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

INSIDE THE RISE OF AI INFLUENCERS WITH IDEA FARM

Published

2 days ago

June 11, 2026

Integrator Web-Admin

Exclusive interview with Lewis Davey, Co-Founder Pixelagency.ai Founder & Creative Director at IDEA FARM

You’ve built a career around making brands culturally relevant through human creativity. What convinced you that the next frontier of storytelling might involve entirely virtual personalities?

AI Influencers have been around since 2018, but the technology has made huge strides in the past 18 months – and now hyper-realistic virtual personalities are exploding in popularity. Having worked in PR for 16 years, I think it’s good to be curious and I committed myself to learning about this space and becoming a bit of an expert – I was particularly interested in how brands could leverage AI Influencers as a new marketing channel. At Pixel what we present to brands is how AI Influencers can solve specific business challenges, drive efficiencies, and reach new audiences. This technology is much more than fancy images on Instagram.

Launching the world’s first AI Influencer Talent Management Agency sounds less like a business expansion and more like a prediction. What future did you see emerging that others weren’t paying attention to?

We launched Pixel 18 months ago with the intention of operating like a traditional talent management agency, connecting brands with existing AI Influencers. It’s certainly evolved, as the industry has gained more traction – and we’re banking on all brands owning their own AI Ambassador in the future.

Pixel isn’t just representing AI influencers, it’s helping brands create them. Why do you believe ownership of digital talent will become strategically important for brands?

Custom build AI Influencers is where we think the future is for brands. This is desirable for brands because they have an always-on marketing asset that can be online 24/7, with full creative control and tailored brand messaging. The AI Influencer can slot into their influencer portfolio, working alongside human influencers.

How do cultural sensitivities in the Middle East actually strengthen the case for AI Ambassadors rather than limit them?

I’ve always felt strongly that the Middle East is the perfect market for AI Ambassadors to thrive. There are reputational risks that come with working with real influencers, whereas a brand can have full control over messaging with its own AI Ambassadors. There’s 200 nationalities in Dubai – the other big selling point for AI Ambassadors is they can communicate in hundreds of languages, giving brands a versatile asset to target different demographics.

From a technology standpoint, what sits behind a successful AI Ambassador today, generative AI, language models, synthetic media, behavioural design, or something else entirely?

Of course, technology is important, and through our exclusive deal with The Clueless – the team behind the world’s biggest AI Influencer, Aitana Lopez, we’re bringing the best Gen-AI tools and talent to the GCC. But for me, it’s still the importance of the human behind the AI Ambassador – this is typically talented creatives, or social content creators, planning content schedules, leaning into culture and trends, and engaging with followers. Humans still have an important role in the storytelling element.

What safeguards should exist as AI-generated personalities become increasingly indistinguishable from humans?

It’s a fast-moving industry, and new rules and regulations will undoubtedly continue to come in. The EU will release new legislation in August, which could include the requirement of a watermark. The main one right now, which all our clients follow, is AI disclosure on Instagram. In an industry witnessing significant change, it’s important that responsible operators like Pixel and other partners work together to steer the industry in the right direction.

In an era of misinformation and rapidly evolving news cycles, how valuable is having a communication asset that is always accurate, controlled, and aligned with brand values?

I think it’s super important. During the recent conflict, we saw a segment of human influencers become unreliable, either posting misleading or sensationalised content. That’s troublesome for brands, so owning their own AI Ambassador that aligns with their values is going to become increasingly important. Now is the perfect time for brands in the Middle East to future proof their influencer strategy and consider an AI Ambassador.

Tech Interviews

STRENGTHENING CYBERSECURITY WITHOUT COMPLEXITY

Published

2 weeks ago

June 2, 2026

Integrator Web-Admin

Exclusive interview with Rabih Itani, Regional Director, Middle East and Africa, WatchGuard Technologies

SMEs across the region often struggle to balance cybersecurity investment with operational costs and complexity. What practical steps can smaller businesses take today to strengthen cyber resilience without overwhelming their internal IT resources?

Cybersecurity does not need to be complex to be effective for SMEs. The priority should be implementing a small number of high-impact security controls that significantly reduce risks. These include enabling multi-factor authentication (MFA), maintaining a disciplined patch management process, deploying endpoint protection, securing emails and DNS traffic, and investing in regular employee awareness training to combat phishing and credential misuse.

The urgency is clear. Our recent H2 2025 Internet Security Report revealed that 96 per cent of blocked malware was delivered through encrypted TLS connections, while 23 per cent of threats evaded traditional signature-based detection methods. At the same time, cloud adoption has expanded the attack surface, introducing risks associated with shadow IT, risky SaaS configurations, and compromised identities.

However, SMEs do not need to tackle these challenges alone. According to our 2026 global MSP survey, nearly half of organisations already rely on external providers to augment internal IT teams, while more than half cite 24/7 monitoring as a capability they cannot deliver in-house. WatchGuard’s Unified Security Platform was designed to support this model, delivering integrated protection across network, endpoint, identity, and cloud environments through a simplified, scalable approach. Partnering with a trusted MSP gives SMEs access to managed detection and response, continuous monitoring, and threat intelligence at scale.

Why are ransomware, phishing, and identity-based attacks increasingly becoming board-level business risks rather than just IT concerns?

Cybersecurity has evolved from an IT issue into a business-critical risk because the consequences of a successful attack extend far beyond technology systems. Ransomware, phishing, and identity-based attacks can disrupt operations, expose sensitive data, damage brand reputation, impact customer trust, and trigger regulatory scrutiny, all of which have direct financial and strategic implications.

This shift is reflected in boardroom priorities. Our 2026 MSP survey found that 75 per cent of organisations expect cybersecurity spending to increase over the next two years, while 67 per cent require additional support managing compliance obligations. Security is now firmly embedded in broader business planning and risk management discussions.

The threat landscape reinforces this reality. The survey revealed that 33 per cent of organisations experienced malware infiltration in the past year, 32 per cent suffered phishing or business email compromise attacks, and 29 per cent reported data breaches or unauthorised access incidents. Nearly 75 per cent experienced at least one cybersecurity incident overall. In February 2026, the UAE Cybersecurity Council highlighted increasing attacks targeting critical infrastructure, including ransomware, network infiltration, and AI-enabled offensive tools.

Our H2 2025 Internet Security Report further documented a 1,548 per cent increase in unique malware during Q4 2025, alongside nearly 2,600 public ransomware extortion incidents in a single quarter. Considering this, cybersecurity can no longer be considered a technical concern. Boards require visibility into organisational risk, resilience, and response readiness to protect business continuity and long-term growth.

Many businesses still operate with fragmented security environments built around multiple standalone tools. Why do you believe unified cybersecurity platforms are becoming increasingly important for organizations looking to simplify security operations while improving visibility and protection?

Currently, complexity is one of the greatest challenges facing cybersecurity teams. Organisations relying on multiple disconnected tools often struggle with fragmented security environments, inconsistent policy enforcement, and slower incident response times. Security teams are forced to correlate alerts across different dashboards, slowing response and increasing the risk of missed threats.

Modern cyberattacks do not target a single environment. It moves across endpoints, identities, networks, and cloud applications simultaneously, which requires an integrated approach to detection and response. Our Unified Security Platform combines network security, endpoint protection, identity management, cloud visibility, and threat intelligence into a single coordinated ecosystem. Solutions such as our CloudDR further enhance visibility by identifying shadow IT, detecting identity threats, and automatically remediating misconfigurations.

Market demands reflect this transition. Our 2026 MSP survey found that organisations are prioritising faster incident response (38 per cent), better communication and greater transparency (31 per cent), AI-driven threat detection (44 per cent), and stronger identity and access security capabilities (35 per cent). Meanwhile, 58 per cent expect to switch providers within three years, citing rising costs without added value (39 per cent), a major security incident (39 per cent), and slow response times (36 per cent) as the primary triggers. A unified platform helps address these challenges by reducing operational complexity while improving both security effectiveness and customer experience.

Having worked across the technological ecosystem as an end user, integrator, and provider, how have you seen cybersecurity conversations evolve over the past decade, and what do you believe organizations across the region are still underestimating today?

Cybersecurity conversations have changed significantly over the past decade. Organisations have moved beyond a traditional focus on perimeter security and compliance checklists toward a broader emphasis on cyber resilience, identity protection, cloud security, and business continuity.

One of the most encouraging developments has been the evolution of the customer-provider relationship. In our recent 2026 MSP survey, we found that nearly half of organisations now view their MSP as either a strategic advisor (24 per cent) or a proactive partner (23 per cent), rather than simply a technology supplier. Businesses increasingly expect guidance, expertise, and measurable outcomes, not just products.

However, numerous organisations still underestimate the operational side of cybersecurity. While investments in technologies continue to grow, areas such as identity governance, employee training and awareness, incident response planning, and policy enforcement often receive less attention. Across the Middle East region, we can see a robust commitment from leadership teams to strengthen cybersecurity, but execution gaps remain, particularly in cloud security and identity management.

As cyber threats continue evolving, what are some of the most common mistakes businesses still make when approaching cybersecurity strategies today?

One of the most common mistakes organisations make is viewing cybersecurity as a collection of tools rather than an ongoing operational strategy. Many businesses invest heavily in multiple security solutions but lack the resources, expertise, or processes required to manage them effectively. The result is often alert fatigue, fragmented visibility, and slower incident response. This is where dedicated MSPs play a major role. The data is compelling. Around 94 per cent of organisations using a dedicated MSP or MSSP report confidence in their protection against emerging threats, compared to just 83 per cent of those relying on consulting or professional services firms.

Another persistent challenge is underestimating identity-based risk. Today’s attackers increasingly prefer to exploit stolen credentials and over-privileged identities rather than breach networks directly. Our H2 2025 Threat Report highlights the growing prevalence of identity-focused attack techniques, underscoring the need for stronger access controls, continuous monitoring, and proactive detection capabilities.

Currently, organisations continue to underestimate the human element of cybersecurity. Our 2026 MSP survey found that 37 per cent of businesses want more cybersecurity awareness training, while 31 per cent seek greater communication and transparency from their security providers. Technology alone cannot deliver resilience; people and processes remain equally important.

Ultimately, resilient organisations are those that take a holistic approach, combining strong identity security, MFA, endpoint protection, employee awareness and training, and tested incident response plans within a single, continuously managed cybersecurity strategy.

Tech Interviews

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

Published

1 month 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.