Tech Interviews

RedHat Summit Connect 2025: A discussion with Ed Hoppitt and Adrian Pickering

Published

1 year ago

April 25, 2025

Exclusive Interview with Ed Hoppitt, EMEA Director – Value Strategy, App and Cloud Platforms at Red Hat & Adrian Pickering, Regional General Manager, MENA & Enterprise Segment Lead for CEMEA at Red Hat

Having worked in global telecom and advised some of the world’s largest enterprises, how have these experiences shaped your approach to developing IT solutions?
Ed: I believe that designing and running operational IT over many years gives one a deep understanding of what truly matters to a customer, especially those partnering with Red Hat. This background enables me to connect with our customers on a level where they feel understood regarding their pain points. Today’s biggest challenge for enterprise IT is building systems that are predictable, replicable, and standardized—yet able to scale effectively.

When you look at what Red Hat offers and how we help enterprises build these solutions, our focus is rooted in leveraging the open source community. We invest in projects that we know will create tremendous value for our enterprise customers, taking those projects upstream, incorporating them into the Red Hat portfolio, and industrializing them into platforms such as OpenShift. Customers choose platforms like OpenShift because they represent best-of-breed choices, delivering stability, reliability, predictability, and scalability. With my operational IT background, I appreciate just how crucial these outcomes are for every customer I speak with.

This year’s Red Hat Summit focuses on curiosity and turning acquired knowledge into practical application. It’s about transforming acquired knowledge into practical applications. Through this, what key message are you hoping to leave with the audience this year?
Adrian: I view curiosity as the foundation for working with our customers to truly understand their vision—where they want to be 18, 24, 30, or even 36 months down the line. It’s about gaining a clear grasp of the business challenges they face or the new markets they wish to serve in the future. We then align our best capabilities to support them along that journey, keeping cost efficiency in mind. This might involve modernizing infrastructure, existing applications, or even building new applications that open doors to entirely new customer segments or solutions.

A great example of this is our work with the Dubai Health Authority, who were on stage at Summit Connect Dubai. When we engaged with them, we took the time to deeply understand the challenges they were trying to address for the citizens and then brought not only our technical products but also our expertise in project management, implementation, training, and knowledge transfer. I’m very proud of our achievements over the years, and I believe that in doing so, we add significant value for our customers.

Ed: To add another perspective, the most compelling conversations I have with customers often begin with discussions that don’t initially center on technology. They start with, “I want to imagine a world where things are different—where you can help me achieve something extraordinary.” For instance, with Red Hat OpenShift AI, we collaborated with the US Department of Veterans Affairs to build a platform that effectively reduced self-harm and suicide rates. By harnessing a platform that could analyze how people called in for assistance—assessing tone and how they described their situations—we helped the teams prioritize who needed immediate care versus who could wait a while for some support.

It’s when someone presents you with such a profound challenge that you really see the immense opportunity we have as an organization. These technology platforms do more than enable business; they help vulnerable people receive the care they need and, ultimately, save lives.

You mentioned that for Red Hat it’s relatively easy to work on new technologies because of the robust support provided by partners and customers alike. Can you elaborate on just how important those relationships are for your team?

Adrian: The point is that, while we are proud of the solutions we deliver through Red Hat, many integrated solutions require components from multiple software vendors. Our partners and integrators are essential because they bring together the various components needed to deliver, implement, and support these complex solutions. In many regions, especially where we serve multiple countries, these partners offer additional scale and reach, often accessing markets where Red Hat might not have a direct footprint. This collaboration is a critical part of why we work so closely with our partners.

Ed: Another significant benefit of having partners is that it allows Red Hat to concentrate on what we do best. We aren’t trying to solve every aspect of the IT enterprise supply chain. Instead, we work with best-of-breed partners who focus on their own areas of expertise. This means that Adrian’s teams and others in our region can focus on delivering core value to our customers. As we saw on stage, one of the Middle East’s largest banking group was very ahead of the curve in its approach to virtualisation and modernisation. These partners enable us to help customers execute at scale and with credibility. My background in operational IT tells me that although the journey is rarely smooth, having a trusted team and partners makes all the difference.

In today’s enterprise technology landscape, where hybrid and multi-cloud environments are the norm, how is Red Hat helping customers unlock the potential of open source technologies?
Ed: For me, the hybrid and multi-cloud narrative is essentially about providing customers with standardization. Some customers might say that they’re on a path toward data center consolidation, or are committed to a single hypervisor, or even a multi-cloud strategy. But once they embrace a hybrid approach, the underlying message is that they require a globally consistent management and operational platform—one that spans multiple cloud providers, private data centers, or even edge environments.

How do we achieve this consistency in an open source manner? When you’re a proprietary company, control is tight. With our strategy, we offer customers open choice—where to run their platform and which workloads to deploy on top of it. In essence, our approach empowers customers by eliminating the risks of siloed, locked-in solutions. This freedom enables businesses to continuously ask, “What should I run, and where and how should I run it?” They consider the portfolio of applications, evaluate whether low-latency edge deployment is needed—as is common for a supermarket loyalty system—or whether a core data center or public cloud deployment makes sense. The operational “how” is addressed by determining whether to run on a container platform, a virtual machine platform, or an alternative setup. Finally, the “why” ties back to ensuring the overall solution aligns with the customer’s cost and business objectives.

Ultimately, our focus is on answering one simple question for the customer: “What should I run, and where, how, and why should I run it?” This encapsulates our commitment to providing both choice and clarity in today’s complex IT environment.

Adrian: I find it quite interesting how that perspective plays out regionally. While we enable customers to run applications on our platforms, major players like Google are also part of the ecosystem. Particularly in Europe, where there is current uncertainty, many governments are questioning whether their sovereign data should reside on a cloud service originating from the U.S. Without diving too deeply into politics, this debate is prompting customers to consider alternative cloud options. For example, when running OpenShift on-premises or on a cloud provided by a specific country, it becomes easier to migrate to a new provider if necessary. This is an evolving discussion, especially in Europe, and it’s something that might expand beyond political cycles in the future.

Ed: Exactly. In Europe, the focus remains on providing choice. With open source technology, we sidestep many political concerns because of the transparency it offers. Customers can inspect the code to see that there are no hidden backdoors or data issues. Consequently, building a sovereign solution using Red Hat technology has gained significant traction. Both governments and organizations are increasingly interested in retaining full control over their data.

It seems that customers also desire a degree of freedom with their platforms; they want to ensure that no external party completely controls their systems. How does Red Hat provide this assurance of complete control?

Ed: Customers can deploy our platform in either of two ways. If they run it in their own data center, on-premises. In this case, they obtain full access—they have the code, the platform, all the necessary certificates, and they manage it themselves. In contrast, if they decide to run the platform on one of the hyperscalers, while the underlying compute infrastructure is provided by the hyperscaler, the platform—the layer where the data sits and the applications operate—remains in the open source domain. Therefore, even in these cases, customers retain the ability to influence, control, and understand what happens with their data and applications. And when it comes down to it, every country and organization will make its own decisions, but our consistent message remains: our focus is on choice. Whether a company decides to run its workloads privately, on the public cloud, or at the edge, we ensure that they have the consistent tools and platforms to do so efficiently.

Adrian: That’s exactly right. We have long maintained a commitment to enabling customers to choose the open hybrid cloud. Whether a customer opts for a sovereign cloud, a hyperscaler, or their own private cloud, our core mission is to grant them the freedom to choose and to operate in a simple, consistent, and controlled manner.

Where do you see the enterprise technology landscape heading in the next three to five years?
Ed: I believe that over the next three to five years, we will witness an increasingly consolidated effort to eliminate complexity within IT organizations. Over the last decade, IT has excelled in building silos—if anything, it’s been very effective at doing so. However, with the advent of AI, these separate silos of infrastructure and data are becoming even more problematic. When your data resides in multiple unconnected silos, it becomes extremely challenging to aggregate and leverage it for AI-based insights.

In a recent discussion with a financial services industry leader, the focus was increasingly on ensuring access to all their data, democratizing it internally, and enabling AI-driven querying. This represents a paradigm shift, as data today typically lives within isolated applications. In an AI-integrated world, breaking down these silos is critical. I foresee that one of the most significant developments in the near future—driven by AI—will be the democratization of data access across organizations.

Adrian: I concur. From a regional perspective, we might be a couple of years behind more developed markets like Europe or the U.S. For instance, we are still in the earlier stages of transitioning to the cloud. In the UAE and other regions, sovereign cloud providers are just beginning to expand their offerings. Financial institutions, aviation companies, and others are now starting to embrace the cloud more aggressively than they have in the past four or five years.

Ed: Another nuance here involves what we’re exploring with Granite and small language models. Often, to help Adrian’s customers manage support tickets, you don’t need a language model that knows Shakespeare by heart. Large language models typically contain vast amounts of data, much of which isn’t directly relevant to a given enterprise. Our focus has thus shifted to a choice: do we help organizations harness AI by asking questions of data they couldn’t access before, or do we tailor solutions with smaller language models designed to address specific enterprise challenges?
One notable example was how we applied a tailored small language model within Red Hat to support our own teams in resolving support tickets. This initiative not only saved millions of dollars but also significantly enhanced customer experience and sped up response times. Over time, while large language models have captured much of the buzz, I suspect we will see rapid adoption of small, specialized language models tailored for specific functions.

Tech Interviews

The Next Horizon: Manish Bakshi on BenQ’s Vision for a Human-Centric Digital Decade

Published

4 days ago

May 8, 2026

Integrator Web-Admin

An exclusive conversation on AI ecosystems, smart learning and how modern leadership paradigms are redefining agility and long-term business resilience

As he marks nearly 25 years with BenQ Middle East, Managing Director Manish Bakshi looks firmly ahead, sharing his vision for the next decade of AI-powered ecosystems, smart learning, hybrid collaboration, esports and immersive home entertainment. In this exclusive Q&A, he discusses how BenQ is preparing to lead the next phase of digital transformation in the region.

After nearly 25 years of building BenQ in the region, what excites you most about the next decade?

Manish Bakshi: What excites me most is that we are moving beyond individual devices into connected, intelligent ecosystems. The next decade will not simply be about better hardware; it will be about how technology works together seamlessly to make experiences more intuitive, productive and human-centric.

At BenQ, we see the future being shaped by AI-powered ecosystems across education, enterprise and consumer technology. Whether it’s smart classrooms, intelligent meeting spaces or immersive home entertainment, our focus is on enabling technology that feels almost invisible, powerful, but effortless to use.

The Middle East is a particularly exciting region for this evolution because of the pace of digital transformation and the ambition we see across sectors.

You often speak about moving from products to ecosystems. What does that mean in practical terms?

Manish Bakshi: Traditionally, technology companies focused on standalone products. Today, the real opportunity lies in ecosystems, where displays, software, collaboration tools, cloud services and AI work in harmony.

For us, innovation is increasingly about creating connected solutions rather than isolated devices. In a meeting room, for example, the display, conferencing tools, wireless presentation systems and collaboration software should operate as one seamless environment.

AI will take this further by making those ecosystems adaptive, learning user preferences, simplifying workflows and enabling smarter decision-making.

That is where we see the future of technology heading.

Education is evolving rapidly. How do you see smart classrooms developing over the next five to ten years?

Manish Bakshi: We believe classrooms will become far more intelligent and personalised. The future is not just digital whiteboards replacing traditional ones, it’s AI-enabled learning environments where technology adapts to students’ needs in real time, provides teachers with actionable insights and makes learning more interactive and inclusive.

In the Middle East, governments and institutions are investing heavily in education transformation, and we see strong momentum around smart learning.

BenQ intends to play a leading role in this space by developing solutions that combine interactive displays, software ecosystems and well-being-focused innovation, including technologies designed around eye care and healthier learning environments.

The goal is simple: technology should support better learning outcomes, not add complexity.

Hybrid work has matured significantly. What’s the next chapter for workplace innovation?

Manish Bakshi: The first phase of hybrid work was about enabling remote participation. The next phase is about optimising the experience.

The future workplace will be frictionless. You walk into a meeting room, your device connects instantly, the room recognises your preferences, collaboration starts without delays, everything just works. We’re focused on intelligent meeting ecosystems that make collaboration natural regardless of location.

Another major focus will be human-centric workplace design, ergonomic displays, wellness-driven technologies and environments designed for long-term productivity and comfort.

The future office is not only smarter; it has to be healthier.

AI is driving much of today’s innovation conversation. How do you see AI transforming BenQ’s categories?

Manish Bakshi: AI will become the intelligence layer across everything we do. In education, it will personalise learning. In an enterprise, it will streamline collaboration and improve productivity. In consumer technology, it will create richer, more intuitive experiences.

But importantly, we see AI as an enabler, not a replacement for people. The role of AI is to remove friction, simplify complexity and empower users. That human-centric approach is very important to us.

Esports and gaming have become major growth sectors in the region. How do you view this opportunity?

Manish Bakshi: Esports is no longer niche; it is a mainstream ecosystem with economic, cultural and technological significance. The Middle East has made remarkable investments in gaming infrastructure, tournaments and talent development, and we see enormous long-term potential.

Our vision is not only to support professional esports through high-performance gaming innovation, but also to contribute to the growth of grassroots gaming communities in the region. This sector represents the convergence of technology, youth culture and digital creativity, and it will continue to expand.

BenQ has also been expanding into home entertainment. What trends do you see shaping that space?

Manish Bakshi: The home is being reimagined as an immersive entertainment space. Particularly in the GCC, where home experiences and family gatherings are such an important part of culture, we are seeing strong interest in cinematic home technologies. Laser TVs and ultra-short-throw projectors are transforming how people think about entertainment at home.

We see significant growth in this category over the coming years and plan to continue expanding solutions designed for the unique lifestyle and architectural preferences of the region.

This is one of the most exciting consumer opportunities ahead.

How do you see BenQ Middle East contributing to the region’s wider digital transformation agenda?

Manish Bakshi: Our role is to be more than a technology provider; we want to be a transformation partner. Across education, corporate and consumer segments, our focus is on supporting the region’s ambitions through innovation that aligns with future needs. That includes smarter ecosystems, sustainability-driven design, AI-enabled solutions and technologies that improve both productivity and well-being.

The Middle East is not just adopting innovation; in many areas, it is helping define it. We want to be part of shaping that future.

What leadership principle will guide you into this next decade?

Manish Bakshi: One principle remains constant: technology must serve people. No matter how advanced innovation becomes, the human element stays central. Leadership today is increasingly about orchestration, bringing together people, ideas and technology to create value collectively.

The next decade will belong to organisations that combine intelligence with purpose. For us at BenQ, the future is not simply about building smarter technologies. It is about enabling smarter, more meaningful experiences. And that is the vision driving our next chapter.

Tech Interviews

ARCERA Accelerates Life Sciences Growth in Middle East

Published

1 week ago

May 5, 2026

Integrator Web-Admin

Exclusive interview with Sunil Bhilotra, Chief Investment Officer, Arcera

Why is life sciences emerging as a priority asset class in the Middle East?

Life sciences is becoming a priority asset class because it sits at the intersection of healthcare resilience, industrial development and long-term economic value creation. Across the Middle East, governments are looking beyond healthcare delivery alone and asking how they can build deeper capability in clinical research and development, and manufacturing of innovative medicines. That shift is being driven by rising prevalence of acute and chronic diseases, greater focus on medicine security, and the need to reduce exposure to global supply disruptions.

From an investment perspective, the sector has attractive fundamentals. Demand is structural, the region’s population needs are evolving, and governments are creating the policy conditions for long-term growth. The UAE’s focus on genomics, pharmaceutical manufacturing and innovation is one example of how life sciences is becoming part of the wider economic diversification agenda.

Arcera was established within this context. By bringing a number of life sciences companies including Acino, M8 Pharmaceuticals and Amoun Pharmaceutical Company together under one company headquartered in Abu Dhabi, we have formed an integrated platform that employs more than 6,000 people across 90 markets, with a META footprint spanning 13 countries and more than 500 commercial colleagues on the ground. This reflects a broader regional shift toward building globally competitive life sciences platforms that combine strategic healthcare priorities with sustainable growth.

How is Arcera’s investment strategy driving resilience and long-term returns?

Our investment strategy is focused on building the conditions for durable long-term growth: scale, control, and relevance. By bringing complementary businesses together under one Abu Dhabi-headquartered platform, Arcera has created a stronger base from which to manage supply continuity, expand market reach, and invest with a longer horizon than a standalone pharmaceutical company could typically support.

That resilience is also what strengthens the return profile. We are not relying on one product, one market, or one growth lever. Our strategy combines an established portfolio with targeted investment in priority therapeutic areas, manufacturing capability, partnerships, M&A, and in-licensing. This gives the business a balanced model that enables stable revenue today, with room to capture future growth in areas where regional demand and global innovation are moving quickly.

Healthcare demand is structural, but returns depend on execution, access, and the ability to operate reliably across business and economic cycles. At Arcera, our strategy is designed around those fundamentals. It builds a platform that can absorb disruption, support national healthcare resilience, and create long-term value by connecting Abu Dhabi’s patient capital with real operating capability across the life sciences sector.

What role do M&A and in-licensing play in scaling across key therapeutic areas?

M&A is what built our foundation. When we brought together the businesses we acquired, we built a unique life sciences business with global regulatory, commercial, market access, supply chain and manufacturing capabilities that would take decades to build from scratch. That kind of scale gave us the operational base to run a leading global business structured in deeply rooted regional relevance, with the credibility to attract global partnerships.

But scale is not enough on its own. The portfolio has to evolve, and that is where in-licensing becomes critical. As an example, our licensing agreement with AriBio for an investigational oral Alzheimer’s therapy was a deliberate move into a disease area where the regional need is significant and the science is genuinely exciting. Another example is the collaboration agreement we signed with Fosun Pharma recently that takes that a step further, exploring licensing opportunities across oncology, neuroscience, rare diseases, and cardiometabolic health, and potentially localising advanced biotechnology in the UAE. These activities demonstrate how we are building scientific know-how on top of the commercial platform we already have.

Ultimately, M&A gives you the platform, and in-licensing gives you the future. Global innovators are looking for partners who can actually deliver their therapies to patients in complex markets. If you demonstrate track record and have the capabilities and experienced commercial teams on the ground, you become a genuinely attractive partner of choice for biotechs and multinationals. That is the position Arcera is building toward, and deals like the ones we are doing now are how you get there.

What makes Abu Dhabi a strong hub for patient capital and healthcare investment?

Abu Dhabi is a unique place where sovereign and commercial ambitions are highly aligned. Guided by the Department of Health – Abu Dhabi’s vision for preventative and personalised care at scale, as well as the Abu Dhabi Industrial Strategy’s ambition to position the Emirate as a leading industrial hub, the government has made healthcare and life sciences a strategic priority. This has enabled faster policy decisions, investment in infrastructure, and regulatory reform, creating a highly supportive foundation for long-term sector growth.

The ecosystem being built around sovereign capital is also maturing quickly. Organisations across the ecosystem are deeply engaged in developing healthcare and life sciences in the UAE and are playing active roles in driving its growth. At Make it in the Emirates for example, Arcera is announcing a number of collaborations that reflect the depth of collaboration taking shape across healthcare, manufacturing, and innovation. These are practical examples of how Abu Dhabi is creating the conditions for businesses to build, expand, and create long-term value within a supportive national framework.

What ultimately makes Abu Dhabi unique is that it is not trying to necessarily replicate what exists elsewhere, it is building its own model where sovereign capital, clinical capability, manufacturing infrastructure, and global partnerships come together in one place. For investors and companies like Arcera, this creates an environment where capital can be deployed with long-term confidence, while actively contributing to the development of a globally competitive life sciences ecosystem.

What does it take to build a globally competitive life sciences platform from the Gulf?

I believe it takes three things: scale, reputation and execution. Scale gives a company the footprint to compete internationally. Reputation comes from maintaining a high bar on quality systems, regulatory discipline, manufacturing standards and trusted partnerships. Execution is what connects those capabilities to patients.

For a UAE-based company, the opportunity is to combine regional proximity with global capability. Arcera is doing this by building from Abu Dhabi while operating across international markets, strengthening in key therapeutic focus areas such as cardiometabolism, neurosciences, oncology and rare disease, and investing in digital, data and AI to improve how we operate. The region has ambition, but ambition has to be matched by the patient, detailed work of integration, governance, quality and access.

What are your plans for the next few years?

We are in our second year as a fully integrated company, and we are committed to scaling our enterprise and deepen our commitment to bringing innovation, both in our day-to-day operations as well as in our portfolio of medicines. We will keep elevating our performance and expanding our long-term partnerships to strengthen global impact, while remaining steadfast in our support of Abu Dhabi and the UAE’s ambition to build a global life sciences and healthcare hub.

Our recent collaborations also open significant new possibilities, from licensing assets in advanced clinical development to potentially incubating new biotechnology capabilities on the ground in the UAE. Alongside that, we are deepening our digital and AI capabilities to drive greater speed and precision across everything from manufacturing to medical engagement.

Above all, we remain close to the needs of the patients and stakeholders who place their trust in us and remain focused on building for the next generations. The foundation is in place. The next phase is about translating it into lasting impact for patients and sustained value for our stakeholders.

Tech Interviews

How AI Is Turning Network Cameras Into Real-Time Intelligence

Published

1 week ago

May 5, 2026

Integrator Web-Admin

Exclusive interview with Bashar Al Daoud – Territory Sales Manager UAE & Oman, Axis Communications

1. How is AI transforming network cameras into real-time intelligence tools?

AI is moving cameras from just recording events to actually understanding what’s happening in real time. Instead of reviewing footage after the fact, the camera can now detect, classify, and trigger actions instantly — whether it’s identifying a person, detecting unusual behaviour, or flagging a safety risk. So the system becomes proactive, not reactive, and that’s a big shift in how organisations use video.

2. What role does edge AI play in reducing reliance on the cloud?

Edge AI means the intelligence sits inside the camera itself, not in the cloud. This reduces latency, lowers bandwidth usage, and allows decisions to be made immediately. It also strengthens data privacy, since sensitive information can stay on-site. The cloud still has a role, but edge processing is what really makes large-scale deployments more efficient and practical.

3. How are AI-powered cameras helping businesses cut costs and improve efficiency?

They reduce the need for constant manual monitoring — the system only alerts you when something actually matters.

They also help prevent incidents early, which can reduce losses and disruptions. And beyond security, they improve operations — things like queue management, traffic flow, or site efficiency. So it’s both cost-saving and performance improvement at the same time.

4. How does AI help future-proof network camera investments?

With AI-enabled cameras, especially on an open platform, you can add new applications over time without replacing the hardware. So today it’s security, tomorrow it could be analytics or operational insights. That flexibility is what future-proofs the investment — the system grows with the business instead of becoming outdated.

5. How is AI expanding network cameras beyond security into business intelligence?

We’re seeing cameras becoming data sources, not just security devices. They can provide insights on people movement, occupancy, and behaviour patterns, which helps organisations make better decisions. At ISNR Abu Dhabi, this is a big part of the conversation — how to use video data not just for protection, but to improve overall operations and planning.

6. How is Axis upscaling its game with AI security surveillance?

At Axis, we’ve been investing in AI at the edge for years, especially through our own chip technology. Our focus is on making sure the AI is reliable and works in real-world conditions, not just in theory. We also prioritise cybersecurity and open integration, so customers can build complete solutions with partners — not just standalone systems.

7. What are your plans for the next three years to up AI into your products?

The focus is on making AI more accurate, scalable, and easier to deploy. We’ll continue pushing more advanced analytics to the edge, while improving how video, audio, and other systems work together. At the same time, there’s a strong focus on responsible use — making sure AI is secure, transparent, and trusted by customers.