The Chief AI Officer Show

98% of IT leaders say they're using AI, yet 43% aren't measuring ROI and 80% admit they're not using it to its potential. Olga Lagunova, Chief Innovation and Technology Officer at GoTo, says the industry won the adoption battle but hasn't reached the outcomes it needs.
Olga breaks down GoTo's federated AI steward model, where functional leaders own roadmaps and a central enablement team provides infrastructure. She explains why SMB pragmatism shaped their practical AI principles and how 39% of employees already report AI is eroding their skills.

Topics discussed:
Why 98% AI adoption still produces an outcomes gap

GoTo's federated AI steward model for scaling transformation

How SMB customer pragmatism shaped practical AI principles

Building progressive trust with autonomous agents

80% of customer context is unstructured and agents need it

From tool to actor, how agency changed the AI equation

Designing agent governance around identity and guardrails

The skill erosion problem 39% of employees already feel

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Eric Ries built the Lean Startup methodology, helped advise on Anthropic's long-term benefit trust structure, and is now making an argument most enterprise leaders aren't ready to hear: deploying AI agents inside a company with bad governance isn't just a compliance risk, it's an existential one. His new book, Incorruptible, makes the case that the same slow-moving forces that corrupt companies over decades will be dramatically accelerated by AI, and that the standard governance playbook most executives have been handed is the actual source of the problem.
In this conversation, Eric and Ben cover the legal and structural traps that silently strip companies of mission control long before anyone notices, why Anthropic walking away from a $200M Pentagon contract turned into an unexpected competitive advantage, and what AI leaders specifically need to do before they deploy agents at scale. Eric is direct about what he thinks leaders are getting dangerously wrong right now, and he pulls no punches.
Topics Discussed:
Why standard "best practice" corporate documents are structurally designed to separate mission from control

Corporations as slow AIs, and why agents deployed inside misaligned companies will amplify existing extractive behavior at machine speed

How Anthropic walking away from a $200M contract without knowing the outcome became a case study in principled governance paying off

Why SOC 2 offers no real protection when AI vendors cannot control what enters their own training data

Benchmark inflation as evidence that major AI vendors lack basic data governance over their own training pipelines

Why contractual penalties are functionally worthless when vendor liabilities exceed assets by a factor of 10 to 100

The AIUC and insurance-based standard-setting as a collective procurement lever enterprise buyers aren't using

The four governance moves a CAIO can make within their own span of control before the board ever gets involve

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Intercom launched outcome-based pricing before the market had a framework for it, before inference costs made it profitable, and before customers knew how to budget for it. Fergal Reid, Chief AI Officer, was inside that decision and he shares exactly how they modeled their way through it, what two bets he personally owned, and why they went to $1 per resolution knowing it was a loss.
That pricing story is inseparable from their model strategy. Fergal walks through the production data that led them to conclude that Opus 4.5 didn't outperform Sonnet 4.0 on their RAG customer service task, what that told them about the limits of general intelligence at the application layer, and why it pushed them to build Apex, their own model trained via reinforcement learning on an open-weight base specifically for customer service. With 85% of Intercom's own support volume now fully automated, the bets held.
Topics discussed:
Outcome-based pricing mechanics: the $2 beta, the loss-leader move to $1, and the two assumptions Fergal had to own

Why Opus 4.5 failed to outperform Sonnet 4.0 on a production RAG task and what that signals

Intelligence saturation at the application layer and why more general capability stops moving the needle

Building Apex: using reinforcement learning on open-weight models to reshape expertise distribution

The internal bet on going all-in on Fin over a Copilot bridge product

Why outcome-based pricing is now a customer expectation for high-value AI products, including a new $10/outcome product

Why 85% automation in customer service still hasn't driven fast adoption, and what actually moves the curve

Why Fergal takes the possibility of recursive self-improvement seriously when most application-layer leaders don't

Listen to more episodes: 
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Intercom launched outcome-based pricing before the market had a framework for it, before inference costs made it profitable, and before customers knew how to budget for it. Fergal Reid, Chief AI Officer, was inside that decision and he shares exactly how they modeled their way through it, what two bets he personally owned, and why they went to $1 per resolution knowing it was a loss.
That pricing story is inseparable from their model strategy. Fergal walks through the production data that led them to conclude that Opus 4.5 didn't outperform Sonnet 4.0 on their RAG customer service task, what that told them about the limits of general intelligence at the application layer, and why it pushed them to build Apex, their own model trained via reinforcement learning on an open-weight base specifically for customer service. With 85% of Intercom's own support volume now fully automated, the bets held.
Topics discussed:
Outcome-based pricing mechanics: the $2 beta, the loss-leader move to $1, and the two assumptions Fergal had to own

Why Opus 4.5 failed to outperform Sonnet 4.0 on a production RAG task and what that signals

Intelligence saturation at the application layer and why more general capability stops moving the needle

Building Apex: using reinforcement learning on open-weight models to reshape expertise distribution

The internal bet on going all-in on Fin over a Copilot bridge product

Why outcome-based pricing is now a customer expectation for high-value AI products, including a new $10/outcome product

Why 85% automation in customer service still hasn't driven fast adoption, and what actually moves the curve

Why Fergal takes the possibility of recursive self-improvement seriously when most application-layer leaders don't

Listen to more episodes: 
Apple 
Spotify 
YouTube

What happens when a journalist turned Amazon product manager becomes the Chief AI Officer of one of the world's largest international broadcasters? You get someone who sees the AI threat to media not just as a distribution problem, but as a full production chain crisis that requires a fundamentally different organizational architecture.
Marie Kilg, Chief AI Officer at Deutsche Welle, makes the case that legacy media's survival depends on something most AI transformation conversations ignore: data interoperability across systems that were never designed to talk to each other. With 32 languages, siloed editorial teams, and decades of layered organizational structure, Deutsche Welle's path to an AI-powered content flywheel starts at the infrastructure layer, not the model layer.
Topics Discussed:
Why AI threatens the full media production chain, not just distribution

The flywheel model: feeding audience data back into editorial decisions

Data interoperability as the core prerequisite for AI at scale in media

Why "push a button and AI does it" expectations are damaging real implementation

How metadata automation surfaces hidden infrastructure debt

Organizational change mechanisms vs. culture change in large public broadcasters

Tech companies underestimating journalism as a discipline