Month: July 2026

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself and your career journey to date.

I’m currently a Senior Manager at GoDaddy, based in Gurgaon, India. I’m part of the Corporate Strategy team within SEAL (Strategy, Enablement, Acquisitions, Legal), where I focus on growth strategy and helping connect long-term priorities with business execution.

My career has taken me across advertising, technology consulting, strategy, and M&A (mergers & acquisitions). After a brief stint at an ad agency, I spent three years in technology consulting at Accenture, completed my MBA, and then spent five years in Deloitte’s M&A practice.

Those experiences gave me exposure to a wide range of business challenges and industries.

After nearly eight years in consulting, I wanted to move closer to the business and see the impact of my work over a longer period. GoDaddy’s mission of empowering entrepreneurs and small businesses made that decision easy. If I had to describe my career so far, I’d say it has been defined by continuous learning, new challenges and a healthy amount of ambiguity.

What career decisions most accelerated your growth?

The biggest turning point in my career was moving from technology consulting into strategy and M&A. It shifted my focus from solving individual problems to thinking about broader business questions, long-term growth and value creation.

Another important decision was joining GoDaddy after five years at Deloitte. Consulting gave me a strong foundation, but I wanted to work closer to the business, build deeper context and contribute to outcomes over time rather than project by project.

The skills that have helped me most are storytelling, data-driven decision-making and a customer-first mindset. I’ve also found the “Jobs To Be Done” framework incredibly valuable because it helps uncover what customers are truly trying to achieve, not just what they say they want.

How do you balance long-term strategic thinking with short-term business pressures?

I don’t see long-term strategy and short-term business needs as competing priorities. The short term tells you where attention is needed today, while the long term ensures those decisions are moving the business in the right direction.

As I’ve worked more closely with product and business teams, I’ve developed a stronger appreciation for near-term priorities like revenue, customer needs, and execution timelines. I typically prioritize based on customer impact, business impact, and urgency, while ensuring decisions align with broader strategic goals.

My advice is simple: stay close to both the numbers and the customer. The numbers tell you what is happening, but understanding the customer helps explain why—and that’s often where the best strategic decisions come from.

What’s the most surprising insight you’ve uncovered through experimentation?

Much of my experimentation work has focused on cybersecurity products, helping teams understand performance across customer journeys and go-to-market motions. While I’m not always designing the experiments myself, I work closely with teams to frame and interpret the results.

One insight that consistently stands out is that customers don’t always respond to the features or messages we expect them to. In cybersecurity especially, trust, clarity and relevance often matter just as much as the product itself.

Experimentation has reinforced the importance of challenging assumptions. The most valuable outcome is not always a positive result—it’s gaining a better understanding of customer behavior and using that learning to make smarter decisions.

If you had to describe GoDaddy’s culture in one word, what would it be and why?

I would describe GoDaddy’s culture as empowering.

From day one, I’ve felt supported by people who genuinely want to see others succeed.

There’s a strong sense of ownership, but also a willingness to share knowledge, provide guidance, and help people grow.

My manager, Jen, embodies that culture. She encourages independent thinking while ensuring the team has the context and support needed to succeed. Compared to other places I’ve worked, GoDaddy stands out for its investment in people, its openness to experimentation, and its commitment to helping employees reach their potential.

What’s your motto or personal mantra?

My personal mantra is: Stay curious, but don’t just collect questions—chase better answers.

Curiosity has shaped every major step in my career, from moving into strategy and M&A to joining GoDaddy. I enjoy tackling problems where the answer isn’t obvious and where learning is part of the process.

What do you enjoy doing outside of work?

Outside work, I have extremely varied interests. I’m passionate about football, fitness, distance running, tennis and swimming, love spending time with my wife and I’ve recently started creating football-related content. It’s a fun creative outlet and another way to keep learning something new.

---

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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• Career Page

Originally published on GoDaddy Resource Library

Tell us a little bit about yourself and your career journey to date.

I’m currently a Senior Manager at GoDaddy, based in Gurgaon, India. I’m part of the Corporate Strategy team within SEAL (Strategy, Enablement, Acquisitions, Legal), where I focus on growth strategy and helping connect long-term priorities with business execution.

My career has taken me across advertising, technology consulting, strategy, and M&A (mergers & acquisitions). After a brief stint at an ad agency, I spent three years in technology consulting at Accenture, completed my MBA, and then spent five years in Deloitte’s M&A practice.

Those experiences gave me exposure to a wide range of business challenges and industries.

After nearly eight years in consulting, I wanted to move closer to the business and see the impact of my work over a longer period. GoDaddy’s mission of empowering entrepreneurs and small businesses made that decision easy. If I had to describe my career so far, I’d say it has been defined by continuous learning, new challenges and a healthy amount of ambiguity.

What career decisions most accelerated your growth?

The biggest turning point in my career was moving from technology consulting into strategy and M&A. It shifted my focus from solving individual problems to thinking about broader business questions, long-term growth and value creation.

Another important decision was joining GoDaddy after five years at Deloitte. Consulting gave me a strong foundation, but I wanted to work closer to the business, build deeper context and contribute to outcomes over time rather than project by project.

The skills that have helped me most are storytelling, data-driven decision-making and a customer-first mindset. I’ve also found the “Jobs To Be Done” framework incredibly valuable because it helps uncover what customers are truly trying to achieve, not just what they say they want.

How do you balance long-term strategic thinking with short-term business pressures?

I don’t see long-term strategy and short-term business needs as competing priorities. The short term tells you where attention is needed today, while the long term ensures those decisions are moving the business in the right direction.

As I’ve worked more closely with product and business teams, I’ve developed a stronger appreciation for near-term priorities like revenue, customer needs, and execution timelines. I typically prioritize based on customer impact, business impact, and urgency, while ensuring decisions align with broader strategic goals.

My advice is simple: stay close to both the numbers and the customer. The numbers tell you what is happening, but understanding the customer helps explain why—and that’s often where the best strategic decisions come from.

What’s the most surprising insight you’ve uncovered through experimentation?

Much of my experimentation work has focused on cybersecurity products, helping teams understand performance across customer journeys and go-to-market motions. While I’m not always designing the experiments myself, I work closely with teams to frame and interpret the results.

One insight that consistently stands out is that customers don’t always respond to the features or messages we expect them to. In cybersecurity especially, trust, clarity and relevance often matter just as much as the product itself.

Experimentation has reinforced the importance of challenging assumptions. The most valuable outcome is not always a positive result—it’s gaining a better understanding of customer behavior and using that learning to make smarter decisions.

If you had to describe GoDaddy’s culture in one word, what would it be and why?

I would describe GoDaddy’s culture as empowering.

From day one, I’ve felt supported by people who genuinely want to see others succeed.

There’s a strong sense of ownership, but also a willingness to share knowledge, provide guidance, and help people grow.

My manager, Jen, embodies that culture. She encourages independent thinking while ensuring the team has the context and support needed to succeed. Compared to other places I’ve worked, GoDaddy stands out for its investment in people, its openness to experimentation, and its commitment to helping employees reach their potential.

What’s your motto or personal mantra?

My personal mantra is: Stay curious, but don’t just collect questions—chase better answers.

Curiosity has shaped every major step in my career, from moving into strategy and M&A to joining GoDaddy. I enjoy tackling problems where the answer isn’t obvious and where learning is part of the process.

What do you enjoy doing outside of work?

Outside work, I have extremely varied interests. I’m passionate about football, fitness, distance running, tennis and swimming, love spending time with my wife and I’ve recently started creating football-related content. It’s a fun creative outlet and another way to keep learning something new.

---

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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• Instagram
• LinkedIn
• Twitter
• TikTok
• Career Page

Business owners face a growing threat from corporate account takeover (CAT) scams, a type of fraud in which criminals gain unauthorized access to company bank accounts and initiate fraudulent transactions. Financial institutions, including KeyBank, and cybersecurity professionals warn that these attacks are becoming more sophisticated, often combining technology with psychological manipulation to target employees and business leaders.

Corporate account takeover scams can lead to significant financial losses, operational disruption, and reputational damage. In some cases, fraudsters are able to move funds from business accounts within minutes of gaining access.

How Corporate Account Takeover Works

Corporate account takeover occurs when criminals obtain access to a business’s online banking credentials or banking systems. Fraudsters commonly use phone calls, emails, text messages, or fraudulent websites to trick employees into sharing sensitive information, downloading malicious software, or authorizing payments.

“Most account takeovers start with one thing: manufactured urgency. This could take shape as a frantic phone call, an email labeled ‘high Importance,’ or a fake website link that looks like the real thing,” said John Carney, Head of Commercial Operational Risk at KeyBank. “If you feel at all uncertain or suspicious about any communication you receive regarding any of your accounts, slow down, call your banker, and authenticate everything. Don’t let someone else’s false urgency cost your business money.”

Another increasingly common tactic involves phishing websites that closely resemble legitimate bank login pages. Unsuspecting users who enter their credentials on these sites may unknowingly provide fraudsters with direct access to company accounts.

Cybercriminals may also attempt to establish remote access to computers or mobile devices, enabling them to observe banking activity and conduct unauthorized transactions.

A Business Example

One scenario that shows how CAT could be executed involves a business owner who received a phone call from an individual claiming to represent the owner’s bank. The caller stated there was an issue with the company’s account and instructed the owner to provide login credentials to resolve the problem. The criminal then uses the access to transfer a substantial amount of money from the business account.

This highlights how some CAT scams often rely on trust and urgency rather than technical hacking alone.

Steps Businesses Can Take to Reduce Risk

While no organization is immune from cybercrime, financial security experts recommend several measures to help protect against account takeover schemes.

• Educate Employees
  Employee awareness is one of the strongest defenses against fraud. Businesses should provide regular cybersecurity and fraud-prevention training to help staff recognize phishing attempts, suspicious phone calls, and social engineering tactics.
• Verify Identities Independently
  Unexpected requests for passwords, account details, software downloads, or payment authorization should be treated with caution. Businesses should independently verify the identity of any individual requesting sensitive information by using trusted contact information rather than links or phone numbers provided during the interaction.
• Strengthen Authentication
  Companies should use strong, unique passwords for online banking and financial systems. Multifactor authentication (MFA), biometric authentication, and other layered security measures can provide additional protection against unauthorized access.
• Access Banking Platforms Directly
  Fraud prevention specialists advise businesses to navigate directly to their financial institution’s website by typing the web address into their browser. Users should avoid clicking links from unsolicited emails, text messages, or online advertisements and should not rely on search engine results when accessing online banking services.
• Monitor Accounts Frequently
  Regularly reviewing account activity can help businesses identify unusual transactions early and respond before additional losses occur.
• Consider Cyber Insurance
  Cyber insurance policies may help offset financial losses associated with fraud, cyberattacks, and data breaches. Businesses should consult with insurance professionals to determine whether coverage aligns with their risk profile.

What to Do If You Suspect a Scam

Time is critical when responding to a suspected corporate account takeover incident.

Businesses that believe they have been targeted should immediately:

• Contact their bank’s fraud department.
   
• Request that affected accounts be reviewed or restricted if necessary.
   
• Change online banking passwords and other potentially compromised credentials.
   
• Review account activity for unauthorized transactions.
   
• Monitor business credit reports and related financial records for signs of fraudulent activity.

For KeyBank clients, suspected fraud should be reported immediately to the Fraud Client Service Center at 1-800-433-0124 or 711 for TTY/TRS services.

Acting Quickly Can Limit Losses

As cybercriminals continue to refine their tactics, businesses of all sizes face increased exposure to corporate account takeover scams. Experts say that employee education, cautious verification practices, strong authentication controls, and rapid incident reporting remain among the most effective ways to reduce risk and limit financial losses.

Organizations that build a culture of cybersecurity awareness are better positioned to recognize threats before they become costly incidents.

Stay up to date on the latest scams, common hoaxes, and fraud trends at key.com/fraud.

This material is provided as general information only; the information contained herein may not apply to all situations. Nothing in this material shall be regarded as an offer or solicitation by KeyBank or its affiliates. This is not intended to be a recommendation or advice for your specific situation (including financial, accounting, legal, or tax advice). Consult appropriate professionals for your specific circumstances.

©2026 KeyCorp®. All rights reserved. KeyBank Member FDIC. CFMA 260720-4749128

Business owners face a growing threat from corporate account takeover (CAT) scams, a type of fraud in which criminals gain unauthorized access to company bank accounts and initiate fraudulent transactions. Financial institutions, including KeyBank, and cybersecurity professionals warn that these attacks are becoming more sophisticated, often combining technology with psychological manipulation to target employees and business leaders.

Corporate account takeover scams can lead to significant financial losses, operational disruption, and reputational damage. In some cases, fraudsters are able to move funds from business accounts within minutes of gaining access.

How Corporate Account Takeover Works

Corporate account takeover occurs when criminals obtain access to a business’s online banking credentials or banking systems. Fraudsters commonly use phone calls, emails, text messages, or fraudulent websites to trick employees into sharing sensitive information, downloading malicious software, or authorizing payments.

“Most account takeovers start with one thing: manufactured urgency. This could take shape as a frantic phone call, an email labeled ‘high Importance,’ or a fake website link that looks like the real thing,” said John Carney, Head of Commercial Operational Risk at KeyBank. “If you feel at all uncertain or suspicious about any communication you receive regarding any of your accounts, slow down, call your banker, and authenticate everything. Don’t let someone else’s false urgency cost your business money.”

Another increasingly common tactic involves phishing websites that closely resemble legitimate bank login pages. Unsuspecting users who enter their credentials on these sites may unknowingly provide fraudsters with direct access to company accounts.

Cybercriminals may also attempt to establish remote access to computers or mobile devices, enabling them to observe banking activity and conduct unauthorized transactions.

A Business Example

One scenario that shows how CAT could be executed involves a business owner who received a phone call from an individual claiming to represent the owner’s bank. The caller stated there was an issue with the company’s account and instructed the owner to provide login credentials to resolve the problem. The criminal then uses the access to transfer a substantial amount of money from the business account.

This highlights how some CAT scams often rely on trust and urgency rather than technical hacking alone.

Steps Businesses Can Take to Reduce Risk

While no organization is immune from cybercrime, financial security experts recommend several measures to help protect against account takeover schemes.

• Educate Employees
  Employee awareness is one of the strongest defenses against fraud. Businesses should provide regular cybersecurity and fraud-prevention training to help staff recognize phishing attempts, suspicious phone calls, and social engineering tactics.
• Verify Identities Independently
  Unexpected requests for passwords, account details, software downloads, or payment authorization should be treated with caution. Businesses should independently verify the identity of any individual requesting sensitive information by using trusted contact information rather than links or phone numbers provided during the interaction.
• Strengthen Authentication
  Companies should use strong, unique passwords for online banking and financial systems. Multifactor authentication (MFA), biometric authentication, and other layered security measures can provide additional protection against unauthorized access.
• Access Banking Platforms Directly
  Fraud prevention specialists advise businesses to navigate directly to their financial institution’s website by typing the web address into their browser. Users should avoid clicking links from unsolicited emails, text messages, or online advertisements and should not rely on search engine results when accessing online banking services.
• Monitor Accounts Frequently
  Regularly reviewing account activity can help businesses identify unusual transactions early and respond before additional losses occur.
• Consider Cyber Insurance
  Cyber insurance policies may help offset financial losses associated with fraud, cyberattacks, and data breaches. Businesses should consult with insurance professionals to determine whether coverage aligns with their risk profile.

What to Do If You Suspect a Scam

Time is critical when responding to a suspected corporate account takeover incident.

Businesses that believe they have been targeted should immediately:

• Contact their bank’s fraud department.
   
• Request that affected accounts be reviewed or restricted if necessary.
   
• Change online banking passwords and other potentially compromised credentials.
   
• Review account activity for unauthorized transactions.
   
• Monitor business credit reports and related financial records for signs of fraudulent activity.

For KeyBank clients, suspected fraud should be reported immediately to the Fraud Client Service Center at 1-800-433-0124 or 711 for TTY/TRS services.

Acting Quickly Can Limit Losses

As cybercriminals continue to refine their tactics, businesses of all sizes face increased exposure to corporate account takeover scams. Experts say that employee education, cautious verification practices, strong authentication controls, and rapid incident reporting remain among the most effective ways to reduce risk and limit financial losses.

Organizations that build a culture of cybersecurity awareness are better positioned to recognize threats before they become costly incidents.

Stay up to date on the latest scams, common hoaxes, and fraud trends at key.com/fraud.

This material is provided as general information only; the information contained herein may not apply to all situations. Nothing in this material shall be regarded as an offer or solicitation by KeyBank or its affiliates. This is not intended to be a recommendation or advice for your specific situation (including financial, accounting, legal, or tax advice). Consult appropriate professionals for your specific circumstances.

©2026 KeyCorp®. All rights reserved. KeyBank Member FDIC. CFMA 260720-4749128

Yum! Brands

In 2014, a Sri Lankan delegate proposed dedicating a day for developing vocational skills for the world’s youth to the United Nations General Assembly. It was eventually passed and is celebrated annually on July 15.

In that same nation, Pizza Hut’s Youth Enablement Program (YEP) provides youth and people with disabilities with professional development, vocational education and industry-recognized credentials that prepare participants for careers in the quick-service restaurant industry. By reducing barriers to transportation and housing costs, the program helps participants successfully transition from training to employment, with nearly all graduates securing jobs after earning their certification.

YEP is just one of the ways parent company Yum! Brands is feeding the futures of the next generation.

Building pathways to employment

For many young people, their biggest challenge isn’t ambition; it’s access to opportunities. Across its global system, Yum! Brands is helping bridge that gap through Food & Futures, its community impact strategy. By investing in programs that build practical workplace skills, leadership capabilities and real-world experience, the company is helping young people prepare for meaningful careers while strengthening the communities it serves.

One example is in the United Kingdom, where KFC’s Hatch program helps young people build workplace skills, grow their confidence and train for their first job through paid work experience. Delivered in partnership with the KFC Youth Foundation, the program provides access to a dedicated youth worker, employability training and support in entering the world of work.

For participant Zee, Hatch helped turn months of unsuccessful job searching into a role with KFC and has since advanced to team leader.

“Through Hatch, I learned teamwork, communication skills and how to understand people and deal with problems,” Zee said. “Now as a team leader, I have added responsibility and am learning how to handle more heightened situations.”

Building confidence through new experiences

Developing skills isn’t only about preparing for work. It’s also about giving young people the chance to discover new interests, express themselves and build confidence.

In Thailand, KFC’s Bucket Search program helps youth who did not complete high school  reconnect with education while developing workforce-ready skills and exploring future career pathways. Through a partnership with WAVS by Warner Music Thailand, participants also create and perform original music, serving as a creative outlet and communication skills builder.

In partnership with the California Restaurant Foundation and Arizona Restaurant Association, Habit Burger & Grill is investing in future talent through ProStart. Together, they provide high school students with mentorship from Habit chefs, hands-on culinary and restaurant management experiences, and opportunities to develop technical, leadership and teamwork skills while connecting with industry professionals and competing for scholarships to support their future careers.

Jenna Barada earned top honors at this year’s CA ProStart Cup. As part of her award, Barada spent a day in Habit’s Innovation Kitchen, where she experienced how new menu ideas are developed.

Developing tomorrow’s leaders

Building skills early also creates opportunities that extend well beyond a first job.

Through the Yum! Center for Global Franchise Excellence at the University of Louisville, students from any academic discipline can earn an undergraduate certificate in Franchise Management, developing practical business, leadership and entrepreneurial skills while gaining real-world insights into one of the world’s most successful business models.

The Taco Bell Foundation’s Community Grants program also supports nonprofit organizations that help young people build academic, financial and career readiness skills. Family & Consumer Science teacher Kris Campion, who received a recent grant to purchase updated culinary equipment and classroom resources, said, “Having modern, efficient appliances allows students to safely learn essential culinary techniques, practice food safety and build confidence in the kitchen. It also increases efficiency in our classroom, so we can expand the skills students are able to master.”

Investing in youth skills every day

This World Youth Skills Day, Yum! is proud to celebrate the franchisees, nonprofit partners, restaurant team members and youth who are expanding opportunities and building brighter futures. While this work takes place daily, it’s important to devote a day to its recognition because its impact can last a lifetime.

Yum! Brands

In 2014, a Sri Lankan delegate proposed dedicating a day for developing vocational skills for the world’s youth to the United Nations General Assembly. It was eventually passed and is celebrated annually on July 15.

In that same nation, Pizza Hut’s Youth Enablement Program (YEP) provides youth and people with disabilities with professional development, vocational education and industry-recognized credentials that prepare participants for careers in the quick-service restaurant industry. By reducing barriers to transportation and housing costs, the program helps participants successfully transition from training to employment, with nearly all graduates securing jobs after earning their certification.

YEP is just one of the ways parent company Yum! Brands is feeding the futures of the next generation.

Building pathways to employment

For many young people, their biggest challenge isn’t ambition; it’s access to opportunities. Across its global system, Yum! Brands is helping bridge that gap through Food & Futures, its community impact strategy. By investing in programs that build practical workplace skills, leadership capabilities and real-world experience, the company is helping young people prepare for meaningful careers while strengthening the communities it serves.

One example is in the United Kingdom, where KFC’s Hatch program helps young people build workplace skills, grow their confidence and train for their first job through paid work experience. Delivered in partnership with the KFC Youth Foundation, the program provides access to a dedicated youth worker, employability training and support in entering the world of work.

For participant Zee, Hatch helped turn months of unsuccessful job searching into a role with KFC and has since advanced to team leader.

“Through Hatch, I learned teamwork, communication skills and how to understand people and deal with problems,” Zee said. “Now as a team leader, I have added responsibility and am learning how to handle more heightened situations.”

Building confidence through new experiences

Developing skills isn’t only about preparing for work. It’s also about giving young people the chance to discover new interests, express themselves and build confidence.

In Thailand, KFC’s Bucket Search program helps youth who did not complete high school  reconnect with education while developing workforce-ready skills and exploring future career pathways. Through a partnership with WAVS by Warner Music Thailand, participants also create and perform original music, serving as a creative outlet and communication skills builder.

In partnership with the California Restaurant Foundation and Arizona Restaurant Association, Habit Burger & Grill is investing in future talent through ProStart. Together, they provide high school students with mentorship from Habit chefs, hands-on culinary and restaurant management experiences, and opportunities to develop technical, leadership and teamwork skills while connecting with industry professionals and competing for scholarships to support their future careers.

Jenna Barada earned top honors at this year’s CA ProStart Cup. As part of her award, Barada spent a day in Habit’s Innovation Kitchen, where she experienced how new menu ideas are developed.

Developing tomorrow’s leaders

Building skills early also creates opportunities that extend well beyond a first job.

Through the Yum! Center for Global Franchise Excellence at the University of Louisville, students from any academic discipline can earn an undergraduate certificate in Franchise Management, developing practical business, leadership and entrepreneurial skills while gaining real-world insights into one of the world’s most successful business models.

The Taco Bell Foundation’s Community Grants program also supports nonprofit organizations that help young people build academic, financial and career readiness skills. Family & Consumer Science teacher Kris Campion, who received a recent grant to purchase updated culinary equipment and classroom resources, said, “Having modern, efficient appliances allows students to safely learn essential culinary techniques, practice food safety and build confidence in the kitchen. It also increases efficiency in our classroom, so we can expand the skills students are able to master.”

Investing in youth skills every day

This World Youth Skills Day, Yum! is proud to celebrate the franchisees, nonprofit partners, restaurant team members and youth who are expanding opportunities and building brighter futures. While this work takes place daily, it’s important to devote a day to its recognition because its impact can last a lifetime.

Authored by Baker Tilly’s Chris Wagner and Brian Nichols

Key takeaways

• AI adoption is accelerating across the workplace, and leaders need a practical way to evaluate tools as they change, especially when teams move at different speeds.
• AI security affects cloud environments, on-premises systems, and legacy platforms, making governance critical.
• A repeatable review process can help organizations balance innovation and risk before yesterday’s approved tool becomes today’s exposure point.

Artificial intelligence can create meaningful workplace value, but organizations need a security model that keeps pace with how quickly the technology changes.

Many companies are under pressure to adopt AI quickly. Business teams want efficiency. Technology leaders want momentum. Executives don’t want to fall behind competitors. At the same time, security teams need confidence that new tools, platforms, and AI-enabled capabilities won’t create avoidable risk.

As AI tools become more accessible, powerful, and closely connected to company systems and data, watch for that tension to increase.

A tool might have new features, integrations, data-handling practices, or vulnerabilities just months after passing review. Leaders need a governance rhythm, not just a one-off approval process.

Here’s what you need to know:

• Why does AI adoption require a different security rhythm?
• What AI security risks need attention as tools evolve?
• How can leaders review AI tools after approval?
• Where do cloud, on-premises, and legacy systems change the risk equation?
• How can leadership structure AI security ownership?
• When is outside support useful for AI security planning?

Why does AI adoption require a different security rhythm?

AI adoption is moving faster than traditional technology review cycles.

Employees test new tools quickly, vendors release new capabilities, and platforms expand into broader business workflows with little friction, and that pace changes the security conversation.

One-time approvals don’t give leaders long-term visibility into how that tool performs, what data it touches, or how its risk profile changes over time. A better approach to AI governance includes recurring review, clear ownership, and a way to evaluate whether tools still fit the organization’s risk tolerance.

This challenge isn’t only technical.

AI adoption affects:

• Data governance
• Vendor management
• Productivity
• Regulatory exposure
• Cybersecurity

Support innovation while including awareness of risk by encouraging security teams to work with finance, operations, IT, and business leaders in order to make AI decisions.

What AI security risks need attention as tools evolve?

AI risk can show up in several places at once. Some concerns relate to the tool itself. Others relate to how employees use it, how vendors manage data, or how AI-enabled capabilities interact with existing systems.

Areas to review as AI use expands

• Data exposure. Identify whether employees may enter confidential, customer, employee, intellectual property or regulated data into artificial intelligence tools.
• Vendor security. Review how providers store, process, retain and use company data, including whether inputs may train models.
• Access and identity. Evaluate whether tools connect to company applications, cloud environments, code repositories or sensitive files.
• Model and output risk. Consider whether outputs could introduce errors, bias, security weaknesses or unsupported decisions.
• Shadow AI. Create visibility into tools used outside formal procurement, security or technology review.
• Changing functionality. Track product updates, integrations and feature changes that could alter the original security assessment.

AI affects the threat landscape. As AI-enabled tools improve, attackers may use them to identify weaknesses, generate messages, automate reconnaissance, or quickly test systems. Similar capabilities can identify risk earlier, but that advantage hangs on preparation, governance, and response discipline.

How can leaders review AI tools after approval?

AI security works best when approval is a first step, not the end of a checklist. A recurring review process helps leaders confirm whether tools still align with business needs, data policies, cybersecurity expectations, and regulatory requirements.

• Three practices can improve that process:
• Set review intervals based on risk.
• Track major vendor and product changes.
• Connect AI oversight to existing security, privacy, and vendor management processes.

High-risk tools may need more frequent review, especially when they process sensitive data, connect to business systems, support customer-facing workflows, or influence decisions. Lower-risk tools may still need periodic checks, particularly when vendors add new features or update terms.

A practical review process can include a current inventory of approved AI tools, owners for each tool, permitted use cases, data restrictions, integration details, renewal dates, and review history. This gives leaders a clearer view of where AI is already in use and where additional controls may be needed.

Where do cloud, on-premises, and legacy systems change the risk equation?

Cloud environments and legacy technology pose distinct AI security challenges. Companies using major cloud platforms may benefit from the security investments, monitoring capabilities, and rapid updates that those providers bring to their environments.

Even then, cloud security remains shared. Internal teams still need to configure access, monitor usage, protect data, and understand how AI tools interact with cloud workloads.

Organizations with significant on-premises infrastructure or legacy platforms face different challenges. An older system with less visibility, fewer modern controls, and more complicated patching requirements can be vulnerable. If AI-enabled security tools make vulnerability discovery easier, legacy platforms can attract more scrutiny from both defenders and attackers.

Security planning at companies with legacy platforms should focus on reducing unknowns. Start by improving asset inventory, identifying critical systems, reviewing exposed services, tightening access, and prioritizing remediation for systems that support essential operations.

Visibility is a top priority. Without a clear picture of which technologies exist, where sensitive data resides, and which systems have the greatest business impact, AI-related risk becomes harder to manage.

How can leadership structure AI security ownership?

AI governance works best when ownership is clear. The risks don’t rest with a single person or team, so leadership should bring the right perspectives together. Technology leaders can help assess how tools fit into existing systems. Security leaders can evaluate controls, monitoring and exposure. Data leaders can guide the classification and use of information. Finance leaders can help weigh value, investment and accountability.

Strong AI security programs bring those perspectives together. A cross-functional governance group can start with evaluating use cases and approving tools, and then set data rules, review vendor risk, and monitor how AI adoption changes over time.

Governance questions leaders can use

• Which AI tools are approved for business use?
• Who owns each tool and its risk review?
• What data can employees use with each platform?
• Which systems does each tool connect to?
• How often do approved tools get re-reviewed?
• What changes trigger a new security assessment?
• Who monitors employee adoption and shadow AI?
• How are security concerns escalated and resolved?

Clear ownership reduces confusion when AI initiatives move beyond experimentation. It can speed decision-making when teams know who approves tools, who reviews risk, and who updates controls when circumstances change.

When is outside support useful for AI security planning?

Some organizations have mature security teams, established vendor review processes, strong cloud controls, and clear AI governance. Others are still building the structure needed to adopt AI with confidence.

Outside support can help with assessing current AI use, building governance processes, reviewing tool risk, improving cloud or legacy security posture, or aligning business goals with cybersecurity requirements.

It can also help leaders translate fast-moving AI questions into practical decisions that fit the organization’s risk tolerance.

AI adoption will continue to change how people work, how companies manage data, and how attackers search for weaknesses. Organizations that create repeatable governance now will be better positioned to capture AI’s value while maintaining a clearer view of security risk.

Interested in learning more? Connect with a Baker Tilly specialist.

Authored by Baker Tilly’s Chris Wagner and Brian Nichols

Key takeaways

• AI adoption is accelerating across the workplace, and leaders need a practical way to evaluate tools as they change, especially when teams move at different speeds.
• AI security affects cloud environments, on-premises systems, and legacy platforms, making governance critical.
• A repeatable review process can help organizations balance innovation and risk before yesterday’s approved tool becomes today’s exposure point.

Artificial intelligence can create meaningful workplace value, but organizations need a security model that keeps pace with how quickly the technology changes.

Many companies are under pressure to adopt AI quickly. Business teams want efficiency. Technology leaders want momentum. Executives don’t want to fall behind competitors. At the same time, security teams need confidence that new tools, platforms, and AI-enabled capabilities won’t create avoidable risk.

As AI tools become more accessible, powerful, and closely connected to company systems and data, watch for that tension to increase.

A tool might have new features, integrations, data-handling practices, or vulnerabilities just months after passing review. Leaders need a governance rhythm, not just a one-off approval process.

Here’s what you need to know:

• Why does AI adoption require a different security rhythm?
• What AI security risks need attention as tools evolve?
• How can leaders review AI tools after approval?
• Where do cloud, on-premises, and legacy systems change the risk equation?
• How can leadership structure AI security ownership?
• When is outside support useful for AI security planning?

Why does AI adoption require a different security rhythm?

AI adoption is moving faster than traditional technology review cycles.

Employees test new tools quickly, vendors release new capabilities, and platforms expand into broader business workflows with little friction, and that pace changes the security conversation.

One-time approvals don’t give leaders long-term visibility into how that tool performs, what data it touches, or how its risk profile changes over time. A better approach to AI governance includes recurring review, clear ownership, and a way to evaluate whether tools still fit the organization’s risk tolerance.

This challenge isn’t only technical.

AI adoption affects:

• Data governance
• Vendor management
• Productivity
• Regulatory exposure
• Cybersecurity

Support innovation while including awareness of risk by encouraging security teams to work with finance, operations, IT, and business leaders in order to make AI decisions.

What AI security risks need attention as tools evolve?

AI risk can show up in several places at once. Some concerns relate to the tool itself. Others relate to how employees use it, how vendors manage data, or how AI-enabled capabilities interact with existing systems.

Areas to review as AI use expands

• Data exposure. Identify whether employees may enter confidential, customer, employee, intellectual property or regulated data into artificial intelligence tools.
• Vendor security. Review how providers store, process, retain and use company data, including whether inputs may train models.
• Access and identity. Evaluate whether tools connect to company applications, cloud environments, code repositories or sensitive files.
• Model and output risk. Consider whether outputs could introduce errors, bias, security weaknesses or unsupported decisions.
• Shadow AI. Create visibility into tools used outside formal procurement, security or technology review.
• Changing functionality. Track product updates, integrations and feature changes that could alter the original security assessment.

AI affects the threat landscape. As AI-enabled tools improve, attackers may use them to identify weaknesses, generate messages, automate reconnaissance, or quickly test systems. Similar capabilities can identify risk earlier, but that advantage hangs on preparation, governance, and response discipline.

How can leaders review AI tools after approval?

AI security works best when approval is a first step, not the end of a checklist. A recurring review process helps leaders confirm whether tools still align with business needs, data policies, cybersecurity expectations, and regulatory requirements.

• Three practices can improve that process:
• Set review intervals based on risk.
• Track major vendor and product changes.
• Connect AI oversight to existing security, privacy, and vendor management processes.

High-risk tools may need more frequent review, especially when they process sensitive data, connect to business systems, support customer-facing workflows, or influence decisions. Lower-risk tools may still need periodic checks, particularly when vendors add new features or update terms.

A practical review process can include a current inventory of approved AI tools, owners for each tool, permitted use cases, data restrictions, integration details, renewal dates, and review history. This gives leaders a clearer view of where AI is already in use and where additional controls may be needed.

Where do cloud, on-premises, and legacy systems change the risk equation?

Cloud environments and legacy technology pose distinct AI security challenges. Companies using major cloud platforms may benefit from the security investments, monitoring capabilities, and rapid updates that those providers bring to their environments.

Even then, cloud security remains shared. Internal teams still need to configure access, monitor usage, protect data, and understand how AI tools interact with cloud workloads.

Organizations with significant on-premises infrastructure or legacy platforms face different challenges. An older system with less visibility, fewer modern controls, and more complicated patching requirements can be vulnerable. If AI-enabled security tools make vulnerability discovery easier, legacy platforms can attract more scrutiny from both defenders and attackers.

Security planning at companies with legacy platforms should focus on reducing unknowns. Start by improving asset inventory, identifying critical systems, reviewing exposed services, tightening access, and prioritizing remediation for systems that support essential operations.

Visibility is a top priority. Without a clear picture of which technologies exist, where sensitive data resides, and which systems have the greatest business impact, AI-related risk becomes harder to manage.

How can leadership structure AI security ownership?

AI governance works best when ownership is clear. The risks don’t rest with a single person or team, so leadership should bring the right perspectives together. Technology leaders can help assess how tools fit into existing systems. Security leaders can evaluate controls, monitoring and exposure. Data leaders can guide the classification and use of information. Finance leaders can help weigh value, investment and accountability.

Strong AI security programs bring those perspectives together. A cross-functional governance group can start with evaluating use cases and approving tools, and then set data rules, review vendor risk, and monitor how AI adoption changes over time.

Governance questions leaders can use

• Which AI tools are approved for business use?
• Who owns each tool and its risk review?
• What data can employees use with each platform?
• Which systems does each tool connect to?
• How often do approved tools get re-reviewed?
• What changes trigger a new security assessment?
• Who monitors employee adoption and shadow AI?
• How are security concerns escalated and resolved?

Clear ownership reduces confusion when AI initiatives move beyond experimentation. It can speed decision-making when teams know who approves tools, who reviews risk, and who updates controls when circumstances change.

When is outside support useful for AI security planning?

Some organizations have mature security teams, established vendor review processes, strong cloud controls, and clear AI governance. Others are still building the structure needed to adopt AI with confidence.

Outside support can help with assessing current AI use, building governance processes, reviewing tool risk, improving cloud or legacy security posture, or aligning business goals with cybersecurity requirements.

It can also help leaders translate fast-moving AI questions into practical decisions that fit the organization’s risk tolerance.

AI adoption will continue to change how people work, how companies manage data, and how attackers search for weaknesses. Organizations that create repeatable governance now will be better positioned to capture AI’s value while maintaining a clearer view of security risk.

Interested in learning more? Connect with a Baker Tilly specialist.

When SailGP arrived in New York City this summer, fans witnessed some of the fastest racing on water. But behind every race is another high-performance operation that makes the championship possible: the global logistics network that moves teams, boats, and equipment from one venue to the next.

As Global Smart Logistics Partner of SailGP, DP World helps keep the championship moving around the globe — transporting race-critical assets and supporting infrastructure while demonstrating how technology, precision, and collaboration can drive operations on and off the water.

Watch the video to go behind the scenes at the Mubadala New York Sail Grand Prix, where DP World hosted its inaugural Smart Series. The event brought together customers, partners, and industry leaders to explore the connections between elite sport and modern supply chains.

Inside the Smart Series

Throughout the discussions, one theme stood out: whether you’re competing for a championship or managing a global supply chain, success depends on turning data into action.

Experts shared how AI, advanced analytics, and real-time dashboards are helping organizations make faster decisions, improve productivity, and continuously optimize performance. SailGP teams rely on these tools to gain competitive insights during every race, while DP World applies many of the same principles to help customers build smarter, more resilient supply chains.

The video also highlights the often-unseen effort required to stage a global sporting championship. While fans focus on the water, an enormous logistics operation works behind the scenes to ensure that every boat, container, and piece of equipment arrives safely and on schedule at each stop on the global championship calendar. That ability to orchestrate complex global movements is at the heart of what DP World delivers every day for customers around the world.

Perhaps the strongest parallel between SailGP and supply chains is teamwork. Winning on the water requires seamless coordination between sailors, engineers, data specialists, and support crews. Likewise, successful supply chains depend on countless people working together behind the scenes to keep global trade moving efficiently.

More Than a Sports Sponsorship

DP World’s partnership with SailGP reflects a broader strategy of partnering with world-class sporting organizations that embody innovation, precision, and operational excellence.

In addition to SailGP, DP World is the Official Logistics Partner of the McLaren Formula 1 Team, helping transport race-critical freight around the world, and a Worldwide Partner of the Ryder Cup, where it supports one of golf’s premier global events. Across every partnership, the objective is the same: showcasing how smart logistics creates the foundation for high performance – whether on the racecourse, the golf course, or throughout global supply chains.

Watch the video above to hear directly from the leaders, customers, and innovators who joined DP World in New York to discuss the future of smart logistics — and see how the technologies shaping elite sport are transforming global supply chains.