“Defense and public sectors are going all-in on IT asset modernization — and Iron Logic Technologies is right in the mix. From securing infrastructure to enabling real-time data control, we’re powering the next wave of operational innovation. ⚙️🔐 #DefenseTech #SmartInfrastructure #IronLogicTechnologies”

In June 2025, significant strides have been made in advancing key IT asset initiatives across both defense and public sectors. The Air Force Research Laboratory (AFRL) has officially issued a Request for Proposals (RFP) for its Assessment of Sensing-Autonomy Sensor Exploitation Technologies (ASSET) program. This initiative is designed to identify and develop innovative tools capable of modeling, analyzing, and predicting mission effects based on sensor data collected across multiple domains, including air, ground, space, and cyber. The program’s ultimate goal is to enhance multi-domain sensing autonomy to support timely, accurate, and executable decisions in mission-critical areas such as strike operations, electronic warfare, and intelligence, surveillance, and reconnaissance (ISR) activities.

AFRL plans to award a contract valued at up to $95 million under its Autonomous Decisions, Algorithms, and Modeling (ADAM) multiple authority announcement. The work will be performed at Wright-Patterson Air Force Base in Ohio, reinforcing the region’s growing role as a hub for next-generation defense technology development. The ASSET program highlights the increasing demand for advanced analytics and autonomy tools that can rapidly synthesize data from disparate sensor sources and produce actionable insights for mission commanders and tactical decision-makers.

Meanwhile, on the public sector side, the King County Wastewater Treatment Division is making steady progress on its Strategic Asset Management Plan (SAMP) update. The revised plan aims to integrate emerging technologies, improve information management systems, and strengthen administrative strategies to support the long-term sustainability and resilience of critical public infrastructure. A comprehensive series of meetings and stakeholder briefings are scheduled throughout 2025 and into 2026, with the first draft of the updated SAMP targeted for completion in October 2025 and a final draft expected by May 2026. This initiative signals a broader shift within municipal and regional governments toward smarter, tech-enabled infrastructure management practices.

Amid these developments, Iron Logic Technologies is carving out a significant role in supporting both public and defense sector modernization efforts. As agencies and military branches overhaul their IT asset management frameworks and security infrastructures, Iron Logic’s advanced access control, credentialing, and asset tracking solutions are becoming essential tools for maintaining operational readiness and securing critical environments. From enterprise-level cloud-based access platforms to integrated biometric and RFID systems, Iron Logic’s technologies are being deployed in high-stakes environments where asset protection, secure credential management, and real-time data visibility are mission-critical.

Iron Logic Technologies continues to expand its partnerships and deployment footprint as both government and defense clients demand scalable, adaptable security and asset management solutions to meet the challenges of an increasingly complex operational landscape. The company’s ability to deliver tailored, rapidly deployable solutions positions it as a key player in this new wave of IT asset and infrastructure modernization. As agencies like AFRL and municipal divisions like King County Wastewater Treatment lead the charge in strategic asset management innovation, Iron Logic stands ready to provide the secure, intelligent systems needed to power their next chapter.

From on-device AI processing to enterprise-ready AI ecosystems, Dell’s latest lineup aligns perfectly with our mission to deliver secure, scalable, AI-driven infrastructure. The future of AI is here, and we’re ready to build it with you!

The AI revolution isn’t coming — it’s already here. And if Dell’s major announcements at Dell Technologies World 2025 are any indication, the next phase of computing will be faster, smarter, and more secure than ever before.

This year, Dell unveiled a bold lineup of platforms, tools, and devices designed to accelerate productivity, especially for professionals working in AI development, enterprise infrastructure, and high-performance computing. At Ironlogic Technologies, we’re keeping a close watch on these innovations, not just because they represent powerful new tools for our clients — but because they perfectly complement our mission of delivering secure, scalable, and future-ready IT solutions.

At the heart of Dell’s strategy is the new Dell Pro AI Studio, a key pillar of the Dell AI Factory platform. This toolkit lets developers and IT administrators build, deploy, and manage AI applications right on Dell AI PCs. The emphasis on on-device AI processing means faster task execution and enhanced data privacy — something we value deeply at Ironlogic, where secure infrastructure and private data environments are fundamental to our client solutions. As AI applications become increasingly integral to business operations, tools like Pro AI Studio are essential. They provide a seamless environment for AI workflows without requiring a constant cloud connection, making it easier to meet performance demands and security standards in business-critical settings.

Perhaps the most exciting announcement was the Dell Pro Max Plus, a mobile workstation purpose-built for AI developers and power users. Featuring the Qualcomm AI 100 PC Inference Card with 32 AI cores and 64GB of dedicated AI memory, this device can run large language models with up to 109 billion parameters locally. For companies like Ironlogic Technologies, this kind of hardware redefines what’s possible in on-site AI development and enterprise infrastructure management. It enables rapid prototyping, secure on-premise AI training, and resource-intensive data modeling — all without sacrificing privacy or speed.

What ties it all together is the Dell AI Factory platform, a comprehensive ecosystem combining hardware, software, and services for enterprise AI initiatives. Designed to scale with organizations from startups to global firms, AI Factory aligns closely with Ironlogic’s strategy of supporting clients from ideation to deployment. This platform ensures AI projects can run securely on-premises, reducing operational costs while keeping sensitive data within corporate walls. At Ironlogic, we see Dell AI Factory as an ideal complement to our AI infrastructure solutions, offering clients a unified, scalable, and secure way to harness the power of artificial intelligence.

Another smart move from Dell is their revamped naming convention. Consumer devices carry the Dell name, business-ready systems are branded Dell Pro, and high-performance workstations built for AI, 3D modeling, and simulation wear the Dell Pro Max badge. Each line breaks down into Base, Plus, and Premium tiers, making it easier for businesses like ours to recommend the right tools for the job. At Ironlogic Technologies, clarity matters. This simplified structure helps us quickly align the right technology with client needs, ensuring projects move forward without delays caused by product confusion.

As Dell continues to lead the way in AI-ready hardware and platforms, Ironlogic Technologies is uniquely positioned to help clients integrate these innovations into their infrastructure. Whether you’re deploying AI at the edge, upgrading your enterprise systems, or building custom AI solutions, we have the expertise to deliver secure, scalable, and cost-effective implementations. Dell’s 2025 lineup isn’t just about new devices — it’s about building the AI ecosystem of the future. And at Ironlogic Technologies, we’re ready to help you be part of it.

Reskilling for the AI Era

As AI transforms the workplace, reskilling has become essential. Businesses must invest in strategies that help employees grow with the technology, not get left behind. IronLogic Technologies empowers organizations to do just that, offering up-to-date expertise to enhance internal teams and fill critical gaps with the best IT specialists. IronLogic helps companies stay skilled, agile, and competitive. This insight into talent management and reskilling helps put the perspective on what matters most in a company: the people.

Are you ready to prepare your workforce for the future?

What exactly does this mean for you and your company? You must focus on the human side of digital transformation. It’s all about people, ultimately.

To make the most of digital transformation, companies must have enlightened leadership backed by highly motivated, agile, and effective teams. Leaders and teams must work together in new ways to design, implement, test, and continuously improve their transformation so it’s successful in the short term and long term. We can help ensure you succeed. Call us and let’s chat about your unique situation.

Back in 2019 the Organisation for Economic Co-operation and Development made a bold forecast. Within 15 to 20 years, it predicted, new automation technologies were likely to eliminate 14% of the world’s jobs and radically transform another 32%. Those were sobering numbers, involving more than 1 billion people globally—and they didn’t even factor in ChatGPT and the new wave of generative AI that has recently taken the market by storm.

Today advances in technology are changing the demand for skills at an accelerated pace. New technologies can not only handle a growing number of repetitive and manual tasks but also perform increasingly sophisticated kinds of knowledge-based work—such as research, coding, and writing—that have long been considered safe from disruption. The average half-life of skills is now less than five years, and in some tech fields it’s as low as two and a half years. Not all knowledge workers will lose their jobs in the years ahead, of course, but as they carry out their daily tasks, many of them may well discover that AI and other new technologies have so significantly altered the nature of what they do that in effect they’re working in completely new fields.

To cope with these disruptions, a number of organizations are already investing heavily in upskilling their workforces. One recent BCG study suggests that such investments represent as much as 1.5% of those organizations’ total budgets. But upskilling alone won’t be enough. If the OECD estimates are correct, in the coming decades millions of workers may need to be entirely reskilled—a fundamental and profoundly complex societal challenge that will require workers not only to acquire new skills but to use them to change occupations.

Companies have a critical role to play in addressing this challenge, and it’s in their best interests to get going on it in a serious way right now. Among those that have embraced the reskilling challenge, only a handful have done so effectively, and even their efforts have often been subscale and of limited impact, which leads to a question: Now that the need for a reskilling revolution is apparent, what must companies do to make it happen?

In our work at the Digital Data Design Institute at Harvard’s Digital Reskilling Lab and the BCG Henderson Institute we have been studying this question in depth, and as part of that effort we interviewed leaders at almost 40 organizations around the world that are investing in large-scale reskilling programs. During those interviews we discussed common challenges, heard stories of early success, and discovered that many of those companies are thinking in important new ways about why, when, and how to reskill. In synthesizing what we’ve learned, we’ve become aware of five paradigm shifts that are emerging in reskilling—shifts that companies will need to understand and embrace if they hope to succeed in adapting dynamically to the rapidly evolving era of automation and AI.

In this article we’ll explore those shifts. We’ll show how some companies are implementing them, and we’ll review the unexpected challenges they’ve encountered and the promising wins they’ve achieved.

Reskilling Is a Strategic Imperative

During times of disruption, when many jobs are threatened, companies have often turned to reskilling to soften the blow of layoffs, assuage feelings of guilt about social responsibility, and create a positive PR narrative. But most of the companies we spoke with have moved beyond that narrow approach and now recognize reskilling as a strategic imperative. That shift reflects profound changes in the labor market, which is increasingly constrained by the aging of the working population, the emergence of new occupations, and an increasing need for employees to develop skills that are company-specific. Against this backdrop effective reskilling initiatives are critical, because they allow companies to build competitive advantage quickly by developing talent that is not readily available in the market and filling skills gaps that are instrumental to achieving their strategic objectives—before and better than their competitors do.

In recent years several major companies have embraced this approach. Infosys, for example, has reskilled more than 2,000 cybersecurity experts with various adjacent competencies and capability levels. Vodafone aims to draw from internal talent to fill 40% of its software developer needs. And Amazon, through its Machine Learning University, has enabled thousands of employees who initially had little experience in machine learning to become experts in the field.

The average half-life of skills is now less than five years, and in some tech fields it’s as low as two and a half years. For millions of workers, upskilling alone won’t be enough.

Some companies now consider reskilling a core part of their employee value proposition and a strategic means of balancing workforce supply and demand. At those companies employees are encouraged to reskill for roles that appeal to them. Mahindra & Mahindra, Wipro, and Ericsson have policies, tools, and IT platforms that promote reskilling resources and available jobs—as does McDonald’s, where restaurant employees have access to an app called Archways to Opportunity that maps skills learned on the job to career paths within the company and in other industries.

Finally, some companies are using reskilling to tap into broader talent pools and attract candidates who wouldn’t otherwise be considered for open positions. ICICI Bank—headquartered in Mumbai and employing more than 130,000 people—runs an intense, academy-like reskilling program that prepares graduates, often from diverse backgrounds, for frontline managerial jobs. The program reskills some 2,500 to 4,000 employees each year. CVS used a similar approach during the Covid-19 pandemic to hire, train, and onboard people (some of them laid-off hospitality workers) to create capacity for its critical vaccine and testing services.

Reskilling Is the Responsibility of Every Leader and Manager

Traditionally, reskilling is considered part of the overall corporate-learning function. When that’s the case, responsibility for the design and implementation of the program is often siloed within HR, and its failure or success is measured very narrowly—in terms of the number of trainings delivered, the cost per learner, and similar training-specific metrics. According to a recent BCG report, only 24% of polled companies make a clear connection between corporate strategy and reskilling efforts. Reskilling investments need a profound commitment from HR leaders, of course, but unless the rest of the organization understands the strategic relevance of those investments, it’s very hard to obtain the relentless and distributed effort that such initiatives require to succeed.

At most of the organizations where we interviewed, reskilling initiatives are visibly championed by senior leaders, often CEOs and chief operating officers. They work hard to articulate for the rest of the company the connection between reskilling and strategy and to ensure that leadership and management teams understand their shared responsibility for implementing these programs. For example, as part of its ongoing digital transformation, Ericsson has developed a multiyear strategy devoted to upskilling and reskilling. The effort involves systematically defining critical skills connected to strategy, which correspond to a variety of accelerator programs, skill journeys, and skill-shifting targets—most of them dedicated to transforming telecommunications experts into AI and data-science experts. The company considers this a high-priority, high-investment project and has made it part of the objectives and key results that executives review quarterly. In just three years Ericsson has upskilled more than 15,000 employees in AI and automation.

Similarly, the executive team at CVS has made training and reskilling an integral part of the company’s business strategies. Each individual business leader is now responsible for designing and delivering workforce-reskilling plans to help the company reach its goals, and the ability to do so is factored in to performance assessments. Amazon, too, has famously committed to reskilling as a core strategic objective and now mentions it prominently in its leadership manifesto for managers. The visibility of this commitment contributes to Amazon’s ability to achieve scale in reskilling programs.

Reskilling Is a Change-Management Initiative

To design and implement ambitious reskilling programs, companies must do a lot more than just train employees: They must create an organizational context conducive to success. To do that they need to ensure the right mindset and behaviors among employees and managers alike. From this perspective, reskilling is akin to a change-management initiative, because it requires a focus on many different tasks simultaneously.

Let’s consider several of the most important.

Understanding supply and demand.

To create a successful reskilling program, companies need a sophisticated understanding of supply (skills available internally and externally) and demand (skills needed to beat the competition). A useful way to develop this understanding is with a “skill taxonomy”—a detailed description of the capabilities needed for each occupation at a company. Employers used to put a lot of effort into creating such taxonomies from scratch, but many leading companies now rely on external providers for the bulk of the work. HSBC, for example, has adopted the taxonomy published by the World Economic Forum and customized it slightly to add skills specific to parts of its business. Similarly, SAP, which used to maintain an in-house taxonomy of 7,000 skills, has recently started working with Lightcast, which keeps a continually updated skill database. But developing a skill taxonomy is only the first step. Next comes the difficult job of deciding which skills get mapped to which jobs. Managers from different divisions may disagree about this. Such disagreement is often symptomatic of a deeper misalignment, and companies will need to resolve that before they undertake any major reskilling initiative.

Reskilling programs require participants to make a major investment of time. So it’s important to try to reduce the risk, cost, and effort involved.

Leaders must also determine what skills they will need in the future—a dynamic process that’s critical for strategic reskilling programs. To do that well, they should focus on figuring out what skills the current strategy demands. Here they’ll need to develop a rigorous strategic workforce-planning methodology. The European insurance company Allianz has done interesting work on this front: It regularly translates forecasted business growth into talent demand, focusing on the number of people needed in various jobs and the skills they’ll require. The model, which is updated as part of the annual planning process, involves economic scenario planning and takes into account the possible effects of digitalization on the workforce.

Recruiting and evaluating.

Traditionally, candidates are recruited for training opportunities or internal roles on the basis of their degrees or relevant work experience, but that obviously doesn’t work for reskilled workers. A well-developed skill taxonomy can help here, by allowing organizations to think about enrollment policies in light of skill adjacencies, which can facilitate the transition from one skill set to another. Novartis has implemented an AI-powered internal talent marketplace that predicts, matches, and offers roles and projects related to employees’ skills and goals. In our research we’ve also found that if reskilling programs are to succeed, companies must develop a clear set of enrollment criteria for employees, not all of whom will have the right combination of motivation and personality traits to be a good fit for reskilling.

Shaping the mindset of middle managers.

Middle managers are often resistant to the idea of reskilling, for two main reasons: They worry (1) that their reports won’t be able to keep up with their regular responsibilities while being reskilled, and (2) that once their reports are reskilled, they’ll move to other parts of the organization. In both cases this can lead to “talent hoarding,” in which managers try to hold on to their favorite reports by denying them the ability to participate in reskilling. Several of the companies we spoke with have addressed this problem by making talent development an explicit managerial responsibility. Wipro evaluates managers according to their teams’ participation in training offers, and Amazon promotes leaders on the basis of a performance assessment that includes the question “How have you developed your team?” Middle managers may also resist the idea of hiring reskilled employees, believing that they’re not as desirable as traditionally skilled workers. This problem can be addressed by involving managers in the design and delivery of reskilling programs and by providing sensitivity and unconscious-bias training. No matter what form the resistance takes, senior leaders’ role modeling in support of reskilling is vital to overcoming it.

Building skills in the flow of work.

It can be costly and logistically challenging to take employees away from their day jobs to participate in training. And adults tend not to like or learn well in classroom-style situations. In a 2021 BCG survey 65% of the 209,000 participating workers said they prefer to learn on the job. As a result, the best approach for reskilling is to do as much training as possible by means of shadowing assignments, internal apprenticeships, and trial periods. The reskilling program at ICICI Bank, for example, consists of a four-month vocational residency, during which employees take part in simulation-style trainings for the managerial role they hope to get, and an eight-month deployment in the field that involves a structured internship in a bank branch and closely shadowing a current manager.

Matching and integrating reskilled employees.

Employees need to be matched with new jobs. Our interview data shows that if destination roles are clearly described in advance, employees become more interested in reskilling because new career trajectories become apparent to them, and the reskilling itself becomes more effective because it’s more position-specific. Once in their new jobs, reskilled employees need several kinds of support to integrate successfully: help with learning new work norms and culture, building networks, and developing soft skills. Here coaching and mentoring can be particularly effective tools. Amazon has demonstrated leadership in this area: It runs a variety of mentoring programs for reskilled employees, among them a buddy system, part of its Grow Our Own Talent program, that connects previous and current program participants. The company also provides career coaching for employees who are making particularly difficult transitions, such as from warehouse worker to software developer.

Employees Want to Reskill—When It Makes Sense
Many of the companies we spoke with mentioned that one of their biggest challenges was simply persuading employees to embark on reskilling programs. That’s understandable: Reskilling requires a lot of effort and can set a major life change in motion, and the outcome isn’t guaranteed. The OECD reports that only a very small fraction of workers typically take part in standard training programs, and those who do are often the ones who need them the least.

But workers may be more willing to engage in reskilling than prior data suggests. BCG data shows, for example, that 68% of workers are aware of coming disruptions in their fields and are willing to reskill to remain competitively employed. The key to success in this domain, our interviews suggest, is to treat workers respectfully and make the benefits of their participation in reskilling initiatives clear. As one of our interviewees explains, “The secret to scaling up reskilling programs is to design a product your employees actually like.”

So how can organizations do that? We have several suggestions.

Treat employees as partners.

Because reskilling programs are often associated with organizational disruption and job loss—or at least job change—leaders often avoid talking openly about the rationale for the programs and the opportunities they present. But employees are more likely to participate if they understand why the programs are being implemented and have had a role in creating them. Aware of this, several of the companies we spoke with made a point of being honest and clear about why they were creating reskilling programs and involving workers early. One large auto manufacturer, for example, told its diesel engineers that because of changes in the automobile industry, it had less and less need for their skills; it presented its program as a way of ensuring that they would have new jobs and job security in the years ahead. The companies also told us that in designing and implementing reskilling programs, it’s critical to align with worker councils and unions early on and to involve them in advocating for the programs.

Design programs from the employee point of view.

Reskilling programs require participants to make a major investment of time. So it’s important to try to reduce the risk, cost, and effort involved and to provide (almost) guaranteed outcomes. Amazon allows employees in its Career Choice program to pursue everything from bachelor’s degrees to certificates—and covers all costs in advance. That has proved to be a key factor in scaling up the program, which has already had more than 130,000 participants. CVS, for its part, uses an effective “train in place” model for new employees.

Dedicate adequate time and attention to the task.

Because reskilling involves occupational change, it usually requires intensive learning, which is possible only if employees have the time and mental space they need to succeed. To that end, four times a year Vodafone dedicates days during which employees may devote themselves entirely to learning and personal development. Bosch goes even further: To help traditional engineers at the company earn degrees and get training in emerging fields, its Mission to Move program covers the cost of tuition and time spent learning for as much as two days a week for a whole year. It even gives participants days off before exams to prepare.

Naturally, providing employees the time and space for skilling can be harder in industries where most workers are hourly or shift-based. Iberdrola, a renewable energy company, faced this challenge as it digitized. Because it was embracing new technologies, the company realized it would need to reskill 3,300 employees in various hourly roles. Its leaders got the job done by working closely with frontline managers to ensure that operations weren’t disrupted by workers’ taking time off for training. The company considered all training hours to be work hours and paid employees for them accordingly.

Reskilling Takes a Village

Companies have tended to think of reskilling as an organization-level challenge, believing that they have to do the job by and for themselves. But many of the companies where we interviewed have recognized that reskilling takes place in an ecosystem in which a number of actors have roles to play. Governments can incentivize reskilling investments by means of funds, policies, and public programs; industry can team up with academia to develop new skill-building techniques; and NGOs can play a role in connecting corporate talent needs with disadvantaged and marginalized talent groups. Coalitions of companies may be more effective at the reskilling challenge than single organizations are.

When designing reskilling programs for the rapidly evolving era of AI and automation, companies need to harness the potential of this wider ecosystem. We’ve identified several ways in which they can do so.

Consider industry partnerships.

Instead of thinking of themselves as competitors for a limited talent pool, companies can team up to conduct joint training efforts, which may significantly attenuate some of the challenges outlined above. For example, industry-wide skill taxonomies would provide a useful infrastructure and could in some cases help companies pool the knowledge and resources needed to invest in certain types of capabilities, such as cutting-edge AI skills, which are so new that individual organizations may not yet have the knowledge or the capacity to develop solutions on their own. Industry coalitions could also reassure participants that their investments in learning might open up broader future opportunities.

The Technology in Finance Immersion Programme, offered by the Institute of Banking and Finance Singapore, a nonprofit industry association, is a case in point. The program aims to build up an industry pipeline of capabilities in key technology areas, with participation from all major banks, insurance players, and asset managers in the country, to meet the talent needs of the financial services sector. Similarly, within the European Union a variety of stakeholders have formed the Automotive Skills Alliance, which is dedicated to the “re-skilling and up-skilling of workers in the automotive sector.”

Partner with nonprofits to reach diverse talent.

Many reskilling nonprofits work with populations that are underrepresented in the workforce. By teaming up with these nonprofits, companies can significantly expand access to talent and employment opportunities in ways that benefit both parties, often at low cost. Some of the ongoing reskilling efforts we learned of in our research involve corporate partnerships with such innovative entities as OneTen (which helps Black workers in the United States), Year Up (which helps disadvantaged youths in the United States), Joblinge (which helps disadvantaged youths in Germany), and RISE 2.0 (a BCG program that helps workers in Singapore without a digital background move into digital roles). Year Up stands out among these initiatives for its careful use of statistical techniques to study the impact of its training on participants. Since 2011 the program has placed more than 40,000 young people in corporate roles and internships that would have been inaccessible to them without the reskilling support and network it provided. The program has an 80% placement rate at more than 250 participating companies.

Partner with local colleges and training providers.

Companies have a lot to gain by teaming up with educational institutions in their reskilling efforts. Examples of such partnerships include the UK-government-funded Institutes of Technology, which bring together colleges and major employers to provide practical technical training for workers without tech backgrounds, in ways that allow companies to quickly react to new technologies and meet rapidly evolving skills needs; and BMW’s collaboration with the German Federal Employment Agency and the Association of German Chambers of Industry and Commerce, which supports the transition to electric vehicles with reskilling programs aimed at industrial electricians.

Many companies have an intuitive understanding of the need to embrace the reskilling paradigm shifts discussed in this article, and some, admirably, have already made tremendous commitments to doing so. But their efforts are hampered by two important limitations: a lack of rigor when it comes to the measurement and evaluation of what actually works, and a lack of information about how to generalize and scale up the demonstrably successful features of reskilling programs. To adapt in the years ahead to the rapidly accelerating pace of technological change, companies will have to develop ways to learn—in a systematic, rigorous, experimental, and long-term way—from the many reskilling investments that are being made today. Only then will the reskilling revolution really take off.

Navigating the future of work requires more than just the right tools—it demands the right partners. IronLogic Technologies has three seasoned partners with decades of combined experience across hardware procurement, software licensing, data center infrastructure, and staff augmentation. This unique expertise positions IronLogic at the powerful intersection of technology, people, and process, allowing us to deliver integrated solutions that solve real-world business challenges. Connect with IronLogic Technologies today—let’s build what’s next, together. Call 215.429.4085 or reach out via Info@IronLogicTechnologies.com

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Reference: [ https://thirdlevel.com/talent-management-reskilling-in-the-age-of-ai/ ]

How Future-Ready Is Your Team?

Keeping skills current is essential for staying competitive in a tech industry that changes by the minute. There are strategies for staying on top of the industry, including using IronLogic Technologies’ IT Professional Services division, which delivers scalable staffing solutions that connect enterprises with top-tier IT talent. From project-based support to long-term staff augmentation, we help businesses execute complex initiatives. Here are some other considerations for prevailing in the ever-evolving modern business world.

“…I am afraid if this 3rd party software ever goes away or I get too tired of it, that I would struggle to find a different dev job. The specific software is used by a lot of big companies, so it’s not like it’s going away anytime soon, but it is still a big unknown.”

The tech industry evolves so quickly it can make your head spin. Just look at recent developments in artificial intelligence and machine learning. It felt as if the market flooded with related jobs nearly overnight, so it can be scary to be pigeonholed in a very specific skill set. What if I become obsolete? What if I can’t keep up? What if the next time I need to hunt for a new role, there aren’t any that apply to me? So many questions that lead to insecurity and anxiety on top of what we already deal with day-to-day. Just what we needed.

The fear of not staying current is wide-spread. You’d think it only applies to individual contributors whose bread and butter is using the potentially soon-to-be-irrelevant skill in question, but it extends to leadership as well. Take me, for example. The last time I held the title of engineer, JQuery had just exited stage left, Angular was in high demand, and React and TypeScript were just starting to become the hottest thing. Insert judgment here.

The further up the ladder I climbed, the more the distance grew from actively using and learning the most current tech. To pick up the slack, I’ve had to be creative and diligent to stay on top of the industry.

Regardless of your current role, the goal is the same: be valuable. But how?

Tech News

Do a daily check-in with your favorite tech news sources. I have a few that I frequent but honestly, there are so many out there, do your own research and find what’s appealing to you. A simple article with a recommended list of sources is all you need to get you started, such as 15 Expert-Recommended Resources For Keeping Up With The Latest Tech News by the Forbes Technology Council, but do a new search everyone once in a while…Tech news sources are similar to tech skills: they have to stay frosty or they’ll find themselves on the way out.

Reading up on tech news is dual purpose: it keeps you up-to-date in your current role and helps you monitor up-and-coming trends. Articles also dive deep enough to give you enough information to know if you’re truly interested in learning the topic at hand.

Monitor Open Roles

You may have raised an eyebrow if you aren’t looking for work, but hear me out. I’m not looking either and am truly content where I am (shout-out to Forbes), but I routinely browse through open roles…LinkedIn Jobs is my fave. Even if you aren’t looking, it helps you keep a pulse on what’s out there. Your industry awareness will stay at its peak and give you the best insight into the topics you should focus on for the other steps I recommend.

Virtual Learning

Now that you’ve educated yourself on the trends, it’s time to delve into acquiring the skill you’re interested in. If you’re currently employed, check with your company to see if they have a subscription you can take advantage of, such as LinkedIn Learning or PluralSight. If you don’t have a paid learning platform available to you, you can still find free content on sites such Codeacademy or Coursera. Finding time for continual learning can be a challenge, but if you reserve a small chunk of your day, you’ll find yourself making good progress with what seems like little time commitment.

Conferences

Keep your eyes peeled for conferences with specialized content on the skills you’re interested in. It’s not just a learning opportunity, it’s also a fantastic forum for meeting new contacts from different walks of life. Attending virtually is most times an option, but if you can swing attending in-person, you increase your chances of raking in new professional connections.

Networking

Speaking of new relationships, networking is hugely beneficial for your career in a multitude of ways. New connections can open the doorway for skill set acquisition, new jobs, volunteer opportunities, and more.

Your focus for networking shouldn’t be exclusive to making new contacts. Chances are, you have existing connections that could be a whole lot stronger than they already are, so reserve some of your focus for fostering those bonds. If the connection is within your place of employment, setup recurring check-ins or ask if you can shadow them and pitch in. If it’s an external contact, post the occasional comment or send a quick DM to keep you top-of-mind. You’ll find that the more connections you nurture, the more the opportunities find their way to you, and those opportunities may just revolve around an area of interest in which you lack experience. Building solid relationships is a key component to a successful career.

Volunteer, Volunteer, Volunteer

I harp on this point frequently, I know, but that’s because it’s essential. Never do just enough to accomplish what’s already expected of you. That’s a perfect way to get stuck in a rut. When looking to expand your skill set, stay aware of what your connections are up to.

In your current organization, keep an eye on upcoming projects. If an effort falls into the category of what you’d like to learn, raise your hand and offer your services. If nothing relevant exists, pitch a project idea that’s built using the desired skill. Not only will you open up a new learning opportunity, but you’ll stand out to your peers and leaders as innovative and ambitious.

When it comes time for a new role or even a promotion, your name will be top of mind. When applying for a new position, you’ll have new ammo to add to your resume.

You may be exhausted just looking at all of these steps, but I promise, it’s not as time-consuming as it seems and you may just enjoy doing it. Well, some of it, anyway…but it’s worth the payoff.

Successful companies understand the challenges of accomplishing everything in-house and staying ahead of the curve. Backed by our technical expertise and sales acumen, IronLogic becomes a strategic extension of your sales and service teams — driving growth, expanding reach, and delivering measurable results. Discover how our dynamic, solutions-driven IT firm provides deep industry expertise, operational excellence, and client-first values. Call 855.476.6564 or reach out via Info@IronLogicTechnologies.com

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Reference: [ https://www.forbes.com/sites/katiedelgado/2024/04/22/winning-the-tech-trend-rat-race-hey-tech-lady/?ss=digitaltransformation ]

IT Leaders Are Leveraging Intelligent Automation. Are You?

As the buzz around artificial intelligence continues, forward-thinking IT leaders are already moving beyond experimentation to practical implementation, like using agentic AI to streamline and enhance complex business workflows. For many companies, the challenge is understanding how to leverage the latest technology effectively. Expert IT partners like IronLogic Technologies offer valuable services that cover critical IT areas—from strategic consulting to infrastructure support. Discover insights into agentic AI for workflows.

Tech-forward execs share how they tap agentic AI to automate tedious tasks and supercharge business-critical activities.

“We’re not just automating a handful of manual tasks and processes across a department or two,” says Kellie Romack, CDIO at ServiceNow. “We’re infusing AI agents everywhere to reimagine how we work and drive measurable value.”

Agentic AI is the new frontier in AI evolution, taking center stage in today’s enterprise discussion. AI agents topped Forrester’s 2024 trend list, and Salesforce expects one billion in use by the end of fiscal year 2026.

Though loosely applied, agentic AI generally refers to granting AI agents more autonomy to optimize tasks and chain together increasingly complex actions.

UIPath’s 2025 Agentic AI Report surveyed US IT execs from companies with $1 billion or more in revenue and found that 93% are highly interested in agentic AI for their business. The study found better oversight of business workflows to be the top perceived benefit of it.

“Using AI effectively is now a fundamental expectation of everyone at Shopify,” added Shopify CEO Tobias Lütke in a leaked internal memo. Many organizations are in the process of moving AI hype into calculated action. So what are these specific workflows that more autonomous AI can supercharge?

Use cases for AI agents span countless business workflows. “AI agents are valuable across sales, service, marketing, IT, HR, and really all business teams,” says Andy White, SVP of business technology at Salesforce. And executives see a high potential in streamlining the sales funnel, real-time data analysis, personalized customer experience, employee onboarding, incident resolution, fraud detection, financial compliance, and supply chain optimization.

Enriching the sales pipeline

Jay Upchurch, CIO at SAS, backs agentic AI to enhance sales, marketing, IT, and HR motions. “Agentic AI can make sales more effective by handling lead scoring, assisting with customer segmentation, and optimizing targeted outreach,” he says.

And Eilon Reshef, co-founder and chief product officer for revenue AI platform Gong, says AI agents are best deployed as a well-defined task interwoven into a larger workflow. An AI briefer could inform a sales pipeline review process, for instance, or an AI trainer could simulate customer interactions as part of an onboarding program, he adds.

Another area is democratizing data analysis and reporting. Cloud-based data-warehousing company Snowflake has taken this to heart with their Sales Assistant, an internal agentic AI tool designed to empower their global sales team with instant, data-driven insights, resulting in time savings and improved targeting.

“By enabling real-time, autonomous data retrieval, analysis, and visualization through natural language queries, users can accelerate time-to-insights and reduce dependency on centralized data teams,” says chief data and analytics officer Anahita Tafvizi.

So agentic AI use cases can span the entire sales pipeline — well-suited for qualifying leads, triggering personalized offers, and more. “I’m really keen to see how agentic AI is suited for driving sales conversions by enabling sales teams to strategically target clients offering the highest potential returns,” adds Rebecca Fox, group CIO at NCC Group, a large cybersecurity consulting firm. She sees potential in using agents to schedule client work and match client requirements with the best-skilled and cost-effective resources.

Customer gains

Customer experiences are well-suited for an agentic boost as well. “It’s no secret AI agents are revolutionizing the way we work and the way we interface with customers,” says SAS’s Upchurch.

One area is personalizing on-page digital interactions. “Agentic AI can quickly guide consumers to the right product for their needs, or based on consumer reviews,” says Velia Carboni, CIO of SharkNinja, a global product design and technology company. “By leveraging AI-driven solutions, we aim to provide an engaging and intuitive shopping experience.” Salesforce’s Agentforce plays a key role in SharkNinja’s digital transformation, too, with agentic AI being evaluated across user browsing, product selection, recipe discovery, and customer support.

For some users, the net gains from AI agents could be life-altering. “We’re harnessing the power of agentic AI to enhance our advising workflows,” says Siva Kumari, CEO of College Possible, a nonprofit that supports students on their path to college that uses AI agents to analyze students’ needs, surface relevant institutions, and synthesize information quickly and accurately. By reducing research time from 35 minutes to under three, coaches can now build better relationships and improve their one-on-one guidance. The result is speed, personalization and, hopefully, more successful college admissions.

Streamlining customer support

AI agents are useful for automating repetitive support inquiries, says Salesforce’s White. He points to how 1-800Accountant, a large US virtual accounting firm, uses AI agents to deflect 65% of incoming status requests. “By automating these tasks, their human coworkers can focus on more complex client needs,” he says.

Agentic AI is a natural extension for call centers as well since they already often deploy AI for areas like voice-to-text transcription, real-time multilingual translations, and sentiment analysis, says Luiz Domingos, CTO and head of large enterprise R&D at Mitel, a provider of call and contact center software.

“We’re implementing AI-powered agentic tools like autonomous virtual agents with chat and speech to handle and resolve customer inquiries and gather information in case an escalation to a live agent is required,” he says. Agentic AI is also being used for real-time support, CRM integration, and multilingual communication, he adds.

Automating backend tasks

Every corner of the business is touched by agentic AI, and many companies are in the process of implementing it to improve various backend business operations. One specific example is order processing. “We really like agentic AI to handle routine order processing scenarios,” says Brian Glass, CIO at Transcend Company, a platform for health service providers. AI agents assist there by validating requirements and compliances when ordering controlled substances and medications. “We’re looking at areas where we can remove routine, repeatable work and give our employees time back in their day,” Glass adds.

ServiceNow’s Romack similarly sees AI agents as ways to unlock human potential across business domains. At ServiceNow, they’re infusing agentic AI into three core areas: answering customer or employee requests for things like technical support and payroll info; reducing workloads for teams in IT, HR, and customer service; and boosting developer productivity by speeding up coding and testing.

Automation is essential in lean nonprofit work and Good360, the sixth largest charity in the US, has deployed assistive AI agents to improve how they match donated goods with nonprofit partners. “One agent supports daily operations while another helps our disaster recovery team quickly align products with crisis-response organizations,” says CTO Stephane Moulec. “High-volume, repetitive tasks are ideal for AI.”

Simplifying financial workflows

Industries that manage high-volume, data-intensive workflows such as financial services, telecommunications, and healthcare are primed to benefit from agentic AI, says David Vidoni, CIO at Pegasystems, an AI decisioning and workflow automation platform. “These sectors rely on complex, multi-step processes to serve customers efficiently while ensuring compliance.”

In general, Vidoni foresees agentic AI playing a key role in modernizing legacy workflows with increased levels of automation. “Across industries, any process that involves repetitive decision-making, data validation, or cross-system orchestration can benefit from automation, leading to greater efficiency and cost reduction,” he adds.

Similarly, software provider Akamai is prioritizing agentic AI where processes are already highly matured and supported by high-quality data and security controls. “Any workflow that’s rules-based, data-heavy, or requires fast decision-making is a prime target,” says Kate Prouty, the company’s SVP and CIO, who adds that finance is of specific interest.

Financial operations are full of repetitive, rules-based tasks, which agentic AI could streamline.

“Right now, we’re focused on rolling out agentic AI for contract automation,” says Milind Shah, CTO of Xerox IT Solutions. “Think summarizing, reviewing, even flagging risk across thousands of documents. We’re also exploring agents to handle internal IT support tickets and finance workflows like invoice matching and spend analysis.”

As Xerox continues its reinvention, shifting from its traditional print roots to a services-led model, agentic AI fits well into that journey. In addition to contract management, Shah highlights procurement and IT support as areas where AI agents can cut through the noise and act autonomously.

Boosting IT and security

AI agents are transforming software engineering, aiding in code generation, testing, refactoring, observability, and beyond. And other technical areas, like low-code data integration, are set to get a boost as well, and Gartner’s 2024 Magic Quadrant report says that incorporating AI assistants and AI-enhanced workflows into data integration tools will reduce manual intervention by 60%.

“NCC Group is already prioritizing AI in cybersecurity response automation, IT process management, and customer support,” adds NCC’s Fox. “With agentic AI, we see the outcome from this activity just becoming more effective. These areas were chosen for their clear ROI potential.”

Evaluating agentic AI’s impact

Executives tend to agree that agentic AI frees up humans to focus on higher-impact activities like strategic partnerships and relationship-building.

“It’s all about making operations smarter, faster, and more proactive as we scale our services business,” says Xerox’s Shah. The goal, adds NCC’s Fox, is reducing human bottlenecks, increasing accuracy, and enhancing responsiveness to rapidly changing business and customer needs.

Armed with contextual data, agentic AI can surface insights, trends, or anomalies more protectively, helping direct business decisions. “Organizations can move from reactive reporting to dynamic, AI-driven decision-making, driving greater agility and impact,” says Snowflake’s Tafvizi.

Although excitement around agentic AI is palpable, several obstacles remain. A 2025 study from Crane Venture Partners, which surveyed executives representing $3 to $4 billion in annual tech spending, found that over half of respondents cite data integration and interoperability as major hurdles, underscoring the gap between AI ambition and execution. And around 45% also cite data governance and compliance concerns.

So most executives prevent adding further complexity for the sake of following trends. “We’re taking a purposeful and deliberate approach to implementing AI across our organization, and this thoughtful strategy extends to agentic AI workflows,” explains Akamai’s Prouty.

Currently, it’s easy to overpromise while the technology is still developing. “There’s a lot of hype about AI replacing humans but the reality is AI systems aren’t yet capable of carrying out complex multi-step tasks,” says Gong’s Reshef. “Most organizations look for a consistent, repeatable process so they’re not looking for autonomous agents to make independent decisions and improvise processes.”

Since LLMs are non-deterministic, meaning they can provide different responses to the same input, maintaining consistency requires new validation procedures. “Testing is something we’ve been spending a lot of time on,” says Salesforce’s White. “New automation and environments that better match production have been necessary for successful testing.”

For others, integration remains the biggest obstacle. “The biggest challenge with AI agents is getting them to effectively communicate and work together across the tech stack,” says ServiceNow’s Romack. “On the integration side, the real value comes when AI agents can talk to each other, share data, and perform tasks across different systems.”

Many reiterate that the goal is not to replace humans. “Across every use case, our approach remains practical and human-centered,” adds Good360’s Moulec. “We use AI to scale our mission, not replace our people.”

Agentic AI’s future in the enterprise

“In the enterprise, AI agents will go from assistants to decision-makers — predicting problems, taking action, and continuously optimizing operations,” says Akamai’s Prouty. “Expect tighter AI-human collaboration, where AI handles execution, and humans focus on strategy.”

While the future looks agentic, we’re still in the early stages, as Salesforce shows that only 11% of CIOs have fully adopted AI due to technical and organizational challenges, like building AI agents from scratch, even though 84% say AI will be as significant to businesses as the internet.

To help close the gap, tech companies have introduced AI agent capabilities, from Salesforce’s Agentforce to Microsoft’s Magnetic-One, IBM’s Bee Agent Framework, and Google’s ADK framework for multiagent systems. Salesforce also recently introduced an Agentic Maturity Model, offering a clearer path toward AI agents that can act autonomously and collaborate with humans.

Always on, always improving

As the enterprise AI journey unfolds, most IT leaders are taking a measured, iterative approach. Yet the long-term vision is already clear: AI agents won’t just support workflows — they’ll reshape how work gets done.

“I envision a future where thousands of AI agents work in the background, each focused on a narrow task but able to hand off and collaborate seamlessly,” says Romack. “It’ll feel like a team of digital coworkers, always available and always improving.”

Businesses can’t afford to fall behind the IT curve. With decades of combined expertise across IT Professional Services, Infrastructure Solutions, and Strategic Consulting, IronLogic helps organizations turn emerging technologies into business results and more. Connect with IronLogic Technologies today and move your business forward with confidence. Call 855.476.6564 or reach out via Info@IronLogicTechnologies.com

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Reference: [ https://www.cio.com/article/3966870/how-it-leaders-use-agentic-ai-for-business-workflows.html ]

Windows 11’s Recall Feature Raises Eyebrows

Microsoft’s latest mandatory Windows 11 update is drawing more than the usual groans from users. Beyond the frustrations of automatic downloads and forced installations, this update quietly flips the switch on Recall, a new AI-powered feature that takes snapshots of your screen every few seconds. While marketed as a productivity tool, it raises serious concerns about privacy and user control. With constant changes like these, more businesses are turning to trusted IT partners like IronLogic Technologies, known for delivering high-impact technology services and strategic solutions across four core areas: IT Professional Services, Value-Added Reseller (VAR) Solutions, Channel Partnering, and IT Asset Disposition (ITAD). Learn more about this latest controversial upgrade.

Update: Republished on May 17 with new warnings over the enterprise risks from this new AI upgrade and a game-changing big brother threat to Windows users.

Microsoft has now released its latest update for Windows 11 users, which is mandatory given the raft of new security fixes accompanied by the near obligatory attack warnings. I covered the headline security fixes earlier, but perhaps just as critically this update comes with a very different warning and a key decision all users must now take.

Because “KB5058411 is a mandatory security update,” Windows Latest explains, “it’s supposed to download and install automatically whether you like it or not.” The catch with this one is that “we noticed that it finally turns on Recall, which is an AI-based feature that captures snapshots of your screen every few seconds.”

There can’t be any Windows 11 users who are still unaware of Microsoft’s controversial photographic memory upgrade — the headline AI feature now available on new Copilot+ PCs. “If you allow Recall to save snapshots,” Microsoft says, “an image of your screen will be saved every few seconds. This will create a photographic memory for you of the apps, websites, documents, and images you’ve seen on your PC.”

Per Windows Latest: “After installing the May 2025 Windows 11 24H2 update, during the reboot and installation process, you’ll be asked if you want to try Recall, and there’ll be an option to opt in… Windows Recall is one of the most anticipated and hated features of Windows 11 AI update, but it’s finally here, whether you like it or not.”

Given all the publicity and the extent to which this has been heralded, it’s certain that a vast number of users will opt in to see how it works. Be warned though, once you opt in the first time, the security bar for re-enabling Recall is much lower after you have turned it off. So just be careful. You can find details on how to remove Recall here.

The more serious caution is for those you communicate with, not for your own security and privacy. As I’ve warned before, once enabled, Microsoft’s AI will read and save all your WhatsApp, Signal and other secure messages and emails. While you might be fine with that — albeit it’s far from ideal, you should really let those messaging with you know that everything is being saved outside the messaging app with a much lower security hurdle to compromise their content.

Of all Recall’s risks, the capture of secure comms and documents outside of their usual enclave is top of the list. It’s a security nightmare in the making. Just look at the furor in the U.S. over an extension to Signal’s usual security architecture.

“To test this,” Kevin Beaumont posted, “I tasked my partner with using my device while I was away from desk to use Recall to find out who’d I’d been talking to the previous day in Signal and what I’d been saying.” She guessed the PIN. “In 5 minutes, a non-technical person had access to everything I’d ever done on the PC, including disappearing Signal conversations (as Recall retains anything deleted). That isn’t great.”

In an otherwise positive review of Recall, PC Mag echoes this warning. “One case where privacy could be a concern has less to do with you than those you interact with. If you have a private conversation with someone else on Signal and they are running the app on their Copilot+ PC with Recall active, it will record your conversation, or at least a snapshot every few seconds. But someone could just as easily save screenshots to any device, of course.”

I suspect a further update will address this. Recall has been steeped in controversy for a reason — make sure you consider all the pros and cons before you decide to opt in.

And it isn’t just individual users who need to make this AI upgrade decision. As reported by Accounting Today, “despite security enhancements from Microsoft, CPA firms are likely to disable the controversial Recall feature in Windows 11, which uses AI to create a precise record of user activity, but leaders concede there is little they can do about potential indirect tracking via third parties that still have it enabled.”

Again, the focus is not just on the user enabling Recall, it’s on all those that user communicates with. Recall is new and exciting, and so much of the media furor both now and when it really hit the skids last year has been seen from the individual user perspective. But the risk of thousands of devices capturing everything and then the security and privacy implications for an organization will take time to assess.

There’s also the individual privacy dimension. I’m sure almost all employees will not want a constant photographic memory of their workday stored anywhere, certainly not on a work PC — but that’s likely where we’re heading. Imagine a Recall that can’t be disabled by the user sitting at the keyboard in front of the screen. And that’s before we look at the counterparty risk from all the screen capturing.

“While firms can take action for themselves,” Accounting Today says, “the indirect third party risk remains. While one user might disable Recall, anything shared with someone who has enabled it will be saved to their device, which could still result in data leakage and cyber incidents. Imagine someone from a firm with Recall disabled talking about sensitive matters with a vendor who does have it enabled; now imagine that vendor getting hacked and the attackers getting that sensitive data despite the firm itself protecting on their end.” It’s hard to imagine the implications of such a leak.

“How secure is the encrypted database?” Beaumont asks. “There’s much attack surface that needs exploring. Recall runs various processes as the end user, e.g. aihost.exe — the end user can terminate it and watch it respawn — which write to the database. Microsoft have taken measures to secure those processes from things like memory dumping, but there’s still processes running as the end user which don’t have this protection, that you can memory dump (e.g. the Recall UI, which contains the text seen in snapshots in memory — and can be programmatically extracted). Currently there’s 0 research online around Recall’s security stack… I suspect info stealer developers will be all over this, and will frankly be a better resource than dumb infosec people like me.”

Per PC Mag, “many old-school Windows users will, out of fear and loathing, never try Recall. Ditto for those who shun anything with a whiff of AI… There are indeed reasons that some people shouldn’t use it: Those who engage in super-secret conversations should probably steer clear and avoid communicating with people who use Recall, for instance. That said, Microsoft has locked it down. And unlike Apple Intelligence, which sends data to the company’s servers, everything in Recall stays local.”

That might be fine if you own the hardware and software stack, but if someone else is running the IT, it’s a very different ballgame. Meantime, Windows Copilot+ users have another AI decision looming. Per a new Microsoft blogpost, “we are beginning to roll out an update for the Microsoft Copilot app on Windows via the Microsoft Store.” This introduces “Hey, Copilot!” And so another privacy vector opens.

Microsoft explains that “Windows Insiders can now invoke Copilot with the phrase ‘Hey, Copilot!”’. This opt-in feature gives people a new way to easily start a conversation with Copilot Voice, anytime the feature is enabled, and their PC is unlocked. With this new hands-free experience, you can stay in your flow when you need answers to a question or just need someone to bounce an idea off of.”

As with recall, this requires you to opt in. “You must enable this feature within Copilot’s settings to use it.” From a security and privacy standpoint, there seem to be some sensible precautions built in. “When ‘Hey Copilot’ is enabled, Copilot uses the microphone with an on-device wake word spotter that only detects the ‘Hey Copilot’ phrase. The wake word spotter uses an on-device 10 second audio buffer in memory. This audio buffer is never recorded or stored locally.”

Less controversial than Recall and likely an easier decision to make.

Navigating updates, AI-driven features, and shifting digital landscapes has become increasingly complex. The latest Windows 11 rollout is just one example of how quickly things can change, often without consent or control. Organizations of all sizes partner with IronLogic Technologies to stay ahead. With expert IT guidance, secure asset management, and forward-thinking infrastructure solutions, IronLogic brings strategic clarity and hands-on support to every engagement. Connect with IronLogic Technologies today and take control of your tech future. Call 855.476.6564 or connect via Info@IronLogicTechnologies.com

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Reference: [ https://www.forbes.com/sites/zakdoffman/2025/05/17/microsoft-confirms-windows-upgrade-choice-you-must-now-decide/ ]