Everything you need to introduce me.

Mohamed Talaye is a technology executive who builds technology organisations and the platforms they run on. Today, he is shaping the technology foundation for Aker BP's AI-native ambition.

Mohamed Talaye is a technology executive based in Oslo who builds technology organisations and the platforms they run on. Today, he is shaping the technology foundation for Aker BP's AI-native ambition. He was previously Chief Technology Officer of Orange Business. He speaks and writes about platform strategy, AI-native operations, invisible OSS and sovereign cloud.

Mohamed Talaye builds technology organisations and the platforms they run on. He leads technology and architecture at Aker BP, where he is building the operating model and the technology platform behind the company's ambition to be the first AI-native oil and gas company.

Before that he was Chief Technology Officer of Orange Business, where he wrote the platform strategy and architecture behind a EUR 150M transformation, the cloud and sovereignty strategies, and drove NetDevOps from idea to a working MVP. Earlier he built up Statkraft's enterprise architecture function, and at Telenor he built a delivery team of around 120 people that delivered the group's global ERP and procurement platforms across eight markets.

He started his career writing BSS and billing code and founded a software company before moving to Norway. He lives in Oslo and has built international teams across Europe, North Africa and Asia.

Customers do not want to see the machinery of operations. They want the outcome. This talk shows how OSS moves from tickets and handoffs to an intelligence layer inside the network: intent, closed loops, NetDevOps with AI inside, and customers who co-manage their own services.

AI agents are taking over more of architecture, coding and delivery. What is left for technology leaders and for developers? A practical look at the AIshore era, why specification writing becomes an engineering skill, and what kind of leader an AI-native company needs.

Lessons from turning fragmented products, markets and assets into shared platforms at Telenor, Orange Business and in energy. What a platform strategy is, what it costs, where it fails, and how to get business units to pay for something they share.