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AI isnt a cost-cutting tool. Its a revenue multiplier. Yet too many companies are stuck asking how AI can help them run leaner with fewer people, faster processes, lower costs. That question wont unlock exponential growth. The better one is: How can AI help us grow faster, sell more, and drive new revenue streams? Yes, cost savings will deliver marginal gains. But accelerated and/or new revenue unlocks step-change impact. If your AI doesnt show up in your P&L as higher conversion, more long-term value, and stronger monetization, then its not a strategy. Its just automation. THE REVENUE UNLOCK IS HIDING IN PLAIN SIGHT AIs real power lies in how it transforms commercial outcomes. The highest-leverage applications arent about doing the same thing with fewer people. Theyre about doing new things better, faster, and more intelligently. Here are three high-impact areas where AI is already delivering commercial lift: Real-time relevance This application is where AI shines brightest, not just in showing the right product, but in reshaping the entire customer journey to determine what matters most to each individual consumer. By analyzing live signals around intent, recency, device, geography, and behavioral patterns, AI models can decide which action, message, or product is most relevant at any given moment. Instead of relying on static customer profiles, AI is powering dynamic prioritization based on signal density, predicted value, and likelihood to act. Checkout monetization Checkout has always been a critical moment of truth and AI turns it into a revenue engine. Instead of offering a static buy now, AI can dynamically surface relevant add-ons, bundles, warranties, or services tailored to that exact customer in that exact moment. Because this happens when intent is already high, even small improvements yield disproportionate gains. For many businesses, checkout is the single best opportunity to transform a transaction into a marketplace. Dynamic decisioning Unlike one-off campaigns or basic customer journeys, AI-driven decisioning runs continuously in the background, recalibrating in real time. It can adjust promotions, product recommendations, and retention strategies in response to evolving signals: a shift in behavior, market trends, or even an external event. Done right, dynamic decisioning maximizes lifetime value by ensuring that every customer interaction nudges someone toward deeper engagement and higher spend not once, but over time. Saks Global, Abound, and HelloFresh are just a few companies utilizing these applications in the real world with compelling results: Luxury retailer Saks Globals AI-curated homepages maximizes personalization to deliver a 7% lift in revenue per visitor and a nearly 10% boost in conversions. Abound, one of Londons fastest growing fintechs, sets itself apart from competitors by using AI-driven dynamic decisioning. It harnesses open banking insights instead of outdated credit scores and statistical averages. They have lent about $1 billion in the five years since it was founded in 2020. AI insights allow Abound to understand each borrowers unique financial profile with real-time financial data. This use of AI minimizes the companys default rates while allowing it to offer lower borrowing rates to consumers. Meal kit delivery company HelloFresh has been using AI and machine learning extensively across its business. One way its been driving revenue in the U.S. is with machine learning-powered personalization preferences, optimizing meal selection in real time based on behavior. In August 2025, the company announced a $70 million investment, partly to supercharge AI-driven personalized meal planning across its expanded menu to help customers navigate choices more intuitively. AI is so much more than an add-on or standalone feature. It should be thought of as a commercial operating system that is baked into every enterprises go-to-market strategy. However, to fully maximize a revenue-focused AI strategy, brands must undertake continuous testing, feedback loops, and optimization of customer touchpoints. The C-suite has a responsibility to reframe the way we think about AI. Boosting productivity is important, but AI strategies shouldnt just be about doing things cheaper. It should also be used to turbocharge growth and sell in entirely new ways. Using futuristic technology to do the same old same old, like reducing headcount to boost profits, is just a road to stagnation. Efficiency is expected. Its relevance that drives revenue. Saving money isnt a strategy. Creating value is. The companies that define the next decade wont be the leanest. Theyll be the most revenue-intelligent. Elizabeth Buchanan is chief commercial officer of Rokt.
Category:
E-Commerce
The U.S. is in the middle of a digital infrastructure revolution. Artificial intelligence, cloud computing, and edge technologies are transforming industries and redefining whats possible, from national security to personalized medicine. But as AI headlines focus on coders and cutting-edge tech, the real story is unfolding in workshops and job sites where skilled workers are making innovation physically possible. Unlike the dot-com boom or the mobile era, this AI-driven transformation isnt just about servers and software. Its about the concrete, steel, cables, power, and cooling systems that serve as the nervous system of our digital society. As the demand for hyperscale data centers and energy-intensive computing capacity grows, so does our dependence on a rising class of tradespeople who are building this infrastructure from the ground up. The future of AI doesnt just sit in a data center. Its built by hands that wire, weld, and maintain it. WHATS DRIVING DEMAND AI isnt a theoretical frontier anymore. It’s here, its scaling, and its accelerating the need for purpose-built facilities that can handle the load. The rise in generative AI and machine learning workloads has triggered unprecedented demand for data center capacity across the U.S. According to a 2024 report from McKinsey & Company, U.S. data center power demand is expected to more than triple by 2030from 25 gigawatts in 2024 to more than 80 gigawatts[DA1] [KG2] underscoring the urgent need to expand our physical infrastructure and the skilled workforce behind it. This infrastructure doesnt build itself. Every new data hall or edge facility depends on a coordinated force of electricians, welders, fiber installers, HVAC technicians, and other tradespeople who bring these environments to lifeon time and to spec. Tripling power demand in just six years isnt just a tech challengeits a labor and infrastructure mandate. THE RISE OF THE NEW-COLLAR WORKFORCE This growing sector of workers is part of the new-collar workforcea class of skilled professionals who blend technical know-how with practical, hands-on experience. These are not white-collar or blue-collar jobs. They’re something new. New-collar jobs typically dont require a four-year degree but demand rigorous training, problem solving, and adaptability. Theyre high-impact roles that are essential to Americas competitiveness in the AI ageand they come with real staying power. According to the World Economic Forum Future of Jobs Report 2025, frontline jobs including construction are among the fastest growing in the world, and are expected to remain in demand through 2030 and beyond. These are careers, not just jobs. And yet, we face a looming labor shortage crisis. SKILLED, ESSENTIAL, AND IN SHORT SUPPLY Americas talent pipeline for the skilled trades is under severe strain. Many of the professionals powering todays infrastructure boom are nearing retirement and too few young people are being trained to take their place. Outdated perceptions about vocational training and a college-or-bust mindset have led to chronic underinvestment in trade education. We urgently need to rethink how we train, attract, and retain critical frontline workers. That means renewing support for vocational schools and community colleges, modernizing apprenticeship programs, and changing how we talk about trade careers in the digital age. It also means building partnerships between industry and educators that deliver real-world pathways to meaningful employment. But talk is cheap. We have built the demandnow we need the workforce to match it. Thats why my company, Compass, and our industry partners are working with Texas State Technical College to establish the MEI Data Center Program, a replicable model for nationwide workforce development. It is a hands-on, curriculum-driven initiative that equips students with the real-world skills required to launch careers in the data center industry. WHY THIS MATTERS NOW The future of AI, edge computing, and cloud innovation depends not only on breakthroughs in silicon or software, but on the physical infrastructure that makes those breakthroughs usable at scale. Data centers are no longer just tech assetstheyre critical infrastructure. Just like our power grids, water systems, and communication networks, they must be resilient, redundant, and ready to support mission-critical workloads. And without a robust, future-ready labor force to build and maintain them, innovation will stall. This isnt just an economic challenge, its a national security issue. The global race for AI dominance will be won not only in R&D labs but on construction sites and in control rooms across the country. A NATIONAL CALL TO ACTION We cant solve this problem in silos. Building the engine of the AI age requires a coordinated, nationwide commitment. Government, industry, and education leaders must come together to invest in the new-collar workforcebefore the gap becomes a chasm. That means funding technical education. It means telling a different, better story about skilled trades as pathways to success. And it means recognizing and honoring the people who make our digital lives possible. We cant automate our way out of the skilled labor shortage. We need to attract, train and invest in the people who will literally build our future. The AI revolution may be powered by machines, but its built by people. Its time we started acting like it. Chris Crosby is the founder and CEO of Compass Datacenters.
Category:
E-Commerce
Today, design drives effective business strategy, but design education hasnt caught up. As companies scramble to digitally transform, adapt to the climate crisis, and navigate culture and trade wars, designs role has expandedmoving to the center of how organizations shape products, services, and systems. With this elevated role comes a sobering reality: Many design leaders feel increasingly out of their depth. Promoted for creative excellence, they suddenly find themselves navigating boardrooms, budgets, business models, and organizational change without the proper preparation. As Fast Company puts it, a generation of design leaders are in the midst of a big design freak-out, as many realize the creative confidence that propelled careers doesnt always translate into executive credibility. One senior design leader recently admitted on LinkedIn that they were unprepared to lead people, lead change, transform processes, make sound business decisions, or even understand how a company works. This isnt a failure of individual designers. Its a failure of the system that educates them. WHERE TRADITIONAL DESIGN EDUCATION STOPS SHORT Traditional design programs excel at teaching craft: visual communication, UX research, design thinking. But they rarely prepare graduates for the realities of organizational leadership; topics like business strategy, change management, or stakeholder alignment are often considered outside the domain of design education. Its not a matter of neglect. Its a matter of scope. Undergraduate- and graduate-level design programs arent meant to produce executives, just as undergraduate business degrees dont turn students into CEOs. Those leadership capabilities are built over time, and often require further training later in ones career. Yet while business leaders have long had access to MBAs, corporate academies, and executive development programs, design has had no equivalent, until now. THE RISE OF EXECUTIVE DESIGN EDUCATION Recent years have seen a wave of new programs spurred by this education gap. Indeed, my own employer, iF Design, last month launched the iF DESIGN ACADEMY. Drawing on decades of global design authority, the Academy develops leaders who combine creative excellence with business fluency. Our courses push participants to build skills in leadership, strategy, sustainability, and emerging technology. The goal is simple: Help mid- to senior-level design leaders grow into the role todays landscape requires. FOUNDATIONS OF EFFECTIVE LEADERSHIP These programs arent about turning designers into MBAs. They aim to cultivate a hybrid mindsetone that blends creativity with executive acumen. Core skills taught include: Understanding how businesses create and measure value Communicating with influence across organizational functions Navigating metrics, org structures, and operational complexity Driving change in environments that resist it Leading teams with psychological safety and purpose These arent nice to have skills, but the foundations of effective leadership in any domain. Doug Powell, lead lecturer at the iF DESIGN ACADEMY and former VP of design at IBM, captures the challenge well: While many design leadership courses focus on the management and performance of the teamwhich is critically importantmy course focuses on the skills, behaviors, and tactics of navigating the broader ecosystem of leadership in complex organizations. This outward focus is too often dismissed in leadership training, but without these essential skills, leaders will continue to struggle. DESIGNS POWER IS REALBUT ONLY WITH LEADERS WHO CAN HARNESS IT McKinseys widely cited 2018 report, The Business Value of Design, found that companies in the top quartile of design performance outpaced industry benchmarks by as much as 2:1. Good design drives growth, customer loyalty, and competitive advantage, but only when leaders embed it into business strategy. Design thinkers often serve as translators, connecting human-centered thinking to business outcomes. To succeed in this task, design leaders need more than intuition, they need executive fluency. As Katrina Alcorn, managing director at Accenture Song, put it: The backlash against design is a de facto backlash against innovation. As Alcorn reminds us in her piece Good Design Is (Still) Good Business, companies that slash design roles for short-term savings risk long-term irrelevance. Good design creates real business value, but only if design leaders have the authority and tools to lead. Today, design extends far beyond aesthetics. It shapes how organizations think, operate, and deliver value in a volatile world. That responsibility grows larger every year, and our investment in design leaders must grow with it. Executive design education is not a luxuryit is essential to unlocking designs full power to drive progress, resilience, and a better future for all. Lisa Gralnek is global head of sustainability and impact for iF Design, managing director of iF Design USA Inc., and creator/host of the award-winning podcast, FUTURE OF XYZ.
Category:
E-Commerce
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