AWS Summit NYC 2026 | Chris Jangareddy, Deloitte & Brian Bohan, AWS

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More from AWS Summit NYC 2026

Chris Jangareddy

Managing Director/Partner – AI and Data Engineering

Deloitte

Brian Bohan

Director, Consulting Partner COE

AWS

play_circle_outline Turning Token Consumption into ROI: CFOs Demand Measurable AI Business Outcomes

play_circle_outline KPI-Driven Production: Using AWS Bedrock and FinOps to Correlate AI Spend with Business Outcomes

play_circle_outline Deloitte-AWS Partnership Fuels Toyota’s $1.5B Supply-Chain Transformation and Business Value Realization

play_circle_outline Agentic approaches and AI-augmented development boosting productivity

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Chris Jangareddy, Deloitte & Brian Bohan, AWS

Chris Jangareddy

Managing Director/Partner – AI and Data Engineering Deloitte

Brian Bohan

Director, Consulting Partner COE AWS

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Gemma Allen

>> Welcome back to the Cube Coverage. We're here at the Javits Center in New York City. It's AWS Summit 2026, and we are bringing you all the live action on the ground. Joining me now for a conversation on how AWS is rolling out some of these solutions in the field is Chris Jangareddy, Managing Director and Partner of AI and Data Engineering at Deloitte; joined by Brian Bohan, AWS Director of Consulting Partners Center of Excellence. Welcome, folks.

Brian Bohan

>> Great to be here. Thank you.

Chris Jangareddy

>> Thanks for having us here.

Gemma Allen

>> So we hear a lot about tech, a lot about the opportunities, the pace, but sometimes we know that when it comes to things happening in the field in enterprises day to day, it's not always exactly as it sets in the tin, right? So maybe let's start with you, Chris, and let's talk a little bit about the world of consulting services right now. What are you seeing? What's shifting? And how is this relationship between Deloitte and AWS continuing to grow?

Chris Jangareddy

>> I think absolutely. So when we look at the data in the enterprise, the way it's shifting, we did a recent study of the enterprise AI infrastructure and what we found was in line with what we were thinking as well, 30% of the enterprises are spending at least $10 billion in 10 billion tokens a month. And that number is expected to grow to 61% over the next two years. Around the same timeframe, the companies who are spending 100 billion tokens per month is going to triple. So the trend for token consumption is exponentially growing. However, the business value that the token is generating is not growing or is not keeping at pace. That's a significant... I mean the CFO is questioning all of the AI initiatives because the race to consume the maximum number of tokens is gone. It's ended. Now is the time to show business value. The companies have exponentially grown on doing pilots and POCs and only few went into production. So now, there is a huge emphasis on business value, and that's the gap. Deloitte and AWS are partnering to exploit the gap and help our partners realize business value.

Gemma Allen

>> Well, I think 2026 is a year when businesses want to see receipts, right? There has been so much talk we now need to see the outcomes. Brian, what are you seeing? Talk to me a little bit about the developments, the conversations that you're having in the field, especially with a title like you have as a leader of a center of excellence for a company like AWS, right? There must be a lot of expectation that you know what's right, Brian.

Brian Bohan

>> Yeah. Yeah, exactly. I can predict the future. There has been so much change and it is really rapid, but I do feel really privileged in this position because you're right, that is part of my role is to figure out based on all these trends, where are things going? Where are partners like Deloitte going? And how do we best invest to support them? I mean, everything Chris said is right on. I mean, over the last 18 months, we've seen this evolution with, "Hey, let's go try everything. Let's try lots of POCs, lots of pilots, spread out our bets all over the place. Maybe some things will stick." And what we did see is not enough stuck. And now we're seeing the scrutiny. And then it's like an evolution of like, okay, well, how do we actually get our hands on this? How do we wrap our heads around the cost and the expense of all this? And then we see this like, okay, let's measure tokens. That's the token economics, the token maxing, but that's just a proxy. That is an input into the output we're trying to measure. If you even go back to the old days of cloud in the early days, no one was ever saying, "Maximize your cloud virtual CPUs." That's not the name of the game. And so now I think we're in a much healthier place because I think a confluence of a few things. It's what Chris was talking about. The conversation right now is very much around outcomes. And that means those outcomes have to be aligned with the big rocks that our customers are trying to get done that ladder up to their big objectives in the C-suite. So focus there, focus on outcomes. And then the other thing is it's not magic in terms of how to measure cost across this environment. It's similar again to the FinOps that we put in place around cloud. We now have the tooling with AWS Bedrock, working with our partners like Deloitte, to get our arms around that spend and make sure we're correlating the spend to the outcomes that we're generating. So it's just a maturation curve I think right now and we're starting to see that happen.

Gemma Allen

>> And we think about token maxing. I mean, it's a fascinating conversation of itself, right? There was definitely a period this year where the belief was, oh my God, you're using up loads of tokens, you're spending loads of money, you're a great developer, right? And we know that's not necessarily true.

Chris Jangareddy

>> That's not the case here.

Gemma Allen

>> Talk a little bit about where the spending is being done right though. What are you guys seeing from the perspective of pilots, timeframes? Where is this money being invested well and even but to whom? Who are you guys seeing on the build side of enterprise and is that changing?

Chris Jangareddy

>> I mean, the build side of enterprise is definitely changing, right? The POC stage is gone. Every enterprise that we are working with today wants to see business value, business outcomes. The trend has completely shifted. Now the technology is not the barrier now, identifying the business value early on and measuring KPIs and identifying, hey, are we going on track to meet those KPIs is super important. Unless you have a KPI, there's no hands on the keyboard. So that's the shift that we are seeing. And there's companies like Toyota where they are ahead of the curve. Three years back, I want to give some acknowledgement to the senior executive sponsor, Kevin Austin; and the transformation leader, Jason Ballard; and the delivery leader, Smail Haddad, who have identified the need for business value early on. They embarked on a journey to transform the entire supply chain. It's a billion dollar transformation, and the program is a six-year program and it's already delivered $1.5 billion in business value.

Gemma Allen

>> Wow.

Chris Jangareddy

>> That's the kind of brand. It's a AWS-Deloitte partnership. We are so proud to be partnering with Toyota and delivering such a huge, significant business value. And not every company is like Toyota. Majority of the companies that we are seeing are still lagging behind from a business value perspective. And that's where the BVR that Brian is going to talk about later in the session today is going to open a lot of doors forward to tapping into that potential.

Gemma Allen

>> But I want to talk about BTR absolutely. But first I want to ask you, when you think about those KPIs in companies like Tura, what should companies be measuring? What are the right metrics right now? Maybe I'll put this to you, Brian. What is your advice and recommendation? What is the best practice in the space in June of 2026?

Brian Bohan

>> Yeah. And actually I'll come back to the Toyota example for a second because I think what is so instructive there, it's not about like a hammer nail. We have AI. Let's go look for AI projects. That's not what we're talking about. It's we have a real need in supply chain because a Toyota's massive global supply chain, there is so much cost there, there's so much opportunity for optimization and competitive advantage. That's a board level, C level conversation, and that's a challenge they've always had. Now what we're seeing is with AI, things are possible today that weren't possible even six months ago, let alone 18 months ago. So we're able to solve these problems in completely different ways from how we were before. And we're seeing that across the board. I mean, you can look at even mainframes, right? We've been talking about mainframe forever and it's not about like modernizing mainframe, it's about unlocking what's the logic that's in the mainframe so you can do better customer experience, so you can do your claims processing better. So again, it gets back to what KPIs, it's the same KPIs around those business outcomes. So if it's supply chain, it's like less slack in the supply chain. It's lower levels of inventory. It's more velocity through. It's better end to your visibility into your supply chain. It's all the things that we've always wanted to achieve but struggle to do so. So those are the bogies that we need to look at. And I want to go back though just a second to the token maxing thing too, because I think there's an interesting dynamic there even. Because what we're seeing internally at AWS and our own CFO, John Felton will say this, when we do look at token usage, we do correlate that to productivity, especially in our development teams, and we do see a high correlation. Now the one thing I'll say is just using the tools doesn't get you anywhere. You have to completely rethink how you organize and how you work, and that whole mental model needs to change. And you need to use the agentic approach to actually deploying your whole AI DLC. And that's where we see the big unlock. That's in the development world, which is really far advanced. And now we're starting to see it translate over into the business world in cases like Chris just talked about with Deloitte, where we can rethink supply chain using AI to hit those KPIs that we talked about.

Gemma Allen

>> Let's talk about BTR for a second. I know it's been a big announcement here today, and it seems like it brings a lot of promise and a lot of opportunity too for consultancy partnerships like the one with Deloitte. When you hear about it, it sounds somewhat like a customer success model. I'm sure it's more than that, but maybe break it down for us. Talk about the then and the now when we think about something like BVR.

Chris Jangareddy

>> So BVA stands for business value realization, and Amazon spent a significant amount of time and effort in putting that together. It's a structure, right? It always existed in the back of the consulting leaders, right? However, the structure was missing. So we are an early adopters of BVA with Amazon because it aligns with our core DNA of providing business value, identifying business value in every program that we do. So BVA comes with a thousand benchmarks by the industries. It comes with frameworks, it comes with incentives, it comes with dashboards, with the structure. So while we bring in our domain expertise and identify use cases, BVA gives you that structure, the measure and how do you measure these KPIs in real time is something BVA provides us as well, along with benchmarks. So that's the differentiation right now. While everybody was thinking and trying to deliver customer success and talk about business value, this structure was missing all the time. Or everyone was reinventing the wheel, and there's no set format to go get it. And that's where Brian can talk a little bit more on BVA.

Brian Bohan

>> Yeah. And I think you asked a good question, what's the difference between BVR and customer success? And I think it comes down to how do you define success? And why is now the time for this for AWS and our partners like Deloitte? Before AI, if we were implementing, say, a Redshift at a customer, which is our data warehouse in the cloud, success was, okay, it's implemented. The data lake is stood up, your application is sitting on the data lake and it's performing good; that's success. With AI, that's not the case. And it's like even you get back to my example with the AI tooling and the software development lifecycle, even if you get every developer using the tool, that's not success. Success is cutting your time of shipping from six months to six days in some cases if that's your KPI, that's success. And that doesn't happen just by osmosis or magic, right? It has to be intentional. And this is a very Amazonian thing, this intentionality. So we say in the beginning, if you don't put a program around it, you don't put mechanisms around it, then it's just good intentions. And so that's what we've done with BVR. We've taken all the best practices around business value assurance, and a lot of the things that frankly our partners like Deloitte have been doing many years, and we packaged it up into this program, And what I really like it, everything Chris said is right on. We've really structured it. We've put KPIs around it, we put funding around it and we've agentified it. So now we've got these specialist agents that can sit alongside our people and our partners who are doing the right nudges, who are recommending the next best action to ensure that success. And that success is adoption, but it's also driving the business outcomes that our customers want. So it's tying that thread that has been lacking, especially in the area of AI. And that's why I'm so excited.

Gemma Allen

>> So let's finish on those business outcomes that customers want, right? Because we know customers' expectations are changing because the industry is changing an expectation from everywhere is shifting so quickly, right? Folks are feeling pressure as they never felt before, quite frankly. What are you seeing? And how are you, I guess, responding to that shift in a huge change in how quickly and fast and I guess agile people need to be and want to be in 2026?

Chris Jangareddy

>> I want to start with an example of Tower Insurance, right? This is a New Zealand-based insurance company. They reached out to us after a weather event, which uncovered some inconsistencies in their customer response. So the emails' response was 15 minutes and the phone calls were taking much too longer. So we worked with AWS along with their contact center AI and gen AI agents that we developed and built. And in 10 weeks, typically it would have taken a couple of months, but more than six months, but in 10 weeks we were able to showcase 25% improvement in email responses, 20% improvement in phone call responses, 8,400 agent hours, not agentic, but human agent hours that were saved where now the agents are focusing on more value-based work and working with the customers as opposed to spending time looking for data. And the NPA, the net promoter score, NPS, has increased by 4%. That's what we call success, right? And yes, it is customer success, but you're getting it in a fraction of the time it used to take previously.

Gemma Allen

>> That's certainly an impressive metric from the percent of condensing a workflow. And for you, Brian, I guess a last question to you, close us out. In terms of things are shifting quite quickly, expectations are shifting like we just said. How are you responding to the moment and your organization, and also what are the top priorities from here, right? You go back to the office maybe later this week, what's the focus between now and the summit again next year?

Brian Bohan

>> Yeah. And so whether it's my team or our partners or our customers, I think in this time right now it's super hard to predict the future and where things are going. So it really comes down to your only durable advantage is how quickly you can make smart decisions. That's it. We talk about this concept of loops, so new events happening, how quickly can you identify these new signals, these new loops that are opening up? How quickly can you identify which are the most highest priority ones and then how do you action them in a smart fashion? So like everything we're doing in terms of like establishing these AI frameworks and how I'm actually rethinking about how my team is organized and operating is all about that and that is our number one focus. And so for my partners, some of the things that we're doing just on that framework of like smart decision making as quickly as we can is, back to the point of like our customers wanting outcomes and we're doing this with Deloitte, is being able to show up differently, right? Showing up together in smaller agile teams that are incredibly nimble, able to pivot, augmented by AI and by agents in a context graph. We were just talking off camera about the criticality of these contact draft that we're building so that we can apply our knowledge in real time to our customers. And then again, we're not showing up to do a pilot or a POC. We're going to show up, we're going to thin slice the functional problem. We're going to drive it all the way down, lay the foundation that we need to, and then drive that into production so that we can show outcomes and value to the customer. And then in doing so, we've laid that foundation, which makes doing the next project that much easier and that much faster. And so it's all about speed and smart decision making at the end of the day.

Gemma Allen

>> I love it. And outcome and value, which we know is everything right now in the world of enterprise tech. So Chris, Brian, thank you so much for joining us on The Cube.

Brian Bohan

>> Thank you.

Chris Jangareddy

>> Thanks for having us.

Gemma Allen

>> I'm Gemma Allen coming to you from The Cube coverage here on the ground at AWS Summit 2026. We're at the Javits Center in New York. We've got some great conversations coming up. Don't go anywhere.

Chris Jangareddy, Deloitte & Brian Bohan, AWS

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Gemma Allen

>> Welcome back to the Cube Coverage. We're here at the Javits Center in New York City. It's AWS Summit 2026, and we are bringing you all the live action on the ground. Joining me now for a conversation on how AWS is rolling out some of these solutions in the field is Chris Jangareddy, Managing Director and Partner of AI and Data Engineering at Deloitte; joined by Brian Bohan, AWS Director of Consulting Partners Center of Excellence. Welcome, folks.

Brian Bohan

>> Great to be here. Thank you.

Chris Jangareddy

>> Thanks for having us here.

Gemma Allen

>> So we hear a lot about tech, a lot about the opportunities, the pace, but sometimes we know that when it comes to things happening in the field in enterprises day to day, it's not always exactly as it sets in the tin, right? So maybe let's start with you, Chris, and let's talk a little bit about the world of consulting services right now. What are you seeing? What's shifting? And how is this relationship between Deloitte and AWS continuing to grow?

Chris Jangareddy

>> I think absolutely. So when we look at the data in the enterprise, the way it's shifting, we did a recent study of the enterprise AI infrastructure and what we found was in line with what we were thinking as well, 30% of the enterprises are spending at least $10 billion in 10 billion tokens a month. And that number is expected to grow to 61% over the next two years. Around the same timeframe, the companies who are spending 100 billion tokens per month is going to triple. So the trend for token consumption is exponentially growing. However, the business value that the token is generating is not growing or is not keeping at pace. That's a significant... I mean the CFO is questioning all of the AI initiatives because the race to consume the maximum number of tokens is gone. It's ended. Now is the time to show business value. The companies have exponentially grown on doing pilots and POCs and only few went into production. So now, there is a huge emphasis on business value, and that's the gap. Deloitte and AWS are partnering to exploit the gap and help our partners realize business value.

Gemma Allen

>> Well, I think 2026 is a year when businesses want to see receipts, right? There has been so much talk we now need to see the outcomes. Brian, what are you seeing? Talk to me a little bit about the developments, the conversations that you're having in the field, especially with a title like you have as a leader of a center of excellence for a company like AWS, right? There must be a lot of expectation that you know what's right, Brian.

Brian Bohan

>> Yeah. Yeah, exactly. I can predict the future. There has been so much change and it is really rapid, but I do feel really privileged in this position because you're right, that is part of my role is to figure out based on all these trends, where are things going? Where are partners like Deloitte going? And how do we best invest to support them? I mean, everything Chris said is right on. I mean, over the last 18 months, we've seen this evolution with, "Hey, let's go try everything. Let's try lots of POCs, lots of pilots, spread out our bets all over the place. Maybe some things will stick." And what we did see is not enough stuck. And now we're seeing the scrutiny. And then it's like an evolution of like, okay, well, how do we actually get our hands on this? How do we wrap our heads around the cost and the expense of all this? And then we see this like, okay, let's measure tokens. That's the token economics, the token maxing, but that's just a proxy. That is an input into the output we're trying to measure. If you even go back to the old days of cloud in the early days, no one was ever saying, "Maximize your cloud virtual CPUs." That's not the name of the game. And so now I think we're in a much healthier place because I think a confluence of a few things. It's what Chris was talking about. The conversation right now is very much around outcomes. And that means those outcomes have to be aligned with the big rocks that our customers are trying to get done that ladder up to their big objectives in the C-suite. So focus there, focus on outcomes. And then the other thing is it's not magic in terms of how to measure cost across this environment. It's similar again to the FinOps that we put in place around cloud. We now have the tooling with AWS Bedrock, working with our partners like Deloitte, to get our arms around that spend and make sure we're correlating the spend to the outcomes that we're generating. So it's just a maturation curve I think right now and we're starting to see that happen.

Gemma Allen

>> And we think about token maxing. I mean, it's a fascinating conversation of itself, right? There was definitely a period this year where the belief was, oh my God, you're using up loads of tokens, you're spending loads of money, you're a great developer, right? And we know that's not necessarily true.

Chris Jangareddy

>> That's not the case here.

Gemma Allen

>> Talk a little bit about where the spending is being done right though. What are you guys seeing from the perspective of pilots, timeframes? Where is this money being invested well and even but to whom? Who are you guys seeing on the build side of enterprise and is that changing?

Chris Jangareddy

>> I mean, the build side of enterprise is definitely changing, right? The POC stage is gone. Every enterprise that we are working with today wants to see business value, business outcomes. The trend has completely shifted. Now the technology is not the barrier now, identifying the business value early on and measuring KPIs and identifying, hey, are we going on track to meet those KPIs is super important. Unless you have a KPI, there's no hands on the keyboard. So that's the shift that we are seeing. And there's companies like Toyota where they are ahead of the curve. Three years back, I want to give some acknowledgement to the senior executive sponsor, Kevin Austin; and the transformation leader, Jason Ballard; and the delivery leader, Smail Haddad, who have identified the need for business value early on. They embarked on a journey to transform the entire supply chain. It's a billion dollar transformation, and the program is a six-year program and it's already delivered $1.5 billion in business value.

Gemma Allen

>> Wow.

Chris Jangareddy

>> That's the kind of brand. It's a AWS-Deloitte partnership. We are so proud to be partnering with Toyota and delivering such a huge, significant business value. And not every company is like Toyota. Majority of the companies that we are seeing are still lagging behind from a business value perspective. And that's where the BVR that Brian is going to talk about later in the session today is going to open a lot of doors forward to tapping into that potential.

Gemma Allen

>> But I want to talk about BTR absolutely. But first I want to ask you, when you think about those KPIs in companies like Tura, what should companies be measuring? What are the right metrics right now? Maybe I'll put this to you, Brian. What is your advice and recommendation? What is the best practice in the space in June of 2026?

Brian Bohan

>> Yeah. And actually I'll come back to the Toyota example for a second because I think what is so instructive there, it's not about like a hammer nail. We have AI. Let's go look for AI projects. That's not what we're talking about. It's we have a real need in supply chain because a Toyota's massive global supply chain, there is so much cost there, there's so much opportunity for optimization and competitive advantage. That's a board level, C level conversation, and that's a challenge they've always had. Now what we're seeing is with AI, things are possible today that weren't possible even six months ago, let alone 18 months ago. So we're able to solve these problems in completely different ways from how we were before. And we're seeing that across the board. I mean, you can look at even mainframes, right? We've been talking about mainframe forever and it's not about like modernizing mainframe, it's about unlocking what's the logic that's in the mainframe so you can do better customer experience, so you can do your claims processing better. So again, it gets back to what KPIs, it's the same KPIs around those business outcomes. So if it's supply chain, it's like less slack in the supply chain. It's lower levels of inventory. It's more velocity through. It's better end to your visibility into your supply chain. It's all the things that we've always wanted to achieve but struggle to do so. So those are the bogies that we need to look at. And I want to go back though just a second to the token maxing thing too, because I think there's an interesting dynamic there even. Because what we're seeing internally at AWS and our own CFO, John Felton will say this, when we do look at token usage, we do correlate that to productivity, especially in our development teams, and we do see a high correlation. Now the one thing I'll say is just using the tools doesn't get you anywhere. You have to completely rethink how you organize and how you work, and that whole mental model needs to change. And you need to use the agentic approach to actually deploying your whole AI DLC. And that's where we see the big unlock. That's in the development world, which is really far advanced. And now we're starting to see it translate over into the business world in cases like Chris just talked about with Deloitte, where we can rethink supply chain using AI to hit those KPIs that we talked about.

Gemma Allen

>> Let's talk about BTR for a second. I know it's been a big announcement here today, and it seems like it brings a lot of promise and a lot of opportunity too for consultancy partnerships like the one with Deloitte. When you hear about it, it sounds somewhat like a customer success model. I'm sure it's more than that, but maybe break it down for us. Talk about the then and the now when we think about something like BVR.

Chris Jangareddy

>> So BVA stands for business value realization, and Amazon spent a significant amount of time and effort in putting that together. It's a structure, right? It always existed in the back of the consulting leaders, right? However, the structure was missing. So we are an early adopters of BVA with Amazon because it aligns with our core DNA of providing business value, identifying business value in every program that we do. So BVA comes with a thousand benchmarks by the industries. It comes with frameworks, it comes with incentives, it comes with dashboards, with the structure. So while we bring in our domain expertise and identify use cases, BVA gives you that structure, the measure and how do you measure these KPIs in real time is something BVA provides us as well, along with benchmarks. So that's the differentiation right now. While everybody was thinking and trying to deliver customer success and talk about business value, this structure was missing all the time. Or everyone was reinventing the wheel, and there's no set format to go get it. And that's where Brian can talk a little bit more on BVA.

Brian Bohan

>> Yeah. And I think you asked a good question, what's the difference between BVR and customer success? And I think it comes down to how do you define success? And why is now the time for this for AWS and our partners like Deloitte? Before AI, if we were implementing, say, a Redshift at a customer, which is our data warehouse in the cloud, success was, okay, it's implemented. The data lake is stood up, your application is sitting on the data lake and it's performing good; that's success. With AI, that's not the case. And it's like even you get back to my example with the AI tooling and the software development lifecycle, even if you get every developer using the tool, that's not success. Success is cutting your time of shipping from six months to six days in some cases if that's your KPI, that's success. And that doesn't happen just by osmosis or magic, right? It has to be intentional. And this is a very Amazonian thing, this intentionality. So we say in the beginning, if you don't put a program around it, you don't put mechanisms around it, then it's just good intentions. And so that's what we've done with BVR. We've taken all the best practices around business value assurance, and a lot of the things that frankly our partners like Deloitte have been doing many years, and we packaged it up into this program, And what I really like it, everything Chris said is right on. We've really structured it. We've put KPIs around it, we put funding around it and we've agentified it. So now we've got these specialist agents that can sit alongside our people and our partners who are doing the right nudges, who are recommending the next best action to ensure that success. And that success is adoption, but it's also driving the business outcomes that our customers want. So it's tying that thread that has been lacking, especially in the area of AI. And that's why I'm so excited.

Gemma Allen

>> So let's finish on those business outcomes that customers want, right? Because we know customers' expectations are changing because the industry is changing an expectation from everywhere is shifting so quickly, right? Folks are feeling pressure as they never felt before, quite frankly. What are you seeing? And how are you, I guess, responding to that shift in a huge change in how quickly and fast and I guess agile people need to be and want to be in 2026?

Chris Jangareddy

>> I want to start with an example of Tower Insurance, right? This is a New Zealand-based insurance company. They reached out to us after a weather event, which uncovered some inconsistencies in their customer response. So the emails' response was 15 minutes and the phone calls were taking much too longer. So we worked with AWS along with their contact center AI and gen AI agents that we developed and built. And in 10 weeks, typically it would have taken a couple of months, but more than six months, but in 10 weeks we were able to showcase 25% improvement in email responses, 20% improvement in phone call responses, 8,400 agent hours, not agentic, but human agent hours that were saved where now the agents are focusing on more value-based work and working with the customers as opposed to spending time looking for data. And the NPA, the net promoter score, NPS, has increased by 4%. That's what we call success, right? And yes, it is customer success, but you're getting it in a fraction of the time it used to take previously.

Gemma Allen

>> That's certainly an impressive metric from the percent of condensing a workflow. And for you, Brian, I guess a last question to you, close us out. In terms of things are shifting quite quickly, expectations are shifting like we just said. How are you responding to the moment and your organization, and also what are the top priorities from here, right? You go back to the office maybe later this week, what's the focus between now and the summit again next year?

Brian Bohan

>> Yeah. And so whether it's my team or our partners or our customers, I think in this time right now it's super hard to predict the future and where things are going. So it really comes down to your only durable advantage is how quickly you can make smart decisions. That's it. We talk about this concept of loops, so new events happening, how quickly can you identify these new signals, these new loops that are opening up? How quickly can you identify which are the most highest priority ones and then how do you action them in a smart fashion? So like everything we're doing in terms of like establishing these AI frameworks and how I'm actually rethinking about how my team is organized and operating is all about that and that is our number one focus. And so for my partners, some of the things that we're doing just on that framework of like smart decision making as quickly as we can is, back to the point of like our customers wanting outcomes and we're doing this with Deloitte, is being able to show up differently, right? Showing up together in smaller agile teams that are incredibly nimble, able to pivot, augmented by AI and by agents in a context graph. We were just talking off camera about the criticality of these contact draft that we're building so that we can apply our knowledge in real time to our customers. And then again, we're not showing up to do a pilot or a POC. We're going to show up, we're going to thin slice the functional problem. We're going to drive it all the way down, lay the foundation that we need to, and then drive that into production so that we can show outcomes and value to the customer. And then in doing so, we've laid that foundation, which makes doing the next project that much easier and that much faster. And so it's all about speed and smart decision making at the end of the day.

Gemma Allen

>> I love it. And outcome and value, which we know is everything right now in the world of enterprise tech. So Chris, Brian, thank you so much for joining us on The Cube.

Brian Bohan

>> Thank you.

Chris Jangareddy

>> Thanks for having us.

Gemma Allen

>> I'm Gemma Allen coming to you from The Cube coverage here on the ground at AWS Summit 2026. We're at the Javits Center in New York. We've got some great conversations coming up. Don't go anywhere.