They adopt a “customer-back engineering” mindset, putting customers at the heart of technology transformation.

It’s a strategy in which products and services are developed with the customer experience first in mind, including the customers’ challenges, needs, and expectations. Product development teams then work backward in a nimble and agile way to find the steps necessary to design and build solutions that achieve the desired experience.

“When you get your engineers closer to customers, you get a lot more sideways innovation,” says Ashish Agrawal, managing vice president of business cards and payments tech at Capital One. “That leads to a multiplier effect, because engineers can approach a problem from a different dimension that can be unique to the sales or product perspective.”

The case for customer-centricity in engineering

Engineers are problem-solvers by nature, says Agrawal. When they hear about challenges customers are experiencing, or how they are using products and services in the real world, they can devise ways to efficiently address customer needs, since they are naturally closer to systems and data than many other teams across the company.

“Fostering a customer-centric culture has a motivational effect on engineers when they actually start seeing how the core changes they’re making, or the features they’re adding, are having a direct impact on the lives of customers,” says Agrawal.

It also takes discipline. Agrawal explains that Capital One has set a goal for every engineer in his organization to establish several touchpoints with customers throughout the year in different forms, including:

• Digital empathy sessions to observe user journeys and identify where users hit friction
• Embedded customer support for periods of time to deepen understanding of servicing needs
• Engineering ride-alongs, in which engineers join customer success, sales, and support staff on calls or on-site visits
• Hackathon competitions to build solutions around real customer problems

The AI opportunities with customer-centricity

“The biggest challenge engineers within large companies face is a lack of direct access to customers,” says Agrawal. “This can make it harder for technologists to work with customers to identify problems and innovate solutions.”

AI has accelerated the challenges as well as the opportunities. The lifecycle of launching products has become significantly faster. But the good news is that engineers are closer to the data that feeds into AI, so they can more rapidly apply AI-informed data techniques to solve customer problems.

Agrawal outlines a recent scenario: In the customer servicing space, conversations can instantly be summarized and give a customer agent context on the member’s original request and remaining action points. Agentic AI can also be enabled to ask pointed follow-up questions about the interaction that would otherwise take human agents time to read through the entire thread.

“A solution would have been a lot harder in an ecosystem without a lot of high-quality data,” says Agrawal. “But when you combine a rich data ecosystem with agentic tools, you move from incremental fixes to high-velocity transformation.”

By investing in AI data and tools and focusing on rapid experimentation, Agrawal says the cycle of deploying solutions can be accelerated. Teams learn that if they meet customer needs and iterate on a wider range of solutions much faster, then the entire innovation cycle speeds up.

For example, Capital One used customer insights to build a state-of-the-art, multi-agent AI framework called Chat Concierge to enhance the customer experience for car buyers and dealers. In a single conversation, Chat Concierge can perform tasks like comparing vehicles to help car buyers decide on the best choice and scheduling test drives or appointments with salespeople.

Agrawal explains that car buyers can engage with Chat Concierge directly through participating dealer websites. Dealers can access and can take over the chat through Navigator Platform. The AI assistant consists of multiple logical agents that work together to mimic human reasoning, allowing it to provide information and take action based on the customer’s requests.

The elements of an AI-first mindset

According to a recent MIT Technology Review Insights survey, 70% of leaders say their firm uses agentic AI to some degree. Roughly half of executives say agentic AI systems are highly capable of improving fraud detection (56%) and security (51%), reducing cost and increasing efficiency (41%), and improving the customer experience (41%).

Looking into the future, achieving these outcomes looks even more likely. More than half of the banking executives surveyed say they expect to continue to improve fraud detection (75%), security (64%), and the customer experience (51%). Agentic AI use cases that show strong potential to transform the customer experience in financial services include responding to customer services requests, adjusting bill payments to align with regular paychecks, or extracting key terms and conditions from financial agreements.

Placing the customer at the center of a transformation requires an AI-first mindset. Companies must shift from simply augmenting an existing product to fundamentally reimagining the problem and the user’s needs through the lens of AI’s capabilities.

A few best practices that Agrawal recommends include:

Reimagine the core function of AI to solve a user’s problem: “The true value isn’t in chasing the AI hype; it’s in solving meaningful customer problems. By focusing on impact, we ensure that our innovation isn’t just fast; it’s transformative,” says Agrawal.

Start with high-quality, well-governed data as the foundation: “Data readiness and unified information across systems are the non-negotiable foundations of AI. A clean data layer is what orchestrates the agentic loop— enabling the perception, reasoning, and execution required to solve a customer’s problem before they even have to ask,” explains Agrawal.

Rebuild workflows with AI embedded from the start: “People treat models as black boxes, but agentic systems require tremendous rigor and oversight. Having a data ecosystem that is well-governed and responsible AI standards are essential pillars for building trust in these systems,” says Agrawal.

Build a cross-functional team involving data science, engineering, product, design, and other partners: Agrawal advises, “It’s important to be open and nimble to transforming how we work and create impact as AI becomes more integrated into workflows. It’s also important to take a ‘crawl, walk, run approach’ if you are new to AI, as opposed to simply jumping into it.”

In the end, achieving end-to-end transformation depends on empowering engineers and partner teams to start with customer needs and work backward to technology solutions, rather than starting with technological capabilities first and finding applications for them. When organizations make a customer-back approach second nature, they are able to not only reimagine the customer experience from the inside out, but to also place the customer front and center from the very start.

This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.

Operationalizing AI for Scale and Sovereignty

Companies are taking control of their own data to tailor AI for their needs. The challenge lies in balancing ownership with the safe, trusted flow of high‑quality data needed to power reliable insights. This conversation from MIT Technology Review’s EmTech AI conference examines how AI factories unlock new levels of scale, sustainability, and governance—positioning data control as a strategic imperative for governments and enterprises.

About the speakers

Chris Davidson, Vice President, HPC & AI Customer Solutions, HPE

Chris Davidson is Vice President of HPC & AI Customer Solutions at Hewlett Packard Enterprise. He leads HPE’s global strategy for AI Factory solutions and Sovereign AI, working with governments, enterprises, and research institutions to build secure, scalable national- and enterprise-grade AI capabilities.

He also directs Product Management and Performance Engineering across HPE’s HPC and AI portfolio, including large-model training platforms and Cray exascale systems. His teams define product strategy, performance architecture, and deployment models that position HPE at the forefront of high-performance and AI computing.

During his nine years at HPE, Chris has led key initiatives across Performance Engineering, AI Cloud, and Professional Services, shaping how HPE delivers optimized, cloud-native, and globally deployed high-performance systems. He previously held technical and leadership roles in the biotech and medical diagnostics sectors.

Chris holds an M.B.A. in Entrepreneurship and Finance and a B.S. in Biology from Loyola University Chicago.

Arjun Shankar, Division Director, National Center for Computational Science, Oak Ridge National Laboratory

Mallikarjun (Arjun) Shankar is the Division Director for the National Center for Computational Science at the Oak Ridge National Laboratory. His research focuses on the interdisciplinary bridge between computer science and large-scale scientific discovery campaigns that rely on scalable computing and data science. He is a joint faculty appointee at the University of Tennessee’s Bredesen Center, a senior member of the IEEE and a senior member of the ACM.

Cyber-Insecurity in the AI Era

Cybersecurity was already under strain before AI entered the stack. Now, as AI expands the attack surface and adds new complexity, the limits of legacy approaches are becoming harder to ignore. This session from MIT Technology Review’s EmTech AI conference explores why security must be rethought with AI at its core, not layered on after the fact.

About the speaker

Tarique Mustafa, Cofounder, CEO, and CTO, GC Cybersecurity

Tarique Mustafa is Cofounder and CEO/CTO of two AI-powered cybersecurity companies: GCCybersecurity, Inc. and its data compliance spinout, Chorology, Inc. A prolific inventor and internationally recognized authority in knowledge representation, inference calculus, and AI planning, Tarique has spent his career applying autonomously collaborative AI to solve complex, ultra-high-scale challenges across cybersecurity, data security, and compliance — with deep expertise spanning Data Classification, DLP, and DSPM industries. His groundbreaking innovations and multiple USPTO patents have earned him global recognition, including frequent invitations to deliver keynote addresses at prestigious international security conferences and forums.

At GCCybersecurity, Tarique architected the core AI algorithms powering the company’s 4th and 5th generation fully autonomous data leak protection and exfiltration platform — among the most advanced platform of its kind. Prior to founding GCCybersecurity and Chorology, he served as founding CEO/CTO of NexTier Networks, a Silicon Valley provider of award-winning Data Leak Prevention solutions. With over 20 years of technical leadership experience, Tarique has held senior roles at Symantec, DHL Airways IT, MCI WorldCom, EDS, Andes Networks, and Nevis Networks, where he served as Principal Architect and built industry-leading security products leveraging next-generation security monitoring, event correlation, IDS/IPS, and SSL/IPSec technologies.

Tarique holds multiple approved and pending patents with the USPTO and has authored numerous research publications spanning Information & Data Security, Computer & Network Security, Software Architecture, Database Technologies, and Artificial Intelligence. A recipient of the prestigious Rotary International Scholarship for doctoral studies in Computer Science at the University of Southern California (USC), Tarique also holds master’s degrees in engineering and computer science from USC, and a bachelor’s degree in mechanical engineering from NED University of Engineering & Technology.