This conversation recorded live at Google Cloud Next 2026 explores enterprise adoption of artificial intelligence, practical implementations of AI agents and personalization, and considerations for governance and cloud-native infrastructure. The discussion examines how organizations prioritize high-impact use cases and prove value quickly while embedding security and change management from day one.
Rebecca Potts of Google is Director, North America Strategic Industries, Partner Sales. Mike Thiessen of PricewaterhouseCoopers is U.S. Chief Clients and Markets Officer. Alison Kosik and John Furrier of theCUBE Research host the session.
Potts explains how personalized shopping agents, unified customer profiles and Google’s Agent Platform accelerate proof-of-value, shorten sales cycles and enhance personalization. They highlight the role of forward-deployed engineers and agent tooling in delivering measurable outcomes and faster time to value.
Thiessen emphasizes responsible AI, governance and operational guardrails to align speed with trust and compliance. They underscore the importance of embedding security and change management, defining measurable outcomes such as productivity and revenue growth, and using cloud-native infrastructure to scale pilot deployments.
Key takeaways include starting with clear business use cases and demonstrating value quickly, pairing rapid implementation with a responsible AI framework and governance, and prioritizing cloud-native architectures and forward-deployed engineering to accelerate enterprise adoption and measurable impact.
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Mike Thiessen, PwC & Rebecca Potts, Google
This conversation recorded live at Google Cloud Next 2026 explores enterprise adoption of artificial intelligence, practical implementations of AI agents and personalization, and considerations for governance and cloud-native infrastructure. The discussion examines how organizations prioritize high-impact use cases and prove value quickly while embedding security and change management from day one.
Rebecca Potts of Google is Director, North America Strategic Industries, Partner Sales. Mike Thiessen of PricewaterhouseCoopers is U.S. Chief Clients and Markets Officer. Alison Kosik and John Furrier of theCUBE Research host the session.
Potts explains how personalized shopping agents, unified customer profiles and Google’s Agent Platform accelerate proof-of-value, shorten sales cycles and enhance personalization. They highlight the role of forward-deployed engineers and agent tooling in delivering measurable outcomes and faster time to value.
Thiessen emphasizes responsible AI, governance and operational guardrails to align speed with trust and compliance. They underscore the importance of embedding security and change management, defining measurable outcomes such as productivity and revenue growth, and using cloud-native infrastructure to scale pilot deployments.
Key takeaways include starting with clear business use cases and demonstrating value quickly, pairing rapid implementation with a responsible AI framework and governance, and prioritizing cloud-native architectures and forward-deployed engineering to accelerate enterprise adoption and measurable impact.
In this interview from Google Cloud Next 2026, Rebecca Potts, director of North American strategic industries, partner sales at Google, joins Mike Thiessen, U.S. chief clients and markets officer of PwC, to talk with theCUBE's John Furrier and co-host Alison Kosik about why trust — not technology — is the critical variable in scaling enterprise AI. Potts explains how generic AI pitches have given way to industry-specific agentic solutions, citing personal shopping agents for retailers and democratized financial planning as concrete examples of AI expanding ma...Read more
In this interview from Google Cloud Next 2026, Rebecca Potts, director of North American strategic industries, partner sales at Google, joins Mike Thiessen, U.S. chief clients and markets officer of PwC, to talk with theCUBE's John Furrier and co-host Alison Kosik about why trust — not technology — is the critical variable in scaling enterprise AI. Potts explains how generic AI pitches have given way to industry-specific agentic solutions, citing personal shopping agents for retailers and democratized financial planning as concrete examples of AI expanding ma...Read more
exploreKeep Exploring
How does Google help retailers create a personal shopping agent that personalizes product recommendations using customer profiles and purchase history?add
How should organizations balance speed of AI adoption with trust and responsibility, and what cultural approach should leaders take to implement AI successfully?add
How will the growing demand for AI compute — given GPU/TPU supply constraints and rising energy requirements — play out, and what are the main execution risks and cost‑effective ways to integrate AI across products and processes?add
How are you seeing productivity improvements (including revenue growth, not just cost reduction) translate into measurable outcomes, and how do you quantify and communicate those results to customers?add
How would you characterize the current state and likely pace (progress) of enterprise adoption of AI—especially with recent breakthroughs in coding tools and agents?add
>> Welcome back to Google Cloud Next 26. We are live streaming here right in Las Vegas. I am Alison Kosik, joined alongside by John Furrier. You know, we are seeing sort of the next wave of AI value, aren't we?
John Furrier
>> Yeah. And the speed could be a double-edged sword. If you move fast and take advantage, we can get big gains in revenue and also cost takeout. But if you get confused and don't do it, you've missed the boat. And worse, you can be paralyzed because there's so much change happening. Huge topic of where that value is and certainly it's there. It's just how do you get it?
Alison Kosik
>> Yeah, exactly. Let's dig into the topic with Rebecca Potts, the Director of North American Strategic Industries, partner sales with Google. Welcome to theCUBE.
Rebecca Potts
>> Thank you for having me.
Alison Kosik
>> And Mike Thiessen, U.S. Chief Clients and Markets Officer with PwC. Welcome to theCUBE as well.
Mike Thiessen
>> Thank you.
Alison Kosik
>> Rebecca, I'm going to start with you because it's becoming an industry-first AI situation. And I know you are looking at why generic AI... why generic no longer works.
Rebecca Potts
>> I am. So I think our customers really want us to solve their business problems. And so previously when we'd go in and talk about a data problem or an AI problem, that's too generic. What they really want is as a retailer, they want you to solve their personal shopping agent problem. And so how does Google do that? And that's one of the things that we're helping retailers with.
Alison Kosik
>> And how does Google do that?
Rebecca Potts
>> How does Google do that? So we have a personal shopping agent solution that we help them with, but really what's important, then, is on the backend, creating that customer profile based on where the customer has shopped with that particular retailer before, and frankly, any competitive analysis that they have. To be able to understand, for example, I'm six feet tall. I need a 33-inch inseam pant. They want to know if they can serve me and be able to present their offerings to me.
Mike Thiessen
>> I'm not that tall.
Alison Kosik
>> Me either, don't worry. I'm not even close.
John Furrier
>> Personalization is one of the hot areas of agentic. Mike, I want to go to PwC. You guys-
Mike Thiessen
>> Sure....
John Furrier
>> have been leading in the way in this with your customers. Google Cloud's enabled. It's accelerating the value. I mentioned the speed. How do you advise your clients on the speed game? Because it's a tough challenge because there's so much coming out. They want to take out the friction. They want to go after targeted use cases to get the core competencies nailed first versus the fringe pilots. We're seeing that trend. What's your take on the speed side of the game?
Mike Thiessen
>> Maybe one thing I'll start with, and as you're saying it, once you lose trust in the technology, you lose the people. And culturally, it's really hard. On the speed game, it depends on what you're doing. If you're doing research of a policy or something like that, it's very different than doing a customer transaction or advising somebody on a pharma life sciences issue. So it kind of depends. We're all about a responsible AI framework. Who's allowed to use it? What are they allowed to use it for? And how do you control and govern it? And speed with trust and responsibility is the way to go.
John Furrier
>> Is there a cultural template or vibe that you see successful leaders implementing? You mentioned guardrails.
Mike Thiessen
>> Yes. Our chief AI officer always talks about it's all about attitude and not the technology. So what we see in our organization and our clients, leaders that do really well are ones that are authentically engaged. I use it in my personal life. I use it at work. It sets a tone with my people. They know if they give me something, I'm going to test it with AI, just like the example you mentioned, John. And I think it forces people to kind of get comfortable with the technology and bring it along, but it's all about the attitude, not the tech.
Alison Kosik
>> Who is struggling to scale impact, then?
Mike Thiessen
>> Who is struggling?
Alison Kosik
>> Yeah.
Mike Thiessen
>> The skeptics. So we think they're realists, they're zealots, and skeptics. The zealots are off to the races. So converting the skeptics, and again, if you lose their trust, and I was at a client last week where they had an agentic solution and it provided a wrong answer and everybody said, "I'm going back to the way I've always done it," instead of trying to understand why it did it and correcting it. And then they reflected on governance-wise, what guardrails should we have had in place to validate that outcome to make sure it didn't give a wrong outcome to the CFO or somebody for an earnings call?
John Furrier
>> That's the trust angle you're talking-
Mike Thiessen
>> Yes....
John Furrier
>> about.
Mike Thiessen
>> A hundred percent.
John Furrier
>> The attitudinal scale is enthusiasm and confidence at the top, skepticisms, indifference, challenge, and avoidance. You see those and you see that all the time. What... And so-
Alison Kosik
>> Well, taking the critical role for a second, actually, does that mean that someone who is the skeptic because they have seen it fail as opposed to succeed more than once or twice, is there any sort of justification for that? I mean, does it mean that it's not ready for primetime?
Mike Thiessen
>> It depends on the use again, and I think it's a leadership question. I was at a client where one of the leaders said he'd never played with AI before, a Fortune 500 company. I said, "In this day and age, how can you not engage in this technology at least to understand it?" And I think the more people do that and the more they lead their teams in that way, the more beneficial adoption. And the one thing that I love to see, and I get really excited about this, is solving previously unsolvable problems. And when you can do that in an organization and say, "We never thought this was possible," but with industry expertise, AI, domain knowledge, if you can solve that problem for a company, it's amazing how that scales throughout.
John Furrier
>> It spreads, too. It's infectious. That's when the magic happens. Rebecca, we were talking before we came on camera about FTEs, FDEs, not FTEs, I think FTE headcount. But that's an interesting concept.
Mike Thiessen
>> They're expensive. They're expensive.
Rebecca Potts
>> Yes.
John Furrier
>> We'll talk about that with agents, yes.
Rebecca Potts
>> Exactly.
John Furrier
>> But forward-deployed engineers is a hot topic.
Rebecca Potts
>> Absolutely.
John Furrier
>> There's different views of what that means.
Rebecca Potts
>> Sure.
John Furrier
>> You mentioned domain expertise in the business logic, that's domain-specific. Control plane invokes horizontal scale.
Rebecca Potts
>> Yes.
John Furrier
>> Okay, you put them together, you got magic, so that I can see this forward-deployed engineer. Kind of I can maybe see that. Explain what that means today and give us the update on the definition and-
Rebecca Potts
>> Yeah....
John Furrier
>> status.
Rebecca Potts
>> Well, so it really comes down to, as we've been talking about, it comes down to trust. And really what our customers want to see is they want to see a use case that works and that will solve a particular industry-focused problem in their business. So what we do is we leverage forward-deployed engineers to go develop an agent that solves a particular problem that our customer is facing to build with their data and with their context to show them that the technology works in their environment and to go build that trust. Once you've done that, beyond the trust element, we're leveraging these resources to also help with speed in the sales cycle because they are able to produce these agents within, call it a week or two, in many cases. And so that enables us with the whole show me, don't tell me kind of a thing. That enables us to all move faster. And we know that in today's market, it is really all about speed and agility.
John Furrier
>> You know, Mike, the thing that brings up when I hear agents, first of all, coding is helping big time because-
Rebecca Potts
>> Absolutely....
John Furrier
>> that's deploy an engineer to the front lines-
Rebecca Potts
>> That's what-...
John Furrier
>> so to speak-...
Rebecca Potts
>> what allows them to what they're doing....
John Furrier
>> they can code .
Mike Thiessen
>> The right technology.
Rebecca Potts
>> Yes.
John Furrier
>> They got the technology. The tools are there. It's now an operating system. Mike, this reminds me of the old days, not to date myself, but the old outsourcing wave a couple decades ago was really evolving around process improvement-
Mike Thiessen
>> Yep....
John Furrier
>> outsourced non-core competency to groups, to be a supplier, partner, but keep your core competency in house. Okay, but a lot of that kind of rhymes with what's happening with agents. Process is rethinking, reimagined. You've got core competencies, and so executives are like struggling. "Okay, where do I start? What do I focus on?" So there's a lot of debates around that. You're seeing Shadow AI up and down the organization, not just in IT. Shadow IT was the cloud. That's over. It's now cloud-native distributed computing. Shadow AI is opening up all kinds of opportunities and challenges.
Mike Thiessen
>> Well, I think it comes back to trust and governance. So in the boardroom, the use of AI is like the hottest topic. And we're getting asked, "How do you set up a framework to make sure that you know what people are using it for, that it's trustworthy, and that everybody's doing what we want them to do?" So it's a hot topic. But back to the old outsourcing days, this whole make-versus-buy question is huge. Do I build it with my own engineers? Do I outsource it? Do I get some technology partners and industry partners to help me deliver a great solution? Because I want to learn from what everybody else is doing, curate that for my business so I can differentiate and really compete better.
John Furrier
>> And where do people land on the buy-build?
Mike Thiessen
>> Depends. If it's a really distinctive capability, they want to own it. If it's something that's more traditional, they're more comfortable renting it or leasing it or whatever.
Alison Kosik
>> Rebecca, back to your point about the show me, don't tell me. As organizations push to move faster, how do they ensure that they're not creating new risks? What does it look like to embed change management and security into every AI strategy from day one?
Rebecca Potts
>> Well, so the leveraging the forward-deployed engineers is really just step one. And so really what we're doing and what we're seeing is we build, as I mentioned, just the one agent, but of course, it doesn't stop there. Really, then what we're doing is we're building multiple agents to go solve the entire agentic process, and managing those agents across the Google Agent Platform, which was announced today. And so I think what's really important to think about, then, is as you create your plan for implementation of all of these agents is to have the organizational change management and the security piece running through your implementation plan. Those are the two big things that we see will trip you up, especially now that we know the technology works. We all have to remember that as wonderful as technology is, at the end of the day, people run businesses. And so that's really what I'm saying there.
John Furrier
>> Yeah. What I love about this market is that it hits all of our hot buttons, developers.
Rebecca Potts
>> Yes.
John Furrier
>> And with open source and the AI Foundation that Linux just added, you're going to see a lot more people come into the cloud-native world. That's great. Deep tech is mainstream. And then the C-suite is highly active. The roles of, say, the CFO, the role of the chief people officer are changing. So up and down the organizational stack, what defines business model, yesterday's definition might not actually apply to today.
Mike Thiessen
>> You know, it's a really interesting trend we're seeing. The conversation is moving from the IT department and the technologist to the CFO, CEO, and COO. They're really driving the transformation from a business-led perspective, which we think leads to better outcomes.
John Furrier
>> What's the biggest role change? CFO, CIO, CSO, COO or the chief people officer or the CEO? Pick one.
Mike Thiessen
>> Geez.
John Furrier
>> Which one of the hottest... Because I see CFOs more and more involved in operations because they got to do the budgeting. I mean, FinOps is not yet making it to the AI world. Token costs-
Mike Thiessen
>> Okay-...
John Furrier
>> do I build my own token factory?...
Mike Thiessen
>> I think it depends on the industry. And if you think about a regulated industry versus unregulated, it's very different. So the busy people in regulated industries trying to control this, they're very busy and that's legal, CFO, and the like. I think where you can use it more opportunistically, it's certainly commercial officers, product officers, COOs, and CEOs are really driving the agenda of the conversation, which is great.
Rebecca Potts
>> Yeah.
John Furrier
>> Yeah. I mean, one of the things I like right now is that the cloud-native community, and Google Cloud in particular, have gotten stronger. And all the AI infrastructure investments, the TPUs, multiple versions out, still got the NVIDIA relationship booming, there's still supply constraints. There's more action coming. There's demand for compute. I mean, the thirst and hunger for tokens.
Mike Thiessen
>> The energy required.
John Furrier
>> The energy. I mean, that's now the bounding function. So there's so much demand. How do you guys see that playing out? Because there's different views of it. People are trying to plan on the risk side, risk management.
Rebecca Potts
>> Sure.
John Furrier
>> It's all about execution risk. I don't think there's a strategy risk because strategy is take that hill and fuse AI in everything we do. That's generational. But the risk is, how do I do it? How do I do it cost effectively? What is the mechanics? Which process do I rethink? I can't just bolt it on. I can't... So it's all these things are kind of going on. How do we make sense of it?
Rebecca Potts
>> Well-
Mike Thiessen
>> Go ahead....
Rebecca Potts
>> I was just going to say, that's obviously why we partner-
Mike Thiessen
>> That's why we're here....
Rebecca Potts
>> yeah, exactly. That's why we partner with consulting firms like PwC. And I think another thing here is just like good old-fashioned... It feels like a lot of things that are old are new again. We've talked about organizational change management. We've got to talk about scope and project planning and governance and all of those things. And so that's what Mike and his team are terrific at. And so we really depend on him and his team to-
John Furrier
>> Okay, Mike-...
Rebecca Potts
>> go do that....
John Furrier
>> give us a Masterclass because I love these ways, but also the-
Mike Thiessen
>> I'm older than you. Let's start there....
John Furrier
>> the clichés kill me sometimes. "AI is going to kill blank." I mean, plug in, you can put anything in. Consulting firms, software firm. I mean, the death of everything, but long live. The game is still the same.
Mike Thiessen
>> I think it is. And I heard from one of your executives, he said, "You shouldn't worry about AI replacing your job. You should worry about somebody who uses AI better than you replacing you." Okay, that's what you really need to worry about. And I think that's a really good mindset. It's about attitude, being tech-forward, using it, but human-led tech-enabled is our kind of theme.
John Furrier
>> Yeah. One of the skills that comes out, this is another C-suite but it also plays down the DevOps area is that what is the future skill set for the modern person driving the tooling? Empathy certainly comes up. What is that? If they were an athlete, what would be the tools? You have the five tools on baseball or the triple threat in basketball, what would be-
Mike Thiessen
>> I think what we see is we see intellectual athletes, people that are inquisitive, curious, that want to use it and just don't take it for granted, experiment with it. And those creative people, those creative, intelligent athletes are the ones that we're seeking to bring into our organization and keep them for as long as we can because they're the ones that'll make a difference.
John Furrier
>> Rebecca, what's your thoughts on that? Your job is to see opportunities, capture them with your team. How do you see this intellectual athlete or the tools required to be successful?
Rebecca Potts
>> Yeah, so certainly I think you mentioned empathy. I think that plays a large role. I think that this whole idea that AI is going to take your job, being able to help people say that or see that really we're here to simply solve business problems. We're not here to wipe out an entire piece of the business. And so I think that really rises to the top. I think in many ways, the skill set of the leaders of today is the same as it was call it 10 years ago in the way that the CFO still needs to be the CFO, but it's the additive piece of being intellectually curious.
John Furrier
>> There's a lot of psychology involved in this. Mike, you mentioned a responsibility earlier. We're seeing in the old days it was like, "Okay, we don't want to have the security department be the NoOps, if you will, on cloud." So you had to balance the innovation strategy with governance things. We're seeing in the models responsibility as a big topic. You mentioned it. Corporate responsibility certainly has been around, but how do you define responsibility in this era? I mean, how do you frame that? How should people think about being responsible, but not slowing down the momentum of the innovations?
Mike Thiessen
>> So you're not going deep on social responsibility and-
John Furrier
>> No, no....
Mike Thiessen
>> employment and ?
John Furrier
>> With AI because it's going to come fast.
Mike Thiessen
>> It's going to come fast. And I think that responsibility is to use it, but use it sensibly, use it responsibly, and use it right. Because if you could drive better outcomes for your customers, if you can get your clothes and the right styles and sizes, if I can get drugs faster that I need to serve an ailment, it's a wonderful... Again, we can solve previously unsolvable problems as long as we do it responsibly.
Rebecca Potts
>> Yeah.
Mike Thiessen
>> Awesome.
Alison Kosik
>> For organizations trying to kind of bring all of this together, what do you think separates those that are actually succeeding right now?
Mike Thiessen
>> You go.
Rebecca Potts
>> I think those that are willing to try and fail fast. So I think we talked about the use of forward-deployed engineers to go build a use case. That might be the wrong use case, by the way, right?
John Furrier
>> Yeah.
Rebecca Potts
>> But the whole idea is to start the conversation, and if that's not quite right, then pivot. So I think it's to try and fail fast and move on.
Alison Kosik
>> Yeah. Yeah.
John Furrier
>> My final question is on outcomes. Productivity, obviously, everyone sees the productivity gains. A lot of revenue growth is coming from this, not just cost reduction or cost takeout. So that's good. We're seeing-
Rebecca Potts
>> Sure,...
John Furrier
>> those conversations. How are you guys both seeing that productivity and how do you talk to customers about it? Because that's real needle-moving opportunities because that's a great quantification. We did this project, we did this implementation in a direct contribution, we can quantify that in numbers.
Rebecca Potts
>> Yeah.
Mike Thiessen
>> That's a great question. So if you look at some of our clients, they're looking at like, "How do we in the B2B space?" Like, "Hey, somebody comes to my website, what do they do? What do they do there? Can I reach out to them and say, 'Hey, John, you looked at this on my website. I've got these five products.'" So you can really use it to drive growth. And we're seeing the forward-looking organizations doing exactly that. Starting at the front end with the customer, driving growth and being much more effective. And as you suggested, delivering a much better experience overall.
Alison Kosik
>> What I like to call the nudge, but go ahead-
Rebecca Potts
>> Yeah, well-...
Alison Kosik
>> in my email....
Rebecca Potts
>> I think with the technology today, we are able to reach far more people than we were, right?
John Furrier
>> Yeah.
Rebecca Potts
>> And so if you think about in the financial services industry, you think about financial planners and the fact that previously wealth managers were really there to serve those with higher incomes. And now with agents, we're able to serve folks at all income levels. And everybody deserves a terrific financial plan, and now we're able to give it to them. So it's market growth opportunity.
John Furrier
>> Well, I got one more question that just popped in my head. The agents are going to be there. The enterprise, we've seen the adoption enterprise wasn't rapid with AI. I mean, a lot of companies have guardrails and they have AppSec reviews. So they've been with machine learning for years, but we saw search. RAG was great. Marketing and copy, great. When coding broke through this past year, to me, that was a real domino that fell. Agents seem to be right behind it. So I guess my question to you guys is, how do you feel, how would you scope the progress bar of enterprise? Because I think the coding is a nice... Breaks down that barrier and in comes the agents. And with all the new announcements, the way Gemini is popping, I think this feels to me like it's going to be big, fast. Thoughts on enterprise?
Mike Thiessen
>> And we're feeling it in a big way. And I would say personally, in the last three to four or five months, I've seen a lot more clients talking about enterprise transformation. We now believe we've reduced the number of skeptics. We've used it on some operational areas. We think we can use it to drive growth. How are we looking at all of our processes with an agentified kind of vision? And how can it do more for us?
John Furrier
>> Line of sight on economics, too. Unit economics, you can capture that.
Rebecca Potts
>> Right. Yeah. Well, and listen, in the executive offices, obviously we know that just we're able to move faster because we're able to provide information faster so decisions can be made faster. And once decisions are made, then also internal processes can be fixed because we have the coding agents. So it's a bit of a circle of life there, so-
John Furrier
>> Yeah, nice flywheel....
Rebecca Potts
>> I think that we'll be-
Mike Thiessen
>> Live it, love it....
Rebecca Potts
>> we'll be moving exponentially
Mike Thiessen
>> Circle of greatness....
Rebecca Potts
>> faster.
John Furrier
>> Yeah, circle of value.
Rebecca Potts
>> Yeah, circle of value.
John Furrier
>> Value creation-
Rebecca Potts
>> There you go....
John Furrier
>> and extraction.
Rebecca Potts
>> Yes.
John Furrier
>> Thanks for coming on. I really appreciate it. I love what you guys do.
Mike Thiessen
>> Thank you, guys. Thank you.
Alison Kosik
>> Great conversation. Thanks so much.
Rebecca Potts
>> All right. Thanks for having us.
Alison Kosik
>> You're watching theCUBE, the leader in live technology coverage, and we're going to be back after this.
Alison Kosik
John Furrier