Landis+Gyr

Five intense, exhilarating, and genuinely formative days. This week, I had the privilege of taking part in the Deloitte Consultancy Challenge 2026 at Birmingham Business School , a live-style consulting simulation where our team advised on the integration strategy for a portfolio of newly-acquired brands in the non-alcoholic ready-to-drink sector. Working through every stage of a real engagement, from scoping and project planning to sectoral deep-dives, a live client interview, and a final boardroom presentation, gave me a new appreciation for how much craft sits behind a 'simple' recommendation. The pace forced sharper thinking, the client pushback forced humility, and the breadth of the brief (portfolio strategy, ESG, digital, operations, market expansion) made trade-offs unavoidable. A few things I'm walking away with: • Clarity beats cleverness- The strongest recommendations were the simplest ones, backed by the sharpest reasoning. • Listening is half the strategy- Our 30-minute client interview reshaped the solution more than any amount of desk research. • A team that disagrees well moves faster than a team that just agrees. Heartfelt thanks to Deloitte and Birmingham Business School for an exceptional programme, and to the partners, mentors and facilitators who gave us their time, candour and energy throughout the week. To my brilliant team, Fernando Segala , Victoria Salisbury-Scott , Amanda Ali and Jieke Zheng , thank you for the rigour, the laughs and the late-evening problem-solving. Couldn't have asked for better partners through the week. Alex Claybrook , Juliet Halfhead , Karl Williams , Dan C. , Josh Millhouse , Liam Kirk , Marc Stone FCMA CGMA , Andrew Miles , Paul Lewis , Geetha R. , Mengyi Xu , Melanie Billingham , thank you. #DeloitteConsultancyChallenge #MBA #BirminghamBusinessSchool #Strategy #Consulting

Cross-site R&D collaboration is no longer just an operational model—it is a strategic necessity. Yet one challenge often remains underestimated: cultural and ethnic bias. When teams span geographies, assumptions built from local norms can quietly influence decision-making, communication patterns, leadership expectations, and even perceptions of innovation. What is considered direct feedback in one culture may be viewed as confrontation in another. Speed, hierarchy, risk-taking, and collaboration are all interpreted differently across contexts. This is where Cross-Cultural Intelligence (CQ) becomes essential—not as a soft skill, but as a core R&D capability. High-performing global teams are not built simply by connecting sites across countries. They are built by developing the ability to recognize hidden biases, navigate cultural complexity, and create environments where diverse perspectives are understood and leveraged rather than unintentionally filtered out. The future of innovation will belong to organizations that invest not only in technology and talent, but also in the intelligence required to bridge cultures effectively. Global R&D success is not just about working across borders. It is about understanding what exists beyond them. #Leadership #ResearchAndDevelopment #CrossCulturalIntelligence #Innovation #GlobalTeams #Diversity #Inclusion #OrganizationalCulture #R &D

242.7%. This figure represents the increase in incidents per pull request among AI-adopting teams over the course of a year, based on telemetry from 22,000 developers. Both reports provide valuable insights: - DORA — ROI of AI-Assisted Software Development (Google Cloud, April 2026) [Read here]( https://lnkd.in/gYZs6Jgr ) - Faros AI — The Acceleration Whiplash (April 2026) [Read here]( https://lnkd.in/gh6rFcSp ) A noteworthy detail from the Faros report reveals that 31.3% of pull requests are now merged without any review, whether by a human or an agent. This is not a policy decision; rather, it highlights that reviewers are struggling to keep up with the influx of AI-generated code. This statistic encapsulates the essence of the 242.7% increase.

Day 20 of 30 — Microservices Series👋. In a monolith, a transaction either completes or rolls back. Simple. Atomic. Safe. In microservices, you have no shared database. No global transaction. So what happens when step 3 of 4 fails? Payment went through. Inventory reservation failed. Do you leave the user charged with no order? No. You undo what already happened. That's the Saga pattern. Each step in the flow has a compensating transaction. Inventory fails → refund payment → cancel order. In reverse. Automatically. Two ways to implement it — Choreography: services react to each other's events. No central brain. Works great until something goes wrong and you have no idea what triggered what. Orchestration: one coordinator drives the whole flow. Easier to debug. One more thing that can fail. Neither is perfect. Pick based on how much debugging pain you can handle. Which approach does your team use? #Microservices #SystemDesign #BackendEngineering #Java #SoftwareEngineering

Day 19 of 30 — Microservices Series You place an order. Payment goes through. You refresh the order page. Status still shows "pending." Bug? No. Eventual consistency. In microservices, services have their own databases. When Order DB updates — Inventory and Notification don't know yet. They find out through events. Events take time. For 200–500ms, different parts of your system show different versions of reality. That's not broken. That's the tradeoff. Strong consistency = everyone agrees instantly. Costs you speed and availability. Eventual consistency = fast, available, scalable. Costs you the guarantee that data is fresh right now. Where it bites you — Showing stale stock count to the user. Sending a "payment failed" email after payment succeeded. Duplicate processing because a service didn't update fast enough. Design your reads to tolerate stale data and you'll stop fighting the system. Has eventual consistency ever caused a visible bug in your product? #Microservices #SystemDesign #BackendEngineering #Java #SoftwareEngineering

As utilities face record load growth, the demand for smarter, more resilient, and more adaptable grids has never been higher. Our rapid growth in the Americas this year shows that momentum in action. Utilities are accelerating investments in intelligent infrastructure, grid‑edge technologies, and advanced metering to stay ahead of rising demand and increasing complexity — and we’re excited to be part of that evolution. GO TEAM GREEN!

Innovation in energy starts with the engineers behind it. As we continue to invest in the future of energy, we’re excited to grow our Gas Engineering team in Lafayette, Indiana. We’re hiring: - Senior Hardware Engineers | https://lnkd.in/eRv_qePP - Senior Firmware Engineers | https://lnkd.in/eESUwmMR If someone in your network comes to mind, I’d welcome an introduction. You’re also encouraged to explore the opportunities directly through the links provided above. #TeamGreen #Hiring

Insider trading with no oversight from the SEC. The ultimate playbook of corruption in broad daylight.

A truly admirable profession. These are the folks that go out in the worst of conditions to restore essential service to all of us. And they often get in their bucket trucks to travel great distances to provide mutual aid to recover from the most dramatic events. Here’s to our line workers!