Nine operators, architects and academics who run production systems, redesign operating models and teach the discipline. Not instructors describing the work from a distance.
Chairperson, AI Applied Consortium · Former Director, IBM AI Center of Excellence
“Agentic AI is not a course. It is an enterprise capability, and the organisations that treat it that way will leapfrog the ones still running pilots.”
Former Senior Vice President, Data & AI, Visa · Former Vice President, PayPal
“Boards used to ask what AI costs us. Now the only question that matters is what it costs us when it is not already operating.”
Former Chief Data Scientist, Halliburton · Founder and Chief Executive, Reignite Future
“The chief executives who win the next decade will not deploy more AI. They will decide what their company is no longer for. Everything else is downstream of that decision.”
Director of Innovation, bp
“AI in energy does not run on slides. It runs on the same SCADA, sensors and crews you already have, and until you redesign those you are still demonstrating.”
Director of Client Services, ITAC · American Manufacturing Futures Institute
“Manufacturing’s hardest problem is not the technology. It is the people we ask to absorb it, and whether we lead them through the change or simply deploy on top of them.”
Agora Leadership · Former Strategic Programme Lead, Henkel Global Supply Chain
“The seam between people, process and technology is held together by trust. Without it no transformation survives the second quarter, however good the technology is.”
AI Advisor, Pilko · Senior Data Scientist
“Digital twins are how the shop floor learns to speak agent. Connect the data, contextualise it across OT and IT, and the operating model finally has somewhere real to stand.”
Vice President of Operations, Crenlo Engineered Cabs
“AI talks about intelligence. Manufacturing reminds you it still runs on steel, cycle time and the people on the floor. The job is making both true at once.”
North American Data Manager, Vallourec
“Most AI works in a lab. The job is making it thrive in the field, at the edge, where latency, resources and reality actually matter.”
No practitioner is currently listed against that track.
Every practitioner on this page has put a system into production and watched at least one of them fail for a reason nobody wrote down in advance. That is the material. A session on operating-model design is worth attending because the person running it has redesigned one under commercial pressure, and can say which part of the redesign the organisation resisted.
The tracks map to the five dimensions of the model, so a practitioner is matched to an engagement by what they have actually done rather than by what they are willing to present on.
