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Matt Pollard

Speaker

Matt Pollard

2

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VP and Managing Director SS&C Technologies

Matt Pollard is an executive with more than 25 years of experience leading global IT sales/operations and AI-driven transformation across the public and private sectors. As VP & Managing Director of Technology at SS&C (NASDAQ: SSNC), he is responsible for global technology services and managed IT solutions, driving innovation in cloud infrastructure, cybersecurity, and AI-enabled service delivery for regulated industries. A thought leader in ethical AI, Matt advocates for transparency, fairness, and accountability in the deployment of intelligent systems. His background includes senior leadership roles at IBM, Booz Allen Hamilton, and Slalom Consulting, where he designed and executed enterprise AI, data, and IT strategies for Fortune 100 clients. His expertise spans AI governance, privacy, cybersecurity, compliance, and digital transformation—particularly at the intersection of emerging technology, regulation, and social responsibility. Matt serves on the steering committee for Big Data London, is a member of the University of Denver’s AI Advisory Board, and is a frequent keynote speaker and published contributor on AI risk and responsible innovation. He holds a BBA in Management Information Systems from the University of Georgia and resides outside of Boulder, Colorado.

Bio from: Big Data LDN 2025

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We are the last generation to lead human-only organizations. The rise of agentic AI—autonomous systems capable of making decisions, learning independently, and collaborating with other agents—demands a profound shift in how we manage, govern, and grow our workforce. As enterprises accelerate AI adoption, we are entering uncharted territory where humans will no longer be the sole decision-makers, creators, or collaborators. This session explores the critical new skills and organizational capabilities needed to safely deploy, oversee, and scale hybrid human/agentic AI systems. We will examine how emerging regulations are reshaping expectations for transparency, explainability, and ethical alignment. But governance alone is not enough. Human teams must develop new roles—AI risk stewards, model behavior auditors, and cognitive ethicists—to ensure these agents operate without bias, hallucination, or unintended escalation. To meet this challenge, we must also define new career paths that grow the skills needed to lead hybrid teams and rethink early career roles that can serve as feeders into AI governance and oversight disciplines. In a future where machines continuously learn and evolve, leadership must be redefined for the age of intelligent agents.