Many organisations invest heavily in AI tools, models and proof of concepts yet struggle to move from insight generation to real business impact. Tredence CEO Shub Bhowmick brings this head-on by coining the “Last Mile” challenge in analytics: the gap between insight creation and value realisation. He explains how Tredence helps enterprises bridge that gap through a practical framework that aligns data infrastructure, cross-functional business adoption and change management. He offers concrete examples from his work across retail, telecommunications and manufacturing where the value came not from the model but from embedding it into workflow, scoring the right metrics, and sustaining adoption. With two decades in data science and consulting, Shub’s contribution lies in shifting conversations from “we made a model” to “we changed how value is delivered.”

Generative AI and agentic AI dominate headlines, yet many enterprises are still at step one: figuring out how to deploy them responsibly and at scale. In this topic, Shub guides listeners through the journey of GenAI adoption in large organisations from choosing the right use case, architecting model size and infrastructure, to integrating into everyday operations. He emphasises the trade-offs between large foundational models and smaller customised ones, and how Tredence has built platforms and accelerators that deliver measurable performance while retaining agility. Listeners walk away with frameworks for “crawl-walk-run” deployments, governance for LLMops, and the mindset shift needed for agentic workflows. Shub’s unique contribution here is his work at the forefront of GenAI-as-a-service within enterprise verticals, demonstrating how to make what seems futuristic pragmatic.

There is a widely held belief that AI will replace human jobs, Shub Bhowmick disagrees. He argues that the real value of AI lies in amplifying human creativity and strategic thinking especially in industries where processes, context and domain expertise matter. Through case studies of professionals in manufacturing, retail and BFSI, he shows how Tredence partners with organisations to shift from “how do we replace humans?” to “how do we free up our people for high-impact work?” He also explores the cultural, leadership and change-management aspects of this transition: how to build trust, redesign roles, reskill teams, and measure success. Shub’s contribution is his thought-leadership in reframing automation from threat to enabler, backed by enterprise results.