Greg Krasnov, CEO of Tonik Bank, highlights the pioneering work being done by the digital-only neobank to bring about financial freedom in the Philippines. also in this edition
NOV 11-13TH | IN-PERSON
Colosseum Kino Venue | Berlin, Germany
ATTENDEES SPEAKERS HOURS OF CONTENT
KEY TOPICS
Join us and 1000+ senior supply chain leaders in Berlin for three consecutive days of keynotes, panel discussions, showcases & extensive networking opportunities.
6
Greg Krasnov, CEO of Tonik Bank, on the neobank’s mission to bring about financial freedom in the Philippines
20
How NewAim and Google Cloud are democratising access to big data and
Luidi Maia explores how OneSubsea has leveraged emerging technologies become the world’s subsea technology provider
40
Discover the landmark telecom agreement redefining the industry
Who’s winning AI in 2024?
Daniel Erhardt, CEO of Arcus Power, discusses how the company is transforming costefficiency capabilities in the energy sector
60 how leveraged technologies to leading provider 28
landmark industry Google democratising and GenAI
Meet Platonic, our Startup of the Month 104
Exclusive Q&A with Michela Silvestri, Institutional Business Development Manager at Binance
Robert Lutskus highlights Lonza’s innovative approach to software development in the pharmaceutical industry
‘Enabling How banking
‘Enabling
financial freedom’: Tonik is redefining the banking experience
Greg Krasnov, CEO of Tonik Bank, highlights the pioneering work being done by the digital-only neobank to bring about financial freedom in the Philippines.
A transformative digital-only neobank, Tonik Bank (Tonik) is dedicated to revolutionising the money works in Southeast Asia.
the way Asia.
he company was founded in 2021 to address the prominent levels of unbanked people in the Philippines, with elevated demand for improved financial services rising during the COVID-19 pandemic.
But how is the company’s unique model empowering its customers, and what are the technical innovations it’s deploying to facilitate this transformation?
Here to tell us more is CEO and Founder Greg Krasnov.
To begin, Greg explains the thought process behind the development of Tonik.
“Tonik was created because the Philippines has an acute problem with credit inclusion at the mass market level,” says Greg. “If you look at statistics around the world, the Philippines is by far one of the lowest on a per capita basis in terms of unsecured consumer lending, and it’s about three to four times below the average for Southeast Asia.
“Historically, legacy banks in the Philippines have not been very proactive in targeting the mass market, with close to 90% of all their lending concentrated in the corporate segment. This creates a paradoxical situation where we have $300bn of deposits in the banking system in the Philippines, but only $30bn of that is lent to consumers on an unsecured basis. This is what Tonik is here to solve.
“We’ve now had three and a half years of operating history, which has allowed us to figure out how to profitably lend to Filipino consumers. I want to underscore the word profitably here, because while it’s easy to give money out when you’re a lender it’s not always easy to get that money back.
“90% of Filipino people don’t have any credit history. To operate in a market like this, you need to learn to assess people for credit capacity and propensity to repay. This means we need to build proprietary credit models and figure out what channels we can
enter to access clients through a riskmitigated fashion, so we can do justice to our depositors.
“I’m incredibly happy to say that we are the first digital bank in the country to achieve unit profitability on our consumer lending products, and the only one that offers all three of the following services: payroll deduction loans, shop instalment loans and cash loans. By offering these services, we’re able to widen our catchment area and scale upwards. We’re now the growth leader in this space and we are rapidly accelerating production.”
As the first all-digital bank in the Philippines, Tonik’s unique operational model has led to a oneof-a-kind operational model.
“Tonik is purely a digital bank,” explains Greg. “We don’t have branches, we don’t even have a web front end where users can find us. You can only access us through our app. Effectively, innovation is at the core of what we do, and no one’s done it in the Philippines like this before. In fact, very few people in the world are doing what we’re doing.
“We were the first neobank in Southeast Asia to launch with a full banking licence, which created specific challenges when marrying the culture of innovation with regulatory compliance and ensuring that we meet banking standards. This has led to a unique culture, marrying our banking values of reliability, teamwork and honesty with tech company values of innovation and a sense of humour embedded in everything we do.”
This sense of humour has played a significant role in the bank’s approach
to customer experience (CX), which Greg believes is refreshing for users who have previously seen banks as elitist, inaccessible organisations.
“I’m very happy to say that we are by far the most awarded bank in the Philippines when it comes to CX,” celebrates Greg. “Since the start of this year, we’ve received numerous awards for it. Our customers love the CX that we’ve created – the onboarding and process of using the app is very straightforward.
“I think what really appeals to our clients is our branding. When we were designing the app, we faced the challenge of figuring out how we break through into that mass market in the Philippines on a messaging level. Through our market research, we found that, traditionally, banks have been seen in this market as ‘By the rich, for the rich.’ That’s something that we very proactively tried to break away from when we designed our branding.
“The task we presented to our marketing and branding team was: ‘How do we get Filipino people to fall in love with us?’ The answer we got back from them was that we needed to get the customer to fall in love with us by flirting with them. So, we’re playful with our brand, we call our referral programme ‘friends with benefits’ and our customers ‘luvs’ and ‘huns.’
“This approach to messaging permeates our branding and the entire customer experience, built across all channels. We’ve found that this has created a very organic flow, so we don’t have to spend as much money on marketing to attract our customers and get them to stay with us.”
And this approach has been a successful one. Tonik has been the recipient of several awards over the past couple of years, including:
1. Statista and Philippine Daily Inquirer: Philippines’ Best Customer Service 2023
2. Global Banking and Finance Review: Most Innovative Digital Bank Philippines 2024
3. The Digital Banker: Best Digital Bank for CX 2024 (Country award)
4. Asian Banking and Finance: Retail Banking Awards: Virtual Bank of the Year 2024
5. Asian Business Review: Asian Technology Excellence Awards: Philippines' Technology Excellence Awards for Digital Banking
6. Brands and Business Magazine: Best Digital Bank Philippines 2024
7. Asian Business Review: Asian Experience Awards: Philippines Customer Experience of the Year –Banking
Beyond Tonik’s innovative and distinctive approach to engagement and messaging, the neobank has further developed its user experience with the implementation of AI chatbots – solving customer enquiries quicker and more efficiently. However, the company is paying close attention to ways AI can transform the banking industry in the long term.
“I think there’s short-term operational and long-term strategic aspects to AI and how it pertains to our operations,” elaborates Greg. “Before, we were looking at it from that short-term
perspective, but we’re now really seeing what it can do for us as a business.
“We implemented a ChatGPT-driven chatbot in our customer service, which has done wonders for our efficiency. Our live chat is how 90% of our customers interact with us – very few of them will want to talk to us on a call.
“It’s the perfect environment for us to implement an AI-driven bot and the majority of our customers are now getting their enquiries fully addressed without any human interaction. This has done wonders for our operational
efficiency and is continuing to drive down costs.
“We’re also deploying machine learning and AI capabilities on the credit side of things, to attract the right customer profiles. This helps both potential customers in terms of placing our advertisements to the right people, and us, in terms of reducing our customer acquisition costs, ultimately resulting in an improvement in the company’s overall cost structure – that we subsequently translate into better interest rates for the customer.
“We leverage machine learning in terms of training our credit models to make good credit decisions. So, there are a number of aspects where AI is already embedded in our operations, but I believe that there will be a broader strategic shift over the next decade or two.
“We’ve had multiple generations of banking – branch banking, phone banking, internet banking and now digital banking. This is the app-based approach that we’ve adopted, where engaging within an app is the primary mode of interaction.
Identity Continuity on the Daon IdentityX™ platform lets market disruptors like Tonik Bank meet their customers where they are, increasing access and building loyalty.
This all-encompassing service delivery approach— from eKYC, to authentication, to account recovery —gives you the tools you need to treat each customer as an individual, and it’s only available through Daon.
“We take a very collaborative approach with our partners, and it’s critical for us to work alongside companies like Daon, who are world-class in their respective fields and have the capabilities to be agile”
“I think the next level of interaction will be a conversational bot, which is a much more natural mode of communication for us. Instead of filling out applications, you’ll be talking to a chatbot as easily as you would talk to a friend. Banks need to be getting ready for this transition because there’s a big strategic shift we’ll be seeing in the next few years, and you need to have the infrastructure in place.”
A significant aspect of Tonik’s preparation for shifts in the financial industry has involved building a robust partner network, comprised of industry leaders deploying state-of-the-art solutions.
“When we were launching the bank, we decided that we weren’t going to reinvent the wheel,” recalls Greg. “To launch a digital bank, you need a certain number of functionalities, and most of these are available on the market to be bought instead of developed from scratch.
“We actually integrated over 20 vendors when first launching our solution, and we now have a couple dozen more. One of our largest tech vendors is Daon, who provide several functionalities for us, including electronic Know Your Customer (eKYC) verification. There’s a whole suite of services that they’re providing
“It’s a tremendous rate of growth that we’re now experiencing, and it’s incredible to see. Every loan we grant means more credit access, which means enabling financial freedom, which means empowerment for people in the Philippines”
Tonik Bank, and it’s been a great partnership for us.
“We take a very collaborative approach with our partners, and it’s critical for us to work alongside companies like Daon, who are worldclass in their respective fields and have the capabilities to be agile. Launching a bank like this has been very intense over the past few years, and we’re incredibly lucky to have strong partners who can work with us like this.”
Looking ahead, Greg is optimistic about the future growth of Tonik –and the role the bank will continue to play in transforming financial freedom for its users.
“What I’m most excited about is solving the credit inclusion problem in the Philippines,” says Greg. “Early on in my life I was a refugee from the Soviet Union, and I went through the credit inclusion cycle myself, so
I know personally what that can do for upward mobility. I’m very inspired to be able to enable that for other people.
“The last three years have been a tremendous learning experience for us, and last year in particular has been a critical milestone year in terms of solving unit profitability. Now we’re past that hurdle, it’s all about scaling –and scaling fast. In the first six months of 2024, we more than doubled our new loan productions, with a target to grow our loan portfolio this year by between three and four times from the start of this year.
“It’s a tremendous rate of growth that we’re now experiencing, and it’s incredible to see. Every loan we grant means more credit access, which means enabling financial freedom, which means empowerment for people in the Philippines.”
Learn more about Tonik here.
Street smarts
“We really value street smarts in our company, which some might say isn’t particularly prominent in the banking industry!” says Greg. “To facilitate that, we’ve got many clubs and activities within Tonik that can help with team building to that end.
“One of our clubs that’s particularly close to my heart is MOTONIK, our motorcycling club. A lot of our people – myself included –really enjoy motorbiking, and we regularly hold group events. Last year, our Chennai office had an amazing rally, with over 20 bikes going from Chennai to a neighbouring city and back.
“Riding a motorcycle at peak rush hour in India definitely requires a lot of street smarts and an incredible sense of humour, because at any moment a cow might lay down in the middle of the highway or you might end up in the middle of a market. This was a really exciting event for us, with more than forty participants, and it was great to bring everyone together in a bit of an unconventional way.”
Connect with Greg
generative Australian retailers
NewAim, Australia's largest private e-commerce company consolidates multiple cloud workloads with Google Cloud to streamline infrastructure and enable faster, simpler adoption of AI for its customers.
New Aim, Australia's largest private e-commerce technology company, has partnered with Google Cloud to consolidate its digital infrastructure and make generative AI (gen AI) more accessible to Australian e-commerce businesses of all sizes.
The company has already reduced overall IT costs, strengthened cybersecurity and boosted infrastructure performance since beginning the migration from its previous multicloud and on-premise environment to Google Cloud in March of 2024.
Moving to Google Cloud has also given New Aim one-stop access to AI and big data capabilities that now sit at the core of AirOxy.AI, its insights platform designed to make generative AI more accessible to e-commerce retailers.
All of AirOxy.AI’s capabilities and data were built and reside on Google Cloud, with the platform’s native integrations eliminating the compatibility and complexity issues that New Aim had previously faced when combining various open-source and proprietary systems.
The platform has garnered strong industry demand since its pilot launch at Online Retailer in July 2024. New Aim’s customers range from small “challenger” e-tailers to some of Australia’s most well-loved local brands, including Bunnings, Woolworths, Big W and Baby Bunting.
“In less than a year, Google Cloud helped us leap from an increasingly shaky multicloud approach to a single cohesive cloud environment”
Dr. Alex Ji, Chief Operating Officer & Chief Information Officer at New Aim
“Our previous multicloud infrastructure came with growing complexity and costs that were proving challenging and risky to manage for our relatively lean IT team,” says Dr. Alex Ji, Chief Operating Officer & Chief Information Officer at New Aim. “In less than a year, Google Cloud helped us leap from an increasingly shaky multicloud approach to a single cohesive cloud environment that’s been significantly easier to manage while also delivering immediate efficiency dividends. As a result, we’ve been able to take advantage of AI far faster, and with much greater sophistication, than we’d thought possible for an e-commerce company of our size.”
Partnering with Google Cloud has also helped New Aim reduce the cost and complexity of its cloud transformation. It has provided extensive engineering support and education resources to New Aim that helped the firm upskill its engineers at a greatly reduced cost, while also tackling the local requirements of New Aim’s multiple international
offices that had driven its original multicloud approach. The company now employs a range of Google Cloud solutions to automatically optimise its data for AI adoption while also securing it from threat actors and outage risks.
“Google Cloud is working with retailers around the world to
make AI an essential ingredient throughout their businesses, by first consolidating, structuring, and streamlining their enterprise data as efficiently as possible,” says Matt Zwolenski, Director & CTO, Google Cloud Australia & New Zealand. “New Aim is proof that e-commerce firms of any size can tap into digital infrastructure that allows them to
punch above their weight. New Aim’s vision resonates strongly with our own commitment to lowering the entry-level barriers to futureready digital infrastructure, marketleading generative AI capabilities and the growth potential they offer.”
Source: Google Cloud
Driving new
Driving the new subsea era
Luidi Maia, Global Well Access Operations Director at OneSubsea on how the company has leveraged emerging technologies and built a robust supply chain to become the world’s leading subsea technology provider.
As
the world’s leading subsea technology and solutions provider, OneSubsea
is focused on accelerating innovation to improve subsea asset performance, while also increasing energy efficiency and reducing CO2 emissions.
ith a transformative approach to leveraging digital and technology innovation, OneSubsea is working to unlock the large potential of subsea solutions to accelerate the energy transition.
Joining us to explore the company’s achievements is Luidi Maia, Global Well Access Operations Director at OneSubsea. To begin, Luidi highlights the lessons he has learnt from his career journey thus far, and how he’s applied his technical and supply chain knowledge to his current position.
“I started my career as a field engineer within Schlumberger (SLB), which provided me with a practical knowledge of the technology that I’ve used throughout my career in the deepwater energy industry,” says Luidi. “From there, I began getting more and more involved in supply chain and
procurement – first from a customer perspective, and then from a supply chain management perspective.
“This journey has allowed me to develop a systematic approach to business model innovations and procurement. In particular, my role as an Inventory Manager for the Middle East and Asia at SLB involved managing around 16 countries to optimise inventory, replace and find alternatives and reduce the overall cost of ownership for the business.
“In this role, I would promote inventory sharing and collaboration across business units to improve inventory utilisation and I developed forwardlooking methods to define which inventory type and quantity should be stocked into the distribution centre in Dubai. From there, I would look for ways to optimise sourcing strategies for that inventory.
“We just deployed our new technology that we developed in partnership with Envirex Group – the Submersible Wireless Installer for Tubing (SWIFT)”
Luidi Maia, Global Well Access Operations Director
“We implemented a supply and demand planning group in Dubai, to look centrally into common material demands across the Middle East and Asia regions, and developed proactive methods to share and optimise inventory across those regions based on forecasted activity. This group brought so much cost efficiency to the way the company was operating in those regions that SLB decided to implement that same approach in the US, Europe and Latin America.
“Not long after this, I became the regional manager for OneSubsea, leading teams within North and South America. I used the same principle of supply chain optimisation – a centralisation of resources and collaboration across business units to improve the whole region.
“I created a pool of subject matter experts in the US which would support operations in other business units and allow us to reduce our footprint where our activity wouldn’t justify a permanent support structure. We centralised our assets and redistributed them based on forecasted demand using the same supply chain principle we developed in Dubai for inventory management and it allowed us to reduce our CAPEX expenditure by 80% yoy.
“You can`t afford to continuously invest in new assets every time –engineers love to create new solutions but if you build a new system or new solution every time, you’ll not be competitive and will be out of business in no time. So we decided to focus our innovation efforts into a modular small group of assets that can address 80 to 90% of our customers’ needs.”
Luidi explains how having these assets in place makes the process of innovation more straightforward within the company – providing it with the scope to utilise emerging technologies effectively and efficiently.
“We just deployed our new technology that we developed in partnership with Envirex Group – the Submersible Wireless Installer for Tubing (SWIFT),”
SHAPING THE FUTURE OF SUBSEA INTERVENTION
YOUR STRATEGIC PARTNER FOR RELIABILITY AND EFFICIENCY
At FOX Subsea, (part of Envirex Group), we are dedicated to driving innovation and delivering cuttingedge technology that enhances efficiency and reliability in the subsea oil and gas industry.
As an integrated service provider we specialise in supporting SPS contractors by offering sustainable, high-quality technology for intervention, completion and P&A operations worldwide.
Our flagship product, the MODFOX (Modular Subsea Control System), revolutionises subsea operations by offering a flexible solution for installation and testing of subsea Xmas Trees down to a depth of 3000 meters. Unlike traditional systems, MODFOX is designed for quick reconfiguration, allowing our clients to adapt to changing operational needs, minimise downtime and optimise performance.
Backed by the engineering excellence of Envirex, FOX Subsea benefits from over a decade of experience and a strong track record in delivering innovative subsea solutions.
Envirex, an engineering powerhouse within the Envirex Group, has been instrumental in developing groundbreaking systems like SWIFT, a tubing hanger control module created together with Aker Solutions. This expertise empowers FOX Subsea to continuously push the boundaries of subsea technology.
In addition to MODFOX, our portfolio includes the innovative WCM (Wireless Control Module), further demonstrating our commitment to advancing subsea technology. At FOX Subsea, we believe true innovation comes from strategic partnerships. We are proud to collaborate with industry leaders, leveraging our combined expertise to push the limits of what’s possible in the subsea arena.
By providing our advanced tool pool and expert services, FOX Subsea, with the support of Envirex, make subsea operations safer, more sustainable and more efficient. Together, we are dedicated to moving the subsea industry forward for everyone’s benefit.
“We have to stay close to our customers in order to understand their evolving needs for the future in order to stay relevant for the long term, and maintain a robust and sustainable supply chain”
says Luidi. “This technology operates the hanger and installs it along with the completion of the well, removing the need for a lot of heavyweight umbilical and surface control technology. It simplifies land and lock operations substantially and reduces overall rig time.
“However, the process of developing new technologies such as SWIFT can take a lot of time due to the stringent standards that a subsea developer is required to comply with, during the design and qualification process.
“So we focus a lot on standardised building blocks when it comes to technology development – these can then be pre-engineered, upgraded and gradually deployed across
“The one constant between customers is that they want scale, and they want faster delivery”
our applications. Then, when we’re looking at innovating, all of the components we’re implementing are already prequalified and can be quickly integrated into a system.
“If you want to innovate in this industry, you need to look at the right time horizon, because it can take time to qualify certain materials. Some of the latest innovations we’re doing right now are enabling electrification. For instance, we’ve built an allelectric subsea system, with standardised building blocks, designed to reduce the carbon footprint and make the whole subsea installation more agile.”
According to Luidi, a robust supply chain and agile procurement procedures are crucial to these innovations.
“The one constant between customers is that they want
scale, and they want faster delivery,” explains Luidi. “So we need to accelerate delivery and lower risk while staying affordable for the customer, which means we have to consolidate demand to reach that level of efficiency.”
In order to satisfy these customers, OneSubsea has prioritised building robust partner relationships to promote efficiency and agility across the supply chain.
“We have a lot of conversations with our partners on what is and isn’t feasible, and what our vision is as to where new technologies should be deployed” shares Luidi. “There are several ways we can use a new technology, and we go to our partners for input on what the best approach is.
“This creates an intimacy with the customer and with the suppliers. We’re lucky to be able to walk up to those suppliers, discuss ideas and come up with more effective ways to deliver what the industry needs.
“For example, machining can become extremely complicated depending on how you design your tools. So we sit down with our suppliers
and say: ‘How can I design this product in a way which is more efficient for you to manufacture? How can I change my internal process to drive efficiency to the way you run your business? How can I help you remove your bottle necks?’
“By asking the right questions, we can shrink our supply chain cycle and make our processes more agile, benefitting both us and our partners. And as we develop faster response times, everyone we work with is able to become more efficient.
“For us, a priority is maintaining steady engagement between engineering, manufacturing and supply chain. This helps us shape solutions that are faster and more streamlined, allowing us to create an ecosystem where these three areas of OneSubsea which typically
interface with the final manufacturing supplier, work in symbiosis with our vendors, reducing costs and responding faster to our customers’ needs.”
Looking ahead, Luidi’s goals for the future of OneSubsea Well Access group are based on nurturing partnerships and collaboration to stay on the cutting edge of subsea Well Access technology production.
“The future of OneSubsea lies in effective collaboration,” summarises Luidi. “We have to stay close to our customers in order to understand their evolving needs for the future in order to stay relevant for the long term, and maintain a robust and sustainable supply chain.”
Learn more about OneSubsea here.
ADDED VALUE
Endurance and Discipline
“I have a very competitive background,” says Luidi. “I was a semi-professional swimmer in Brazil and played handball competitively, and that discipline early on really helped shape the way I approach life. Even though I work 10-12 hours a day, I prioritise finding time to work out at least three times a week. I like to relate my job back to endurance sports. It’s all about consistency and hitting targets over and over again, which requires that level of discipline.”
Historical evolution
“I like to learn and grow by reading,” says Luidi. “I’m particularly into reading about history at the moment.
For example, I’m currently reading about the US Constitution. The book examines the country’s journey from a colony to a superpower, and the relations it built over time. There’s so much knowledge that you can retain from one generation to the next.
“I find it interesting to explore history and better understand what other generations did, and see how we’re repeating patterns in a different way. It’s the cycle of evolution – from Vikings to the democratic societies we’ve built today. It makes me think about how humans will continue to evolve, and what’s coming next.”
Connect with Luidi
‘USHERING
JOIN
IN A NEW
ERA’:
FORCES TO REDEFINE THE
A landmark agreement and innovation of network formed company that will opportunities for
GLOBAL TELECOM LEADERS
INDUSTRY WITH NETWORK APIS
to accelerate adoption network APIs includes a newly will drive new monetisation for the industry.
SOME OF THE WORLD’S LARGEST TELECOM OPERATORS –
INCLUDING AT&T, DEUTSCHE TELEKOM, T-MOBILE, TELEFÓNICA, VERIZON
RECENTLY
AND
VODAFONE –
HAVE
ANNOUNCED PLANS TO COMBINE AND SELL NETWORK APPLICATION PROGRAMMING INTERFACES (APIS) ON A GLOBAL SCALE TO SPUR INNOVATION IN DIGITAL SERVICES.
etwork APIs are the way to easily access, use and pay for network capabilities. The venture will drive implementation and access to common APIs from multiple telecom service providers to a broader ecosystem of developer platforms.
The advanced capabilities of modern mobile networks have been largely inaccessible to developers, and integrating the different capabilities of hundreds of telecom operators is a challenging and impractical task.
This newly formed company will combine network APIs globally, with a vision that new applications
will work anywhere and on any network – making it quicker and easier for developers to innovate. It will provide network APIs to a broad ecosystem of developer platforms, including hyperscalers, Communications Platform as a Service Providers and Independent Software Vendors.
“At AT&T, we’ve been creating API tools to empower developers for well over a decade,” celebrates Jeremy Legg, Chief Technology Officer at AT&T. “Now, with a broad-based, interoperable API platform, we’re giving innovators a new global toolbox where the world’s best app developers can create exciting user experiences at scale. This high-performance mobile ecosystem will usher in
“EASILY ACCESSIBLE ADVANCED NETWORK CAPABILITIES WILL OPEN UP THE NEXT FRONTIER IN APP DEVELOPMENT AND EMPOWER DEVELOPERS TO CREATE NEW USE CASES ACROSS A RANGE OF SECTORS”
a new era of greater possibility for customers and mobile users around the world.”
Easily accessible advanced network capabilities will open up the next frontier in app development and empower developers to create new use cases across a range of sectors, including enabling anti-fraud verification for financial transactions and giving streaming providers the ability to dynamically adjust video quality.
Both Vonage and Google Cloud have plans to partner with this new enterprise, providing access to their developer ecosystem and strategic partners. The shareholders in this venture will bring important assets, including platform and network expertise, global telecom operator relationships and knowledge of the developer community.
Built on a deep understanding of developer and enterprise needs and in keeping with the industry-body GSMA Open Gateway principles, the new venture’s platform and partner ecosystem will remain open and nondiscriminatory to maximise value creation across the industry.
“This collaboration will drive the GSMA Open Gateway initiative and provide customers with a consistent set of Camara APIs,” says José María Álvarez-Pallete, Chairman & CEO of Telefónica. “Our belief is that this industry movement, which will be open to all networks, can set the stage for
unprecedented innovation and value creation for the sector, by unlocking the potential of network capabilities.”
“The new company accelerates our leading work with MagentaBusiness APIs to expose our network capabilities for customers and developers,” adds
Tim Höttges, CEO of Deutsche Telekom. We believe that this company will open up new monetisation opportunities for the industry. We encourage and look forward to more telecom operators joining us to expand and develop this ecosystem.”
Source: Deutsche Telekom
BALANCING INNOVATION AND INCREASED EFFICIENCY
IN ENERGY EXPANSION AT ARCUS POWER
Daniel Erhardt, CEO of Arcus Power, on how the company is transforming customers' cost efficiency capabilities and deploying sustainable practices in the energy sector.
SPECIALISING IN MACHINE LEARNING AND AI-DRIVEN ENERGY MARKET INTELLIGENCE
SOFTWARE, ARCUS POWER IS TRANSFORMING THE WAY COMPANIES OPERATE IN THE ENERGY SECTOR – FROM SMALL BUSINESSES TO LARGE CORPORATIONS.
y enhancing customer decision-making with a wide range of advanced analytics and forecasting tools, the company’s solutions are not only helping improve costeffectiveness, but also championing sustainable initiatives.
Joining us from Arcus Power is CEO Daniel Erhardt, to discuss the work Arcus Power is doing to help consumers be more cost- and energyefficient in the wake of overwhelming energy demand. To begin, Daniel explores the balance between new technological innovations and what he refers to as the energy expansion.
“Any technological advancements we’re making as a society are fuelled by energy consumption,” says Daniel. “So the dichotomy here is balancing the creation of new technology and innovations with the need to ensure these solutions can be scaled effectively in the energy expansion.
“I like to break this into two parts: the energy system and the technology, with capacity residing at the intersection of both components. What this really means is that when you think about how you build technology to support the energy expansion, you need to create more capacity in the energy systems.
“What Arcus is doing is creating capacity that equates to increased margins for our consumers – thanks to avoided energy costs, growth for economies as a whole and greater contributions sustainability targets.
“To get there, we’re delivering tools and insights to customers who are looking for decision-making processes that can be used rapidly and support them dynamically. By helping customers avoid costs, we’re also able to help in benefitting the energy system as a whole.”
Arcus Power’s propensity towards innovation is aptly demonstrated
by the company’s work with the Alberta Electric System Operator (AESO) power grid – deploying an inventive solution to avoid potential catastrophe.
“Back in January 2024, there was a cold snap in Alberta which led to the electric grid going largely offline,” says Daniel. “The operator was about to have to start instituting rolling blackouts, which is very dangerous in a cold snap.
“To avoid it, they sent out a notification through the Emergency Alert System, telling everyone in Alberta to shut off their large electricals to prevent rolling blackouts. Almost immediately, we saw the demand drop by several hundred megawatts in the system, avoiding the need for blackouts.
“What was particularly rewarding about this was that we were able to see on social media that the response
Winners of the Energy Tech Night 2024 by Digital Wildcatters in Calgary
was largely positive. The majority of people saw this as a unifying thing to support our province and our energy system, and that they were happy to contribute to the cause. These actions by consumers at that moment probably avoided an additional cost of a billion dollars, as well as preventing an investment into a new generator that would end up sitting idle.”
For Daniel, this is just one example of the many ways an effective energy management system can transform a business.
“Arcus Power stands out by looking at the signs of our energy consumption and considering how we can be more efficient,” says Daniel. “There are a lot of companies – whether they’re in the steel, cement or oil and gas industries – who aren’t looking at their energy management factors. Their priority is getting their product on the market, but there has been a massive demand shock to the energy system, which means that the generation capacity simply isn’t there.
“The way we have to solve this is through efficiency. We like to look at the other side of the equation and see how we can run a tighter ship for our consumers. After all, energy is the key element for driving economic growth in any society.”
According to Daniel, the elegant simplicity at the core of Arcus Power is how the company helps customers make small but impactful
“ARCUS POWER STANDS OUT OF OUR ENERGY CONSUMPTION WE CAN BE MORE
Daniel Erhardt,
CEO
changes that can lead to significant operational improvements.
“By delivering insights around demand response or peak avoidance to Arcus Power customers, we’re creating new efficiencies in these systems,” says
OUT BY LOOKING AT THE SIGNS CONSUMPTION AND CONSIDERING HOW MORE EFFICIENT”
CEO of Arcus Power
Daniel. “We’re helping our customers avoid constraints where the systems become overburdened and add more capacity.
“A few years ago, we had a customer in the pulp and paper industry that
wanted to address their energy cost overruns. They went to their workers and said: ‘We want to change our operations and stop running through at certain times of the day.’ This meant that their workers had to turn off their equipment dynamically and make adjustments.
“They eventually settled on workers changing their shift schedules, which led to a 17% saving in their energy bill that year. This was an even bigger win than the company had imagined, because not only did this save them significantly in terms of costs, but the earlier shifts meant workers were getting home in time to have dinner with their families.
“Because of this, workers were happier and getting more rest, meaning fewer workplace injuries. So a small change to improve energy efficiency had an unforeseen ripple effect which led to a happier and healthier workforce as well. Now, I always challenge any company that is thinking about energy management to think about the real benefits it could lead to – because if you want to have a thriving workforce, employee satisfaction and cost efficiency are the way to go.”
However, Daniel emphasises that the work Arcus Power is doing is facilitated by the company’s strategic partnerships – particularly in its work with Italian energy company Enel’s demand response capabilities.
“Enel is North America’s largest demand response aggregator, and we
“ENEL IS NORTH AMERICA’S LARGEST
DEMAND RESPONSE
AGGREGATOR, AND WE HAD A VERY ORGANIC WAY OF LEANING INTO OUR PARTNERSHIP
FROM THE ONSET”
had a very organic way of leaning into our partnership from the onset,” says Daniel. “It was all centred around us getting together around a customer and seeing if we could build value together. We layered Arcus Power’s insights and technology with their demand response solutions.
“We’ve been able to expand that partnership across parts of Canada and the US, and the value to the end user is demonstrated by their increased savings – opening doors and expanding our reach with customers. It’s a phenomenal partnership.
“Through its global reach, Enel has a lot of ways of thinking about how they interact with energy systems and how they can bring value to the market. We’re a smaller company, but we’re very dynamic, very well-positioned to adapt and very focused on solving these same problems – which makes this an excellent matchup.”
According to Daniel, it is Arcus Power’s openness to new ways of thinking or fresh approaches brought to the table
by partners such as Enel which are crucial to the company’s growth and success, particularly when it comes to sustainable practice.
“As a sustainable organisation, keeping our emissions down is at the front of our minds,” says Daniel. “When we look at how we build technology, and the energy cost associated with that, we’re always prioritising low-energy ways to advance our innovation.
“Looking externally, the way we’re supporting the market right now is with our Crbnstream product. This solution is a way of dynamically measuring Scope 2 emissions on the grid. For large consumers that are connected to the grid, they can start to be mindful of the emissions intensity from the sources they’re drawing from on a minute-byminute basis. It’s an awareness tool that can help customers holistically address these challenges and support their sustainability objectives.”
So, what does the future look like for Arcus Power? For Daniel, the company’s momentum and
Maximise the economics of
energy and drive operational excellence
Rising energy demand. Retiring power plants. Extreme weather. Regulatory changes. These are just a few of the factors contributing to energy market volatility as grid operators across North America seek more sustainable methods of procuring capacity. The result? Incentive programmes for real-time load reduction, like demand response, are proving essential to grid reliability – and lucrative for companies who participate.
This volatility can also lead to energy price spikes, which can significantly impact the bottom line for large energy users. Taking command of energy expenses has never been more essential.
Optimise your energy strategy with real-time analytics and efficient energy management – to build a holistic strategy that balances price volatility, peak avoidance and demand response participation:
1. Avoid high energy prices: Minimise exposure to price spikes and periods of predictably high energy prices by reducing energy usage – or shifting operations to times when it’s more economical to operate.
2. Manage Coincident Peaks: Reduce consumption during the highest demand times on the grid to reduce capacity and transmission charges on electricity bills.
3. Participate in demand response: Earn revenue by strategically reducing energy during times of high demand to maintain grid stability.
Energy management should be easy
Explore how you can leverage automation to simplify operations, optimise your strategy and maximise your energy flexibility.
Get the most value from your energy with Enel
A leader in demand response and virtual power plants, Enel North America can help you maximise the value of your energy and demand response participation. We work with you to design a strategy based on your energy assets and industry-specific operations – helping you earn more and save more while minimising operational disruption.
achievements so far indicate a bright future.
“When I imagine the future of Arcus Power, I’m very optimistic about how we can continue to help enterprises thrive,” says Daniel. “Because when I look at what we’re already doing, we’re addressing issues around change management and bringing more people into solving the problems facing so many workforces.
“I’m not concerned about competition. I think there’s a crucial need in North America today to solve these problems, so it doesn’t feel like a competition right now. Instead, it’s all about getting in the game and finding solutions. There are rapid advancements taking place in this space, so we’re able to have a very real and very rapid impact on the world.
“I’m incredibly excited by the fact that we’ve already been able to provide hundreds of millions of dollars in value or savings, and I can’t wait to see how emerging technologies will push this to new levels. The energy sector has tried the competitive mindset for so many years, and now I think it’s time for the collaborative mindset to take over and show the value of its own worth.”
Learn more about Arcus Power here.
ADDED VALUE
FINDING SUCCESS IN TOUGH TIMES
“I have a lot of energy for this business,” says Daniel. “It’s where I focus all of my attention. I’ve been doing this for a long time, and the secret is that I actually really care about the work that we’re doing.
“When I went into startup mode, people told me to pick a business that you care the most about, and the one that will give you success in your toughest times. And it’s true. I’ve gone through tough times, but we’ve emerged in a very successful way, and I’m hyper-focused on how we can continue to scale up the company.”
DELIVERING VALUE WITH NEW INNOVATIONS
“I first read Sapiens: A Brief History of Humankind by Yuval Noah Harari in 2020,” says Daniel. “What came to mind was that the notion of rapid growth and innovation is far greater than anything any of us have ever prepared for.
“I went back to our leadership team and said that the rate of
change and the rate of innovation that is going to happen will exceed our ability to stay in front of it. So we have always got to be thinking about the future and planning to deliver real value. This was right before AI really took off, so this was a deeply valuable lesson for us to zero in on new developments, and it’s really kept us at the forefront of innovation.”
EVENTS
Daniel is excited for the coming months, where he has several exciting opportunities to connect and contribute at some of the leading industry events. He is particularly looking forward to attending and presenting at the following events:
ATTENDING
• NAEMA 2024 Fall Conference: October 9-11, 2024 (Nashville, Tennessee)
• S&P Global Insight’s Nodal Trader Conference: October 23-25, 2024 (Washington DC)
• Energy Transition North America: December 4-5, 2024 (Houston, Texas)
PRESENTING
• NAEMA 2025 Spring Conference: April 5-7, 2024 (Scottsdale, Arizona)
• North American Blockchain Summit: November 20-21, 2024 (Dallas, Texas)
• Supply Chain Digitalization Conference: May 1-2, 2025 (Houston, Texas)
Connect with Daniel
SUTTON
"The team were professional and diligent throughout"
Leigh Feaviour, CTIO for BT’s Supply Chain
"Absolute pleasure working with the Digital Innovation team"
Mun Valiji, Chief Information Security Officer at Sainsbury’s
"A highly professional approach"
Andy Brierley, Vice President, Cloud Application Modernisation at IBM
"Digital innovation Magazine is a very flexible and professional team"
Kim Larsen CTIO, T-Mobile Netherlands
Putting users first: Binance’s approach to tech and innovation
Michela Silvestri, Institutional Business Development Manager at Binance sits down with us for an exclusive Q&A.
Binance is a leading global blockchain ecosystem behind the world’s largest cryptocurrency exchange by trading volume and registered users.
The company is trusted by more than 200 million people in 100+ countries for its industry-leading security, transparency, trading engine speed, protections for investors, and unmatched portfolio of digital asset products and offerings from trading and finance to education, research,
social good, payments, institutional services and Web3 features.
Binance is devoted to building an inclusive crypto ecosystem to increase the freedom of money and financial access for people around the world with crypto as the fundamental means.
Joining us today is Michela Silvestri, Institutional Business Development Manager at Binance, to discuss the role of technology and innovation
the company in an exclusive Q&A interview.
Can you tell us a little about the role of technology and innovation within your role as Institutional Business Development Manager at Binance?
At Binance, we have long offered advanced products tailored to institutional investors' evolving needs. This comes amid a significant year for institutional crypto adoption. 2024 saw the introduction of the first spot BTC and ETH ETFs and tokenised funds from financial giants like BlackRock. These advancements have enhanced access, liquidity and market trust in digital assets.
I'm humbled to be part of the Binance VIP & Institutional team, which has consistently developed groundbreaking products revolutionising digital wealth and asset management. For instance, our Banking Triparty solution, piloted in late 2023, is a first-of-its-kind solution that allows institutions to keep trading collateral off-exchange with a third-party banking partner, mitigating counterparty risk and enhancing security. We're constantly engaging with our clients across the world, collecting feedback to better understand what pain points we can solve from product and service offering perspectives and how we can continue lowering entry barriers for more private clients and institutions to participate in digital assets.
How have new technologies (including crypto, DLT and blockchain) evolved over time, and how has Binance facilitated that evolution?
Crypto and blockchain are unique in that they were first embraced by retail players, or early adopters. Only in recent years have institutions begun recognising the technology's potential and applications.
As the market matured, the focus naturally shifted towards improving
security. As an industry leader, Binance has been at the forefront of this evolution, implementing rigorous security measures and leveraging state-of-the-art tools to ensure a safe trading environment.
Increasing focus has also been given to making crypto more user-friendly and accessible to the general public. This is crucial for the industry's goal of facilitating mass adoption. Binance has played a significant role in this by offering a user-friendly platform
equipped with a wide range of products and services, including trading, staking, and educational resources. Additionally, Binance VIP & Institutional was launched to make the adoption of crypto seamless for institutions in light of their increasing involvement over time.
The pace of crypto adoption has definitely accelerated in recent years. While we are still very early in the game, it is evident that there is enormous upside potential in the industry and a steepening adoption curve suggesting
“Remember, the more you invest in your education and network, the more you’ll grow in this dynamic sector. Stay passionate and committed to your journey, and success will follow”
that we are confidently headed toward the mainstream.
What are some of the key challenges coming with the adoption of crypto, and how is Binance helping to combat those challenges?
One of the key challenges in the adoption of crypto is regulatory uncertainty. Given how young the crypto industry is, many jurisdictions still lack clear regulatory frameworks, which can be an obstacle preventing widespread adoption. Thankfully, this has improved in recent years.
At Binance, we have been closely working with regulators globally to engage in dialogues, share industry expertise and help develop regulatory frameworks. We are proud to be the most regulated crypto exchange globally, with approvals in 18 jurisdictions.
Another significant challenge is the lack of infrastructure and institutional products. Unlike other sectors, crypto is nascent and does not yet have established infrastructure in
place. This is particularly true for the institutional sector. Although we've seen groundbreaking developments in recent months, there remains more work to be done.
Binance VIP & Institutional recognises this market gap and has launched numerous products over the past few years to cater to the diverse and evolving needs of investors, including several industry-first products.
Binance VIP & Institutional empowers institutions and private wealth clients with robust asset management infrastructure, personalised VIP services and advanced end-to-end institutional trading tools powering the world's most regulated and reliable trading platform. With deep financial services experience in both traditional and crypto markets, its global team of trusted experts provides VIP & Institutional clients with the support they need to confidently capitalise on the industry's deepest liquidity and tightest markets.
From a Binance perspective, what opportunities can the widespread adoption of crypto provide? The opportunities presented by the widespread adoption of crypto are immense. The potential of blockchain technology is vast, and I'm personally excited to see how the future unfolds and what innovative use cases emerge.
One significant opportunity is financial inclusion. Crypto can offer financial services to underserved or unbanked populations globally, providing them with access to essential financial tools.
Another key advantage is the reduction in transaction costs. Digital assets can lower the cost of cross-border transactions and eliminate expensive intermediaries, leading to significant savings and faster settlement times for both retail and institutional users.
Additionally, digital assets can enhance transparency in transactions, reducing fraud and improving trust. At Binance, we’ve seen this firsthand. In line with our user-focused philosophy, our team proactively helped in tracing, recovering and securing $73m worth of stolen funds for external parties in the first seven months of 2024.
Institutions can also leverage blockchain technology to streamline operations, improve supply chain management, and ensure more efficient and auditable business practices.
What do you see as the future of finance, and how do you see Binance factoring into that future?
The future of finance will see the continued adoption and integration of crypto, digital assets and blockchain into our everyday lives. Currently, global crypto adoption is estimated at 6.8%, but this figure will keep growing as the industry matures,
more governments embrace crypto and mainstream companies adopt blockchain technology.
We also foresee a seamless integration of crypto with traditional banking systems in the future. In 2024, recognised banks like BBVA, Raiffeisen, Morgan Stanley, JP Morgan and Santander are already opening their doors to digital assets. But there is still much more to come!
Binance has already made strides in this area through extensive partnerships with banks and financial institutions. We aim to further facilitate this integration by providing
infrastructure that bridges traditional finance with the crypto world.
Additionally, the demand for secure and compliant digital asset custody solutions will increase. Binance already provides institutional-grade custody solutions, and our continued focus on security and compliance positions us to meet the growing needs of institutions seeking secure storage solutions.
Reflecting on your career journey, what advice do you have for aspiring professionals in this sector?
My advice is to dive deep into understanding digital assets, Web3 and blockchain technology.
Continuous learning is key in this young and everevolving field. Stay updated with quality resources like Binance Academy, which offers comprehensive educational materials.
For women aspiring to be part of this sector, joining supportive communities like Women Who Code and Women in Web3 can be incredibly empowering. There are many Web3 communities nowadays! These groups offer useful resources, encouragement and networking opportunities – helping you navigate the industry with confidence.
Additionally, attend industry events and meetups to connect with professionals and gain valuable insights. Networking actively can open doors to new opportunities and collaborations. Stay curious, ask questions, and never stop learning. Embrace challenges as learning experiences and keep pushing the boundaries of your knowledge. Remember, the more you invest in your education and network, the more you’ll grow in this dynamic sector. Stay passionate and committed to your journey, and success will follow.
ADDED VALUE Recommended
reading
“Working in the fast-paced world of crypto means I need to stay sharp and perform at my best every day,” explains Michela. “Two influences that have really shaped my approach are Robin Sharma and Joe Dispenza.
“Robin Sharma’s books, The 5 AM Club and The Everyday Hero Manifesto, have been game-changers for me. They highlight how powerful daily routines and focused attention can be in achieving great results.
“Joe Dispenza’s Becoming Supernatural and You Are the Placebo have taught me the incredible benefits of meditation and understanding how to train our brains to produce the best results. These insights have truly boosted my well-being and productivity.”
Calendar highlights
“I’m really excited about a few upcoming events,” says Michela. “Education is a big part of Binance’s mission, and we’re hosting free workshops for wealth and asset managers in cities like Milan, Sofia, Zug, and Warsaw. These workshops will cover everything from portfolio diversification to staking and margin trading.
“I’m also looking forward to Binance Blockchain Week in Dubai this October. It’s always a fantastic opportunity to connect
Learn more at binance.com.
with brilliant minds from Web3, Web2, and traditional finance.
“Finally, our inaugural Binance Institutional Summit held in March was a huge success, and planning is already underway for the next one.”
Connect with Michela and Binance
“I’m active on social media, sharing personal insights and company updates. Follow me on X @MichelaSilvestr and on LinkedIn as ‘Michela Silvestri.’”
“For updates from Binance VIP & Institutional, visit www.binanceinstitutional.com, and follow us on X @BinanceVIP and on LinkedIn ‘Binance VIP & Institutional.’”
Connect with Michela
Collaboration Driving the pharmaceutical
Collaboration and feedback: Driving software innovation in pharmaceutical industry
Robert Lutskus, Digital Operations Technology Director at Lonza on the company’s innovative approach to software development in the pharmaceutical industry to serve end users.
Founded in 1897 in Switzerland, Lonza has become one of the world’s largest healthcare manufacturing organisations, spanning five continents and building technological innovations in the fields of biologics, small molecules, cell & gene therapies and capsules & health ingredients.
oining us from Lonza is Digital Operations Technology Director Robert Lutskus, highlighting the company’s innovations in software development. To begin, he explains the collaboration behind the company’s successful production strategy.
“We approach our product strategy with a collaborative mindset,” explains Robert. “Our team members have worked in a huge scope of areas across the pharmaceutical industry, so when we develop our strategy we’re able to take a broad view.
“We’re always looking to see if there is an area of the market not being serviced effectively – maybe something is being done poorly, or needs to be executed on a larger scale. Once
we’ve identified that area, we sit down and look at how we can satisfy the demand, and where the industry currently is on that journey. From there, we map out what needs to be prioritised.”
A crucial element of ascertaining the state of the market, Robert explains, is listening to the end user.
“I think the value of this feedback cannot be overstated, particularly from our existing customers,” says Robert. “Each of our customers has their own specific needs, so we can look at that for a more personalised understanding of what the consumer is currently looking for. If we can see our customers saying that they wish certain processes would be easier, or a piece of software has bugs that need fixing, then that’s what we’re going to
focus on. Some of our best ideas come from our customers.”
Over the years, Lonza’s approach to developing these new products and offerings has shifted with the emergence of new technologies. With thirteen years behind him in informatics leadership roles, Robert’s understanding of how to implement these new innovations has been shaped by a well-developed understanding of the customer’s needs.
“At the beginning of this year, my role shifted to focus more on
strategic operational technology (OT),” says Robert. “However, prior to this I managed various aspects of the informatics portfolio, primarily MODA®, for around 13 years.
“Innovation from an informatics perspective is driven by the emergence of new technologies and evaluating the changing landscape. The industry is moving on from traditional, monolithic server-based hardware to cloud-native SAAS/SAS microservices.
“It’s crucial to strike a balance when implementing these new innovations. You can’t just flip the switch overnight.
“What we’ve been good at is innovating at a pace to ensure that we continue to serve our core market while keeping opportunities open for new markets.
“There’s an understanding that all of the cloud-based technologies that are coming onto the market are purely cloud-based. For us, the level of data risk to our customers with this model isn’t always acceptable. While offering a hybrid approach means there are increased costs, it satisfies our customers because we’re driving them towards exactly what they want – they don’t have to compromise.”
However, Robert emphasises that looking at this from an OT perspective requires an entirely different mindset.
“When we think about traditional IT, it’s about making sure your wifi works and your servers are on, things like that,” says Robert. “OT is a specialised and segregated subset of IT systems, focused on manufacturing and quality automation and systems.
“So from an infrastructure perspective, you’re spinning up a segregated network that the regular business users can’t access. This provides an additional layer of security, but it also means that there’s an additional layer of coordination required.
“My team is focused on strategically outlining what systems should be put
“Ultimately, the goal of any system in the pharmaceutical industry is to serve patients faster”
Robert Lutskus, Digital Operations Technology Director
in place, how they should be put in and how we should select them. We have a variety of sites within our business unit that we’re looking to align within the global business.
“So when you’re one business unit like us building a huge variety of products – from cell & gene therapy to biologics to media and software – you need flexibility to service these very different modalities and manufacturing technologies.
“We have to ensure that we’re selecting systems that are fit for use for us, and then also looking at road mapping what system we should select in terms of the value it’s bringing to the business.
“To assess this, we’re using the digital plant maturity model to see how digitally mature our plants are and how much paper is involved in the process. Our aspirational goal is to
be 100% paperless throughout our facilities. To work towards that, we’re working out what projects would be the most beneficial to begin the process of being completely paperless – for instance making our logbooks and batch records paperless with MODA-ES®, removes significant downstream handling of paper, simplifying and improving the quality of the release process.
“Ultimately, the goal of any system in the pharmaceutical industry is to serve patients faster. So the question we’re asking is: how can we achieve that, and what are the big bang items that will help that happen?
“Particularly in cell & gene therapy manufacturing, when a drug has been produced it will typically go into cryo until it can be released. If anything goes wrong, you’re putting patients directly at risk, so we need the controls in place to ensure that these processes are conducted safely and efficiently.”
With such high stakes, the company has to ensure they have high-quality partners, particularly when it comes to hardware.
“We rely on our partners for hardware production,” says Robert. “They create hardware that is
REVOLUTIONISING ENVIRONMENTAL MONITORING
LIGHTHOUSE WORLDWIDE SOLUTIONS COLLABORATES WITH INDUSTRY LEADERS
In the advancing world of pharmaceutical and biotech industries, the seamless integration of data is critical for success. Lighthouse Worldwide Solutions, a global leader in particle monitoring technology, has partnered with prominent Laboratory Information Management Systems (LIMS) providers, including Lonza, to redefine environmental monitoring (EM) through their innovative MODA-EM system.
A Collaborative Approach
This partnership is built on a shared commitment to excellence and innovation. Lighthouse Worldwide Solutions’ ApexZ portable particle counter is the cornerstone of this collaboration, seamlessly integrating with the MODA-EM system. The innovative unit has proven indispensable across numerous projects, offering reliable data collection through both wired and wireless connections. Industry giants’ trust in the ApexZ’s data accuracy and overall quality underscores its technical reliability.
Data Integrity at Its Best
Data integrity is non-negotiable in the pharmaceutical and biotech sectors. Companies rely on accurate, realtime data to make critical decisions. Lighthouse’s dedication to precision ensures that the data transmitted to MODA-EM is trustworthy and consistent, directly impacting product safety, regulatory compliance and operational efficiency.
Global Impact and Adoption
The partnership between Lighthouse and LIMS providers has set a new gold standard in the industry. The MODA-EM system has been widely adopted by major pharmaceutical companies worldwide, not just for its compliance capabilities but also for its ability to advance EM monitoring programs, reduce costs, and provide comprehensive insights into manufacturing operations in real-time.
A Future of Excellence
Together, Lighthouse Worldwide Solutions and pharmaceutical companies using the leading LIMS providers such as Lonza and LabWare continue to push the boundaries of what’s possible in environmental monitoring and quality control, ensuring that data integrity remains the cornerstone of pharmaceutical and biotech operations. But it doesn’t need to stop there. Lighthouse has been contacted to work with numerous pharmaceutical companies using a variety of LIMS providers, and the beauty of the ApexZ is that our API can integrate with them all.
Contact us today to learn how the ApexZ can transfer data to your Laboratory Information Management System Today.
“We have a variety of partners, all of whom excel at what they do. By allowing them to do that, we’re able to build a mutually beneficial relationship”
fit for use in their spaces – when we’re talking about the specifics of pharmaceutical manufacturing, there are very specialised instruments needed to produce these products.
“Rather than trying to recreate the wheel, we’ve taken an agnostic approach to partners. We have a variety of partners, all of whom excel at what they do. By allowing them to do that, we’re able to build a mutually beneficial relationship.”
One such relationship is with Particle Measuring Systems (PMeasuring).
“PMeasuring offers devices that are incredibly easy for the end user to manage,” says Robert. “These devices come in two different formats, offering a fixed particle measuring system and a portable particle measuring system. The fixed system runs alongside the manufacturing line to make sure
“Lonza facilitates learning by having incredible leaders in place. I’ve had the benefit of working with a lot of those leaders. The core of my team has been together for the better part of 14 years, and they’re all incredibly talented people”
there’s no risk of contamination, while the portable system does the same in other areas of a manufacturing space.
“By working collaboratively with PMeasuring, we’ve developed application programming interfaces (APIs) where we can control these devices so they send us the data in a secure and compliant manner.
“Climet has also been a strong partner for us, because again, they have the flexibility to let customers pick from a wide range of devices and can select which are best for them. This then allows us to develop a set of drivers
which can be used across a suite of devices.
“They’ve done a really good job of providing us with the ability to create something for every single device without significant overhead. Thanks to Climet, we just have to tweak configurations rather than reprogramming an entire interface which saves us a lot of time.
“They’ve worked closely with us to ensure joint customer satisfaction –we’ll go on calls together and walk customers through configurations, really helping them understand the
The only fully automated, non-destructive platform for rapid sterility testing
Fast, Accurate Results
• Time-to-result in as little as 1-3 days
• Rapid colony detection in as little as 12 hours
• Immediate CFU access for investigation
• Designed to meet a limit of detection of 1 CFU as directed in USP <1223>
• Ensures data integrity compliance
By mirroring traditional sterility incubation regimens with a new level of automated efficiency, the Growth Direct® Rapid Sterility System makes it possible to record a negative result in less than half the time - while ensuring data integrity compliance and simplifying operator task. So you can ship quality products more rapidly, with fewer bottlenecks and less potential waste caused by undetected contamination on the manufacturing line.
strengths of the technology and how it can best be implemented.”
“Lighthouse has been a long-time collaborator, as well,” adds Robert. “They have developed a number of very popular and user-friendly portable particle counting devices, that we were able to integrate with early in its development lifecycle. They have worked collaboratively with Lonza and our mutual customers on incorporating user feedback for updates to the firmware. This relationship has allowed us to provide those mutual customers with a robust configurable interface.”
Another key partner for Lonza that Robert celebrates is life sciences
technology company Rapid Micro Biosystems.
“Rapid Micro Biosystems offers a Growth Direct system, which is a dual chamber incubator with a high-tech camera in it,” explains Robert. “With this system, once we’ve collected the samples they will automatically be incubated and read – so unless there’s something wrong with the samples, we don’t ever have to see them again.
“Before, when we were doing this manually, we had to put them in an incubator, retrieve them and key in each entry, either with a scanner or by typing them up. So this system has dramatically increased the level of
automation we have in our end-to-end process.”
Hardware like this combined with Lonza’s cutting-edge software brings new capabilities to the table, allowing the company to automate processes at new levels.
“We use this alongside our MODAEM® software, which automatically transfers the payload of the samples that we’re physically putting in the instrument,” says Robert. “This incubates them at the proper temperature and for the proper time, taking high-resolution pictures of the plates and doing early detection to see whether or not there are bacteria on it.
“Once it goes through, the software will then determine whether or not there’s going to be growth on that plate. If there isn’t, it discards that plate for you and if there is, it will notify you and pick back up the workflow autonomously.
“We’ve implemented the combination of MODA-EM® and Rapid Micro Biosystems at a number of Lonza facilities, which has driven a tonne of value – in terms of our end users and in terms of the ROI on our sites.”
As Lonza moves forward, Robert emphasises that the work achieved is a result of the team’s dedication to the company and commitment to learning.
“Lonza facilitates learning by having incredible leaders in place,” says Robert. “I’ve had the benefit of working with a lot of those leaders. The core of my team has been together for the better part of 14 years, and they’re all incredibly talented people.
“It’s one of those things where we’ve all grown together, and we’re all deeply invested in each other and the technology. That’s what makes us different. This has been all of our careers for a very long time, and we continue to want to see it be successful in whatever manner it needs to be.”
Learn more about Lonza here.
Turn over for Added Value with Robert.
ADDED VALUE
“I’ve been blessed in my career with some great mentors,” says Robert. “The original founder of MODA Technology Partners, Mike Goetter has been my direct manager three different times in three different roles. He’s someone who’s been invaluable in my career development, and taught me so much about the business.
“Another manager was Orla Cloak, who’s now the Business Unit Head for Bioscience. She’s an excellent mentor, and she helped me progress in my career in ways I hadn’t even considered before. Mike drove my technical development and helped me develop an understanding of the business, but Orla taught me how to become a better leader.
“My current manager Jay Housman didn’t know a lot about this space initially, because he comes from a background in digital marketing. When I first started working for him, I wasn’t sure what I what our relationship would look like and how it would benefit me, because he’s younger than me and from a completely different part of the industry, but he’s absolutely brilliant. Since I started working under him, I’ve learned more than I could even quantify.”
Lessons learned
“When I started at the University of Delaware, I decided to walk onto the football team,” says Robert. “I was short, and I was slow, but I participated in spring practices. I was given a set of activities for the summer to practise. I didn’t do them, it was evident I didn’t do
them, and I was immediately cut from the team.
“So I took that lesson and said ‘Alright, I’m never going to be outworked again. I’m going to overcome,’ I was never going to be a professional football player, but if I’d worked harder then I wouldn’t have ended up in the coach’s office on day one. Going forward, I’ve always tried to work harder, be more available and drive whatever it is that I’m working on.
“One day, when I was working at ImClone Systems, my boss sat me down, and she said ‘I love your work, but I would never hire you again.’ She told me that I don’t work with people, I work through people – that I get done what I need to get done at any cost.
“I had crushed so many relationships with my work ethic, and I realised that I needed to be different. After this, I went on what I jokingly called my apology tour, where I made contact with the people I had worked with during my time at ImClone and repaired my relationships, so that when I left, I left on very good terms with all of them.
“If I had never had that conversation with my former manager, I never would have understood the value of those former relationships. It completely changed my perspective. Now, I try to maintain relationships very differently now, and work in a new way. Not only has this helped me develop who I am as a leader, but also who I am as a person.”
Connect with Robert
AI: WHO’S WINNING
Communications intelligence released its comprehensive companies leading AI
toryful has launched the 2024 AI Index, an essential guide for Fortune 100 companies navigating the AI landscape. The Index offers an incisive assessment of who's winning the battle for AI relevance, providing a strategic view of potential vulnerabilities and emerging opportunities.
WINNING IN 2024?
intelligence agency Storyful has comprehensive ranking of the top development in 2024.
By incorporating comprehensive reputational analysis and risk assessment, the Index provides key insights to help organisations benchmark performance, set strategic goals, and strengthen decision-making.
Here are the top ten companies transforming the AI landscape and making way for new transformations.
Source: Storyful
10: CISCO
Despite ranking tenth overall, worldwide network communications leader Cisco ranked first in positive perception of AI ethics out of all companies on the list. This strong ethical perception was largely influenced by CEO Chuck Robbins signing the Vatican’s AI ethics pledge, which commits to the ethical use of artificial intelligence according to the principles of transparency, impartiality and security.
Dell’s highly publicised partnership with NVIDIA to power xAI’s supercomputer, alongside a 32% jump in Dell shares due to demand for AI-boosted equipment has propelled the company to the centre of the AI movement. Looking ahead the company is fostering continuous development in AIpowered technology.
Widely regarded as a leader in AI advancements and workforce upskilling, technology company IBM’s continuous innovation efforts, including the creation of AI centres and collaborations with governments and institutions have fostered positive sentiment within the industry.
7: INTEL
Predominantly linked with physical AI-enabling products, including chips and processors, Intel lands seventh place on this list. The company has been widely celebrated for the launch of India’s first AI teacher, which was powered by an Intel processor.
Tesla’s ongoing development and promotion of its Autopilot and Full Self-Driving (FSD) technologies have been prominent, generating extensive media coverage due to the innovative nature of the technology. The company has prioritised emphasising the practical benefits of AI enhancements in its vehicles to consumers, positioning itself as a force for change in the industry.
Meta’s position as an AI leader is largely demonstrated by the launch of Meta AI and AI integrations across its platforms, such as AI video recommendations and personalised ad optimisation. Users have commended Meta for investing in AI chips and recruiting experts to expand Meta’s AI capabilities.
Alphabet’s continuous rollout of new AI features across Google’s platforms, including improved search algorithms and language translation capabilities, has been a major driver of positive development. Users and financial analysts have praised Google for pushing the boundaries of AI technology.
Microsoft's multibillion-dollar investment in OpenAI captured considerable attention this year, with the tech giant prioritising advancement in AI technologies and developing consumer-facing models like ChatGPT.
Leading software company Oracle has a strong reputation for innovative AI solutions. The company’s debut of its HeatWave GenAI – which enables customers to build GenAI applications without data movement, AI expertise or extra cost – this year has further amplified the positive sentiment around the company as an AI innovator.
1: NVIDIA
A pioneer in technological manufacturing, NVIDIA’s graphics processing units (GPUs) have been recognised as being fundamental to AI development, powering much of the hardware responsible for AI processing.
The company’s strategic partnerships with industry leaders such as Microsoft, Amazon and Google have notably accelerated AI adoption and influenced other major players such as HP and Disney. Overall, NVIDIA’s continuous innovation into AI hardware and its dedication to championing emerging technologies has cemented its leadership position in this field.
Let’s collaborate…
Innovation Magazine is a specialist technology platform with over 166,700+ readers.
Our community consists of C, V and D level executives from a wide range of industries. A unique blend of thought leadership interviews and features that cover digital transformation, cloud & cyber, enterprise IT, artificial intelligence, machine learning and sustainability.
Demand
Webinars - Hosting & Promotion
Team up with Innovation Magazine and build media programs that deliver.
Find out more
How Platonic's decentralised tokenisation platform is transforming asset management – empowering financial institutions with unparalleled data privacy, security and ease of use in the digital asset landscape.
latonic, a newly launched blockchain infrastructure technology company, is set to redefine the financial industry with its innovative tokenisation platform.
Founded by CEO Violet Abtahi, Platonic addresses a critical need in the evolving digital asset landscape: enabling financial institutions to easily tokenise and service assets while maintaining unprecedented levels of data privacy and security.
The Platonic team brings years of collective experience in blockchain and financial technology. This blend of expertise in technology, blockchain and capital markets positions Platonic to effectively address complex challenges in the financial industry.
At its core, Platonic’s platform creates a utility which results in asset tokenisation with privacy channels to protect data while achieving the benefits of decentralisation. The system allows for the tokenisation of traditional funds and assets in a permissioned, private and secure environment. This unique combination sets Platonic apart in the blockchain space.
“Our vision is to become the connective tissue of the financial industry,” says
“Our vision is to become the connective tissue of the financial industry”
Violet Abtahi, CEO
“We’re
creating the foundation for a future where every financial transaction is secure, efficient, and seamlessly integrated into both traditional and digital ecosystems”
Jay Biancamano, Head of Tokenization & Digital Assets
Violet. “We're creating a seamless integration of various technologies enabling financial institutions to participate in a digitised common market infrastructure on a decentralised platform while reducing complexity and maintaining data integrity.”
Platonic’s platform is built on a patented Layer 1 hybrid blockchain technology, combining the benefits of public and private networks. This architecture ensures that sensitive financial data remains protected while still benefiting from the efficiencies of blockchain technology. By prioritising data privacy and security, Platonic addresses one of the most significant barriers to the widespread adoption of tokenisation in the financial sector.
The platform’s decentralised nature is just one of its key differentiators. Unlike centralised solutions that create potential single points of failure, Platonic’s decentralised approach enhances security and resilience. This feature is particularly attractive to financial institutions looking to minimise risk while exploring the benefits of blockchain technology.
Platonic's ambition extends beyond just providing technology. The company aims to bridge various aspects of the financial industry, creating a seamless
ecosystem for asset tokenisation and management. Their innovative use of Generative AI to build and launch smart contracts allows any issuer to now participate in the digital economy with minimal investment and resources. By offering smooth integration with existing systems, Platonic reduces barriers to entry for financial institutions looking to leverage blockchain technology.
“Financial institutions expect robust security and privacy along with ease of use in order to issue tokenised assets, which has not been achieved until now,” says Jay Biancamano, Head of Tokenization & Digital Assets at Platonic. “We are elevating both the technology and accessibility of tokenisation. We’re creating the foundation for a future where every financial transaction is secure, efficient, and seamlessly integrated into both traditional and digital ecosystems.”
With plans to tokenise a private credit fund by year-end and a robust product roadmap, Platonic is poised to reshape the future of financial market infrastructure.
Learn more about how Platonic is connecting the financial industry through secure, private tokenisation at platonic.io.
5 – 6 November 2024 Munich, Germany
THE EVENT FO R SUPP LY CH AIN LEADERS FRO M LOGISTICS, I T AND TRANSPOR TATION INDUSTRIES !
Bringing together over 150 attendees, the summit provides an unparalleled opportunity to share operational knowledge and provide updates on technology and system advances. Those in attendance will benefit from a packed two-day programme, where they will explore the critical issues with the industry’s best speakers.
There will be plentiful networking times, expect to meet fellow industry leaders, enabling meetings, connections and business growth.
‘’It was a great event with a lot of interesting insights – I really enjoyed it!’’
