CATHIE HALL
APPLICATIONS
is not just deployed, but embedded into the way organisations work, helping put the right information in front of the right person at the moment they need it.
AI isn’ t a party trick Cathie explains that before adopting AI for dynamic pricing, or any AI capability, organisations need to start with the business outcome they are trying to achieve, rather than the technology itself.
“ The biggest mistake we see is organisations experimenting with AI in isolation,” she says.“ AI can become a‘ party trick’ if it is not connected to a real business challenge. The organisations seeing the greatest value are those that identify where better intelligence, faster decisions or greater automation can have a measurable impact.”
For dynamic pricing specifically, organisations need trusted data, the right operational context and the processes to turn AI-driven insights into action, Cathie explains. She also notes that businesses need to consider how AI fits into existing workflows and whether employees have the skills and confidence to act on AI-driven recommendations.
“ The goal should not simply be to automate decisions, but to improve the quality, speed and consistency of decision-making,” she says.“ The key question should not be‘ Where can we add AI?’ but‘ What decision are we trying to improve and what outcome are we trying to deliver?’ As we often say at IFS, customers don’ t come to us saying‘ I want AI’; they come to us with business problems they need to solve.”
Strong leadership is a differentiator Boston Consulting Group has explained that implementing AI-powered pricing requires an aligned set of choices and an investment in teams, processes and technology capabilities across the operating model. The teams that power the technology transformation are arguably the most important part of adopting the technology – and teams can’ t succeed without strong leadership.
“ Leadership is critical because successful AI adoption is ultimately a business transformation challenge, not just a technology implementation,” Cathie says.“ Leaders need to create clarity around where AI can deliver value, establish appropriate governance and ensure teams understand how AI will augment their roles rather than simply introduce another tool. For dynamic
CATHIE HALL
TITLE: CHIEF PRODUCT AND CUSTOMER OFFICER
COMPANY: IFS INDUSTRY: SOFTWARE
Cathie works with organisations across asset-intensive industries including manufacturing, energy, utilities, aerospace and defence. She helps businesses use technology to solve complex operational challenges and deliver measurable business value.
76 September 2026