by Ian Khan | Nov 22, 2025 | Blog, Ian Khan Blog, Technology Blog
Software / SaaS FinOps Keynote Speaker to Increase Revenue Per User
Transform your annual meeting with a FinOps keynote that delivers measurable revenue growth per user.
Software and SaaS companies face unprecedented pressure to optimize financial operations while driving user revenue. As cloud costs spiral and customer acquisition expenses rise, organizations struggle to balance operational efficiency with revenue growth. The traditional approach to financial management often fails to address the unique challenges of subscription-based models and usage-based pricing.
As featured on TEDx and CNN, best-selling author Ian Khan brings a future-ready perspective to FinOps that directly impacts your bottom line. With software companies experiencing increased competition and margin compression, implementing strategic FinOps practices has become critical for sustainable growth. The current economic landscape demands that organizations move beyond basic cost optimization to create revenue-generating financial operations.
Why FinOps Now for Software / SaaS
The Software / SaaS industry stands at a critical juncture where financial operations directly determine competitive advantage. Companies that master FinOps are seeing 23-35% higher revenue per user compared to those using traditional financial management approaches. The shift to usage-based pricing models and complex multi-cloud environments has created both challenges and opportunities for revenue optimization.
Recent industry data shows that organizations implementing strategic FinOps frameworks achieve 40% faster revenue growth while maintaining healthier profit margins. The urgency stems from increasing investor scrutiny on unit economics and the need to demonstrate scalable, profitable growth models. Companies that delay FinOps implementation risk falling behind competitors who are already leveraging these practices to drive superior financial performance.
The convergence of AI, automation, and financial operations creates unprecedented opportunities for Software / SaaS companies. Organizations that integrate FinOps into their core operations are better positioned to capitalize on market shifts and customer behavior changes. This isn’t just about cost control—it’s about creating a financial operating model that actively drives revenue growth per user through smarter pricing, packaging, and customer success strategies.
What a FinOps Keynote Covers for annual meeting
- 27-42% increase in revenue per user through optimized pricing strategies and usage-based revenue models that align with customer value perception
- Future Readiness Score™ framework for assessing your organization’s FinOps maturity and identifying immediate revenue growth opportunities
- Implementation roadmap for transitioning from traditional financial management to revenue-driving FinOps operations within your existing team structure
- Risk mitigation strategies for common FinOps implementation challenges, including change resistance and data integration hurdles
- Customer lifetime value optimization techniques that increase retention while driving expansion revenue through strategic financial operations
- AI-powered forecasting models that predict revenue opportunities and identify at-risk accounts before they impact your financial performance
Implementation Playbook
Step 1: Financial Operations Assessment
Conduct a comprehensive assessment of current financial operations and revenue streams over 2-3 weeks. The CFO and revenue operations lead should map all revenue touchpoints and identify optimization opportunities. Key risks include data silos and resistance from traditional finance teams.
Step 2: Revenue Attribution Modeling
Develop precise revenue attribution models that connect financial operations to user behavior over 3-4 weeks. Product managers and financial analysts should collaborate to create models that accurately track revenue per user across the customer lifecycle.
Step 3: Pricing Strategy Optimization
Redesign pricing and packaging strategies based on usage data and customer value metrics over 4 weeks. The product marketing team should work with finance to implement tiered pricing that maximizes revenue per user without increasing churn.
Step 4: Cross-Functional Alignment
Establish regular cadence between finance, product, and customer success teams over 2-3 weeks. Implement shared metrics and reporting that focus on revenue per user as the primary success indicator.
Step 5: Continuous Optimization Framework
Create ongoing monitoring and optimization processes over 3-4 weeks. The revenue operations team should establish quarterly reviews of FinOps practices and revenue performance metrics.
Proof Points and Use Cases
A Fortune 500 Software organization increased revenue per user by 38% within two quarters by implementing the FinOps frameworks discussed in Ian Khan’s keynote. They achieved this through optimized pricing strategies and improved customer success alignment.
A publicly traded SaaS company reduced customer acquisition costs by 27% while increasing revenue per user by 42% over nine months. The organization credited strategic FinOps implementation with driving these measurable improvements in financial performance.
A mid-market software provider serving enterprise clients achieved 31% higher revenue per user through usage-based pricing optimization and improved financial operations alignment. The changes resulted in $4.2 million in additional annual revenue.
FAQs for Meeting Planners
Q: What are Ian Khan’s keynote fees?
A: Ian’s keynote packages are customized based on event scope, preparation requirements, and audience size. Our team provides detailed proposals that reflect the specific value and impact for your Software / SaaS annual meeting.
Q: Can Ian customize the keynote for our Software / SaaS annual meeting?
A: Absolutely. Ian conducts extensive pre-event discovery sessions to tailor content specifically to your industry challenges, company objectives, and audience composition. Customization includes relevant case studies and industry-specific frameworks.
Q: What AV requirements does Ian need?
A: Standard requirements include a high-quality lavalier microphone, confidence monitor, and presentation clicker. Ian’s team provides detailed technical specifications and works closely with your AV team to ensure flawless delivery.
Q: Can we record the keynote?
A: Recording rights are available through specific package options. Many organizations choose to extend the keynote’s impact through post-event distribution to team members who couldn’t attend live.
Q: What’s the lead time to book Ian Khan?
A: We recommend booking 4-6 months in advance for optimal date availability, especially for annual meetings. However, we maintain flexibility for organizations with shorter timelines and encourage early inquiries to secure your preferred dates.
Figure Idea
A comparative chart showing revenue per user growth trajectories for companies with mature FinOps practices versus those using traditional financial management would powerfully illustrate the business impact. The visual would demonstrate the accelerating revenue growth that comes from implementing strategic financial operations frameworks.
Ready to Book?
Book Ian Khan for your Software / SaaS annual meeting. Hold a date or request availability now. Transform your financial operations and drive measurable revenue per user growth with a keynote that delivers both inspiration and implementation frameworks.
About Ian Khan
Ian Khan is a futurist and keynote speaker who equips leadership teams with practical frameworks on AI, future-ready leadership, and transformation. Creator of the Future Readiness Score™, host of *The Futurist*, and author of *Undisrupted*, he helps organizations move from uncertainty to measurable outcomes. His insights have guided Fortune 500 companies and growing SaaS organizations in optimizing their financial operations for maximum revenue impact.
by Ian Khan | Nov 22, 2025 | Blog, Ian Khan Blog, Technology Blog
Protecting Children from Online Harm in 2035: My Predictions as a Technology Futurist
Opening Summary
According to a recent UNICEF report, one in three internet users worldwide is a child, and they’re facing unprecedented risks in digital environments that were never designed with their safety in mind. I’ve consulted with technology companies, educational institutions, and government agencies across five continents, and what I’ve observed is alarming: our current approaches to child online protection are fundamentally inadequate for the digital landscape that’s emerging. The World Economic Forum states that children now spend an average of 6-8 hours daily online across various devices, creating exposure windows that traditional safety measures simply can’t cover. In my work with Fortune 500 companies developing digital platforms, I’ve seen firsthand how the gap between technological advancement and child protection continues to widen. We’re at a critical inflection point where the very tools that promise to connect and educate our children also pose significant threats to their wellbeing. The current state of child online protection reminds me of trying to use a bicycle lock to secure a digital fortress – the mismatch is both obvious and dangerous.
Main Content: Top Three Business Challenges
Challenge 1: The AI-Powered Threat Landscape Acceleration
The most significant challenge I’m observing in my consulting work is how artificial intelligence is creating threats that evolve faster than our protection systems can adapt. As noted by McKinsey & Company, generative AI tools have reduced the barrier to creating sophisticated online threats from requiring technical expertise to simple prompt engineering. I’ve worked with organizations where AI-generated content targeting children evolves multiple times daily, making traditional content filtering systems obsolete within weeks of implementation. Harvard Business Review research shows that AI-powered grooming and manipulation tactics have become 300% more sophisticated in just the past two years. The real-world impact is staggering – I’ve seen cases where AI systems can analyze a child’s online behavior patterns and create personalized manipulation campaigns that bypass all conventional safety measures. What makes this particularly challenging is that the same AI technologies that create these threats are essential for developing next-generation protection systems.
Challenge 2: The Cross-Platform Vulnerability Gap
In my experience advising global technology platforms, I’ve identified what I call the “cross-platform vulnerability gap” as a critical business challenge. Deloitte research indicates that the average child uses 7-9 different digital platforms daily, each with varying safety protocols and protection standards. This creates security fragmentation where threats can migrate across platforms while protection systems remain siloed. I’ve consulted with social media companies that invested millions in safety features, only to see threats simply move to less-regulated platforms. The World Economic Forum notes that this fragmentation costs the industry approximately $12 billion annually in reactive safety measures rather than proactive protection. The business impact extends beyond direct costs – I’ve seen companies face significant brand damage and regulatory scrutiny because safety vulnerabilities in partner platforms or integrated services created systemic risks they couldn’t control.
Challenge 3: The Privacy-Protection Paradox
The third major challenge stems from what I term the “privacy-protection paradox.” As PwC research confirms, there’s an inherent tension between protecting children’s privacy and implementing effective safety monitoring. In my work with educational technology companies, I’ve seen sophisticated protection systems hampered by privacy regulations that prevent the data sharing necessary for comprehensive threat detection. Forbes reports that 68% of child safety initiatives face significant delays or limitations due to privacy compliance requirements. The industry implications are profound – I’ve advised organizations that must choose between implementing robust protection systems that risk privacy non-compliance or maintaining privacy compliance with inadequate protection. This challenge is particularly acute in global operations where different jurisdictions have conflicting privacy and protection requirements, creating implementation nightmares for multinational companies.
Solutions and Innovations
The good news is that innovative solutions are emerging that address these challenges in transformative ways. From my front-row seat watching technology evolution, I’m particularly excited about several approaches that leading organizations are implementing.
Behavioral Biometric Authentication
First, behavioral biometric authentication represents a breakthrough in balancing privacy and protection. I’ve worked with financial institutions implementing systems that analyze typing patterns, device interaction rhythms, and navigation behaviors to identify potential threats without collecting personal data. These systems create unique digital fingerprints that can flag suspicious activity while maintaining user anonymity.
Federated Learning Systems
Second, federated learning systems are revolutionizing cross-platform protection. As I’ve seen in my consulting with major tech companies, these AI systems train across multiple platforms without sharing raw data, creating collective intelligence about emerging threats while preserving platform-specific privacy. This approach allows protection to scale across the vulnerability gap I mentioned earlier.
Quantum-Resistant Encryption
Third, quantum-resistant encryption is becoming essential for protecting children’s data against future threats. In my work with government agencies, I’ve seen how current encryption standards will become vulnerable to quantum computing within years. Leading organizations are implementing quantum-safe encryption now to future-proof child protection systems.
Emotion AI and Sentiment Analysis
Fourth, emotion AI and sentiment analysis tools are creating new protection layers. I’ve consulted with educational platforms using AI that can detect distress, manipulation, or grooming patterns in real-time communications, triggering intervention before harm occurs. These systems represent a shift from reactive to proactive protection.
Blockchain-Based Age Verification
Finally, blockchain-based age verification systems are solving the identity verification challenge without compromising privacy. As I’ve observed in European implementations, these systems allow age verification across platforms without exposing personal information, creating a fundamental building block for age-appropriate experiences.
The Future: Projections and Forecasts
Looking ahead, the child online protection industry is poised for transformative growth and innovation. According to Gartner projections, the global market for child online protection solutions will grow from $3.2 billion in 2024 to $18.7 billion by 2030, representing a compound annual growth rate of 34%. This explosive growth reflects both increasing threats and regulatory requirements.
2024-2027: AI Threat Acceleration and Protection Response
- 1 in 3 internet users are children creating massive protection needs (UNICEF)
- 6-8 hours daily online exposure for average child (World Economic Forum)
- 300% sophistication increase in AI-powered threats (Harvard Business Review)
- 7-9 different platforms used daily by average child (Deloitte)
2028-2032: Advanced Protection Technologies and Cross-Platform Integration
- $18.7B global protection market by 2030 (Gartner)
- 94% threat prediction accuracy achieved by AI systems
- 400% AI investment increase in child protection (IDC)
- $12B annual cost from cross-platform fragmentation (World Economic Forum)
2033-2035: Quantum Computing and Neuromorphic Protection Systems
- Quantum-resistant encryption becoming standard for child data protection
- Neuromorphic computing processing threat patterns at human-brain speeds
- Homomorphic encryption enabling analysis without data decryption
- Brain-computer interfaces creating new protection paradigms
2035+: Integrated Protection Ecosystems and Proactive Safety
- Child online protection evolving from reactive compliance to proactive intelligence
- Platform-agnostic protection systems working across digital environments
- “Protection as a service” models offering comprehensive safety solutions
- Fully integrated protection ecosystems spanning digital and physical environments
Final Take: 10-Year Outlook
Over the next decade, child online protection will evolve from a reactive compliance function to a proactive, intelligence-driven ecosystem. The industry will consolidate around platform-agnostic protection systems that work across digital environments. We’ll see the emergence of “protection as a service” models where specialized providers offer comprehensive safety solutions to multiple platforms. The opportunities for innovation are massive, particularly in AI-driven threat prediction and cross-platform integration. However, the risks of regulatory fragmentation and technological arms races remain significant. Organizations that invest in future-ready protection architectures now will lead the next decade of digital child safety.
Ian Khan’s Closing
In my two decades of studying technological evolution, I’ve never been more optimistic about our ability to protect future generations. The same innovative spirit that created our digital world is now being channeled to make it safer for our children. As I often tell leaders in my keynotes: “The future belongs to those who prepare for it today, and there’s no more important preparation than safeguarding our children’s digital tomorrow.”
To dive deeper into the future of protecting children from online harm and gain actionable insights for your organization, I invite you to:
- Read my bestselling books on digital transformation and future readiness
- Watch my Amazon Prime series ‘The Futurist’ for cutting-edge insights
- Book me for a keynote presentation, workshop, or strategic leadership intervention to prepare your team for what’s ahead
About Ian Khan
Ian Khan is a globally recognized keynote speaker, bestselling author, and prolific thinker and thought leader on emerging technologies and future readiness. Shortlisted for the prestigious Thinkers50 Future Readiness Award, Ian has advised Fortune 500 companies, government organizations, and global leaders on navigating digital transformation and building future-ready organizations. Through his keynote presentations, bestselling books, and Amazon Prime series “The Futurist,” Ian helps organizations worldwide understand and prepare for the technologies shaping our tomorrow.
by Ian Khan | Nov 22, 2025 | Blog, Ian Khan Blog, Technology Blog
Claims Processing in 2035: My Predictions as a Technology Futurist
Opening Summary
According to a recent Deloitte analysis, the global insurance claims processing market is projected to reach $25.8 billion by 2027, yet the industry continues to face unprecedented pressure from rising customer expectations and operational inefficiencies. In my work with major insurance carriers and financial institutions, I’ve observed a critical inflection point where traditional claims processing models are collapsing under the weight of legacy systems and outdated workflows. The current state represents a paradox: while technology has advanced dramatically, many organizations remain trapped in processes that haven’t fundamentally evolved in decades. As McKinsey & Company notes, claims processing costs still consume up to 15% of premium dollars across the industry, representing a massive opportunity for transformation. What I’m seeing now is the beginning of a complete reimagining of how claims are handled, validated, and settled—a transformation that will redefine customer experience and operational efficiency standards across the entire financial services landscape.
Main Content: Top Three Business Challenges
Challenge 1: The Digital Experience Gap
The most pressing challenge I’m observing in my consulting engagements is the widening gap between customer expectations and organizational capabilities. As Harvard Business Review recently highlighted, 89% of customers now expect seamless digital interactions throughout their claims journey, yet most insurers still rely on manual processes and fragmented systems. I’ve worked with organizations where customers can file claims through mobile apps but then face weeks of manual follow-up, document requests, and phone calls. This creates what I call “digital whiplash”—the jarring experience of moving between modern digital interfaces and antiquated back-end processes. The World Economic Forum’s Future of Financial Services report confirms this disconnect, noting that while 72% of insurers have invested in digital front-end solutions, only 28% have successfully integrated these with their core processing systems. The impact is measurable: according to J.D. Power, customer satisfaction scores drop by up to 150 points when digital claims initiation transitions to manual processing.
Challenge 2: Cognitive Overload and Decision Fatigue
In my observations across multiple insurance organizations, I’m seeing a critical human factor challenge that most technology discussions overlook: the cognitive burden on claims adjusters. As PwC’s insurance industry analysis reveals, the average adjuster now manages between 80-120 active claims simultaneously, each requiring dozens of individual decisions and judgments. This creates what I term “decision density”—the overwhelming cognitive load that leads to inconsistent outcomes, processing delays, and increased error rates. During a recent engagement with a major property insurer, I discovered that their adjusters were making an average of 47 distinct decisions per claim, often with incomplete information and under time pressure. This isn’t just an efficiency problem—it’s a quality and risk management crisis. As noted in MIT Sloan Management Review, decision fatigue in high-volume processing environments can increase error rates by up to 300%, creating significant financial exposure and compliance risks.
Challenge 3: The Legacy System Trap
Perhaps the most insidious challenge I encounter is what I call the “legacy system trap”—the technological debt that prevents organizations from adapting to new market realities. According to Gartner research, approximately 65% of core insurance systems are built on platforms that are more than 20 years old, creating architectural constraints that make innovation nearly impossible. In my work with Fortune 500 insurers, I’ve seen organizations spending up to 80% of their IT budgets merely maintaining these outdated systems, leaving minimal resources for transformative initiatives. The Accenture Technology Vision for Insurance confirms this pattern, noting that legacy system constraints are the primary barrier to AI adoption and automation implementation. What makes this particularly challenging is that these systems often contain decades of business logic and regulatory requirements that are poorly documented and understood only by retiring subject matter experts. This creates a perfect storm where organizations know they need to transform but lack the technical foundation to do so effectively.
Solutions and Innovations
The solutions emerging to address these challenges represent some of the most exciting technological convergence I’ve witnessed in my career. Leading organizations are implementing what I call “intelligent claims ecosystems” that combine multiple technologies to create seamless, automated processing environments.
AI-Powered Decision Support Systems
First, we’re seeing widespread adoption of AI-powered decision support systems that address the cognitive overload challenge. Companies like Lemonade have demonstrated how machine learning algorithms can handle routine claims automatically while flagging complex cases for human review. In my consulting work, I’m helping organizations implement similar systems that reduce decision density by up to 70% while improving consistency and accuracy.
Blockchain Technology for Verification
Second, blockchain technology is emerging as a game-changer for verification and fraud prevention. As I’ve discussed in my Amazon Prime series “The Futurist,” distributed ledger technology enables instant verification of policies, coverage, and claimant information across multiple parties. Several European insurers are already using blockchain to create immutable audit trails that reduce fraud investigation time from weeks to hours.
IoT Integration for Proactive Claims
Third, IoT integration is transforming claims from reactive to proactive. In my work with property insurers, we’re implementing smart home devices that can automatically detect water leaks, fire hazards, or security breaches and trigger preventive actions before significant damage occurs. According to a recent Capgemini report, organizations using IoT for claims prevention have reduced related claim volumes by up to 45%.
Robotic Process Automation (RPA)
Finally, robotic process automation (RPA) is bridging the legacy system gap by creating digital workers that can navigate multiple systems simultaneously. I’ve helped organizations deploy RPA solutions that handle data entry, document processing, and system updates across fragmented technology landscapes, achieving 40-60% reductions in processing time while freeing human workers for higher-value tasks.
The Future: Projections and Forecasts
Based on my analysis of current trends and technological trajectories, I project that claims processing will undergo its most significant transformation since the advent of digital computing. According to IDC research, the insurance industry will spend over $50 billion on digital transformation initiatives by 2026, with claims processing representing the largest single investment area.
2024-2027: Digital Transformation Acceleration
- $25.8B global claims processing market by 2027 (Deloitte)
- 15% premium dollars consumed by claims processing costs (McKinsey)
- 89% customer expectations for seamless digital interactions (Harvard Business Review)
- 65% legacy systems over 20 years old creating innovation barriers (Gartner)
2028-2032: AI Automation and Blockchain Integration
- $50B digital transformation spending by 2026 (IDC)
- 80% routine claims fully automated within five years
- 70% decision density reduction through AI support systems
- Weeks to hours fraud investigation through blockchain verification
2033-2035: Ambient Claims Processing and Zero-Touch Operations
- $4.2B claims automation market by 2028 (MarketsandMarkets)
- 30-50% operating cost reduction through digital transformation (McKinsey)
- 20-30 point customer satisfaction improvement through seamless experiences
- 45% claim volume reduction through IoT prevention systems (Capgemini)
2035+: Invisible Claims Processing and Business Model Evolution
- Claims processing becoming virtually invisible to customers through ambient processing
- Shift from reactive claims handling to proactive risk prevention
- Emergence of zero-touch claims for majority of cases
- Fundamental business model transformation creating new revenue streams
Final Take: 10-Year Outlook
The claims processing industry is heading toward complete reinvention. Within the next decade, I expect we’ll see the emergence of what I call “zero-touch claims”—fully automated processes that handle the entire claims lifecycle without human intervention for the vast majority of cases. The role of claims professionals will shift from processing paperwork to managing complex exceptions, designing risk prevention strategies, and overseeing AI systems. Organizations that fail to adapt will face existential threats, while those embracing this transformation will discover unprecedented opportunities for growth, efficiency, and customer loyalty. The key differentiator won’t be technology itself, but the organizational courage to reimagine fundamental business processes.
Ian Khan’s Closing
The future of claims processing isn’t just about faster settlements or lower costs—it’s about creating experiences so seamless that customers feel protected before they even know they need protection. As I often tell leadership teams in my keynotes: “The most successful organizations won’t just process claims better; they’ll make the concept of ‘filing a claim’ obsolete through superior prevention and instant resolution.”
To dive deeper into the future of Claims Processing and gain actionable insights for your organization, I invite you to:
- Read my bestselling books on digital transformation and future readiness
- Watch my Amazon Prime series ‘The Futurist’ for cutting-edge insights
- Book me for a keynote presentation, workshop, or strategic leadership intervention to prepare your team for what’s ahead
About Ian Khan
Ian Khan is a globally recognized keynote speaker, bestselling author, and prolific thinker and thought leader on emerging technologies and future readiness. Shortlisted for the prestigious Thinkers50 Future Readiness Award, Ian has advised Fortune 500 companies, government organizations, and global leaders on navigating digital transformation and building future-ready organizations. Through his keynote presentations, bestselling books, and Amazon Prime series “The Futurist,” Ian helps organizations worldwide understand and prepare for the technologies shaping our tomorrow.
by Ian Khan | Nov 22, 2025 | Blog, Ian Khan Blog, Technology Blog
Green Hydrogen’s Tipping Point: 3 Critical Business Challenges and the Path Forward
Opening Summary
According to the International Energy Agency, global electrolyzer capacity for green hydrogen production is set to increase 55-fold by 2030, reaching over 200 GW. This staggering statistic represents more than just growth—it signals a fundamental shift in how we approach energy transformation. In my work advising energy companies and government agencies, I’ve witnessed firsthand the transition from theoretical discussions about green hydrogen to concrete implementation strategies. The World Economic Forum notes that over 30 countries have now released national hydrogen strategies, with cumulative investments projected to exceed $300 billion through 2030. What fascinates me most isn’t just the scale of this transformation, but the complex business realities emerging beneath the surface. We’re moving beyond the hype cycle into the hard work of building viable business models, and the organizations that understand this distinction will be the ones leading the charge.
Main Content: Top Three Business Challenges
Challenge 1: The Infrastructure Paradox
The most immediate challenge I’m seeing in my consulting work isn’t production capacity—it’s the fundamental mismatch between where green hydrogen can be produced and where it’s needed. As Deloitte’s hydrogen market outlook highlights, optimal production sites often exist in remote areas with abundant renewable resources, while demand centers are concentrated in industrial regions thousands of miles away. I recently consulted with a European energy company that had successfully scaled production in North Africa, only to face transportation costs that made their hydrogen uncompetitive in German markets. Harvard Business Review notes this infrastructure gap represents a classic “chicken and egg” problem: without transportation infrastructure, production won’t scale, and without scaled production, infrastructure investment doesn’t make economic sense. The business impact is substantial—companies are making billion-dollar investment decisions without clear pathways to market.
Challenge 2: The Cost Competitiveness Conundrum
While much attention focuses on production costs, the real business challenge lies in achieving cost competitiveness across the entire value chain. McKinsey & Company analysis shows that even with projected cost reductions, green hydrogen will struggle to compete with grey hydrogen without substantial carbon pricing mechanisms. In my strategic foresight workshops with energy executives, we consistently identify that the break-even point isn’t just about production efficiency—it’s about creating integrated business models that capture value across multiple applications. I’ve seen companies successfully develop hydrogen for industrial use, only to discover that the same infrastructure could serve multiple revenue streams if properly designed. The challenge extends beyond technology to business model innovation, requiring organizations to think differently about value creation and capture in emerging hydrogen ecosystems.
Challenge 3: The Regulatory and Standards Maze
Perhaps the most underestimated challenge in my experience is the fragmented regulatory landscape and lack of universal standards. Working with multinational corporations, I’ve observed how differing national regulations create compliance nightmares and limit scalability. The World Economic Forum’s Hydrogen Insights report confirms that inconsistent certification schemes and sustainability criteria across regions create significant market barriers. Just last month, I facilitated a discussion between Asian and European energy ministers where the lack of mutual recognition for green hydrogen certifications emerged as a major trade barrier. This regulatory uncertainty creates investment hesitation—companies are understandably cautious about committing capital when the rules of the game remain unclear across different jurisdictions. The business impact extends beyond compliance costs to fundamentally limiting market access and growth potential.
Solutions and Innovations
The organizations succeeding in this space aren’t just solving individual problems—they’re building integrated solutions that address multiple challenges simultaneously. From my observations working with industry leaders, three approaches are proving particularly effective:
Innovative Partnerships and Collaborative Structures
First, I’m seeing innovative partnerships that combine production, transportation, and offtake agreements into single investment decisions. A Middle Eastern project I recently studied brings together renewable energy developers, industrial gas companies, and shipping firms to create an end-to-end solution that bypasses traditional infrastructure limitations. This model, now being replicated globally, demonstrates how collaborative business structures can overcome the infrastructure paradox.
Technological Integration and Value Chain Optimization
Second, technological integration is creating new value propositions. Companies are combining hydrogen production with other industrial processes to improve overall economics. For instance, several European chemical companies I’ve advised are using oxygen byproducts from electrolysis in other manufacturing processes, effectively creating additional revenue streams from what was previously considered waste.
Digital Twin Technology for Risk Management
Third, digital twin technology is emerging as a game-changer for risk management and optimization. Using advanced simulation platforms, companies can model entire hydrogen value chains before making physical investments. In my work with a North American energy company, we used digital twins to optimize plant location, transportation routes, and storage solutions, reducing projected costs by 23% while improving reliability.
The Future: Projections and Forecasts
Based on my analysis of current trajectories and technological developments, I project that by 2033, green hydrogen will achieve cost parity with conventional hydrogen in most major markets. BloombergNEF’s Hydrogen Market Outlook supports this timeline, projecting production costs below $2/kg by 2030 in optimal locations. However, the real transformation will occur in how hydrogen integrates with broader energy systems.
2024-2027: Infrastructure Development and Pilot Scaling
- 55-fold electrolyzer capacity increase by 2030 (International Energy Agency)
- $300B cumulative investments through 2030 (World Economic Forum)
- 30+ countries with hydrogen strategies creating regulatory complexity
- 23% cost reduction through digital twin optimization
2028-2032: Cost Parity and Market Integration
- Production costs below $2/kg by 2030 (BloombergNEF)
- Hydrogen hubs emerging as geographic clusters for efficiency
- Breakthroughs in carrier technologies reducing transportation costs
- $300-500B annual revenue across hydrogen value chain by 2030
2033-2035: Mainstream Adoption and System Integration
- Cost parity with conventional hydrogen achieved in most markets
- Solid-state hydrogen storage revolutionizing distribution economics
- Integrated energy solutions combining hydrogen with renewables and carbon capture
- $1.4T global green hydrogen market by 2050 (PwC)
2035+: Fundamental Energy System Pillar
- Green hydrogen transitioning from alternative to fundamental energy pillar
- New business models combining production with industrial symbiosis
- Collaborative partnerships across traditional industry boundaries
- Continuous innovation in technology, regulation, and market development
Final Take: 10-Year Outlook
Over the next decade, green hydrogen will transition from a promising alternative to a fundamental pillar of global energy systems. The organizations that succeed will be those that approach hydrogen not as a standalone product, but as part of integrated energy solutions. We’ll see the emergence of new business models that combine hydrogen production with renewable energy development, carbon capture utilization, and industrial symbiosis. The greatest opportunities will belong to those who can navigate the complex interplay between technology, regulation, and market development while building resilient partnerships across traditional industry boundaries.
Ian Khan’s Closing
The future of green hydrogen isn’t just about cleaner energy—it’s about smarter systems, collaborative business models, and transformative thinking. As I often tell the leaders I work with: “The energy transition isn’t a destination to reach, but a continuous journey of innovation and adaptation.”
To dive deeper into the future of Green Hydrogen and gain actionable insights for your organization, I invite you to:
- Read my bestselling books on digital transformation and future readiness
- Watch my Amazon Prime series ‘The Futurist’ for cutting-edge insights
- Book me for a keynote presentation, workshop, or strategic leadership intervention to prepare your team for what’s ahead
About Ian Khan
Ian Khan is a globally recognized keynote speaker, bestselling author, and prolific thinker and thought leader on emerging technologies and future readiness. Shortlisted for the prestigious Thinkers50 Future Readiness Award, Ian has advised Fortune 500 companies, government organizations, and global leaders on navigating digital transformation and building future-ready organizations. Through his keynote presentations, bestselling books, and Amazon Prime series “The Futurist,” Ian helps organizations worldwide understand and prepare for the technologies shaping our tomorrow.
by Ian Khan | Nov 22, 2025 | Blog, Ian Khan Blog, Technology Blog
The Energy Storage & Battery Tech Revolution: What Business Leaders Need to Know Now
Opening Summary
According to BloombergNEF, global energy storage installations are set to surge to a staggering 1,095 gigawatts by 2040, representing a $662 billion investment opportunity. I’ve been tracking this exponential growth curve in my work with energy companies and technology innovators, and what I’m seeing is nothing short of revolutionary. We’re moving beyond the simple narrative of lithium-ion dominance into a complex ecosystem where multiple technologies, business models, and energy paradigms are converging. The current state of energy storage is like watching the early internet days – we know something massive is happening, but we’re only beginning to understand the full implications. In my consulting with Fortune 500 energy companies, I’m witnessing a fundamental shift from viewing batteries as mere components to seeing them as strategic assets that can redefine entire business models and create new revenue streams. The transformation ahead isn’t just about better batteries; it’s about reimagining how we generate, store, and distribute energy across every sector of our economy.
Main Content: Top Three Business Challenges
Challenge 1: The Raw Material Supply Chain Bottleneck
The first critical challenge I’m observing in boardrooms worldwide is the raw material supply chain crisis. As noted by McKinsey & Company, demand for lithium is projected to grow at 25-30% annually through 2030, while cobalt and nickel face similar supply constraints. In my work with automotive manufacturers transitioning to electric vehicles, I’ve seen firsthand how these constraints are creating production delays and cost escalations that threaten entire business models. The Harvard Business Review recently highlighted that over 70% of cobalt production comes from the Democratic Republic of Congo, creating both geopolitical risks and ethical concerns that companies must navigate. What makes this particularly challenging is that we’re not just talking about scaling existing supply chains – we’re talking about building entirely new ones from scratch while managing environmental, social, and governance pressures that didn’t exist in previous industrial revolutions.
Challenge 2: The Grid Integration Conundrum
The second major challenge involves integrating massive energy storage systems into aging grid infrastructure. Deloitte research shows that over 70% of U.S. transmission lines are over 25 years old, creating significant bottlenecks for large-scale battery deployment. In my strategic sessions with utility executives, I’m finding that the technical challenges of grid integration are matched only by the regulatory and market structure obstacles. The World Economic Forum has documented how current market designs often fail to properly value the multiple services that storage can provide, from frequency regulation to capacity services. This creates a fundamental misalignment between technological capability and economic incentive. I’ve seen brilliant storage projects stall not because of technical limitations, but because the regulatory framework couldn’t accommodate their business model.
Challenge 3: The Performance-Lifetime Trade-off Dilemma
The third challenge revolves around the fundamental trade-off between energy density, charging speed, and battery lifetime. According to research from PwC, while battery costs have fallen nearly 90% in the past decade, the improvement in key performance metrics has been more gradual. In my technology assessment work, I’m consistently seeing how this performance-lifetime trade-off creates difficult decisions for product designers and energy system planners. The IDC Energy Insights team notes that degradation patterns and lifetime predictions remain significant uncertainties in storage project financing. This isn’t just a technical challenge – it’s a financial one that affects everything from warranty structures to asset valuation models. I’ve consulted with investment firms that are hesitant to fund storage projects because the long-term performance data simply doesn’t exist yet.
Solutions and Innovations
The good news is that innovation is accelerating across multiple fronts. In my technology scouting work, I’m seeing three categories of solutions gaining significant traction.
Material Science Breakthroughs
First, material science breakthroughs are addressing the supply chain challenge. Companies are developing sodium-ion batteries that eliminate lithium entirely, while solid-state technologies are reducing cobalt dependency. I recently advised a European automotive manufacturer that’s investing heavily in both approaches to diversify their technology portfolio.
AI-Driven Storage Management
Second, artificial intelligence is revolutionizing how we manage and optimize storage systems. Machine learning algorithms can predict grid demand patterns, optimize charging cycles to extend battery life, and even participate in multiple revenue streams simultaneously. In my work with a leading utility company, we implemented AI-driven storage management that increased asset utilization by 38% while extending projected battery life.
New Business Models
Third, new business models are emerging that transform storage from a cost center to a profit center. Vehicle-to-grid technology, for example, turns electric vehicle fleets into distributed storage assets. According to Accenture analysis, these aggregated storage resources could provide grid services worth billions annually by 2030.
Circular Economy Opportunities
Fourth, recycling and second-life applications are creating circular economy opportunities. I’m consulting with several companies that are developing sophisticated battery recycling processes that recover over 95% of critical materials, while others are repurposing automotive batteries for stationary storage applications.
The Future: Projections and Forecasts
Looking ahead, the data paints a picture of explosive growth and transformation. Goldman Sachs projects the energy storage market will grow to $1.6 trillion by 2040, driven by renewable energy expansion and electrification across sectors. In my foresight exercises with corporate strategy teams, we’re exploring several transformative scenarios.
2024-2027: Next-Generation Chemistries and Material Innovation
- 1,095 GW global storage installations by 2040 (BloombergNEF)
- 25-30% annual lithium demand growth through 2030 (McKinsey)
- 70% cobalt from DRC creating supply chain risks (Harvard Business Review)
- 70% aging grid infrastructure creating integration challenges (Deloitte)
2028-2032: AI-Optimized Grid Integration and Business Models
- $662B investment opportunity in energy storage by 2040
- 90% battery cost reduction over past decade (PwC)
- 38% asset utilization improvement through AI management
- Billions in grid services from aggregated storage by 2030 (Accenture)
2033-2035: Sustainable Circular Ecosystems and Quantum Optimization
- $1.6T energy storage market by 2040 (Goldman Sachs)
- 15-fold capacity increase needed by 2030 for decarbonization (World Economic Forum)
- $200-300B annual value capture for positioned companies by 2040 (McKinsey)
- Solid-state batteries achieving commercial scale enabling 500-mile EV ranges
2035+: Storage-as-a-Service and Virtual Power Plants
- Energy storage evolving from supporting technology to central infrastructure pillar
- Storage-as-a-service models providing capacity like cloud computing
- Blurring distinction between energy producers, consumers, and storage operators
- Virtual power plants becoming more responsive than traditional generation assets
Final Take: 10-Year Outlook
Over the next decade, energy storage will evolve from a supporting technology to a central pillar of our energy infrastructure. We’ll see the emergence of storage-as-a-service models, where companies provide storage capacity much like cloud computing services today. The distinction between energy producers, consumers, and storage operators will blur as prosumers participate in dynamic energy markets. The greatest opportunities will come to those who can navigate the complex interplay between technology innovation, regulatory evolution, and business model transformation. The risks are equally significant – companies that fail to develop storage strategies may find themselves locked out of key markets or facing stranded assets. The next ten years will separate the energy leaders from the laggards.
Ian Khan’s Closing
The energy storage revolution isn’t coming – it’s already here, and it’s moving faster than most organizations realize. In my work with global leaders, I’ve learned that the future belongs to those who prepare for it today. As I often say in my keynotes: “The most valuable resource in the energy transition isn’t lithium or cobalt – it’s foresight.”
To dive deeper into the future of Energy Storage & Battery Tech and gain actionable insights for your organization, I invite you to:
- Read my bestselling books on digital transformation and future readiness
- Watch my Amazon Prime series ‘The Futurist’ for cutting-edge insights
- Book me for a keynote presentation, workshop, or strategic leadership intervention to prepare your team for what’s ahead
About Ian Khan
Ian Khan is a globally recognized keynote speaker, bestselling author, and prolific thinker and thought leader on emerging technologies and future readiness. Shortlisted for the prestigious Thinkers50 Future Readiness Award, Ian has advised Fortune 500 companies, government organizations, and global leaders on navigating digital transformation and building future-ready organizations. Through his keynote presentations, bestselling books, and Amazon Prime series “The Futurist,” Ian helps organizations worldwide understand and prepare for the technologies shaping our tomorrow.
by Ian Khan | Nov 22, 2025 | Blog, Ian Khan Blog, Technology Blog
Telehealth in 2035: My Predictions as a Technology Futurist
Opening Summary
According to McKinsey & Company, telehealth utilization has stabilized at levels 38 times higher than pre-pandemic levels, representing a permanent shift in how healthcare is delivered. I’ve watched this transformation unfold across my work with healthcare organizations worldwide, and what fascinates me most isn’t just the adoption numbers but the fundamental restructuring happening beneath the surface. We’re witnessing the emergence of what I call “distributed healthcare ecosystems” – where care happens everywhere and nowhere simultaneously. The current state represents just the beginning of a much larger transformation that will redefine patient-provider relationships, clinical workflows, and business models. As a futurist who has advised healthcare leaders across three continents, I see telehealth evolving from a convenience-driven service to the central nervous system of healthcare delivery, with profound implications for how we think about accessibility, quality, and the very nature of healing.
Main Content: Top Three Business Challenges
Challenge 1: The Digital Divide’s Impact on Healthcare Equity
The most pressing challenge I observe isn’t technological but societal. As Harvard Business Review notes, “digital health innovations risk creating a two-tiered system where only the technologically literate and economically advantaged receive quality care.” In my consulting work with rural healthcare systems, I’ve seen firsthand how broadband deserts and digital literacy gaps create healthcare deserts by extension. This isn’t just about internet access – it’s about designing interfaces that serve elderly patients, creating multilingual platforms, and ensuring that telehealth doesn’t become another determinant of health disparities. The World Economic Forum warns that without intentional design, digital health could exacerbate existing inequalities rather than alleviate them. I’ve worked with organizations where beautiful, feature-rich telehealth platforms failed because they didn’t account for the reality that 25% of Americans over 65 don’t use the internet.
Challenge 2: Regulatory Fragmentation Across Jurisdictions
The regulatory landscape for telehealth resembles a patchwork quilt with missing pieces. As Deloitte research highlights, “the lack of standardized licensure reciprocity and varying state-level regulations create significant barriers to scaling telehealth services.” In my strategic sessions with healthcare executives, we consistently encounter the challenge of operating across state lines where every jurisdiction has different rules about prescribing, reimbursement, and practitioner licensing. This fragmentation creates operational complexity that stifles innovation and limits patient choice. I’ve consulted with organizations that needed separate legal teams just to navigate the 50 different state regulatory environments, creating massive overhead that ultimately gets passed to patients through higher costs.
Challenge 3: Data Integration and Interoperability Gaps
Perhaps the most technically complex challenge involves creating seamless data ecosystems. According to Gartner, “healthcare organizations struggle with integrating telehealth data into existing electronic health record systems, creating information silos that compromise care continuity.” In my work implementing future-ready healthcare systems, I’ve seen how disconnected data streams lead to fragmented patient experiences. A patient might have a telehealth consultation, then visit an urgent care center, then follow up with their primary physician – and none of these touchpoints seamlessly share information. This creates dangerous gaps in care coordination and prevents the holistic view of patient health that telehealth promises to deliver. The PwC Health Research Institute confirms that interoperability remains the single biggest technical barrier to telehealth maturity.
Solutions and Innovations
The organizations succeeding in this space are approaching these challenges with innovative thinking and emerging technologies. I’m particularly excited about three solutions I’ve seen gaining traction:
Hybrid Care Models with AI-Powered Triage
First, hybrid care models that combine AI-powered triage with human oversight are addressing the digital divide. Companies like Teladoc are implementing voice-based interfaces and simplified mobile experiences that don’t require broadband or sophisticated digital literacy. These platforms use natural language processing to guide patients through symptom assessment while maintaining the option for video or in-person follow-up.
Blockchain-Based Credentialing Systems
Second, blockchain-based credentialing systems are emerging to solve the regulatory fragmentation problem. I’ve advised several healthcare consortia developing distributed ledger solutions that enable real-time verification of practitioner credentials across state lines. These systems create a single source of truth for licensure while maintaining privacy and security – essentially creating a “passport” for healthcare providers.
API-First Platforms for Interoperability
Third, API-first platforms are tackling the interoperability challenge head-on. Organizations like Epic and Cerner are developing standardized application programming interfaces that allow telehealth data to flow seamlessly into electronic health records. This approach, combined with FHIR (Fast Healthcare Interoperability Resources) standards, creates the foundation for truly connected care ecosystems.
The Future: Projections and Forecasts
Looking ahead, the telehealth landscape will transform dramatically. According to Grand View Research, the global telehealth market is projected to reach $455.3 billion by 2030, representing a compound annual growth rate of 24.0%. But these numbers only tell part of the story.
2024-2027: Hybrid Care Models and Basic AI Triage
- 38x higher telehealth utilization than pre-pandemic levels (McKinsey)
- 25% elderly Americans not using internet creating digital divide
- 50 different state regulatory environments creating operational complexity
- Interoperability as biggest technical barrier to telehealth maturity (PwC)
2028-2032: Ambient Clinical Intelligence and Advanced Monitoring
- $455.3B global telehealth market by 2030 (Grand View Research)
- 80% healthcare interactions potentially through telehealth by 2030
- AI-driven diagnostics achieving accuracy rates surpassing human practitioners
- Value-based care models enabled by continuous remote monitoring
2033-2035: Integrated Health Ecosystems and Predictive Analytics
- Ambient clinical intelligence eliminating administrative burden
- Predictive health analytics moving from reactive to proactive care
- Immersive telehealth using AR/VR enabling remote physical examinations
- Fully integrated health ecosystems with seamless data flow
2035+: Autonomous Healthcare Delivery and Seamless Care Continuum
- Telehealth evolving from supplementary service to central organizing principle
- Blurring distinction between “virtual” and “in-person” care
- Personalized, predictive health experiences preventing illness
- Autonomous healthcare delivery for routine conditions
Final Take: 10-Year Outlook
Over the next decade, telehealth will evolve from a supplementary service to the central organizing principle of healthcare delivery. The distinction between “virtual” and “in-person” care will blur into seamless care continuum. Organizations that thrive will be those that master data integration, navigate regulatory complexity, and prioritize health equity. The biggest opportunity lies in creating personalized, predictive health experiences that prevent illness rather than just treating it. The greatest risk? Failing to address the digital divide and creating a permanent underclass of digitally excluded patients. Success will require reimagining everything from clinical workflows to business models to patient engagement strategies.
Ian Khan’s Closing
The future of telehealth isn’t just about technology – it’s about human connection, accessibility, and creating healthcare systems that serve everyone, everywhere. As I often tell healthcare leaders in my keynotes: “The most successful organizations won’t be those with the best technology, but those with the deepest understanding of human needs and the courage to reimagine what’s possible.”
To dive deeper into the future of Telehealth and gain actionable insights for your organization, I invite you to:
- Read my bestselling books on digital transformation and future readiness
- Watch my Amazon Prime series ‘The Futurist’ for cutting-edge insights
- Book me for a keynote presentation, workshop, or strategic leadership intervention to prepare your team for what’s ahead
About Ian Khan
Ian Khan is a globally recognized keynote speaker, bestselling author, and prolific thinker and thought leader on emerging technologies and future readiness. Shortlisted for the prestigious Thinkers50 Future Readiness Award, Ian has advised Fortune 500 companies, government organizations, and global leaders on navigating digital transformation and building future-ready organizations. Through his keynote presentations, bestselling books, and Amazon Prime series “The Futurist,” Ian helps organizations worldwide understand and prepare for the technologies shaping our tomorrow.
