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The Entrepreneurs Council: leaning into the future

From AI agents and data intelligence to brand authenticity and clinical outcomes, pioneering entrepreneurs aren’t just responding to change, they’re architecting it. In this moment of accelerated transformation, members of the Entrepreneurs Council share how they’re making bold moves to prepare for the trends that will reshape their industries in the year ahead.

Q: Which trend do you believe will most significantly reshape your industry over the next 12 months, and how are you preparing for it?

Katherine Kostereva, Creatio

AI agents are going to fundamentally reshape how businesses operate — and I'm genuinely excited about it. Companies that thrive will be those willing to fundamentally redesign their operations, not just automate old workflows.

Manual work that consumes so much time will move to agents. This redistributes capacity across the organization in powerful ways — boosting both efficiency and productivity at scale.

But what excites me more is the human side. When people aren't buried in routine tasks, they naturally redirect their energy toward creative work, strategic thinking and relationship-building.
Suneera Madhani, Worth

The trend that will most reshape our industry over the next 12 months is the movement from data collection to data intelligence. Enterprises are no longer satisfied with static reports or linear workflows – they’re demanding real-time, predictive insights that reduce friction and improve decision-making.

I’m preparing for this shift by reimagining how technology and teams operate together. That means building cross-functional alignment between data science, product and go-to-market teams, and measuring success not just by revenue, but by speed, accuracy and customer experience.

As AI continues to mature, differentiation will come from those who can balance automation with trust using intelligent systems responsibly, transparently and inclusively. The companies that get this right will define the next generation of FinTech.

Q: In the current market, where do you see the most compelling opportunity for growth or differentiation, and how are you positioning to capitalize on it?

Elvia Chavez, MC Electric

Right now, there are compelling opportunities for businesses that have boots on the ground. There’s a lot of noise about AI and innovation and while that has its place, it doesn’t replace people who know how to deliver safely, on time and with quality. Clients are moving quickly now, and they need partners who can execute, not just talk strategy.

The companies that will grow in this market are the ones who are positioned to seize opportunity. They have gotten their operations in order, built strong teams and stayed financially disciplined. Preparation matters: Once the phone rings, it’s too late to start getting ready. And in this environment, being able to deliver is what sets you apart.
Dan Oliver, Dan-O's Seasoning

The biggest opportunity we see in today’s market is building a brand that truly connects, not just sells. Consumers are craving authenticity, creativity and products that feel personal and purposeful.

We’ve built Dan-O’s by showing up as ourselves, sharing our story and making flavor fun and approachable for everyone. Now, we’re taking that same energy beyond the seasoning aisle by merging digital storytelling with retail activation.

Through our content, we’re building an ecosystem that inspires and engages across multiple platforms and personas by turning everyday moments into flavorful experiences and transforming Dan-O’s from a seasoning brand into a full flavor lifestyle.

Q: What frameworks or metrics do you use to benchmark your performance against industry peers, and how do those insights inform your strategic priorities and investment decisions?

Christopher Barnett, ABA Centers and ICBD Holdings, LLC

In our space, there isn’t enough industry data available. In a lot of ways, we are establishing what “great” looks like. Every benchmark we track starts with one guiding question: Are we improving lives?

Strong clinical outcomes always come first. We evaluate success through the real, measurable progress our clients make and that could mean a variety of client-specific goals from improved communication, greater independence or stronger family relationships. Those results are what drive every operational and strategic decision we make.

From there, we look at key indicators that reflect the health of our organization and the quality of the experience we provide, like employee turnover, time to access care and patient engagement. Ensuring that we have the right team members in place at all times allows us to move agilely and efficiently, streamlining the journey to care, increasing engagement, and, therefore, achieving greater outcomes.

These insights shape where we’re going, guide our investments, inform our priorities, and ensure that as we grow, we stay true to our mission of expanding access to world-class care while building a culture where both clients and clinicians can thrive.
Keith L. Harper, A&B Talent

At A&B Talent, we benchmark ourselves against both industry and mission metrics.

On the performance side, we track time-to-fill, client retention and redeployment rates compared with national staffing benchmarks from trusted sources, such as the American Staffing Association and Staffing Industry Analysts. These help us measure operational strength and consistency of delivery.

But our true north goes beyond numbers. We also measure representation at leadership levels, conversion rates from our Elevating Talent Program, and client diversity engagement and performance scores. These indicators show whether we’re delivering on our founding purpose, achieving excellence through the delivery of the best talent available.

These insights drive investment decisions: automation where it improves efficiency, training where it strengthens performance and expansion where it brings opportunity closer to home, evidenced by our successful nearshore operations.

For A&B Talent, benchmarking isn’t just about outperforming peers; it’s about proving that inclusion, innovation and integrity can coexist while driving measurable growth.

Key takeaways:

Across industries, leaders are embracing transformation with urgency and creativity. Whether it’s leveraging AI to unlock human potential, harnessing data for better insights or building brands that resonate on a personal level, the common thread is intentionality. Success in today’s market requires operational readiness, authentic connection and metrics that reflect both performance and purpose. These perspectives reflect a broader shift in entrepreneurial leadership — one that’s less about reacting to change and more about shaping it.

The Entrepreneurs Council offers a glimpse into how bold, values-driven leaders are forging the next chapter of growth.

The views reflected in this article are the views of the individual entrepreneurs and do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.

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The Entrepreneurs Council: leaning into the future

Q: Which trend do you believe will most significantly reshape your industry over the next 12 months, and how are you preparing for it?

The views reflected in this article are the views of the individual entrepreneurs and do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.

Services

Spotlight

Industries

Case studies

Insights

Trending topics

Insights Spotlight

C-Suite Spotlight

About us

Top news

Careers

Spotlight

The Entrepreneurs Council: leaning into the future

Q: Which trend do you believe will most significantly reshape your industry over the next 12 months, and how are you preparing for it?

AI will fundamentally reshape how we operate — Katherine Kostereva, Creatio

The shift from data collection to data intelligence — Suneera Madhani, Worth

Maintaining a strong human element in a world of AI and innovation — Elvia Chavez, MC Electric

Building a brand that authentically connects with the consumer — Dan Oliver, Dan-O’s Seasoning

Clinical outcomes and quality patient experiences — Christopher Barnett, ABA Centers and ICBD Holdings, LLC

National benchmarks and alignment with our mission — Keith L. Harper, A&B Talent

The views reflected in this article are the views of the individual entrepreneurs and do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.