Last week, I had the privilege of joining the AI Executive Symposium. Two themes dominated the conversation: AI governance – data security, financial measurement, and output enhancement – and what AI will mean for the future of work. The engagement from attendees was strong. People came with real questions and real concerns. 

The highlight was a fireside chat moderated by NWN’s Head of AI Offerings, Matt Pollard.  Matt has spent the last decade developing AI governance expertise with financial services use cases.  He brought together three renowned leaders who have shaped the technology landscape across financial services while preparing for responsible adoption of generative AI and agentic AI while laying the groundwork for what’s still to come: 

• Roger Burkhardt, Head of AI at Broadridge Financial Solutions 

• Peggy Tsai, an award-winning AI and data executive 

• Dr. David K. Park, Head of AI & Strategy at Warren Equity Partners and a Senior Fellow at Columbia University 

They brought industry best practices alongside decades of thought leadership on the topic to bear for a crowded room of IT leaders. 

Tokenmaxxing is Over 

The organizations making real progress aren’t turning over new tools to every team in the company and letting them vibe code or make nicer looking slides. They run tight three-week pilots with the appropriate resources across the business unit, IT, GRC, and security with strict entry and exit criteria: 

• Small team, short sprints. Each initiative contained to a small team prototyping one to three hours a day. 

• A go/no-go decision inside the timeline. Lingering projects have additional cost in the agentic era where agents continue to access data and expend tokens. 

• Allocate high-value AI resources and spend to the most impactful projects.  

• Proven pilots scaled to production. Decision discipline turns successful ideas into top line and bottom-line impact. 

Even in the era of vibe coding, the high potential upside and the increased risks of AI and agentic use cases demand controlled, thoughtfully designed initiatives to drive your organization forward. 

Shine a light on the shadows 

As we move from AI as a nice to have to AI as a key tool to grow and to defend your business, clients are seeking the right way to balance risk and productivity in their environments. In many cases, employees are already experimenting with AI, with or without a policy.  They are choosing their preferred tools and models whether approved by corporate IT. 

Gaining visibility into your workforce use of AI is the start. From there, it’s about balance: 

• Prioritize and encourage entrepreneurial efforts. 

• Invest in the ones that add value. 

• Put sensible controls around data governance and “tokenomics,” meaning the cost of AI consumption. 

Done well, this saves money and manages risk exposure in the short term. It also shows which efforts are worth expanding and reduces both financial and security exposure.  

AI Governance and Shadow AI assessments will be a key theme of our client engagement strategy throughout 2026 and into 2027. 

The next generation of work 

The most thought-provoking discussion was about the future of work and what that looks like for Gen Z and Gen A. Much of the work AI now assists with, the repetitive and task-oriented work, used to go to junior employees. That work was their proving ground and how they learned the business.  

As we automate a lot of the work that used to entail, frankly, skipping the 2am modeling and slide sessions sounds great, how do we ensure we’re bringing up the next generation of leaders with a keen understanding of the levers that make a business successful? 

Our panelists highlighted that while the future of work might look different, there are strong upsides and the precedent that each generation has adapted and overcome new challenges.  Today: 

• Junior employees arrive AI-capable. They’ve used AI throughout their education, and it’s woven into their personal lives. 

• Productivity is higher than it has ever been. Leaning on softer skills, critical thinking, asking the right questions makes someone standout. 

• Entrepreneurship and intrapreneurship are more accessible. It’s faster and less expensive to launch a company or innovate around a tough business challenge at any stage than it has ever been. 

The charge to the younger workforce is similar to what it always has been: use your strengths, solve emerging challenges in the context of your own experience, don’t accept the way it always has been as the way it has to be.   

Final Thoughts 

Companies that pilot quickly, gain visibility into how AI is really being used, and invest in developing the next generation of talent will be best positioned for success in the AI era.  At NWN, we’re leading the way with our clients to continue to drive business outcomes with our offerings and expertise. 

Thank you to Roger, Peggy, and Dr. Park for their insights, to Matt for moderating, and to everyone who joined us. If you’re thinking through AI governance, shadow AI visibility, or how to structure your own pilots, I’d love to talk.