< PreviousINTERVIEW 20 EDGE | February 2025 With nearly 15 years of experience across various industries, you’ve been instrumental in establishing and scaling data teams. Can you share how AI and data-driven strategies have evolved over the years, and how businesses can eff ectively leverage data to enhance customer relationships in today’s digital age? There has been a tremendous change in the volume of data that businesses are now looking at to help with decision-making. Data has always been collected and Math has existed to understand and analyse the data since nearly the Second World War. What has changed signifi cantly is the way technology has evolved. Advancement in technology has allowed us to not only store more information, but also analyse and visualise the data in completely diff erent ways. This has allowed businesses to use the Vasudha Khandeparkar, AI, Analytics and Data Practice Lead, Business Consulting, Grant Thorton UAE discusses data regulations, the evolving AI space and how data powers businesses in the region BUSINESS data they have available in new ways. An example that comes to mind is how I used tools like SAS and Excel early in my career to segment our customer base to ensure we were sending out marketing to the most relevant cohorts. In a later role, I used R and Python to develop an AI tool that had the ability to go beyond segmenting customers by identifying where customers were in their lifecycle. The tool also allowed brands to understand the appropriate timing and channels of communications and provided a view on potential impact and revenue from the campaigns. Today, organisations can analyse data in an even more real-time manner. Every aspect of how a business interacts with their customers is now being enhanced with data. Business leaders are mandating that data be brought to the decision-making table to help guide decisions. HOW DATA IS SHAPING THE UAE’S FUTURE Edge_Feb2025_20-21_Interview_13500744.indd 20Edge_Feb2025_20-21_Interview_13500744.indd 2004/02/2025 11:0904/02/2025 11:09INTERVIEW EDGE | February 2025 21 25 member-team put the UAE’s AI goals on the world stage As a recognised leader in AI and data, you’ve been brought to the UAE to spearhead this practice at a global fi rm. What unique challenges and opportunities have you encountered in the UAE’s data and AI landscape, and how are you helping organisations navigate this emerging space? A key challenge currently, in the UAE particularly, is the rapidly evolving regulatory landscape. The UAE has fairly soft data regulations which enable organisations to experiment a lot more. The AI space is also under close scrutiny from other regulatory authorities around the world which make it even more necessary for businesses here to adhere to stringent protocols. The UAE today is one of the most attractive destinations for professionals globally. There is incredible demand across all organisations for data and AI talent. How each organisation defi nes their goals, creates their culture and provides for their employees will start mattering a lot when an individual is trying to decide whether to move and more importantly whom to join. The toughest part of any data leader’s role is convincing the individuals around them and particularly those in leadership positions to look at the story hidden in the numbers. Data teams are usually cost centres for the fi rst 12 – 18 months. Patience is a virtue which this domain needs more than others particularly when an organisation is investing in these capabilities. The costs combined with the lack of enthusiasm for numbers can often be dreadful for new teams. Finally, if the problem is interesting and the people are keen, what will set the organisation apart is how they are looking after their employees. Given the rapidly changing nature of the industry, how an organisation supports its employees in staying up to date will determine why a person chooses to work for them. Given the soft regulatory environment within the UAE, organisation-level governance protocols are a must. Understanding algorithms and the ability to explain outcomes is critical for businesses. Given the volume of platforms and tools which are closed-source, this factor is crucial when an organisation is trying to justify what they did with their new tooling and methodology. Governance, security and regulatory compliance should be prioritised on the same basis that other compliance and risk protocols are defi ned. The UAE’s AI and data practices are advancing at a very rapid pace. Where many countries are still stuck in theoretical discussions, the leadership ambition has helped propel AI user cases into the public realm in the UAE. The impact that Falcon has had on the LLM space is a prime example – a team of 25 put the UAE’s AI goals on the world stage. The UAE is attracting some of the world’s best AI talent to the country along with signifi cant partnerships with the leading global technology houses. It has also created a safe space to experiment, be innovative and more importantly, fail fast and move on. The growth mindset that the nation has is one that companies in the region need to adopt – what can they do with what they have currently and ensure they have a solid foundation to leverage the innovations coming their way? What are the next steps to ensuring they can go from being data-driven to AI-driven? How do teams understand the risks that go with onboarding and implementing AI. Edge_Feb2025_20-21_Interview_13500744.indd 21Edge_Feb2025_20-21_Interview_13500744.indd 2104/02/2025 11:0904/02/2025 11:09SPOTLIGHT 22 EDGE | February 2025 In a world captivated by the allure of smart cities as futuristic landscapes, a digital transformation of a diff erent nature is unfolding in the ancient city of AlUla, Saudi Arabia. As a growing city, AlUla is forging a new path, one that integrates digital innovation with the preservation of cultural and natural heritage. The Royal Commission for AlUla (RCU) has embarked on a digital strategy to seamlessly weave leading-edge technologies into the very fabric of the historic city. This endeavour aims to enhance the lives of residents, enrich the experiences of visitors, and create a model for “heritage-driven innovation.” Crucially, this is not a top-down imposition of technology but a collaborative eff ort that involves the community at every step. AlUla is emerging as an example of how heritage sites and smaller cities – often overlooked in the rush towards the new – can harness the power of digital technologies to Waleed Alowaied, ICT Management Director, the Royal Commission for AlUla (RCU) and Arvind Gupta, Co-Founder of Digital India Foundation and RCU Advisory Board Member, discuss the transformation of AlUla CULTURE foster sustainable, inclusive, and culturally sensitive growth. It represents the potential of “brownfi eld development”, where existing infrastructure and cultural heritage are not seen as obstacles but catalysts for innovation. This approach is increasingly relevant as the world recognises that the future of urbanisation lies not solely in building anew but in revitalising and reimagining existing communities, particularly in an era where sustainability, eco-friendliness and preservation of cultural identity are paramount. Central to this transformation is a commitment to par ticipative governance enabled by technology. RCU is actively engaging the local community in decision-making processes, utilising digital platforms to gather feedback, facilitate discussions, and ensure that the development of AlUla aligns with the needs and aspirations of its residents. This engagement extends to various aspects of civic life, including licensing and permitting, tax fi ling and payment, A DIGITAL OASIS Edge_Feb2025_22-23_Spotlight_13500640.indd 22Edge_Feb2025_22-23_Spotlight_13500640.indd 2204/02/2025 11:0904/02/2025 11:09SPOTLIGHT EDGE | February 2025 23 business service support, digital payments, digital licensing, resident service support, and digital procurement. This approach not only fosters a sense of ownership and empowerment but also ensures that the digital transformation is responsive and relevant to the local context. Recognising that digital transformation is only truly successful when it benefi ts everyone, RCU is investing in comprehensive programs to equip AlUla’s residents with the digital skills essential for a thriving in the modern economy. This includes training in coding, data analysis, digital marketing, and other in- demand skills. By empowering its residents with these competencies, RCU is ensuring that the benefi ts of technological and data analytical advancements are shared equitably, fostering a sense of ownership and inclusion in the digital transformation process. This infrastructure investment, coupled with the development of local digital skills and the creation of contextual use cases – including virtual heritage tours, interactive museum exhibits, augmented reality experiences, chatbots and personalised itineraries for enhancing visitor engagement, visitor counting for optimising resource allocation, AI-powered permit issuance and compliance monitoring, robotic solutions for agriculture and image processing for analysing archaeological data – is laying the groundwork for a vibrant digital economy in AlUla. RCU is also pioneering the use of digital twins – highly detailed virtual replicas of physical assets that will enable AlUla’s development and construction and the documentation and preservation of its archaeology. These digital twins enable builders, researchers and the public to construct and explore ancient sites with unprecedented depth and detail, off ering immersive experiences that transcend physical limitations. This innovative approach ensures that AlUla’s history is not only respectfully developed and protected but also made accessible to a global audience, fostering a deeper understanding and appreciation of the region’s rich heritage. AlUla’s digital strategy leverages the power of data analytics to create a more sustainable and enjoyable resident and tourism experience. Real-time monitoring of visitor fl ows, resource consumption, and environmental impact allows RCU to optimise resident and tourism operations, minimise ecological footprints and deliver customer experiences that cater to the needs of residents and visitors. AlUla’s journey is not without its complexities. Maintaining a harmonious balance between technological innovation and cultural sensitivity remains an ongoing priority. Ensuring that digital infrastructure is accessible in all corners of the county, including remote communities, poses a logistical challenge. While the global discourse on urban development frequently centres on greenfi eld smart city projects, AlUla stands as an emerging example of how smaller cities and heritage sites can become vibrant centres of digital innovation. RCU is not only committed to transforming AlUla but also to sharing its knowledge and collaborating with global, national and regional partners, all contributing to a thriving digital ecosystem to further advance this frontier of urban development. As AlUla continues its digital journey, it extends an open invitation to the world to join in this exploration of how digital solutions can empower communities and shape a more accessible, inclusive and sustainable future for all. Edge_Feb2025_22-23_Spotlight_13500640.indd 23Edge_Feb2025_22-23_Spotlight_13500640.indd 2304/02/2025 11:1004/02/2025 11:10FUTURE 24 EDGE | February 2025 What if AI could surpass human intelligence, revolutionising every industry and solving problems we’ve only dreamed of? This idea, once confi ned to science fi ction, is becoming increasingly plausible as artifi cial intelligence continues to evolve. OpenAI, a frontrunner in the fi eld, is now shifting its focus towards developing superintelligence—AI that goes beyond human capabilities. This move marks a bold strategic change, signalling a new chapter in the race towards more advanced and transformative AI systems. AI Superintelligence refers to AI that possesses the ability to outperform humans in every domain, including creativity, problem-solving, and decision- making. OpenAI, known for its development of advanced models like GPT (Generative Pre- trained Transformer), has been at the forefront of AI research, but its latest strategic direction aims for more ambitious and transformative goals. Superintelligence, often regarded as the pinnacle of artifi cial intelligence, represents a level of AI capability that transcends human expertise across all domains. Unlike narrow AI, TRANSCENDING HUMAN INTELLIGENCE Words by Anita Joseph Edge_Feb2025_24-25_FUTURE_13498975.indd 24Edge_Feb2025_24-25_FUTURE_13498975.indd 2404/02/2025 11:1004/02/2025 11:10FUTURE EDGE | February 2025 25 which excels in specifi c tasks, superintelligence encompasses broad and generalised intelligence, enabling it to solve complex problems, innovate creatively and make decisions with unprecedented effi ciency and precision. Its implications extend far beyond traditional applications of AI, touching every aspect of society—from scientifi c research and healthcare to governance and ethics. OpenAI, a leading entity in the AI research space, has continually pushed the boundaries of what AI can achieve. Models like GPT have demonstrated remarkable capabilities in language processing, but OpenAI’s vision extends beyond these milestones. Their strategic shift towards developing more ambitious systems aims to address challenges that require higher-order reasoning and adaptive intelligence. This involves not only advancing technical capabilities but also ensuring that these powerful systems are aligned with human values. The road to superintelligence, however, is fraught with complexities. Building systems that can safely and eff ectively operate at this level requires addressing critical challenges, including alignment, interpretability, and control. OpenAI is focusing on scalable oversight mechanisms to ensure that superintelligent systems act in ways that are benefi cial and comprehensible to humanity. Collaboration and transparency remain at the core of their approach, fostering global cooperation in tackling the societal implications of advanced AI. The transformative potential of superintelligence lies in its ability to accelerate progress in solving humanity’s most pressing challenges, such as climate change, pandemics and resource distribution. However, it also raises profound ethical and existential questions about control, equity and unintended consequences. OpenAI’s commitment to advancing AI responsibly underscores the importance of not just achieving superintelligence but doing so in a way that prioritises the well-being of all. Historically, OpenAI has focused on creating powerful AI tools for practical applications, from language models to image generators. However, the organisation recently made it clear that its long-term vision involves the pursuit of artifi cial general intelligence (AGI) that could potentially lead to superintelligence. This shift in focus could revolutionise industries, from healthcare and fi nance to transportation and education, by creating AI systems capable of solving complex global challenges at an unprecedented scale. One key driver behind OpenAI’s pivot towards superintelligence is the realisation that current AI models, while impressive, are still limited in their ability to reason, understand context and exhibit general intelligence. To reach superintelligence, AI will need to advance in areas such as common sense reasoning, self-improvement and long-term planning. OpenAI’s investment in safety research also signals its awareness of the risks associated with powerful AI systems. Ensuring that superintelligence aligns with human values and is benefi cial to society will be critical in their development and deployment. However, this shift also raises concerns about the ethical implications of superintelligent AI. The potential for AI systems to exceed human capabilities poses questions about control, governance and the concentration of power. OpenAI’s focus on safety and transparency will be tested as they continue to push the envelope of AI research. OpenAI’s strategic move towards superintelligence represents an ambitious vision for the future of AI. While the development of superintelligent systems promises tremendous benefi ts, it also presents signifi cant challenges and risks. As OpenAI leads the charge, the global community will need to carefully consider the ethical and societal implications of this next phase of AI evolution. OpenAI, a leading entity in the AI research space, has continually pushed the boundaries of what AI can achieve Edge_Feb2025_24-25_FUTURE_13498975.indd 25Edge_Feb2025_24-25_FUTURE_13498975.indd 2504/02/2025 16:2804/02/2025 16:28TECH INSIGHT 26 EDGE | February 2025 Imagine watching a video of your favourite celebrity giving a speech or your favourite politician making an outrageous claim — only to fi nd out later that it was all completely fake. Welcome to the world of deepfakes — where technology is blurring the line between reality and fi ction. Powered by artifi cial intelligence, deepfakes can make anyone appear to say or do anything, and they’re becoming more convincing by the day. But with this new power comes big questions: How do we know what’s real anymore, and who can we trust in a world where anyone can be anyone? Let’s dive into the fascinating and frightening world of deepfakes. Deepfakes are quickly gaining attention for their ability to replicate human features, voices, and even actions, creating the illusion that someone is saying or doing something they never actually did. But with CYBERSECURITY this technology comes a wave of challenges, ethical concerns, and potential threats to privacy and trust. A popular example of deepfakes is the 2018 viral video of Barack Obama. In the video, Obama appears to be delivering a speech that he never actually gave. Using deepfake technology, the video was made to show Obama’s face and voice synchronised with a script written by Peele, which included humorous and inappropriate statements. The video was not created to deceive people maliciously but to demonstrate the potential dangers of deepfakes and the ease with which they can be used to manipulate reality. Another well-known example is the use of deepfake technology to create fake video clips of celebrities. For instance, deepfake videos of Tom Cruise surfaced on social media, where the BLURRING REALITY Words by Anita Joseph Edge_Feb2025_26-27_Deepfakes_13499001.indd 26Edge_Feb2025_26-27_Deepfakes_13499001.indd 2604/02/2025 11:1104/02/2025 11:11TECH INSIGHT EDGE | February 2025 27 actor’s likeness and voice were digitally recreated to perform comedic sketches. While these videos were intended as entertainment, they highlight the ability of deepfake technology to convincingly imitate well- known personalities and raise concerns about the potential for manipulation in more serious contexts. THE TECHNOLOGY BEHIND THE ILLUSION At its core, deepfake technology relies on two key components: Generative Adversarial Networks (GANs) and autoencoders. GANs involve two neural networks that work in opposition — one generates fake media, while the other evaluates its authenticity, continually improving until the deepfake is indistinguishable from reality. Autoencoders, on the other hand, focus on encoding and decoding images or videos, allowing for the seamless swapping of faces or the generation of synthetic media. The technology has quickly evolved, and while it can be used for harmless fun, such as digitally recreating deceased actors or creating special eff ects in movies, it also raises serious concerns. Deepfakes can be weaponised to spread misinformation, manipulate elections, create malicious content, or damage reputations. As the technology improves, so do the challenges for detecting and combating these fake media. To counter these risks, companies, governments, and researchers are working to develop deepfake detection tools and legal frameworks. AI-based With this technology comes a wave of challenges, ethical concerns and potential threats to privacy and trust solutions are being designed to analyse visual inconsistencies or unnatural movements that are often present in deepfakes, helping to distinguish between real and fake content. Despite these eff orts, the pace of deepfake innovation means that staying ahead of the technology remains an ongoing battle. In short, deepfake technology has transformed media manipulation, offering both exciting possibilities for creativity and serious challenges for ethics, security and trust. THE FUTURE OF DEEPFAKES: BALANCING CREATIVITY AND ETHICAL CONCERNS On one hand, deepfakes can be used for entertainment and innovation. They have the potential to revolutionise the movie industry, allowing fi lmmakers to create lifelike characters and performances without the need for costly reshoots or even hiring new actors. Additionally, deepfake technology can aid in recreating historical fi gures or digitally resurrecting beloved actors for posthumous roles. In the world of education and communication, deepfakes could even bring learning experiences to life, with virtual instructors or interactive content. However, the darker side of deepfakes cannot be ignored. The most alarming use of deepfake technology is in the realm of misinformation. With the ability to convincingly alter video footage, deepfakes can be used to create fake news, manipulate elections, or destroy a person’s reputation. Celebrities, politicians, and even ordinary people have been victims of malicious deepfake content, leading to serious consequences ranging from public embarrassment to career damage. The growing threat of deepfakes has led to a global push for regulations and AI-based detection tools to combat the spread of fake content. Companies, governments, and researchers are racing to develop systems that can identify deepfakes and prevent their misuse. While deepfake technology is still in its early stages, its rapid growth is a stark reminder of the fi ne line between technological innovation and potential misuse. As deepfakes continue to evolve, the balance between creativity and deception will be key in determining how we navigate this brave new world of digital manipulation. Edge_Feb2025_26-27_Deepfakes_13499001.indd 27Edge_Feb2025_26-27_Deepfakes_13499001.indd 2704/02/2025 11:1104/02/2025 11:11CEO OF THE MONTH 28 EDGE | February 2025 Sprints is playing a key role in the rapid digital transformation across the Gulf region. Can you share some insights into how Sprints is contributing to the national digitisation and workforce development goals in Saudi Arabia, the UAE and other countries in the region? We’re actively collaborating with governments and private sector partners across the GCC to accelerate digital transformation initiatives. In the UAE, for example, we’ve partnered with the Abdulla Al Ghurair Foundation on an ambitious project to train and hire thousands of Emirati youth on cybersecurity, AI and Software development. Our presence in Saudi Arabia, Oman, and Jordan involves working closely with local stakeholders to develop tech talent across critical areas including AI, cybersecurity and digital marketing. These initiatives directly support national digital transformation strategies while creating sustainable employment pathways. What makes our approach particularly eff ective is that we’re not just providing education – we’re Ayman Bazaraa, co-founder and CEO of Sprints, discusses workforce development in the age of AI EDUCATION creating a complete ecosystem that connects training to real employment opportunities. This alignment with national workforce development goals ensures that our programs deliver tangible economic impact while supporting the region’s digital transformation objectives. With the demand for AI-ready talent growing exponentially, how does Sprints ensure that non-technical professionals are equipped with the practical skills necessary to thrive in the AI-driven workforce? Our approach focuses on making AI skills accessible and practical for professionals from all backgrounds. We’ve seen, for instance, that tech workers with generative AI skills can earn up to 50% more than their peers, so we’ve designed our programs to help bridge this gap eff ectively. Our AI-powered platform creates a unique learning environment that combines technical training with real-world business applications. We’ve found that traditional theoretical learning RESHAPING LEARNING FOR THE AI ERA Our unique approach makes AI skills accessible for professionals from all backgrounds Words by Anita Joseph Edge_Feb2025_28-29_Interview-CEO of the Month_13499059.indd 28Edge_Feb2025_28-29_Interview-CEO of the Month_13499059.indd 2804/02/2025 11:1104/02/2025 11:11CEO OF THE MONTH EDGE | February 2025 29 2025 AI to transform publishing industry isn’t enough – professionals need to understand how AI tools integrate into actual business workfl ows and decision-making processes. What makes our approach particularly eff ective is our social learning methodology. While typical online courses see only 5-10% completion rates, our approach achieves 80-90% completion rates. We create personalised learning paths that adapt to each individual’s pace and background, ensuring that non-technical professionals can gradually build their AI capabilities while maintaining their confi dence, determination and motivation throughout the journey. Your platform incorporates AI-powered simulations for hands-on training. How do these simulations replicate real-world work environments, and what unique benefi ts do they off er over traditional learning methods? Our AI-powered simulation platform creates an immersive professional environment that goes far beyond traditional learning methods. Learners don’t just study – they experience authentic workplace scenarios and dynamics. The platform includes several key components that make it uniquely eff ective: First, we’ve implemented AI coaching that functions as senior mentors, providing personalised guidance and feedback. We also have AI-simulated customers who send emails and raise issues, creating realistic business scenarios that learners must navigate. This helps develop both technical skills and professional communication abilities. Learners work in teams, participate in daily meetings, and use actual task management systems – the same tools they’ll encounter in real workplaces. The platform even includes automated systems that send deadline reminders and track project progress, mirroring the accountability structures found in professional settings. This comprehensive approach ensures that our graduates aren’t just technically profi cient – they’re workplace-ready, understanding how to collaborate, communicate, and deliver results in a professional environment. Looking ahead, what are the key trends in AI and workforce development that you believe will shape the future of training and employment in the Gulf region, and how is Sprints preparing for these changes? We see several transformative trends emerging. First, there’s a rapid acceleration in the adoption of AI technologies across industries, creating an urgent need for professionals who can not only understand AI but apply it eff ectively in business contexts. Secondly, we’re seeing a signifi cant shift toward remote work and distributed teams, which is opening up unprecedented opportunities for talent in the Gulf region to participate in the global digital economy. This trend is particularly impactful for women in tech, creating new pathways for participation in the workforce while bringing valuable foreign currency into local economies. At Sprints, we’re preparing for these changes by continuously evolving our platform and programs. We’re leveraging AI to create increasingly sophisticated and personalised learning experiences, where each learner follows a unique path tailored to their capabilities and career goals. Our ambitious goal of educating 1 billion learners in 10 years refl ects our commitment to scaling this impact. We’re also expanding our partnerships with governments and private sector entities across the region to ensure our initiatives align with national digital transformation strategies. The future of work in the Gulf region will be defi ned by digital innovation and global connectivity, and we’re positioning ourselves to be at the forefront of this transformation. Edge_Feb2025_28-29_Interview-CEO of the Month_13499059.indd 29Edge_Feb2025_28-29_Interview-CEO of the Month_13499059.indd 2904/02/2025 11:1104/02/2025 11:11Next >