The company states plainly that the best practices for SEO remain relevant for AI features in Google Search and that there are no additional requirements to appear in AI Overviews or AI Mode, nor any special optimisations necessary.

That single line alone cuts against a significant amount of advice circulating in marketing circles right now.

The guidance, published on the Google Search Central Blog, tells site owners to focus on making content “unique, non-commodity” and to provide visitors with satisfying, original content, framing this as the core of what Google wants to surface across both its classic and AI search results.

Perhaps more striking for those who have been tracking the rise of so-called Generative Engine Optimisation (GEO) and Answer Engine Optimisation (AEO) as emerging disciplines

Google explicitly says publishers don’t need to create new machine-readable files, AI text files, or special markup to appear in these features.

That’s a direct shot at the wave of LLMS.txt hype and AI-specific content rewriting strategies that have been promoted heavily across the industry.

On the technical side, Google confirms that to be eligible for inclusion in AI Overviews or AI Mode, a page simply needs to be indexed and eligible to appear in standard Google Search with a snippet, with no additional technical requirements beyond that.

The document does touch on some newer territory.

Both AI Overviews and AI Mode may use a “query fan-out” technique, issuing multiple related searches across subtopics and data sources to develop a response, with advanced models identifying a wider and more diverse set of supporting web pages than classic search would.

Google frames this as an opportunity for more types of sites to gain visibility, not a reason to overhaul content strategy.

On the traffic question, Google notes that clicks from search results pages featuring AI Overviews tend to be higher quality, with users spending more time on the destination site, and suggests publishers look beyond raw click volume.

For seasoned SEOs, the document reads less like a disruption and more like a reaffirmation. The fundamentals Google has been preaching for years, original content, strong crawlability, people-first experiences, remain the foundation.

The AI layer on top of search does not appear, at least according to Google, to require a parallel and separate optimization playbook.

Whether that message lands will depend on how willing the industry is to hear it. The GEO and AEO consulting market has grown considerably on the assumption that AI search demands something fundamentally new. Google, for now, is saying it doesn’t.

The post Google Says Good SEO Is Still the Best Optimisation Strategy for AI Search appeared first on Tech Business News.

Cornerstone continues to strengthen its commitment to supporting customers while expanding its presence across the region

Cornerstone OnDemand Inc., has strengthened its leadership team in Asia Pacific and Japan with the appointment of Brenton Smith as Vice President, APJ, as the company accelerates its regional growth strategy and customer engagement efforts.

Smith joins the workforce agility solutions provider with extensive experience leading enterprise technology businesses across Asia Pacific.

Most recently, he spent seven years at BMC Software, where he oversaw operations across APJ from bases in Australia and Singapore, supporting customers throughout ASEAN and the broader region.

“Brenton Smith brings to Cornerstone a strong customer-first mindset and deep understanding of the challenges organisations are facing today,” said Vincent Belliveau, Chief International Officer at Cornerstone

“Our customers are at the center of everything we do, and Brenton’s deep understanding of the APJ market will help us strengthen those relationships and better support organizations as they navigate change and drive workforce transformation.” he said.

“What really stands out to me about Cornerstone is the focus on keeping people at the center of everything,” said Brenton Smith, Vice President, Asia Pacific & Japan at Cornerstone.

“AI is there to support how employees work, learn, and grow, and that creates a real opportunity to help organisations develop their people through continuous learning in a way that’s practical and impactful.”

“I’m looking forward to working with customers across Asia Pacific and Japan to help them adopt and scale technology in a way that supports their teams and drives real business outcomes.” said Smith.

Cornerstone says the appointment reflects its continued commitment to supporting customers across Asia Pacific and Japan while strengthening its footprint in one of the company’s fastest-evolving regions.

Delivered as an open, enterprise platform, Cornerstone Workforce AI is built for scale, security, and trust, with certified AI guardrails across whatever application your people work every day.

As an industry leader, Cornerstone is helping approximately 7,000 organisations, 140M+ users, across 186 countries build continuous workforce readiness. 

The post Cornerstone Strengthens APJ Leadership with Appointment of Brenton Smith appeared first on Tech Business News.

As infrastructure becomes more complex and distributed, the ability to turn observability data into meaningful operational action is becoming increasingly crucial.

Despite huge investments in observability tools, many organisations are still stuck reacting to incidents instead of preventing them.

According to LogicMonitor’s Observability & AI Trends 2026 report, organisations already have huge volumes of telemetry data, yet many still struggle to generate actionable intelligence and operationalise it. ¹

“Organisations today have more visibility into their systems than ever before; however, visibility alone doesn’t resolve incidents,” said Karthik SJ, general manager of AI, LogicMonitor.

“The real value of AI in observability comes when it can help teams move from understanding what is happening to safely acting on those insights in real time.”

“The barrier is not a lack of data or technological capability, it is trust.”

“For AI to move from analysing systems to actively operating them, IT leaders need confidence that automated decisions will be safe, transparent, and accountable”

“Trust mechanisms are what transform AI from a helpful assistant into a trusted operational actor.” said Karthik SJ.

Explainability Is Key To Trust

An imperative element of gaining trust is explainability. If AI recommends an action to execute, organisations need to see the reasoning behind that decision. They also need insight on how a conclusion or a recommendation has been reached. 

Without this transparency, AI decisions appear like a black box; the input and output are visible, yet there is a lack of knowledge on what has gone on in between. This causes hesitation in trust towards automated remediation, and troubleshooting becomes harder.

Explainability turns AI from mysterious automation into a collaborative tool.

“The lack of trust some companies may feel with AI isn’t entirely irrational. Most organisations are still early in adopting AI for operational decision-making, so the fear of the unknown remains imminent,”

“In conjunction with this, the increase in responsibility that AI observability already has in operational decisions can carry real risks. When AI moves from analysing data to intervening in live systems, the consequences of mistakes become much more significant.” said Karthik Sj.

Guardrails help mitigate this risk by limiting which actions AI can take automatically, requiring approval for high-risk changes and validating decisions against operational policies.

Autonomous operations need clear boundaries set and the appropriate guardrails in place to prevent AI errors from becoming major operational incidents.

Human Oversight Is Always Essential

For this reason, integrating automation into an enterprise should be progressive rather than immediate. At the first stage, AI functions primarily as a monitoring and detection tool.

It analyses telemetry data like metrics, logs, traces, and infrastructure signals to identify anomalies that suggest something could be wrong.

“As systems mature, AI begins to act more like an advisor,” said Karthik Sj. “It not only detects problems; it also recommends potential solutions based on historical incidents and patterns.

“Human operators remain firmly in control, approving or rejecting these recommendations while benefiting from faster diagnosis and improved context. Organisations may then let AI perform certain safe actions automatically once it has demonstrated reliability.” he said.

In the most advanced stages, AI can operate parts of the infrastructure autonomously by detecting incidents and identifying root causes to initiate remediation workflows.

This can stabilise systems without waiting for human approval. However, even at this stage, humans must remain as overseers, defining the policies and monitoring the outcomes.

The balance between automation and supervision is what lets organisations safely transition toward autonomous IT operations. AI-driven observability will only deliver real value when it moves beyond surfacing insights to safely taking action. 

“Dashboards and alerts have long helped organisations understand what is happening across their systems,”

“However, as digital environments grow more complex and distributed, relying solely on human operators to interpret data and respond to incidents is becoming increasingly unsustainable,” said Karthik Sj.

“The future of observability will not be defined by more sophisticated dashboards or faster alerts. It will be defined by an organisation’s ability to operationalise AI safely, moving from insight to intervention, letting systems be observed and intelligently operated.” concluded Karthik Sj.

The post AI-First Observability Is Defined By Action, Not Insight appeared first on Tech Business News.

Commercial deployments are expected to begin around 2030, and the technology will not just be a speed upgrade. It will fundamentally reshape how people, machines, and entire industries communicate with each other.

What 6G Actually Is

6G is the planned successor to 5G, currently being developed under the International Telecommunication Union’s IMT-2030 framework.

The ITU-R is coordinating the global standardisation work, with organisations including Ericsson, Nokia, Samsung, Huawei, Apple, and NTT Docomo all running active research programmes.

Governments in the US, China, South Korea, Japan, and across Europe are funding national 6G initiatives in parallel.

Ericsson expects the first implementable technical specification from 3GPP — the body that writes the actual standards — to be finalised in 2028, with the first commercial 6G networks launching in the early 2030s.

• 6G won’t just be faster 5G.

The ambition is to create a network that can serve as the foundation for entirely new classes of applications that 5G cannot reliably support, including real-time holographic communication, autonomous vehicle coordination across entire cities, remote surgical robotics, and sensing applications.

How 6G Works

Expected around 2030, 6G works by using terahertz wireless signals and an AI-native network to deliver 100+ Gbps speeds and microsecond latency—about 100× faster and 1,000× lower delay than 5G.

Smart antennas handle massive data loads, AI routes traffic in real time, and edge computing processes data close to devices to minimise delay. It also works as a distributed sensing system, using network signals to map and interpret the physical world in real time.

The Numbers That Define the Change

Understanding what 6G will do requires grounding it in specific targets rather than general claims.

Speed up to 1 Tbps. The ITU IMT-2030 framework sets a peak data rate target of 1 terabit per second for 6G networks. To put that in practical terms, 5G peaks at around 10 gigabits per second under ideal conditions. 6G would be 100 times faster.

Latency below 1 millisecond. Latency is the delay between sending a signal and receiving a response. 5G brought latency down to around 10 milliseconds. 6G is targeting sub-1 millisecond latency, which is close to the theoretical limits of what current physics permits and is faster than the human nervous system can process a touch sensation.

10 million connected devices per square kilometre. 6G is designed to support a device density far beyond what 5G can handle, which matters because the number of connected sensors, machines, wearables, and embedded devices is growing faster than any individual user count.

A network that was always going to be necessary. The ITU-R has projected that global mobile data traffic will grow from 62 exabytes per month in 2020 to more than 5,036 exabytes per month by 2030. 5G cannot handle that volume at the speeds modern applications will require.

How 6G Will Change Specific Areas of Communication

Healthcare

Remote surgery is currently limited by latency. A surgeon operating a robotic system from another continent needs to know that the command they send will be executed with no perceptible delay.

At 5G latency, there is enough lag to make the precision required for surgery unreliable. At sub-1 millisecond 6G latency, that problem largely disappears.

Beyond surgery, 6G will enable real-time remote diagnostics through connected wearables and implants, continuous monitoring that transmits data to clinical systems without the battery drain that limits current wireless medical devices, and holographic consultations.

Business and Enterprise Communication

The most immediate business impact of 6G will be in the quality and reliability of communication itself. Video calls that currently compress and degrade will be replaced by holographic presence systems — the ability to project a photorealistic representation of a person into a meeting room they are not physically in.

The bandwidth and latency required for convincing holographic communication does not exist at 5G scale but It does at 6G scale.

For manufacturing and logistics, 6G will allow factories to coordinate autonomous systems across an entire facility in real time, with machines making decisions based on continuous data streams from thousands of sensors rather than periodic updates.

Smart cities will use the same infrastructure to manage traffic, energy grids, emergency response, and public safety systems through a single network.

Consumer Communication

For everyday users, 6G will feel initially like an extension of what 5G promised but often under-delivers: truly reliable, high-speed connectivity everywhere, including in dense urban areas, buildings, and eventually rural regions.

The longer-term consumer shift is toward spatial computing — experiences that blend the physical and digital worlds through augmented and mixed reality.

The headsets that exist today are limited in what they can render because they cannot receive and process visual data fast enough to feel seamless. 6G eliminates that bottleneck. Persistent, detailed AR overlays that respond to the physical environment in real time become possible.

Communication applications built for 6G will be less about text and video and more about shared digital environments — spaces where people interact through presence, not just image.

Emergency Services and National Infrastructure

6G will allow emergency response systems to communicate across temporary networks that can be rapidly deployed in disaster zones, maintain precise location tracking for all responding units, and share live video, sensor data, and situational information across agencies without the network degradation.

The Race to Build It

Governments have treated 6G as a matter of national priority in a way that 5G never quite was.

South Korea’s government has allocated $325 million specifically for 6G development, with a pilot project targeting five focus areas: immersive content, digital healthcare, autonomous vehicles, smart factories, and smart cities.

The US Next G Alliance — which includes AT&T, Verizon, T-Mobile, Microsoft, Ericsson, and Samsung — is coordinating North American research to ensure that the US leads rather than follows in 6G deployment.

The competitive dimension matters because whoever builds the dominant 6G infrastructure shapes the protocols, standards, and hardware that the rest of the world adopts. The same dynamic played out with 5G and resulted in significant geopolitical friction over Huawei’s role in network equipment. 6G is likely to be more contested, not less.

What 6G Technology Will Not Do (Right Away)

6G is not arriving in 2026 or 2027. The first specifications will not even be written until 2028. Commercial rollout in early-adopter markets like South Korea, Japan, and the US is expected to begin around 2030, but full consumer penetration will take years beyond that — global 5G is still below 50% penetration as of 2026.

The applications that 6G enables — persistent holography, remote surgery, city-scale autonomous coordination — will not appear the moment the network goes live. They will be built incrementally as developers and industries learn what the infrastructure can actually do.

What 6G will reliably deliver, from the moment it launches, is a network that does not struggle under load, does not fail in dense environments, and does not require engineering workarounds to achieve performance that the specification promises.

Geopolitics

The global development of 6G is increasingly shaped by geopolitical rivalry and national strategic priorities, with countries diverging in their approaches to infrastructure, suppliers, and standards.

The fragmentation that emerged during the 5G era—driven by concerns over security, supply-chain dependence, and restricted vendor participation—continues to influence early 6G planning.

As a result, there is growing concern among analysts that competing blocs could lead to a divided set of 6G standards, intensifying competition within international telecommunications governance bodies.

At the same time, governments across both Western and Asian economies are positioning 6G as a critical national technology, embedding it within long-term policy frameworks and industrial strategies.

Efforts such as multilateral statements promoting open and secure connectivity, alongside the rise of approaches like Open RAN, reflect attempts to preserve interoperability and reduce vendor lock-in amid geopolitical tension.

6G Wireless Technology Summary Brief

6G is the next generation of mobile communication after 5G, expected to roll out around the 2030s. It will significantly change how devices, people, and systems connect by making communication faster, more intelligent, and more immersive.

In brief, here’s what it will bring:

• Extremely high speeds: Likely up to 100× faster than 5G, enabling near-instant downloads and real-time ultra-HD experiences.
  
  
• Near-zero latency: Communication delays will be almost unnoticeable, which is critical for things like remote surgery or autonomous systems.
  
  
• AI-native networks: Networks will use built-in artificial intelligence to manage traffic, predict demand, and self-optimize in real time.
  
  
• Holographic and immersive communication: Real-time 3D holograms and advanced extended reality (XR) could become practical for meetings and entertainment.
  
  
• Massive device connectivity: Everything from smart cities to sensors and vehicles will stay continuously connected at huge scale.
  
• Integrated space-air-ground networks: 6G may combine satellites, drones, and ground networks into one seamless system.

Overall, 6G is expected to shift communication from “connected devices” to a fully intelligent, always-aware digital environment.

The post How 6G Wireless Technology Works And Will Change Communication appeared first on Tech Business News.

International visitation to Australia reached 8.0 million trips in the year ending September 2025, with holiday spending alone climbing to approximately $12.0 billion, up 12 per cent on the prior year.

Total visitor spend in the year ending March 2025 hit $49.7 billion, 6 per cent above March 2024 levels and 11 per cent above pre-pandemic benchmarks.

Against that backdrop, mobility providers are under increasing pressure to match supply with a demand curve that has shown no sign of flattening.

Europcar has responded with a broad operational push that spans fleet expansion, AI-driven infrastructure, and a sharpened focus on sustainability, positioning the company at the intersection of several of the most significant shifts now reshaping the car rental industry.

AI Becomes a Core Operating Layer

The company has moved beyond AI pilot programs, embedding AI across operations through partnerships with Tchek and DriveX to automate vehicle inspections using 3D damage scanning technology.

For customer-facing interactions, the company brought on GetVocal to power AI-driven conversational support across channels including WhatsApp, replacing traditional call centre dependencies for a growing share of customer queries.

Predictive data modeling now underpins fleet management decisions, allowing the company to anticipate demand shifts across locations before they materialise rather than reacting after the fact.

The technology reduces idle vehicles in low-demand areas while ensuring availability holds at high-traffic destinations like Cairns, where tourism volumes are particularly sensitive to seasonal swings.

The company has also moved to tighten its data governance at scale. Hassen Hammeche, Lead of Tracking at Europcar, said the company’s digital footprint created both opportunity and obligation.

Electric Rental Surges 93%

Data from Europcar Mobility Group UK for 2025 shows fully electric vehicle rentals grew 93 per cent year on year, with battery electric vehicles accounting for nearly half a million rental days.

The company’s EV fleet expanded 70 per cent over the same period and now represents 15 per cent of total fleet inventory.

Business drivers accounted for 86 per cent of all EV rentals, a figure that reflects the segment’s growing appetite for zero-emissions options as corporate travel policies tighten around emissions reporting.

Customer satisfaction data reinforced the trend, with Net Promoter Scores for electric vehicles running 10 per cent above those recorded for petrol and diesel equivalents.

Standard EV was the most in-demand category at 31% of electric rentals, followed by Compact EV at 23 per cent and Compact SUV EV at 18 per cent.

The company added the Polestar 4, Polestar 2, Hyundai Kona and BYD Seal U to its fleet during 2025, and introduced price parity for business EV rentals, removing the cost premium that had previously slowed fleet adoption among corporate customers.

In 2025, Christian Oien, Managing Director of Europcar Mobility Group UK, said the numbers confirmed that customer hesitancy around electric driving was diminishing.

“From creating dedicated self-help resources such as our EV Guide to providing detailed vehicle handovers for EV newcomers, we are extremely proud of the progress we have already.” he said.

Key Australia Car Rental Statistics (2025–2026)

Cairns and the Queensland Market

Short-term visitor arrivals to Australia reached 818,990 in March 2026 alone, a 7.6 per cent increase on the same month a year earlier, with regional destinations in Queensland among the primary beneficiaries of returning leisure travel.

Cairns sits at the confluence of domestic and international demand, and Europcar has prioritised vehicle availability there as bookings continue to grow.

Australia’s travel and tourism sector contributed $297 billion to the national economy in 2024 and supported 1.6 million jobs, with international visitor spending reaching $32.1 billion and domestic visitor spending hitting $123.7 billion.

The World Travel and Tourism Council projects the sector will contribute more than $406 billion to the Australian economy by 2035, representing nearly 12 per cent of GDP.

For Europcar, the strategic logic of strengthening its Cairns presence tracks directly with those projections.

The company is betting that travellers who arrive expecting the same digital convenience they get from ride-share apps and online banking will not tolerate friction at the rental counter, and that the operators best placed to remove that friction will consolidate market share quickly.

The post Europcar Australia Expands Fleet and Digital Operations as Tourism Demand Grows appeared first on Tech Business News.

New cognitive core orchestrates agentic research and assistive  response to outpace machine-speed threats.

Group-IB, has announced the launch of Prevyn AI. As the cognitive core of the Group-IB Unified Risk Platform, Prevyn AI turns the company’s data lake into fast threat intelligence insights and decisive actions within Managed XDR.

Designed to close the “execution gap” faced by modern security teams, Prevyn AI goes beyond traditional chatbots by offering a core reasoning engine built for adversary-focused analysis.

It is powered by Group-IB’s intelligence data lake, built from decades of cybercrime investigations, insights from its Digital Crime Resistance Centers worldwide, and collaboration with international law enforcement.

By relying on proprietary adversary intelligence rather than open-source data, Prevyn AI delivers deeper, more operationally relevant analysis.

From Agentic Research to Assistive Response 

Within Group-IB Threat Intelligence, Prevyn AI functions in an agentic mode, coordinating 11  specialised agents to carry out complex, adversary-focused intelligence and research.

These agents—including experts in malware, threat actors, and dark web monitoring—are modelled on real High-Tech Crime investigative logic.

This adversary-centric approach allows the  platform to identify attacker intent and infrastructure staging before attacks launch, moving  security from a reactive to a predictive posture.

Internal evaluations show that this system  improves research quality by more than 20% across accuracy and analytical depth.

In Managed XDR, the system operates in assistive mode to reduce the operational burden of  SOC work. Prevyn AI analyses alerts, generates incident reports, and prepares structured  remediation workflows.

This allows analysts to execute complex responses with a single  click, ensuring that defenders can respond at the pace required to fight weaponised,  machine-speed attacks. 

Human-in-the-Loop Governance 

Designed for high-stakes and regulated environments, Prevyn AI features a structural  analyst-in-the-loop architecture.

Every AI recommendation requires human approval before  execution, ensuring that business-critical decisions remain under human control and align  with emerging global AI governance expectations such as DORA and the EU AI Act. 

“Threat Actors are already operating at machine speed, and defenders cannot respond at the pace required when investigations remain manual said.” Dmitry Volkov, CEO of  Group-IB. 

“The name Prevyn comes from ‘pre vision’. Our goal is to move security from reactive to predictive, helping teams identify Threat  Actor intent and infrastructure before an attack even launches.”

“Group-IB Prevyn AI is now available to all existing Group-IB Threat Intelligence and  Managed XDR customers at no additional cost.” he said.

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The ability to respond to AI-related incidents remains uneven, with more than half (56 percent) unsure how long it would take to halt an AI system due to a security incident, while 39% do not know whether their organisation has a documented process for shutting down or overriding AI systems if things go wrong.

Half of Oceania respondents say Boards and executive leadership are ultimately accountable if AI systems cause harm or serious error in their organisation.

Examining trends in AI use, policies and standards, workforce impact, incident response readiness and security across the digital trust profession, the global study surveyed more than 3,400 professionals across IT audit, governance, cybersecurity, privacy and emerging technology roles.

While AI policies are becoming more commonplace, only 38% of organisations have a formal, comprehensive AI policy – up from 28 percent in 2025. Thirty percent say they have a limited policy in place, and a quarter (25 percent) have no active policy.

There also appears to be some uncertainty around the ROI for AI:

• 23 percent say they believe it is too early to tell the ROI
• 22 percent say they do not know the ROI
• 20 percent cite limited ROI so far
• Only 22 percent indicate AI ROI has met or exceeded their expectations.

Jamie Norton, Vice Chair, ISACA Board, said the findings show AI is no longer sitting solely with IT teams, but has become a governance and leadership issue.

“What we’re seeing now is a shift from experimentation to accountability,” said Mr Norton.

“Organisations are moving quickly to embed AI into operations, but many are still developing the policies, governance structures and skills needed to ensure those systems deliver long-term value safely and responsibly.

“The research also shows AI-related risk is now an immediate organisational priority for organisations across Oceania, while many are still seeing only limited ROI from AI initiatives,”

“It highlights the growing pressure on leaders to balance innovation with governance, oversight and measurable business outcomes.” he said.

Increased use, demand for AI skills

The poll found that AI use has become expected and is embedded across the enterprise. Respondents indicate they are leveraging it most for:

• Increasing productivity (62 percent)
• Creating written content (62 percent)
• Automating repetitive tasks (50 percent)
• Analysing large amounts of data (49 percent)

Most respondents note that AI literacy is vital, with 78 percent saying AI skills are very or extremely important to their profession, up from 72 percent last year. This high demand for AI skills on the job is also reflected by 33 percent saying that their organisations train all employees on AI, up from 22 percent in 2025.

 And while 36 percent say their organisation will increase AI-related jobs in the next 12 months, up from 31 percent in 2025, workloads do not appear to be decreasing due to AI. Nearly seven in 10 say job responsibilities have increased or have not changed in the last year.

Areas for improvement

 Respondents are also concerned about AI risk, with 45 percent noting that AI risks are an immediate priority, and 38 percent saying they are confident in their board’s understanding of and action against AI risks. Respondents’ most-cited AI risks include:

• Misinformation and disinformation (82%)
• Privacy violations (74%)
• Social engineering (60%)
• Loss of intellectual property (58%)
• Job displacement (42%)

Additionally, detection capability is improving, but trust remains fragile. Forty-one percent say they are confident in their own ability to detect AI‑powered misinformation, up from 30 percent in 2025. Meanwhile, only 36 percent are confident in their organisation’s ability to detect AI-powered misinformation.

Beyond practical, workplace implications, there are also bigger-picture, societal questions to consider. Seventy-seven percent also say that they consider the environmental concerns associated with using AI within their organisation.

And only 11% strongly agree that organisations are giving sufficient attention to ethical standards related to AI implementation.

 AI Resources, Training

To meet the needs of digital trust professionals seeking the training, knowledge and best practices to keep pace in the age of AI, ISACA offers a range of AI courses and resources, as well as three new credentials: Advanced in AI Audit (AAIA), Advanced in AI Security Management (AAISM) and Advanced in AI Risk (AAIR).

The post New ISACA Research Shows AI Adoption Outpaces Governance And ROI appeared first on Tech Business News.

Now in its latest edition, the annual awards program recognises Boomi partners across Asia Pacific and Japan for driving innovation beyond implementation.

The partners are reshaping how organisations connect systems, activate data, and build the infrastructure needed to compete in an increasingly AI-driven landscape.

Recognising the Partners Behind the Transformation

The awards span multiple categories, reflecting the geographic breadth and commercial diversity of Boomi’s APJ partner network.

Winners are selected based on their ability to leverage the full capability of the Boomi Enterprise Platform to deliver tangible outcomes for customers, whether that means simplifying complex legacy environments or building the connected, intelligent foundations that underpin agentic AI strategies.

This year’s winners span Australia and New Zealand, Greater China, India, Japan, and Southeast Asia, a spread that reflects the growing maturity and reach of Boomi’s regional ecosystem.

“The pace of transformation across APJ has never been greater, and our partners are at the heart of it, translating the promise of data activation,” said Jim Fisher, Vice President of Channels and Partners, APJ at Boomi,”

“These awards recognise partners who don’t just implement technology but reimagine what’s possible, helping organisations build the connected, AI-ready foundations they need to compete and grow.” he said.

Fisher added, “The Boomi APJ Partner Awards are a reflection of what we can achieve together. Our partner ecosystem continues to set the standard for innovation and impact, and we look forward to building on that momentum in the year ahead.”

FY26 APJ Partner Award Winners

The full list of winners across all categories is as follows:

• APJ Partner of the Year — Atturra
• APJ Growth Partner of the Year — EasyStepIn
• ANZ Partner of the Year — Atturra
• ASIA Partner of the Year — EasyStepIn
• Greater China Partner of the Year — Atturra
• India Partner of the Year — EasyStepIn
• Japan Partner of the Year — Nomura Research Institute (NRI)
• Southeast Asia Partner of the Year — Lancia Consult

Atturra’s recognition across three categories, including the top APJ Partner of the Year award, marks the Australian-headquartered technology services firm as one of Boomi’s most impactful partners in the region.

EasyStepIn similarly claimed multiple honours, taking out both the APJ Growth Partner of the Year title and top partner recognition across Asia and India, underlining the firm’s rapid expansion and deepening customer footprint.

Nomura Research Institute, one of Japan’s largest IT services providers, took out the Japan category, while Lancia Consult was recognised for its work across Southeast Asia.

A Growing Ecosystem Built for What’s Next

The FY26 awards come at a time when demand for integration and data activation capabilities across APJ is accelerating, driven by enterprise adoption of AI, increasing regulatory complexity, and the ongoing pressure to extract more value from fragmented technology stacks.

Boomi’s partner network has played a central role in helping customers navigate that landscape, combining platform expertise with deep industry and regional knowledge.

As of May 2026, the company has surpassed 30,000 customers worldwide and now works with a global partner ecosystem of more than 800 organisations.

Boomi’s platform expansion continued in 2026 with the launch of Meta Hub, a centralised system of record aimed at improving data reliability and reducing AI hallucinations.

The company also reported significant momentum in managed file transfer services following its acquisition of Thru, Inc., with customer adoption of its MFT capabilities increasing by more than 270%

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In response, Sunshine Coast school St Andrew’s Anglican College built a whole new Digital Research Hub that helps redefine how students use and think with AI and is now being nationally recognised for it.

The Peregian Springs-based school has been named an excellence awardee by The Educator in the 2026 Australian Excellence Awards for its use of technology.

It was recognised after responding to the challenges of the AI revolution by redesigning the traditional library model to help redefine how students learn to think in an evolving landscape.

Recognising that AI is part of the world our students are the future of, College Principal, Ms Karen Gorrie said she wanted St Andrew’s to move beyond restrictions and empower them with the skills to understand it and how they can harness it.

“We don’t want our students to fear AI or be naive about it,” said Ms Gorrie

“We wanted them to be the kind of thinkers who know how to interrogate any source and hold it to account.” she said

That conviction became the foundation of an ambitious project: the redesign of the College’s Digital Library into a structured Digital Research Hub, developed through a partnership between teaching staff, library specialists and the College’s IT team.

The new platform, which went live in 2025, gives secondary students a structured framework for research in an AI-enabled world.

Two learning pathways guide students through the full research process: defining questions, locating credible sources, evaluating information critically and constructing evidence-based arguments.

Crucially, AI tools sit inside that framework, not above it. Students are taught how AI systems generate responses, why errors and bias occur, and how every claim, whether it comes from a textbook, an academic database or a chatbot, must be tested against the same standard of evidence.

“AI tools are taught as one of many research aids. Not a shortcut, but a thinking partner. The goal is developing students who use these tools with real discernment,” Ms Gorrie said.

Five core thinking skill modules run through the platform: Inquiry and Investigation, Systems Thinking, Evidence and Data Literacy, Critical and Ethical Reasoning, and Communication. These are embedded directly into subject hubs so students apply the same research habits across all subjects.

Running alongside the Hub is an AI Learning Insights Dashboard, which tracks patterns of AI usage across curriculum contexts, helping teachers understand how students are actually engaging with AI tools during learning tasks and informing how they design assessments.

In the first 12 months, teachers are already seeing a shift in how students engage with AI tools, with data supporting it.

Following targeted classroom sessions on effective prompting and verification, the quality of student AI prompts improved by 40%, indicating students are beginning to approach these tools with greater intention and critical awareness.

Rather than accepting a generated response at face value, they are comparing outputs across platforms, identifying inconsistencies and verifying claims through academic databases.

“What we’re seeing is students who ask better questions. They’re not just prompting AI to give them an answer, they’re using it to think. That’s exactly what we hoped for,” Ms Gorrie said.

The Digital Research Hub is one strand of the College’s broader AI Action Research program, through which teachers are exploring how artificial intelligence can support both student learning and teacher practice through a whole-school approach.

St Andrew’s also received an Excellence Award for Regional School of the Year, recognising the College’s outstanding academic results, its breadth of student achievement and its deeply connected school community.

“I’m incredibly proud and grateful to work alongside staff who give so much, and to be part of a community that genuinely believes in the power of education to shape lives. We are proud to be a school where innovation and excellence go hand in hand,” Ms Gorrie said.

The recognition builds on a string of national accolades in recent years, including Secondary School of the Year (non-government) at the 2024 Australian Education Awards, as well is one of Australia’s Most Innovative Schools and a 5-Star Best School in 2025.

The post St Andrew’s Anglican College’s Approach To AI Nationally Recognised On The Sunshine Coast appeared first on Tech Business News.

Sixty-seven per cent of talent acquisition professionals now use AI somewhere in their hiring workflow, up from 35 per cent just two years ago, and 93% of recruiters say they plan to increase AI usage through 2026, according to industry research cited by demand-tracking firm Demand Sage.

Against that backdrop, Tel Aviv-founded GoPerfect has spent the past year quietly becoming one of the more credible platforms in the space, and the money it raised in early 2025 is now being put to visible use.

In February 2025, the company, then still trading under the name “Perfect” and incorporated as Talent Fabric Ltd, announced it had closed $23 million in total seed funding.

The round was led by Hanaco Ventures, with participation from Joule Ventures and Young Sohn, the former President of Samsung Electronics.

The funding came in two tranches: an equity investment of around $12 million from Target Global, RTP Global, Pitango and others, followed by an interest-free SAFE note from the second group of investors.

GoPerfect expands its platform considerably.

Its core proposition is end-to-end automation of the recruitment pipeline, from sourcing candidates out of large talent databases using semantic search, to generating personalised outreach across email and LinkedIn, to interview scheduling, all without manual input from a recruiter at each stage.

Rather than simply returning a list of names, GoPerfect delivers curated profiles and learns from recruiter feedback to improve hiring decisions over time.

The broader market context makes this kind of tooling increasingly hard to ignore. The global AI recruitment industry is valued at around $704 million in 2025 and is projected to reach $1.12 billion by 2032, growing at a compound annual growth rate of 6.8 per cent.

Staffing agencies using AI tools report 75% faster candidate screening and 30 per cent lower cost-per-hire, according to data compiled from Ideal and Bullhorn. The competitive pressure on recruiters who have not automated is growing accordingly.

GoPerfect’s pitch to those recruiters centres on the scale of the problem. With 88 per cent of HR leaders reporting difficulty finding qualified candidates and 77% citing skill shortages as a major challenge, the company argues that sourcing the right people at the right time has become a genuine business risk.

Unfilled roles cost businesses an average of $500 per day per vacancy, according to figures cited in the company’s seed announcement.

Eylon Etshtein, CEO and co-founder of GoPerfect, made the company’s positioning clear when announcing the funding round. “Our goal is not to replace humans but to make them superhuman,” he said.

“Recruiters can now offload tedious, repetitive tasks, freeing up their time to engage meaningfully with candidates and make smarter hiring decisions,”

“This funding round enables Perfect to reinforce its commitment to a future workforce built on insightful recruitment, underpinned by state-of-the-art AI.” he said.

For businesses looking to improve outreach with AI-staffing, GoPerfect’s approach differs from conventional sourcing tools in one practical way: it is not built on top of LinkedIn’s data.

Rather than being tied to a single platform, GoPerfect sources candidates from large talent databases across multiple channels, giving recruiters access to candidates who may not be active or discoverable on LinkedIn alone.

Pricing is structured per position rather than per seat, which has made it more accessible to staffing agencies where cost efficiency per placement directly determines margin.

Early customer feedback has been positive enough to appear in the company’s own public communications.

Itai Goldich, Director of Talent Acquisition at Optimove, a GoPerfect customer, was quoted in the company’s funding announcement saying the platform had transformed his team’s recruitment process, significantly cutting manual tasks and improving pipeline quality.

A user quoted separately on GoPerfect’s own site noted they were conducting an interview that same day with a candidate found through the platform.

TechCrunch, reporting on the funding announcement in February 2025, noted that the company had grown its customer base from 20 businesses at launch to 200 within a year.

The company says its platform reduces time-to-hire by 75 per cent and improves relevant candidate-to-company matches by 90%, though these figures come from GoPerfect’s own materials.

The capital raised is being directed at three areas: further AI development, expansion into APAC markets, and the rollout of what the company describes as an “AI worker for recruitment teams,” a fully non-human recruiter designed to handle sourcing and outreach with minimal human oversight.

The platform already maps career trajectories and growth signals to identify rising talent before they are actively looking, which positions GoPerfect closer to predictive talent intelligence than straightforward job-board replacement.

GoPerfect’s bet on recruitment automation appears to align with a broader industry shift that is still accelerating, with compiled sector data indicating that 52% of talent leaders plan to adopt autonomous AI agents in hiring workflows by 2026.

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