Business & Technology
Lessons from deploying AI in a live SOC
When SOC teams need to cut through the noise, AI can be crucial. However, it’s true value can only be felt if it’s implemented with operational context and discipline. Through the real experience of running a live SOC, we’ve learned lessons on putting AI into production, rather than just discussing it.
The challenge facing today’s SOC isn’t hard to describe. Too many alerts, too many tools, too little time. To make matters more complicated, there aren’t enough people to keep pace with attackers who are becoming quieter, more patient, and increasingly automated.
Most security leaders already know this. The noise problem is well understood, and the skills shortage is well documented. The pressure being put on analysts is visible every day.
What’s less often shared, however, is what happens when you try to fix it. Talking about AI in SOC is easy. Implementing it inside a live, multi-customer SOC, where mistakes have consequences, is something different.
AI as a change to how the SOC operates
AI shouldn’t be approached as a feature to be added. As a managed security service provider, Gamma Communications runs a live SOC that supports multiple customer environments. Each one comes with different tools, playbooks, and governance requirements.
When we first started integrating AI into our investigative workflows, the goal was to make the SOC sustainable at scale, without endangering trust. We never set out to replace analysts or chase the next big innovation headline.
That distinction matters. Simply adding AI on top of existing processes doesn’t solve the problem. In many cases, it makes it worse.
Automation alone follows rules. It doesn’t reason, adapt or explain itself when something goes wrong. In an environment that depends on judgement and accountability, that limitation shows up very quickly.
AI only creates value when it understands the process
One lesson we learned early on was that single agent AI approaches struggle in real investigations. They can look impressive in isolation, but incidents are messy.
A single phishing case can involve headers, domains, attachments, QR codes, URLs, enrichment from threat intelligence. Not to mention the structured decision making around severity and response.
Human analysts navigate that complexity instinctively, because they have context and experience. AI, on the other hand, needs structure.
That’s why we moved towards a multi-agent approach. Different agents handle distinct parts of the investigation, and deterministic automation handles tasks that must be executed with certainty.
AI reasoning is applied where it genuinely adds value, interpreting patterns, prioritising signals, and supporting decision making. Control over judgement, escalation, and accountability is retained by humans.
An AI-powered, human-led future for SOC
Trust was the hardest thing to earn, both internally and operationally. In a live SOC, you cannot afford confident but incorrect outputs. Hallucinations must be avoided, and you shouldn’t be left with decisions that can’t be audited or explained.
Guardrails were foundational, not optional.
We constrained what the AI could see, how it could reason, and what it was allowed to produce. Strict workflows were defined, outputs were validated continuously, and human oversight over escalations and high severity incidents was maintained. Performance was also monitored over time – not just in testing, but in production, across real cases.
Consistency builds trust
The benefits didn’t show up everywhere, which is important to say. AI didn’t magically eliminate the need for skilled analysts. Instead, it changed how their time was spent.
The most measurable impact came through early investigation and triage. By accelerating data gathering, enrichment, and structuring, we saw five to ten times improvements in Mean Time to Investigate at that initial stage. Work that previously took twenty minutes could often be reduced to a few minutes, without cutting corners.
That matters, but not because speed is everything. Analysts were given the space to focus on judgement, rather than noise.
Analysts now have time to think
There’s a growing temptation in the market to treat AI adoption as a buying decision. You pick a tool, switch it on, and move on. Our experience suggests that approach rarely survives in a real-world situation
Some commercial solutions are valuable, while others lack the flexibility required in multi-customer environments. Internal development brings control, but also responsibility.
In practice, a multi-model, multi-solution approach proved necessary as it reflected how real SOCs operate. Elegance was never a driving factor.
This is where many organisations will struggle. The AI works, but implementation is often treated as a technological project, rather than an operating model change.
GenAI: Designed in, not bolted on
The uncomfortable truth is that doing nothing is no longer an option. The scale of threats, the pace of change, and the pressure on people mean the traditional SOC model will continue to fracture under load.
AI can help restore balance, but only when it’s introduced safely and deliberately. The role humans still play in security decision-making must continue to be respected.
The mistake many organisations will make is treating AI in the SOC as a technology upgrade. In fact, it’s an operating model decision, and it will expose every weakness in process, governance, and accountability that already exists.
The real question is whether your SOC is ready to absorb AI without increasing risk. That means knowing where AI should reason, where automation must remain deterministic, and where human judgement can never be removed. It means recognising that illumination comes from discipline and experience, not from adding more tools.
How do we know this? Because we’ve been there. AI was implemented inside a live, multi-customer SOC, where mistakes are visible and trust is earned the hard way.
The takeaway is simple. Illumination stems from an understanding on how people, process, and AI work together at scale.
Want to know how AI fits into your SOC? Join our live webinar on Tuesday 21st April to see how organisations can move forward with clarity rather than guesswork.
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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