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Belgium 10-09-2026 Squad Only Physical english

Building the Infrastructure AI Needs: From computer and data access to scalability, cost control, and operational readiness.

AI is moving from pilots into operational use, and the infrastructure question is becoming more concrete. The challenge is deciding what needs to be built, expanded, controlled, or delayed as usage grows. Three pressure points usually appear first. - Compute capacity requires careful planning: teams need enough GPU, cloud, or specialised processing power, while keeping utilisation and cost under control. - Data movement becomes more demanding: AI needs access to data across systems, with latency, security, integration, and quality managed from the start. - Operational control becomes essential: monitoring, access rights, resilience, cost visibility, and ownership need to scale with usage. The working question is simple: how do we support AI at scale while keeping infrastructure efficient, governed, and financially sustainable? If you are working through these choices, let’s compare approaches with others facing similar constraints.

Belgium 15-09-2026 Squad Only Virtual english

Turning AI Pilots into Daily Workflows: How to move from experimentation to adoption by redesigning work, ownership, controls, and habits.

AI pilots are easier to launch than to embed into daily operations. The challenge is changing how work happens once AI becomes part of decisions, tasks, handovers, and controls. Three pressure points tend to decide whether adoption holds. - Workflow fit matters: AI has to enter the flow of work as part of the process. - Ownership needs to be clear: someone must own the process, the controls, the exceptions, and the outcome. - User trust has to be built: people need to know when to rely on AI, when to challenge it, and when to escalate. The working question is simple: how do we move AI from promising pilots into daily work while keeping clarity, accountability, and risk control? If this is part of your current reality, let’s compare choices, constraints, and lessons learned.

Belgium 17-09-2026 Country Members Physical french

Les Rencontres: CTO: Le Saint Graal?

Pendant longtemps, le TCO donnait une impression de contrôle. On investissait, on amortissait, on optimisait. Les coûts étaient visibles, relativement prévisibles, et structurés autour d’une logique claire entre CAPEX et OPEX. Ce modèle ne suffit plus à expliquer où va réellement l’argent. Aujourd’hui, une part croissante des dépenses IT ne repose plus sur ce que l’on possède, mais sur ce que l’on consomme: des tokens générés par l’IA des agents qui exécutent des actions en continu des outils SaaS qui se multiplient dans les équipes du cloud qui s’adapte en permanence à l’usage Le coût ne disparaît pas, mais il devient plus diffus, plus dynamique, et souvent plus difficile à attribuer, à expliquer, et à maîtriser. C’est là que des approches comme le Technology Business Management, ou TBM, redeviennent particulièrement utiles: non pas comme un exercice de reporting supplémentaire, mais comme un moyen de relier concrètement les dépenses aux services, aux usages, et aux décisions. Et c’est là aussi que la question du “Saint Graal” revient, mais sous une autre forme. Vous vous demandez peut-être: Comment garder de la maîtrise quand la dépense dépend du comportement, des usages, et parfois même de systèmes autonomes ? Comment piloter l’équilibre CAPEX/OPEX quand le cloud, le SaaS et l’IA déplacent progressivement les coûts vers des modèles variables ? Quels coûts restent encore trop souvent hors radar: ressources métier, formation, support, intégration, sécurité, gouvernance ? Et surtout, qu’est-ce qu’un “bon TCO” veut encore dire quand il faut le mettre en regard d’objectifs parfois plus stratégiques, plus longs à mesurer, ou plus difficiles à quantifier: qualité de service, résilience, agilité, expérience utilisateur, capacité d’innovation ? Ce sont précisément ces questions qui seront au cœur de notre rencontre: une discussion ouverte entre pairs, ancrée dans la réalité du terrain, pas pour débattre de modèles idéaux, mais pour comprendre comment chacun tente, concrètement, de mesurer, d’attribuer et de reprendre le contrôle, sans réduire la valeur d’un choix technologique à son seul coût.

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Business critical online events - delivered seamlessly

Our specialist Virtual Events team supported BT’s Investor Relations team to deliver quarterly briefings online.

Overview
The BT Investor Relations (IR) team reports our quarterly results to the wider market, including to investors and analysts. It has to include speakers like our CEO and CFO.

Before the pandemic, this was always a face-to-face event.

When we couldn't deliver the event in person anymore, our Virtual Events team stepped in and seamlessly moved the event online.

The challenge
The IR team had to carefully manage the event because it’s so high profile and any issues with the delivery could have a huge impact on the company’s reputation.

The stakes were so high with this event. The flexibility, expertise and support we had from the Virtual Events team gave us peace of mind that the tech would just work.”

Jessica BradfordBT Investor Relations team
Jessica was concerned that her team didn’t have the technical skills to deliver the event online, nor the capacity based on how busy the team is when the results are released.

As a result, the IR team asked the Virtual Events specialists to support them with their online event.

The virtual event needed video collaboration capabilities so that the presenters could interact with the people viewing the event. The attendees needed to see the slides and the presenters at the same time, the ability to submit anonymous questions, and be able to speak to the presenters for the Q&A session.

The solution
They considered all three available platforms – Microsoft Teams Live Events, Zoom Webinar and Webex Webinar – and decided that Webex Webinar was the best option because it met the requirements of the session.

Our Virtual Events team worked closely with the IR team from planning and scheduling through to the post event wrap-up, allowing the IR team to focus on the content and delivery, as opposed to the tech and the admin.”

Victoria PalinProduct Manager, Virtual Events, BT
A rehearsal is a crucial part of the service our Virtual Events specialists provide. It helps them test the tech and iron out any issues pre-event, it helps the presenters to understand what to expect on the day, taking away some of the worry, and it offers the chance to perfect the delivery of the content.

On the day of the event, the Virtual Events producers introduced the event and handed over to the IR team. They moderated the questions coming into the Q&A and reacted to direction from the IR team, who’d suggest which questions to reply to and where to guide the conversation. They also closed the event professionally, telling the attendees the next steps.

After the session, the Virtual Events producers gave the IR team a full post-event report. This covered things like attendance insights, a summary of the questions asked throughout the event, and any drop out rates.

The outcome
The IR team were very happy that their quarterly results were delivered successfully to about 800 people online without any issues.

Jessica from the IR team believes that the smooth delivery would not have been possible without the expertise of the Virtual Events team.

Quarterly results are so vital to our organisation. The thought of their live delivery going wrong is quite scary.”

Jessica BradfordBT Investor Relations team

Technologies

Cisco Webex

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