Aqovia UK

A Message from Lord Pickles and Lord Blunkett, followed by Aqovia UK's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Aqovia UK is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.aqovia.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
26 | AQOVIA UK
Muhammad Malik, CEO
Aqovia developers
Based in the City of London, Aqovia is a provider of
technology solutions for blue chip companies. At the
very forefront of technological innovation, the company
is focused on bringing business value to its clients, and being
clear about how it can do so. This involves implementing such
cutting-edge developments as modern machine learning, big
data and content. What follows is an account by Aqovia’s
CEO, Muhammad Malik, of what his company does and the
challenges he navigates through.
Technological vanguard
Our key focus is enabling enterprise and government to achieve their evolving
business strategies through applied innovation. Our approach, methodology
and technology for enabling our clients to maximise their business objectives is
principally based upon analytical techniques, including artificial intelligence and
machine learning; big data; and Aqovia’s smart content engine. The culmination of
these capabilities is Aqovia’s composable platform, called “InterMedio”.
Technology and capabilities encapsulating InterMedio have proven themselves for
widespread applicability with the potential to create value across sectors. Analysis
carried out by the McKinsey Global Institute in 2018 estimates that the annual
benefit derived from techniques and capabilities, including artificial intelligence,
could achieve an annual financial impact of $9.5 trillion to $15.4 trillion across
sectors and as much as 9 per cent of enterprise revenue.
FACTS ABOUT
AQOVIA UK
»CEO: Muhammad Malik
»Chief engineer: Mustafa Arif
»Established in 2008
»Based in the City of London
»Services: Technology solutions
»No. of employees: 30
»Working on government
contracts abroad
»At the forefront of
technological innovation
Aqovia UK
27AQOVIA UK |
BEST PRACTICE REPRESENTATIVE 2018
InterMedio is being developed
to enable various enterprise and
government strategies and priorities.
Recent initiatives and focus for
InterMedio include: autonomic
operations for telecommunication
providers; predicting and prescribing
demand and supply management for
energy by data centres; and holistic
government employment programmes
seeking to uplift household incomes
via adaptive learning techniques and
educational efficacy.
Conversely some are worried that
technology such as InterMedio
and rapid automation will cause
considerable unemployment – a matter
on which I will elaborate later.
Success now and into the
future
Our clients are typically medium to
large enterprises for whom innovation
is crucial, but we also work with public
sectors, here and abroad, when the
opportunity avails itself. Some of our
clients include Pearson, Interxion,
BBC, ITV, LexisNexis and Vodafone.
The solutions we provide for these
companies span new business and
value chains, automation, business
intelligence and software-defined
technologies.
Our continued focus on research,
development and applied innovation
will result in the recruitment of at
least 15 additional experts across
specialist domains. This general thrust
factors into our three-year financial
projections, in which we forecast a
growth in revenue to £14 million. For
these reasons among others, these are
exciting times to be in this industry.
Navigating difficult terrains
There is also the fear that our
technologies can cause redundancies,
which is something understandably
disagreeable to the employees whose
jobs would be at risk. We feel that
though this is not an implausible risk
in some cases, it also offers companies
the opportunity to achieve higher
degrees of customer personalisation,
and as technology races ahead, low-
skilled workers will move to tasks that
Aqovia staff
Aqovia wants
to offer the
world
technological
advancements
that improve
people’s lives,
including
those of our
clients and
their
workforce
THE PARLIAMENTARY REVIEW
Highlighting best practice
28 | AQOVIA UK
are not susceptible to automation –
that is, tasks that require creative and
social intelligence.
With regard to the government’s
response and approach to technologies
and societal impact, we support its
sentiments and encourage further
actions to support small enterprise
participation and growth. Highly
developed economies such as the
UK, with a high GDP per capita
and challenges such as those of an
age-imbalanced population, will
increasingly need to rely on automation
to achieve GDP and productivity
gain targets. Aqovia research and
development undertakings seek to
uplift performance and productivity,
especially in areas with a high share
of predictable tasks such as the
industrial sector. UK government
initiatives such as the AI sector deal
are highly encouraging and timely.
We are hopeful that initiatives such as
the AI sector deal will take a holistic
approach and directly engage, foster
and encourage small, innovative UK
companies, who together comprise the
spine and engine of the UK economy,
to represent and share the global stage
of innovation and transformation.
On a more strategic level, we’re happy
to see talk of the so-called “Fourth
Industrial Revolution” – what Matt
Hancock referred to as “one of the
greatest challenges we face, as a
nation, and as a world”. Part and
parcel of this paradigm change, he
said, was the inclusion of AI, which
brings with it great promise and
great risks. It’s precisely this sector
in which we are involved and would
like to be a conversing participant.
Most interestingly, he also said: “Our
goal must be to automate work, but
humanise jobs. Allow machines to do
the dangerous, boring and repetitive,
and ensure we humans have the
capacity to do the creative, empathetic
and interactive” – which nicely echoes
our sentiments as a company.
Utility as a value
As mentioned earlier, one of the
principal problems we face in our
sector is resistance to change. This
is something that is endemic to
some organisations – sometimes
reasonably so due to scars from
previous attempts at change. As a
key value, then, we emphasise the
need for clarity. We have full faith in
the ability of our solutions to bring
companies measurable and sustainable
improvements in all areas. This, in
turn, is due to the fact that we have
an axiomatic commitment to utility
maximisation for our company, our
software and the client we are working
with. To speak more broadly, we
genuinely want to offer the world
technological advancements that
improve people’s lives, including those
of our clients and their workforce.
In terms of the future, we want to
grow revenue figures as much as we
want to expand the technological
means by which companies conduct
their affairs. We are forward-looking
and innovative, and it’s by that general
modus operandi that we will continue
to abide, and from which we believe
we will succeed.
Early adopters
of Artificial
Intelligence
(AI) and
applied
innovation are
poised to scale
rapidly,
achieve cost
savings, offer
lower prices
and maintain
advantage
Aqovia team: (from left
to right) Peter Cullen,
Louis Sutherland and
Mustafa Arif

www.aqovia.com

This article was sponsored by Aqovia UK. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister