Microsoft AI
In journalism, trust isn’t a tagline — it’s the job. And when the work moves at speed, the difference between what’s possible and what gets done often comes down to one thing: time. Instead of chasing “AI everywhere,” newsroom teams at USA TODAY focused on a practical goal: using AI with intentionality to remove friction
Across insurance, risk, and advisory services, the moments when decisions are made carry real weight. These are environments defined by complexity, regulation, and trust—where clients rely on expert guidance to navigate uncertainty in critical, sometimes life-changing, scenarios. As AI becomes more embedded in everyday work, leaders across these industries are taking a measured approach.
Across professional services, artificial intelligence is increasingly influencing how work is performed, how services are delivered, and how firms think about long‑term differentiation. For leaders in audit, tax, and advisory services, expectations are evolving. Clients are looking for greater efficiency, more consistent insight, and deeper expertise—while continuing to expect strong governance, security, and professional judgment.
Artificial intelligence is no longer a speculative investment for business leaders, it’s an operational one. For middle‑market firms, that reality is even sharper. They’re expected to move with enterprise-level speed and sophistication while maintaining disciplined, results-driven investment. In that environment, there’s little room for experimentation that doesn’t create measurable business value.
Artificial intelligence is no longer a speculative bet for global professional services firms—it’s a structural shift in how expertise is created, decisions are made, and value is delivered to clients.
Artificial intelligence isn’t arriving gently in financial services. It’s colliding with an industry defined by scale, trust, and real‑time decision‑making, where speed, security, and reliability are non‑negotiable. For Fiserv, that reality is existential. The company quietly powers much of the world’s financial infrastructure, touching virtually every U.S.
Artificial intelligence has reached an inflection point. The conversation is no longer about what AI could do—but whether it’s delivering real outcomes inside organizations today. For many leaders, that distinction matters. Excitement alone doesn’t move a business forward.
What the fastest‑moving companies are doing differently Over the past year, I’ve had countless conversations with leaders across industries, from healthcare and financial services to professional services and insurance. Most recently, at the Microsoft AI Tour in NYC, one thing became unmistakably clear: The AI conversation has changed.
Cyber risk is now a financial risk Cybersecurity is no longer a background IT concern. Cyber risk directly affects enterprise value, regulatory exposure, operational continuity, and an organization’s ability to adopt AI responsibly. These are not abstract technology issues. They are financial realities that now sit squarely within the modern Chief Financial Officer (CFO) remit.
Electronic health records (EHR) are a vital tool for enhancing patient care. But safeguarding this confidential information with legacy, on-premises infrastructure increases costs. For healthcare leaders balancing tight budgets with resilience, expensive hardware refresh cycles and the growing risk of security breaches make inaction a risky, costly choice.
Frontline Frontline workers are the foundation of every industry—from retail and healthcare to hospitality and field services. Yet many are still being asked to deliver more value, faster, with tools that weren’t built for the realities of frontline work.
AI in Canada: A generational opportunity When I reflect on the pace and promise of AI in Canada, I see more than a technological shift. I see a generational opportunity to reimagine how we work, build, and solve some of the world’s toughest challenges.
Financial services organizations continue to navigate the same realities: rising regulatory demands, growing cyber risks, and operational processes that still depend heavily on manual effort. Yet 2026 marks a turning point.