HTEC in the news

Alex Rumble, CMO and AI Ambassador at HTEC, highlights how small, deliberate actions are shaping the future for women in tech, stressing that equipping women with AI skills is key to driving innovation and long-term industry growth.

AI is steadily shifting from proof-of-concept projects to structured organisational programmes, but many businesses still face cultural, operational and governance challenges that slow the transition from experimentation to measurable business impact.

AI adoption has progressed from isolated projects to widespread deployment, but a new industry report finds that full integration across core business functions remains uncommon, with leaders citing integration obstacles and resource constraints as key barriers to scaling enterprise value.

While AI adoption is now widespread across sectors, a new industry report reveals that fewer than half of organisations have fully embedded AI into core operations, with integration challenges and fragmented initiatives still holding back enterprise-wide value creation.

Embedding AI across all business functions is no longer optional — Alex Rumble, AI Ambassador and CMO at HTEC, warns that only organisations breaking silos will capture the full value of AI-driven innovation.

Jamie Allsop, Managing Partner in Financial Services at HTEC says “AI adoption in banking has been cautious and slow because of regulation and data privacy — but the real friction begins when firms try to connect isolated use cases and integrate AI into core systems. That’s where talent, governance, and execution become critical.”

Despite nearly all C-suite leaders having deployed AI technologies, a recent survey shows many organisations still struggle to embed and scale AI across multiple functions due to integration challenges, skills shortages and prioritisation issues.

Despite widespread AI adoption, 75% of enterprises struggle to scale beyond pilots, hindered by data, talent and integration barriers. Why turning early AI wins into enterprise‑wide impact remains elusive and what organisations must do to bridge the gap between experimentation and operational value?

Despite strong C‑suite commitment to AI, most organisations still struggle to scale use cases beyond pilots because of data silos, governance gaps and talent shortfalls. See why executive sponsorship alone isn’t enough and what leaders must prioritise to turn AI adoption into measurable business value.

Only 25 % of businesses have scaled AI beyond pilot projects, even though adoption is widespread, the article finds. Organisations are struggling with integration, data quality and skills gaps that block broader deployment. Why AI still remains stuck in experimentation and what leaders can do to unlock enterprise‑wide impact?

How can compliance managers learn from past mishaps and protect their organizations as AI becomes increasingly integrated into every part of our working lives? Look at the tips for 2026 from our experts, Gary Duggan and Milos Cigoj.

See Milos Cigoj, Director of Quality and Regulatory, HLS in HTEC, commentary on how in 2026 is AI likely to move further into every part of our businesses – particularly with the development of digital agents.

Mark Abolafia, Senior Partner, Telecommunications, HTEC explains, that operators can now expose network capabilities, build developer ecosystems, and unlock network-as-a-service models. Those acting now will turn infrastructure investments into recurring revenue streams by 2026.

George Brady, VP of Financial Services Innovation at HTEC, says that financial services are shifting from endless AI pilots to focused, measurable programmes in 2026. Click to read his full outlook on what really matters in 2026.

Telecom operators face a pivotal choice: ride the AI wave or risk being left behind. A new Agile Telco report highlights the need to execute at speed and modernise legacy stacks, and Mark Abolafia, Senior Client Partner at HTEC, shared his perspective on tackling these challenges.

As organisations shift to an “AI-first” mindset in 2026, Alex Rumble, AI Ambassador & CMO at HTEC, emphasises that embedding AI across core business functions — rather than isolated pilots — is key to unlocking sustainable innovation and competitive advantage in the year ahead.

Alfred Olivares, Global Managing Partner — Healthcare & MedTech at HTEC argues that, by augmenting clinicians instead of replacing them, AI can cut administrative work, unlock continuous care and meet rising patient expectations — all while preserving equity and compassion at the heart of the health service.

Telecom operators are under pressure to do more with less — and this new research report shows how combining AI with autonomous networks (AN) could be the breakthrough the industry has been waiting for. Philip Otley, Global Managing Partner at HTEC, shared his perspective on the topic. See 10 practical recommendations for reducing costs, improving service and unlocking new revenue streams. 

Insurers are trapped spending up to 70 % of their tech budget just maintaining legacy systems, leaving little room for innovation — a burden that slows digital progress and weakens competitiveness. In this byline, Jamie Allsop, Financial Services and Insurance Managing Partner at HTEC, explains how insurers can turn technical debt into a digital dividend.

Tobii, HTEC and D3 have joined forces to co-develop a sensor-fusion interior sensing solution, showcasing how collaborative innovation across technology leaders is advancing next-generation in-vehicle AI capabilities for safer, more intuitive passenger experiences.

In this episode of The Enterprise Edge, Tim Sears, Chief AI Officer at HTEC, cuts through the AI buzz and explains why most organisations are stuck in “pilot purgatory” and how success comes when business strategy, clean data and human-in-the-loop processes join forces.

In this TechRadar Pro article, Alex Rumble, AI Ambassador & Chief Marketing Officer at HTEC, argues that true AI integration goes beyond technology—it demands leadership to build trust, cultural engagement and organizational experimentation so that AI becomes part of the business fabric rather than an isolated tool.

In the PYMNTS article, Alfred Olivares, Managing Partner for Healthcare & Life Sciences at HTEC, cautions that while AI-powered prior-authorization tools are gaining traction (as seen with the pilot by Centers for Medicare & Medicaid Services), inconsistent adoption, lack of workflow embedding and weak alignment with clinical priorities can turn “automation” into mere “noise.”

Alfred Olivares, Managing Partner – Healthcare & Life Sciences at HTEC, joins a feature to explore why high-performing AI tools such as the AI-powered stethoscope developed by Eko Health still face adoption hurdles — highlighting that success demands not only strong algorithms, but equally robust practitioner engagement, workflow integration and evidence of long-term value.

In his article “Why ‘high-IQ’ AI still needs human oversight”, Tim Sears, Chief AI Officer at HTEC, emphasizes that the increasing sophistication of AI systems does not reduce the need for human judgment. He argues that strong human oversight is “not a constraint on innovation – it’s the foundation for responsible deployment.”

Philip Otley, Managing Partner at HTEC, emphasises that mobile broadband isn’t just an enabler but the nervous system for truly smart cities. It allows real-time, city-wide intelligence across transport, utilities and infrastructure by providing the speed, reliability and connectivity required for IoT applications.

Alex Rumble, Chief Marketing Officer at HTEC, commented on the gender imbalance in AI in an article exploring women’s representation in tech roles. She highlighted how the underrepresentation of women in AI roles and leadership positions risks reinforcing bias in emerging technologies.

HTEC, a global digital engineering and product development company, is pleased to welcome Tim Sears as Chief AI Officer. Tim joins HTEC’s executive leadership team to advance its AI-first strategy and help clients unlock measurable value through responsible, scalable, and production-grade AI solutions.

Jamie Allsop, Managing Partner – Financial Services & Insurance at HTEC, argues that legacy tech debt must be addressed as a foundation for future success. Companies cannot continue spending most of their budgets simply maintaining existing systems.

Philip Otley, Managing Partner, Global AI-First TIME (Telecom, Infrastructure, Media & Entertainment) at HTEC, emphasises the urgent need for connectivity providers to adopt agile models anchored in AI and data, noting that modern telcos must go far beyond network rollout and instead build systems that continuously adapt, learn and deliver value.

In his comment for Fintech Times, Jamie Allsop, Managing Partner Financial Services & Insurance at HTEC, outlines three major trends reshaping the insurtech sector and explains why established insurers must act fast to avoid falling behind.

For The Banker, Jamie Allsop, Managing Partner Financial Services & Insurance at HTEC, highlights the challenges banks face from inconsistent and fragmented data reconciliation processes and outlines how strengthening data integrity is essential for maintaining a robust compliance shield.

In the article, Jamie Allsop, Managing Partner Financial Services & Insurance at HTEC, argues that customer experience—not just cost-cutting—is now the real battleground for banks and insurers seeking to compete in today’s digital-first world.

Alfred Olivares, Managing Partner for Healthcare & Life Sciences at HTEC, outlines how AI-driven medical devices and smart monitoring systems are enabling more proactive, continuous care from remote patient monitoring and assistive robotics to real-time quality management. 

Jamie Allsop, Managing Partner Financial Services at HTEC, explains how AI is shifting from a “nice-to-have” to the strategic core of finance helping institutions not just streamline operations but completely re-imagine customer journeys and business models.

Jamie Allsop, Managing Partner Financial Services at HTEC, explains how AI is shifting from a “nice-to-have” to the strategic core of finance helping institutions not just streamline operations but completely re-imagine customer journeys and business models.