.avif)
.svg)
Consumption data arrives aggregated and delayed, and much of the real work happens in client environments on client subscriptions. What you can measure is the least representative part of the picture.
No. The person who consumes twice as much is rarely twice as productive. Usage data works for project estimation and for mapping who has actually changed how they work. It fails as an individual ROI figure, and the board will notice.
Unit-price transparency, caps, routing rights and credit expiry are decided in the commercial terms. Most organisations discover which ones they missed at the next renewal, when the leverage is gone.
Cost per delivered unit of work, and how to build it from the data you actually have. Which metric holds up in front of the board, and which one collapses on the first challenge.
Unit-price transparency. Caps with alerts, not hard stops. Right to route. A repricing exit window. Credits that do not expire. Plus a three-envelope cost model: flat and owned, metered and frontier, time-boxed experiment.
Where consumption is generated today, shadow AI included, and what happens to the number the day it turns consumption- based. A picture you can take back to your own estate.
Majid Shah · Director, UK, Ireland & Philippines, Gloster Digital
Paul Brown · CTO, Inspera
What you can measure and what you cannot, what the data is good for, and what to write into the next contract.
András Leskó · CTO and Zsolt Pótor · International Sales & Marketing Director, Gloster Digital
Open questions to the speakers, moderated selection.
Andrew Wilmot
Majid Shah · Director, UK, Ireland & Philippines, Gloster Digital
The closing session is often the most valuable part of the morning.
.avif)
Leads Gloster Digital's business in the UK, Ireland and the Philippines, with two decades of experience delivering enterprise-grade IT products and platforms to clients across EMEA and APAC. He opens and closes the morning.
.avif)
10+ years of software architecture experience on critical enterprise systems: royalty calculation, contract management, release scheduling. His recent work focuses on AI-assisted delivery and on measuring what it actually costs.
.avif)
Leads Gloster Digital's international sales and marketing across the UK and DACH. Brings the commercial half of the keynote: how AI pricing is negotiated, which terms move at renewal, and which ones the vendor would rather you did not ask about. [Bio to be confirmed by Gloster]
Works as a global CTO and product leader with more than 20 years of C-Suite experience in marketing services, financial services and ed-tech, leading global teams through major transformations. In his current role, he has productised and massively scaled an ed-tech platform. He's currently delivering an AI-powered software factory to improve effectiveness and productivity.
.svg)
You own the AI estate and the vendor relationships. You need a measurement you can defend and a contract position you can hold, before the next renewal lands on your desk.
.svg)
You plan on unit economics and you defend your own pricing the same way. A cost line that moves with consumption needs a number, an envelope and an alert, not crossed fingers.
.svg)
AI is on your board agenda as a capability. Next year it is also a variable cost. This morning gives you the framing and the five contract points to ask your team about.
Your roadmap runs on AI features priced per call. The margin on every feature now depends on routing, caps and what the contract allows. Bring the portfolio, leave with an exposure map.
Gloster Digital Group – custom software development and end-to-end IT from a group listed on the Budapest Stock Exchange.
