Business & Technology
KPMG sees AI surge as firms struggle to prove value
KPMG has reported a sharp rise in organisations embedding artificial intelligence into everyday work, while industry figures warn that adoption without measurement leaves serious gaps in value, cost control and security.
The consultancy’s latest Global AI Pulse Q2 2026 report found that 22% of organisations are now at the “driving adoption” stage, embedding AI into daily workflows. That is up nine percentage points from the previous quarter. The report also found many projects are under cost pressure, with almost half of businesses scaling back or pausing AI initiatives after concluding the cost outweighed the value. Organisations with full visibility of AI operating costs reported established returns on investment at five times the rate of those without that insight.
Specialists across finance, payments and cyber security drew a common link between rapid deployment and relatively weak discipline around proving value. They identified cost tracking, auditability and sovereignty as emerging fault lines as AI moves deeper into critical systems.
At payments technology firm RedCompass Labs, the focus is on whether banks and other regulated entities can show that AI delivers measurable benefits while remaining controllable. The firm works with financial institutions on payments modernisation and AI adoption in areas subject to strict regulatory and audit oversight.
“More firms are implementing AI into everyday workflows, but that does not mean they are creating value. Proving its worth is difficult without a clear way to measure it. Organisations need to know what AI costs to run, what it is actually producing, and who checked the output before it is used in a decision.
“This is particularly important in banking and payments, where speed with AI is of little value if you cannot clearly articulate what it generated, who signed off on it, and whether it would withstand an audit. AI maturity will depend on having that measurement ability, so firms can prove it is safe, accountable and worth the money,” said Oliver St Clair-Stannard, VP, Payments AI Strategy and Go-To-Market, RedCompass Labs.
His comments reflect a wider concern that AI is outpacing governance in highly regulated sectors. Banks must be able to show how AI models behave, what they cost and how humans oversee their output, especially in payments flows that affect financial stability and compliance.
Finance leaders see a related problem in how companies account for AI costs. KPMG’s findings on stalled or scaled-back projects underline how weak financial controls can undermine enthusiastic deployment.
Expense management platform Rydoo argues that AI investment belongs as much to the finance function as to technology teams. Its leadership has urged boards to treat AI spending with the same rigour as any other strategic project, not as an experimental budget line.
“Cost visibility is what separates businesses getting real ROI from AI and those still waiting for it. Confidence in AI is high across the board, but confidence doesn’t equal proof, and most businesses still can’t say with any precision what their AI is actually costing them to run. Without that visibility, AI stops being an investment and simply becomes another operational expense.
“The fact that nearly half of businesses have scaled back or paused AI projects after realising the costs outweighed the value shows that AI can’t be treated as a purely technological decision. Finance leaders need to be involved from the outset, with clear oversight of how AI spend is tracked, measured and linked to overarching business outcomes. AI should be held to the same financial discipline as any other strategic investment if companies actually want to achieve sustainable returns,” said Aidana Zhakupbekova, COFO, Rydoo.
AI’s growing role in national security planning adds another layer of complexity around control and dependency. The UK government recently outlined plans for a national “Cyber Shield” using frontier AI systems in cyber defence.
Cyber security consultancy NCC Group has examined national approaches to AI-enabled defence in its Global Cyber Policy Radar research. Its UK government affairs team has mapped how states approach AI in critical infrastructure protection, incident response and digital sovereignty.
“Frontier AI models are demonstrating the ability to identify software vulnerabilities and security weaknesses at unprecedented speed, creating the prospect of both AI-enabled attackers and AI-enabled defenders operating at machine scale. If offensive capability is accelerating, defensive capability must accelerate too. Governments therefore have a legitimate interest in exploring national-scale cyber defence capabilities for the most critical systems and infrastructure.
“Cyber Shield reflects a wider global trend identified in NCC Group’s Global Cyber Policy Radar: Cyber security is no longer viewed solely as an operational issue but increasingly as an instrument of national security, economic security and geopolitical resilience. States are investing more heavily in capabilities that allow them to protect critical infrastructure, reduce strategic vulnerabilities and respond at national scale.
“The strongest case exists for protecting nationally significant systems. The potential value of AI-driven defence is greatest where scale, complexity and consequence intersect: government networks, critical national infrastructure, essential public services and major digital supply chains. These environments generate more telemetry and vulnerabilities than humans alone can realistically process. AI-enabled detection, prioritisation and remediation could therefore become an important force multiplier.
“Success will ultimately depend on partnership rather than government acting alone. The UK’s cyber capabilities, expertise and innovation are distributed across industry, academia and government. A sovereign cyber defence capability is likely to be most effective if it leverages this wider ecosystem through trusted public-private collaboration rather than attempting to centralise capability entirely within the state.
“Moreover, no country is an island in the digital sphere. While sovereign assets are critical for resilience, interoperability and shared assurance with trusted partners will determine effectiveness.
“The growing debate around frontier AI access has highlighted a genuine strategic risk: dependence on a small number of foreign-controlled providers for technologies that may become critical to national security and cyber resilience. Recent discussions around restricted access to advanced AI capabilities illustrate why governments are increasingly considering sovereign options.
“Sovereignty is fundamentally about control, resilience and assurance rather than nationality alone. NCC Group’s work on digital sovereignty argues that organisations should focus on who controls the technology, data, infrastructure and decision-making processes, rather than reducing complex security questions to simple geographic ownership tests.
“A narrow interpretation of sovereignty could create unintended consequences. Across Europe, NCC Group has observed growing efforts to restrict market access through sovereignty requirements. While these measures are often motivated by legitimate security concerns, overly protectionist approaches can reduce access to expertise, innovation and trusted partners, potentially weakening resilience rather than strengthening it.
“The challenge for Cyber Shield will be balancing sovereign control with access to the best available capabilities. A successful model is likely to require sovereign governance, sovereign operational decision-making and strong assurance over data and infrastructure, while remaining open to collaboration with trusted technology partners and suppliers. Resilience comes from assurance and diversity, not isolation.
“The bigger policy question is not whether Cyber Shield is sovereign, but whether it avoids creating new strategic dependencies. This mirrors concerns emerging in both UK and European policy debates: as governments adopt advanced AI-enabled cyber defence tools, they must ensure those capabilities don’t simply replace one dependency with another. Sovereignty must therefore be viewed as an outcome of resilience, assurance and control, rather than an end in itself,” said Louise Horton, Head of UK Government Affairs, NCC Group.
Blossom Pottery Cafe opened on Friday, August 14 at 18 South Bar, bringing a new artistic opportunity to coffee, tea and cake lovers in the town.
Opening the cafe was a long-standing dream of owner Wendy, who began pottery as a personal hobby and gradually developed the idea of creating a space where people of all ages can enjoy the peaceful pass time.
With every table full on opening weekend and dozens of beautiful pieces newly painted by guests, the owner said her ‘heart is so full’ to see the dream realised.
“So grateful to see so many of you coming to support us on our opening day,” she shared. “Thank you so much.”
Wendy earlier said: “We’re incredibly excited to be opening Blossom Pottery Studio & Café and bringing something new to Banbury.
“We hope it becomes a place where people can take a break from their busy lives, enjoy being creative, and make lasting memories with family and friends.
“The support we’ve received from the local community has been amazing, and we can’t wait to welcome everyone through our doors.”
As part of the grand opening, all customers who visited during the opening weekend or made a pottery painting booking within the next three months received a free cupcake from the cafe.
Blossom Pottery Cafe hosts family-friendly pottery painting sessions from 10am each day, with normal cafe opening hours 8am to 5pm.
Atos highlighted the views of three apprentices entering the technology industry, focusing on apprenticeships as a route into tech as artificial intelligence reshapes workplace skills.
All three work as First Line Service Desk Apprentices and described a jobs market in which technical knowledge alone is not enough. Alongside coding and troubleshooting, they said communication, customer service, problem-solving and adaptability have become central to early careers in IT.
Kyle Brady said he moved into an apprenticeship after studying physics, maths and computer science at A level, then spending time in temporary work, including as a forklift driver, while building his technical skills independently. The apprenticeship, he said, offered a way to gain workplace experience while continuing to learn.
His account points to a common hurdle for new entrants: gaining practical experience before securing a first role. Brady said that challenge shaped his view of what employers value in technology jobs.
“After completing my A levels in physics, maths and computer science, I knew I wanted a career in technology. I’ve always enjoyed solving problems and understanding how things work, but I found it difficult to get my foot in the door. I spent some time in temporary jobs, including as a forklift driver, while building my technical skills in my own time. When the opportunity to start an apprenticeship came along, it felt like the perfect way to gain real workplace experience while continuing to learn.
“One of the biggest things my apprenticeship has taught me is that a career in tech is about much more than technical knowledge. Working on the helpdesk has shown me how important communication, customer service and problem-solving are. Being the first point of contact for users has completely changed how I see the industry and helped me develop skills I never realised I’d need. The experience has also shown me how quickly technology is evolving, especially with AI becoming part of more workplaces. That means the ability to keep learning and adapting is becoming just as important as technical skills. My apprenticeship has helped me build that mindset while giving me hands-on experience with the realities of working in IT.
“It’s also opened up opportunities I wouldn’t have had otherwise. Learning about career paths in cybersecurity and data engineering has shown me the range of opportunities available and given me confidence about where my career could go next. I’d encourage anyone thinking about a career in technology to keep an open mind and not feel like university is the only route. Apprenticeships give you the chance to earn while you learn, develop practical skills from day one and build the confidence to adapt as technology continues to change. In an industry being transformed by AI, that real-world experience is invaluable,” Brady said.
Ryan Cresswell said he studied IT at college and games design at university before working in sales to strengthen his people skills. He later returned to technology, but said employers often wanted practical IT experience as well as qualifications.
His experience reflects a wider issue for people seeking entry-level technology roles. Employers often ask for evidence of workplace readiness even for junior positions, making apprenticeships one way to bridge the gap between education and employment.
“After studying IT at college and games design at university, I began working in sales to hone my people skills before returning to technology. One of the biggest challenges I faced while applying for jobs in tech was that employers liked my qualifications but wanted candidates with hands-on IT experience. That made it difficult to get my foot in the door.
“My apprenticeship has given me the opportunity to earn, learn and gain practical experience at the same time. It’s allowed me to develop my technical troubleshooting skills, but I’ve also learned a lot about communication, problem-solving and handling different types of people. My advice to anyone considering a career in tech is to explore the different paths available. In the past it felt like university was the only choice, but that’s no longer the case. Also, speak to people already working in the industry and stay curious. Apprenticeships are a great way to build skills, confidence and hands-on experience, whether working individually or in a team, while discovering what’s right for you. The most important thing is to keep learning and not be afraid to take a different path if the first one doesn’t work out,” Cresswell said.
Skills shift
Zainab Hussain said she chose an apprenticeship because it offered immediate workplace experience and a path into more senior roles without student debt. She said the role had helped her develop both technical and interpersonal skills, including troubleshooting problems and explaining complex concepts clearly.
Her comments underscore how apprenticeships are being framed by employers and trainees as an alternative to university for some digital roles. In this case, the appeal lies in earning while learning, building professional networks and gaining direct exposure to the daily demands of IT support.
“I’m naturally drawn to tech and have always been IT literate, so I knew it was the right path for me. It’s an industry that’s constantly evolving, and I wanted to be part of that. I chose an apprenticeship because it felt like the best way to gain real experience from day one, and it sets you up to move into higher roles faster than if you go to university. I also wanted to build a career in the industry without taking on student debt.
“My time at Atos so far has helped me develop both my soft and technical skills, such as how to troubleshoot problems and communicate complex concepts clearly. I’ve also had the chance to earn, learn and build my experience, all of which are helping prepare me for the next stage of my career. The apprenticeship path has given me valuable opportunities to network with co-workers from different career backgrounds and skill sets, which you wouldn’t get at uni. The workplace experience has been incredibly valuable, so if you’re interested in tech, I’d encourage you to go for an apprenticeship, explore every opportunity available and keep an open mind,” Hussain said.
Taken together, the three accounts point to a shift in the skills mix associated with junior technology roles. As AI tools become more common in workplaces, the apprentices said the ability to keep learning, work with users and adapt to changing systems is becoming as important as formal technical training.
All three also described apprenticeships as a practical answer to the experience barrier that can prevent candidates entering the sector. They framed the route as a way to gain income, training and exposure to real workplace problems at the same time, while opening paths into areas such as cybersecurity, data engineering and wider IT support.
Liquidators have been instructed to wind down Go Fly Oxford, which provided lessons for commercial and private pilots licences.
Colin Wilson and Emma Mifsud, of Opus Restructuring & Insolvency, have been appointed as joint liquidators for Go Fly Oxford Ltd back in May 2025.
But new records filed by the liquidators have revealed an HMRC secondary preferential claim of £118,132.
Ten unsecured claims have been received by the liquidators totalling £60,314.
Further unsecured creditor claims estimated in the statement of affairs total £88,955, the published documents say.
Over the past year, liquidators say they investigated whether any recoveries could be made from directors or other parties, but concluded there were no further viable assets or claims.
Aircraft shown in the 2024 accounts at a book value of £238,181 had been sold before liquidation. The liquidators found the sales appeared to be at fair value and saw no basis for a claim over the transactions.
The aircraft sales happened about seven months before liquidation, outside the relevant period for a preference claim.
The aircraft were reportedly transferred to creditors and leased back so the company could continue trading.
A purchaser of a PA34-200 aircraft was said to owe £6,000. The liquidators received £4,980; the remaining £1,020 was treated as settled because the purchaser had paid a company liability instead.
Two employees were made redundant on 31 March 2025 and were given information to submit claims to the Redundancy Payments Service.
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The flying school was based at Oxford Airport when it collapsed.
Its website, which has since been shut down, described the business: “At Go Fly Oxford we pride ourselves on offering a personal and tailored approach to pilot training.
“We know that people learn at different paces and in different ways, this makes catering for individual needs our main target.”
Oxford Airport’s main trade is pilot training. Flight schools at Oxford train pilots who go on to fly for more than 100 airlines in the UK and globally, including for British Airways.
Historically, the airport has been Europe’s foremost centre for professional pilot training with well over 40,000 students having started their careers there.
At one point, the airport’s runway was the busiest in the world with more than 235,000 movements a year (a take-off or landing) and up to 1,100 flights in a single day, its website says.
The business’ report says: “Over the course of 2025, the company will be complementing its Diamond DA40 fleet with a new fleet of Elixir aircraft, a safer and more efficient type of aircraft, which will provide a much reduced cost per flight hour.
“This, along with growth in enrolments and full utilisation of the European base will ensure the profitability of the business in the coming years.”
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