Few leaders are as well-equipped to navigate the complexities of AI and cloud transformation as Chris Oxborough. A seasoned technology expert with a career spanning leadership roles at KPMG and PwC, Chris is now preparing to transition into a portfolio career, focusing on advisory and board roles.
In our recent conversation, Chris explored the challenges of responsible AI deployment, the nuances of cloud transformation, and the growing importance of roles like Chief Data Officer (CDO) in driving value from technology.
One of Chris’s key areas of focus is helping organisations prepare for the EU AI Act, which introduces stringent regulations for AI deployment. “Many businesses don’t realise that even though the UK is no longer in the EU, the Act still applies if they’re offering services into the EU,” he notes.
The Act categorises AI use cases into prohibited, high-risk, limited risk and minimal or low-risk levels. This is alongside a separate tier for General Purpose AI systems. For example, real-time remote biometric identification (such as facial recognition) in public places for the purposes of law enforcement is prohibited unless specifically allowed by a Member State, while high-risk applications like AI in HR (e.g., CV scanning or recruitment) require stringent compliance measures.
The risks of non-compliance are significant. “Organisations deploying AI irresponsibly risk reputational damage, legal penalties, and even the loss of stakeholder trust,” he warns. There is also the potential for fines by the EU of up to EUR35,000,000 or 7% of the organisation’s total worldwide annual turnover for the preceding financial year.
Chris emphasises the importance of responsible AI deployment, particularly as generative AI tools like ChatGPT, Gemini etc gain mainstream adoption. “The challenge with generative AI is its reliance on publicly available data, which often includes bias and inaccuracies,” he says.
He cites a cautionary tale from the US, where a lawyer used ChatGPT to draft a closing argument, only to discover that the AI-generated cases were entirely fabricated. “This highlights the importance of human oversight to ensure AI outputs are accurate and unbiased,” Chris stresses.
In addition to ethical considerations, Chris highlights the growing concern over synthetic data. “As AI models run out of fresh data on the internet, they will be increasingly trained on synthetic data, which can amplify bias and reduce reliability,” he explains.
Cloud migration remains a cornerstone of digital transformation, but Chris cautions against viewing it solely as a cost-saving measure. “Many organisations move infrastructure to the cloud without rethinking their business models,” he says. “This often leads to uncontrolled costs rather than meaningful transformation.”
Chris believes cloud adoption should be tied to broader business goals. “It’s not just about moving servers; it’s about leveraging the cloud to reinvent business models and deliver real value,” he explains.
He shares an example of a client consolidating multiple enterprise data warehouses into a single cloud-based platform. “The key question is: what value are you trying to extract from this data? Without a clear strategy, it’s just a costly exercise in data storage,” he warns.
Chris sees the Chief Data Officer (CDO) role as increasingly critical in today’s data-driven world. “CDOs are essential for centralising data strategies and driving value from organisational data,” he says.
He points to a PwC survey showing that companies with CDOs achieved faster growth than those without. “These organisations recognise the value of their data and have the leadership in place to extract that value,” Chris explains.
However, the role of the CDO is more than just overseeing data management. “It’s about creating a federated model where appropriate core capabilities are centralised, but data delivery remains agile and tailored to business needs,” he adds.
As AI and automation reshape industries, Chris highlights the need for a fundamental rethink of education and workforce training. “We don’t teach children how to deal with change or use technology effectively,” he laments.
He also warns of the risk of de-skilling the workforce. “If young professionals rely too heavily on AI for routine tasks, they may miss out on the foundational experiences needed for leadership roles,” he cautions.
Chris believes that embracing change and continuous learning will be crucial for the next generation. “The pace of technological advancement is unprecedented, and we need to prepare our workforce to adapt and thrive in this environment,” he says.
Chris retired from PwC at the end of 2024 to focus on impactful, project-based work. “I’m moving into more of a portfolio career,” he explains. “Whether it’s six-month contracts, NED roles, or board advisory positions, I want to focus on leveraging my expertise to help businesses navigate technology transformation responsibly.”
As Chris transitions into the next phase of his career, his focus remains on helping organisations harness technology responsibly and sustainably. “Whether it’s AI, cloud transformation, or data strategy, the key is aligning technology with business objectives and maintaining ethical oversight,” he concludes.
Chris’s insights serve as a reminder that technology is a tool, not a panacea. The organisations that succeed will be those that prioritise strategy, ethics, and adaptability – principles that Chris has championed throughout his career.
Drawing on decades of experience in technology transformation, AI ethics, and cloud strategy, Chris Oxborough offers a unique perspective on how organisations can adapt to an increasingly digital world. His expertise has been showcased through thought leadership on AI ethics and compliance with the EU AI Act, as well as speaking engagements at major events hosted by Google and AWS.
A seasoned technology expert with a career spanning leadership roles at KPMG and PwC, Chris has led transformative programmes across industries, focusing on aligning technology with business objectives. As he transitions into a portfolio career, Chris is dedicating his time to advisory and board roles, where his deep understanding of AI, cloud transformation, and ethical governance positions him as a trusted guide for organisations navigating the complexities of modern technology.
The TMT (Telecoms, Media, and Technology) sector is a diverse and fast-paced world, often challenging to navigate. Few understand this complexity better than Lluís Borrell, an international expert and senior adviser with over 30 years of experience across telecoms, media, and sports. Having held leadership roles at EY-Parthenon, FTI Consulting, and Analysys Mason, Lluís has advised senior executives, investors, and policymakers on transactions, strategy, and regulation.
For Lluis, an accomplished expert in digital infrastructure, telecoms towers, fibre networks, satellite operations, and premium sports audiovisual rights strategies, explaining his breadth of expertise can often be a challenge. Operating at the intersection of telecoms, media, and sports, he bridges industries that may seem disconnected at first glance but are deeply interwoven by the rapid pace of technological change.
“I often find myself needing to tailor my position,” Lluis explains. “Sometimes I’m presenting myself as a digital infrastructure expert, other times as a sports media strategist. The connection between these worlds isn’t always obvious, but when you look closely, it’s there—5G, streaming technologies, and even major events like the Olympics or Premier League rely on the seamless integration of these domains.”
One of Lluis’ primary areas of focus lies in the convergence of telecoms and media. “Take the Premier League or the Olympics,” he elaborates. “The move towards streaming and IP-based distribution illustrates the role of telecoms infrastructure as the backbone of the media experience. BBC’s announcement of moving entirely to IP by 2030 or 2035 is a prime example of this shift. Without reliable, low-latency networks like 5G and fibre, these transformations simply wouldn’t be possible.”
For Lluis, this synergy between telecoms and media is what makes the TMT sector so compelling. “The infrastructure enables innovation in media. Think about live sports—adding real-time data overlays, like the red line showing a swimming world record during the Olympics, is just the tip of the iceberg. These innovations require both cutting-edge technology and robust infrastructure to deliver the experiences audiences now expect.”
Lluis’ journey began in the satellite industry, where his work with pay-TV providers first exposed him to the intersection of telecoms and media. “Back then, football was leveraged as a key proposition to sell satellite TV,” he recalls. “It was a clear example of telecoms enabling media distribution to drive consumer engagement. That early connection shaped my understanding of how these industries complement each other.”
Since then, his expertise has expanded to encompass digital transformation in media rights. “Today, media rights are being sold not just to traditional broadcasters like the BBC or ITV, but also to newer players like Amazon and DAZN. The market has shifted dramatically,” Lluis notes. “Understanding these changes and helping clients navigate them—whether through strategy, distribution models, or operational efficiencies—is at the core of what I do.”
Lluis emphasises the critical role of digital infrastructure as an enabler of transformation across industries, particularly in sports and media. “The focus is on full 5G deployment, which provides ubiquitous, ultra-fast connectivity in gigabits per second (Gbps) with ultra-reliable (99.999%) and low-latency performance measured in milliseconds,” he explains. “This is achieved through the deployment of fibre to consumers and businesses, as well as enhanced mobile coverage, both outdoor and indoor, using small cells, distributed antenna systems (DAS), and private mobile networks (PMNs).”
In addition to connectivity, Lluis highlights the significance of advancements in data centre infrastructure. “Developments range from hyperscale data centres to edge computing facilities, all of which are vital to supporting emerging services and applications like streaming, cloud-based solutions, and AI-powered tools.”
“These advancements require huge investments,” he notes. “Private equity, infrastructure funds, and pension funds play a critical role, but the success of these investments are dependent on innovative and creative use cases across all industry sectors that benefit and pay directly, or indirectly, for these services”.
Sports and media, Lluis observes, stand out as some of the most visible beneficiaries of digital infrastructure. “The Sport & Media industry is one of the most visible use cases and verticals that benefit from these developments and their impact is widely reported, often in daily TV news and newspapers,” he says. “In contrast, other use cases benefiting from these advancements tend to have more niche audiences and profiles that find their way in specialist media.”
When asked about the key opportunities open to the TMT sector, Lluis uses the sports as an example. Digital Infrastructure is the pillar of the industry transformation across the entire value chain often with a layer of technology innovation.
Digital Infrastructure directly or indirectly supports very widely the sports industry across the value chain including: using AI in scouting and securing new talented players; supporting a data-driven analysis, coaching and learning of players; enhancing the audiovisual product with new 5G powered drone cameras and real-time overlays; increasing the options for the seamless distribution of the audiovisual product able to reach live audiences globally on any device; enhancing and extending engagement with fans and supporters before, during and after the game.
When asked about the impact of the proliferation of subscription models and platforms. “Indeed, there’s a huge proliferation of channels now,” Lluis observes. “While it offers more choice, it complicates strategy for rights holders and broadcasters. Building partnerships with a few key players yields the most immediate value and it should be nurtured accordingly, but direct-to-consumer models are gaining traction too for long-term fan engagement and should be also an important element of the strategy.”
When asked about European sports adoption of AI, Lluis considers that “the sports industry has always been an early adopter of new technology and developments. US main sports’ leagues seems to be leading the way in AI transformation. There is an opportunity for European sports to be more proactive in exploring how AI can enhance their business model throughout.”
However, these trends also bring some risks, for example, Lluis points to piracy as a persistent issue, especially with the rise of streaming. “Piracy has always been a concern, but with streaming, the risks are higher and harder to manage,” he explains. “The response involves three stages: offering affordable options to discourage piracy, targeting platforms that enable piracy, and prosecuting individuals who consume pirated content. It’s a multi-faceted approach that requires collaboration across the industry.”
Globalisation is another major trend shaping the TMT landscape. “For premium properties like the Premier League or LaLiga, international media rights now rival domestic rights in value,” Lluis explains. “That’s a significant shift. It’s forcing rights holders to think more globally—not just about tailoring their strategy on how they monetise their product domestically with an international bolt on but also how they enhance the product and monetisation more holistically for a much larger international audience that is more accessible than ever via global streaming players and social media platforms.”
Lluis also highlights that globalisation also brings the opportunity of increasing the number of international matches and tournaments. “From the expansion of UEFA’s Champions League to FIFA’s plans for an expanded Club World Competition, there’s a clear push towards globalisation. But this creates tensions around player health, scheduling, and maintaining the quality of domestic leagues. A threat that requires a careful balancing these priorities. This has become one of the biggest challenges the sports industry faces.”
For Lluis, the TMT sector is defined by its constant evolution and interconnected challenges. Within TMT, the synergetic relationship between Telecoms/Digital Infra with Sports/media, creates a unique and dynamic ecosystem where innovation is both a necessity and an opportunity. This relationship together with many technology innovations has already evolved significantly over the past decades and will continue to do so in the coming ones, if anything at a faster pace!
“Whether it’s telecoms digital infrastructure enabling media innovation or the globalisation of sports driving new opportunities, these industries are deeply linked,” he concludes. “Understanding those connections is key to navigating the opportunities and challenges and unlocking the true potential for value creation and growth.”
As businesses continue to navigate this ever-shifting landscape, the ability to bridge these domains, as Lluis has throughout his career, will undoubtedly shape the future of TMT and redefine how industries like telecoms, media/sports and technology collaborate to deliver value.
