Amanda Turnbull Named President; April Quealy Named Chief Creative Officer and Partner

Veteran marketing and sales leaders join as brands seek better ways to prove what creative works and why

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Building on NIQ’s GeoPurchase capabilities, the new solution extends geographic purchase intelligence into digital-first categories across Europe

At HUAWEI CONNECT 2026, Leo Chen, Huawei’s Senior Vice President and President of Enterprise Sales, announced the new SCALE partner support system during his “Scaling All Intelligence for Industry Success” keynote address. Huawei intends to use this new system to equip partners with the capabilities they need to help customers move intelligent transformation from individual pilots to large-scale adoption. Chen also shared new insights and practices Huawei has developed on intelligent industry benchmarks.

Chen stated, “The intelligent era is approaching fast. Huawei works with partners to provide products and solutions that solve real business problems. We want to share our own capabilities with partners. By empowering partners, they can bring their unique strengths to bear, and help customers move from compute construction to intelligent application. Huawei is fully committed to helping our customer-centric ‘Huawei + Partners’ collaboration system thrive. We want to help partners solve customer issues more efficiently and help customers achieve large-scale AI adoption.”

Partners face five challenges when scaling intelligent industry projects: solution development, integration verification, solution delivery, O&M, and system collaboration. To help partners overcome these challenges, the SCALE partner support system offers five types of support: Scenario-based Solutions, Co-innovation, Aligned Marketing, Local Services, Consistent Quality, and Efficient Collaboration. These enhanced support offerings provide partners with systematic support from solution development, verification, launch, delivery, and operations, helping them move from benchmark intelligent projects to large-scale AI adoption.

Scenario-based Solutions: Huawei provides open, easy-to-integrate AI foundation products that partners can use to rapidly develop new solutions. These products cover compute, storage, networks, security, and data protection, and include the new SMECE and the DCS AI Solution that help partners more efficiently convert their industry know-how into feasible intelligent solutions. Huawei’s partners have used these products to develop more than 100 scenario-based solutions for eight industries that accelerate AI adoption.

Co-innovation: To help partners replicate benchmark experience and validate solution integration more efficiently, Huawei has opened up its reference architectures and verification environments. This includes the reference architectures for 48 high-value scenarios that partners can refer when designing solutions, setting up test environments, developing applications, and performing debugging and verification. Besides, Huawei provides unified interfaces and development and verification tools through its cloud-based OpenLab to make solution more efficient.

Aligned Marketing: Huawei is committed to helping its partners identify customer needs, launch new solutions, and make standout solutions more visible, verifiable, and replicable so customers can quickly find the solutions they want. Huawei has opened up its Market-to-Lead (MTL) process capabilities to partners and worked together to effectively bring customer-facing solutions to market. Huawei has launched solutions alongside partners, showcased standout solutions at Huawei’s booths and exhibition halls, and built industry showcases with customers. These efforts have enabled customers to better understand the value of solutions and actual validation results. Huawei has worked with partners to build more than 130 showcases with customers globally.

Local Service, Consistent Quality: Huawei is expanding and localizing its partner services, so that partners can offer customers the same high-quality service as Huawei. Partners can access the knowledge, tools, expertise, and service experience through Huawei’s O3 Partner Service Enablement Platform. Huawei offers talent development and certification programs for various service roles, which have been used to cultivate more than 50,000 AI professionals over the past 3 years.

Efficient Collaboration: Huawei provides two one-stop intelligent platforms for partners that simplify the way they work with Huawei. These platforms (HUAWEI eFly and HUAWEI ePartner) serve as unified portals that help partners navigate Huawei’s processes, and provide partners with the data they need to carry out one-stop marketing, transaction, and service operations. Partners gain access to the documentation, tools, IT interfaces, and AI-assisted configuration and intelligent Q&A tools, that help make serving customers more efficiently.

Chen said, “In the era of true intelligence, scaling proven practices across industries will allow more companies to thrive. Industrial intelligence is creating unprecedented opportunities, and Huawei wants to work with our customers and partners to deploy successful benchmarks at scale, and bring the benefits of AI to more industries, organizations, and people.”

Five-customer AI agent services advance into actual delivery; CEO reiterates long-term confidence through a previously disclosed US$1.0 million Rule 10b5-1 share purchase plan

Summitas, a leading client engagement platform for family offices, wealth advisors, and other client-facing businesses, today announced that Lori Barnett, Senior Creative Director, has been named a winner in the Marketing Individual (Americas) category at the inaugural WealthBriefing Innovation in Marketing Awards 2026.

The inaugural WealthBriefing Innovation in Marketing Awards celebrate the firms, teams, and individuals demonstrating outstanding creativity, innovation, and excellence in marketing across the global wealth management industry. The program recognizes organizations and professionals setting new standards within their specialist areas, with winners selected by an independent panel of expert judges through a rigorous and impartial process.

Commenting on Lori’s winning this award, Dan Gregerson, Chairman & CEO at Summitas, said:

“Lori has been shaping exceptional products and brands since her early years at Apple and Adobe, and we’ve had the extraordinary good fortune to have her as a founding member of Summitas. For nearly two decades, she has defined how our company looks, feels, and communicates — and continually evolved our brand as we’ve grown. Lori is one of the finest people I’ve ever worked with: immensely talented, thoughtful, creative, and uncompromising about quality. I couldn’t be more pleased to see her work recognized with this award. It is richly deserved.”

Stephen Harris, CEO of Clearview Financial Media and publisher of WealthBriefing, congratulated all of this year’s winners and highly commended firms:

“Every category winner and highly commended firm has undergone a rigorous and truly independent judging process and should be immensely proud of their achievement. The launch of the WealthBriefing Innovation in Marketing Awards reflects the growing importance of creativity, strategic thinking, and innovation within the wealth management industry. These awards give organizations and individuals the opportunity to have their work independently recognized, benchmark themselves against their peers, and celebrate outstanding achievements. They now join the wider community of WealthBriefing Award winners recognized across our global awards program.”

Summitas provides a centralized client operating platform that gathers data from multiple sources, including user-generated content, to simplify operations, improve communication, and organize, protect, and share information — all from one place. From the Digital Vault to collaboration tools, private communication, financial information integration, task management, and streamlined workflows, a branded Summitas portal delivers measurable value to family offices, wealth advisors, and other client-facing businesses.

Product-centric delivery helps organizations sustain value beyond individual projects by maintaining ownership, direction, and accountability across the product lifecycle. New insights from Info-Tech Research Group show that AI agents are adding new governance challenges as they increasingly make decisions and execute within product workflows, sometimes without explicit human authorization. The firm’s Make the Case for Product Delivery blueprint offers a five-step approach to help leaders define product for their context, map human and agent decision authority, and build a stakeholder-ready roadmap for the transition.

Many IT organizations are still structured to deliver initiatives within defined periods, even though the products and services those initiatives support must continue to evolve and deliver value long after a project ends. Recent findings from Info-Tech Research Group show that moving toward product-centric delivery requires organizations to establish a shared definition of product, clear ownership, decision authority, and stakeholder support. The global research and advisory firm’s Make the Case for Product Delivery blueprint brings these elements together while addressing an emerging governance challenge as AI agents increasingly participate in product decisions.

Info-Tech’s research emphasizes that projects can continue to fund and implement defined changes within a product-centric model, while ongoing product ownership preserves direction, prioritization, and accountability across the full lifecycle. As AI agents become more involved in product workflows, that accountability must also extend to the decisions agents make or influence, including who authorized the decision, who can override it, and who remains accountable for the outcome.

“Projects deliver change. Product ownership sustains the value,” says Hans Eckman, research fellow at Info-Tech Research Group. “In today’s agent-enabled environments, clear ownership is even more critical. Teams need to know what an agent is authorized to do, when a human needs to approve or intervene, and who remains accountable for the result.”

Key Insights for Product Delivery Leaders
Info-Tech’s resource identifies several key considerations for leaders when building the case for product-centric delivery:

• Product delivery connects temporary change to continuous value: Projects can continue to fund and deliver product changes, while ongoing product ownership maintains direction, prioritization, and accountability as products evolve over time.
• Product ownership establishes accountability for value: Clear ownership helps keep product decisions and tradeoffs aligned with organizational goals. In agent-enabled environments, that accountability extends to decisions AI agents make or influence on the team’s behalf.
• Silent delegation can hide AI-influenced product decisions: As agents participate in discovery, prioritization, experimentation, delivery, and support, decisions can occur without explicit human authorization or intervention. Leaders need visibility into where agents make recommendations or execute and who has authority to approve, override, or remain accountable for the outcome.

Info-Tech’s Five-Step Approach to Building the Case for Product Delivery
The Make the Case for Product Delivery blueprint guides product owners, product managers, development team leads, portfolio managers, and business analysts through five steps, with data, platform, and AI/ML stakeholders involved where agent participation and governance need to be assessed:

1. Define product by establishing a shared definition across the organization and distinguishing product delivery from project delivery. Where AI agents are involved, leaders also determine whether an agent is part of a product, a product itself, or a delivery mechanism, as each classification carries different accountability implications.
2. Define drivers and goals by connecting pain points and root causes in the current delivery model to the outcomes the transition should achieve. For agent-enabled product work, this includes establishing explicit goals for governing AI-influenced decisions.
3. Recognize AI and agent participation in product decisions by mapping where AI tools and agents make recommendations or execute across product workflows. Teams flag decision points where human approval, a known authorization ownership, override paths, or outcome accountability are unclear.
4. Communicate what comes next by identifying the critical steps required to advance product-centric delivery and organizing them into a now-next-later roadmap. Where agents participate in product workflows, the roadmap can also sequence actions such as mapping agent decision points, defining delegation boundaries, and integrating agent governance into the product operating model.
5. Make the case to stakeholders by clarifying each stakeholder’s role in the transition, defining what the product team needs from them, and translating the findings into a stakeholder-ready proposal. In agent-enabled environments, this can include stakeholders such as data owners, platform teams, and AI/ML teams responsible for configuring and operating agents.

The blueprint includes a supporting workbook and presentation template as well as practical outputs such as a Human-Agent Decision Map and a now-next-later roadmap. Together, these resources help leaders define how product-centric delivery will operate within their organization, surface gaps in agent decision governance, establish clear accountability, and build a practical case for moving forward.

For exclusive and timely commentary from Info-Tech’s experts, including Hans Eckman, and access to the complete Make the Case for Product Delivery blueprint, please contact pr@infotech.com.