A smarter clinical communication AI strategy

At HIMSS26, unsurprisingly, one topic consistently surfaced across sessions and conversations: AI is moving from experimentation to operational deployment within healthcare. Organizations are exploring AI across ambient documentation, virtual agents, predictive analytics, and patient outreach. At the same time, many health systems are still working through fundamental challenges in clinical communication workflows.

What is a clinical communication workflow?

Clinical communication workflows include any communication channel that supports or is triggered by a patient interaction. If it impacts how patients connect with providers, access care, or receive information, it is part of the workflow. This may include:

• Inbound and outbound voice communications
• Appointment reminders and confirmations
• Nurse call systems
• SMS and MMS messaging
• Email communications
• Secure messaging platforms
• AI-powered virtual agents
• Legacy telephony systems

When these channels operate independently across departments or platforms, organizations often experience reporting gaps, duplicated spend, and inconsistent patient experiences.

What is driving AI adoption in clinical communication?

Three primary factors are influencing adoption:

• Ongoing pressure to improve efficiency while managing labor costs
• Increased reliability and scalability of cloud platforms 
• Maturation of AI capabilities across the omnichannel experience 

AI solutions are being evaluated for their ability to:

• Reduce average handle time 
• Improve first-call resolution 
• Increase appointment adherence 
• Automate high-volume inquiries 
• Improve staff productivity

However, outcomes vary significantly depending on governance, integration planning, and cost alignment. At GDT, we understand the benefits AI can deliver; working with our team for strategic implementation, our customers have achieved results including: 

• 40% reduction in telecom costs
• 95% reduction in call center costs 
• 2 minutes saved per call
• $1M saved on 3-year telecom costs 

Is agentic AI the right solution for your organization?

While agentic AI-powered solutions offer a seemingly simple solution for streamlining and automating workflows and alleviating overburdened teams, it’s important to assess how these AI-enabled tools align to your operational realities, cost structures, and patient communication strategies before expanding AI initiatives. 

GDT has worked with leading healthcare organizations to evaluate and deploy AI solutions within clinical communication environments. When aligned with clear business objectives and a structured implementation strategy, AI can streamline operations and deliver measurable outcomes across patient care delivery. However, organizations that rush into AI initiatives without defined priorities or governance often encounter avoidable setbacks. Below are five areas healthcare leaders should evaluate before scaling AI further. 

The top 5 healthcare AI pitfalls

5. Disconnected AI point solutions

Healthcare organizations already manage multiple communication platforms across departments. Introducing AI without consolidating AI point solutions can increase complexity. Common overlapping communication tools include: 

• SMS for patient engagement 
• Third-party outbound notification platforms that duplicate native platform capabilities 
• Shadow AI tools purchased without enterprise review 

The operational risks include: 

• Fragmented reporting 
• Increased security exposure 
• Redundant usage costs 
• Limited visibility into performance 

Before adding new AI tools, organizations should inventory existing capabilities and evaluate overlap. 

4. Biting off more than you can chew

AI can support a wide range of use cases, but initial deployments are most successful when focused on repeatable, high-volume tasks. Examples of practical starting points include: 

• Hours and location inquiries 
• Appointment confirmations 
• Intelligent call steering and deflection
• Prescription refills 

For example, if a system receives 100,000 monthly calls and 10% to 20% are related to hours or directions, that may represent a clear automation opportunity. 

Expanding AI use cases without first validating performance in controlled environments often leads to stalled adoption.

3. Failure to define ROI

AI deployments should be mapped to operational metrics before purchase decisions are finalized. Each use case should be evaluated against: 

• Current call volumes
• Labor allocation
• Cost per interaction
• Patient experience metrics
• Avoided transfers
• Reduced handle time

Organizations sometimes invest in AI platforms without defining the baseline metrics required to validate ROI. Cost alignment should be established prior to deployment.

2. Not doing a real-life pilot based on the real solution you plan to use

Proofs of concept must be set up to prove real solutions, not just demonstrate manufacturers’ capabilities, to ensure you will achieve the outcome that you are looking for. Common gaps include: 

• Lack of integration planning with Epic or other electronic health record (EHR) systems 
• Undefined cloud migration strategy 
• Limited change management planning 
• No defined reporting framework 

Without a roadmap, successful pilots may not scale effectively. AI deployment requires structured milestones, governance, and operational ownership.

1. Operating without a defined strategy

The most consistent differentiator between successful and stalled AI initiatives is the presence of a defined strategy. Effective programs typically: 

• Analyze communication reporting data before selecting tools.
• Identify repeatable workflows with measurable impact.
• Align AI initiatives to operational KPIs.
• Coordinate across departments. 

Integrate AI strategy with cloud and communication modernization plans. Organizations that purchase tools without defined outcomes often revisit platform decisions within 12 to 18 months. 

What works and what doesn’t

Effective approaches: 

• Consolidating communication platforms into a unified management view
• Aligning AI use cases to documented reporting data 
• Establishing governance across departments 
• Creating a clear, defined plan based on tangible outcomes 

Higher-risk patterns: 

• Department-level AI purchases without enterprise oversight 
• Investing in custom development when native functionality exists 
• Adding tools before assessing infrastructure impact 
• Expanding AI use cases before validating initial results 

AI adoption requires operational discipline and executive alignment. 

GDT for clinically aware healthcare AI 

GDT is a technology solutions integrator with healthcare-specific expertise and strategic experience as an Epic app development partner. Our focus is on improving efficiency and performance across patient-driven communication workflows through a structured advisory-led model. GDT has deep experience helping healthcare organizations increase clinical and operational productivity and reduce risk and cost volatility to deliver an efficient patient experience. 

Get started with a healthcare technology strategy workshop

If you’re looking to improve clinical outcomes with AI (and avoid common pitfalls), register for our healthcare technology strategy workshop. This workshop is tailored to help align your healthcare infrastructure, AI, and technology solutions to measurable business outcomes. Our team can walk you through strategic options around contact center and collaboration, ambient and EHR AI, RCM automation, cyber resilience, and more.

Reach out to schedule your no-cost healthcare technology strategy workshop. We can help you devise a plan that delivers tangible outcomes. We look forward to learning more about your goals and helping you realize the outcomes that matter most. 

The ranking, developed by Newsweek in partnership with Plant-A Insights Group and HR analytics firm Aniline, evaluated more than 4,700 midsize companies operating in the United States. The study analyzed over 2.6 million online employee reviews and more than 37 million workplace data points across 120 key performance indicators, including workplace culture, gender equality, career development opportunities, compensation and benefits, work-life balance, and representation of women in leadership.

For GDT, the recognition reflects a long-standing commitment to fostering an inclusive workplace where employees can grow professionally while delivering meaningful outcomes for customers.

“Creating an environment where women feel supported, valued, and empowered to lead is fundamental to who we are at GDT,” said Dave Arcemont, Chief People Officer at GDT. “This recognition from Newsweek reinforces our commitment to fostering a workplace where women can build meaningful careers and make a lasting impact.”

“As a mentor and advocate, I’m passionate about empowering others,” said Suzanne Becker Gallagher, Chief Strategy Officer at GDT. “It means a lot to be part of a company that proactively invests in women and prioritizes an inclusive culture where everyone can be their best.”

Gallagher recently led a panel discussion during GDT’s Women in Tech Tea, featuring women leaders from GDT, NetApp, Cisco, and Cirrascale. The panel explored leadership, authenticity, and the use of AI to amplify impact.

GDT has received numerous recognitions, including Top Workplaces 2025 awards in five categories. GDT is also Great Place to Work Certified in both the United States and India, a reflection of its commitment to creating an environment where employees across global teams feel supported, engaged, and empowered to do their best work.

About GDT

GDT is a global IT solutions provider that delivers secure AI-ready, carrier-grade infrastructure and services to enterprise customers worldwide. With a 30-year heritage and a people-first approach, GDT helps organizations modernize and scale their IT environments to support innovation, resilience, and growth. Follow us on LinkedIn.

GDT Contact
Chelsea Brickwedel 
Vice President, Global Marketing at GDT
[email protected]

CRN’s annual MSP 500 list serves as a comprehensive guide to the leading managed service providers in North America, showcasing MSPs like GDT that are driving growth and innovation. The Elite 150 category recognizes MSPs with a blend of on-premises and off-premises services for midmarket and enterprise customers.  

GDT was recognized in the Elite 150 category for its comprehensive managed services portfolio and its deep expertise in helping organizations modernize infrastructure, strengthen cybersecurity, optimize IT spend, and accelerate innovation. This is GDT’s sixth year being named to the list.  

“The investments GDT continues to make in our managed services capabilities play a big part in earning our place among the MSP 500 Elite 150,” said Jeffrey Bannister, EVP of Enterprise Services at GDT. “By expanding our global delivery capabilities along with our OEM expertise and delivering integrated, multi-tower managed services, we’re helping customers lower IT costs, improve security and resilience, and increase operational efficiency and performance.” 

“The companies on our 2026 MSP 500 list are redefining what exceptional managed services look like—helping organizations of every size stay agile, maximize their IT investments and scale with confidence,” said Jennifer Follett, VP of U.S. Content and Executive Editor, CRN, The Channel Company. “These are the innovators who stay ahead of customer needs and deliver transformative services that free businesses to focus on what they do best and accelerate their success.”

About GDT

GDT is a global IT solutions provider that delivers secure AI-ready, carrier-grade infrastructure and services to enterprise customers worldwide. With a 30-year heritage and a people-first approach, GDT helps organizations modernize and scale their IT environments to support innovation, resilience, and growth. Follow us on LinkedIn.

GDT Contact
Chelsea Brickwedel 
Vice President, Global Marketing at GDT
[email protected]

What is your role at GDT?

Sree: I lead the PS Security team in India. I am responsible for the successful, high-quality delivery of security projects while working closely with the Security Presales team. My responsibilities span both technical and leadership domains, as I contribute as both a security engineer and a team lead. 

A core focus of my role is ensuring project excellence while fostering a collaborative and supportive team environment. One of the most rewarding aspects of my position is the opportunity to work alongside highly skilled, talented professionals who continually drive innovation and growth within the team.

Can you describe your team, your team’s role at GDT, and what makes your team dynamic and impactful?

Sree: The PS Security team in India is a dedicated group of security engineers responsible for delivering robust, reliable security solutions to GDT’s customers. Our role spans the full project lifecycle, from implementation and migration to upgrades and advanced security configurations, ensuring each engagement meets both technical and business expectations. 

What makes our team dynamic is the strong sense of ownership and collaboration shared across the group. Team members are encouraged to take initiative, continuously enhance their technical skills, and support one another in achieving shared goals. 

Our impact comes from our ability to adapt to complex security challenges while maintaining a high standard of quality and customer satisfaction. By combining technical excellence with a collaborative mindset, we consistently deliver value-driven security outcomes that reinforce GDT’s commitment to excellence. 

What goals or initiatives is your team focused on in 2026, and how do they support GDT’s broader mission?

Sree: In 2026, our team is focused on strengthening delivery excellence while continuing to evolve with the rapidly changing security landscape. A key priority is enhancing our technical capabilities through continuous learning, advanced certifications, and hands-on exposure to emerging security technologies. 

We are also focused on optimizing delivery processes to improve efficiency, scalability, and consistency across security projects. This includes closer collaboration with cross-functional teams, particularly Security Presales, to ensure seamless transitions from solution design to execution. 

Additionally, we aim to foster a strong team culture centered on collaboration, knowledge sharing, and professional growth. These initiatives directly support GDT’s broader mission by enabling us to deliver secure, high-quality solutions that drive trust, operational excellence, and long-term value for our clients.

What’s a recent win that made you proud?

Sree: One of the biggest wins for me was the opportunity to be part of a transformational project for a uniform and workplace solutions provider. With the strong support and collaboration of everyone involved, we successfully delivered the project with high quality and zero impact to the customer. 

What made this achievement truly significant was the team’s collective effort, which demonstrated exceptional commitment and dedication, often going above and beyond time constraints to ensure a seamless outcome. This success serves as a great example of teamwork, resilience, and our shared commitment to excellence at GDT.

Who or what inspires you in your career, and why?

Sree: The exceptional leadership team at GDT has been a major source of inspiration in my career. Their clear vision, approachability, and consistent support create an environment where individuals are encouraged to grow, take ownership, and strive for excellence. 

I am particularly inspired by the way GDT’s leaders empower teams, trust their people, and lead by example. Their guidance has played a significant role in shaping my professional growth and leadership approach. In addition, working alongside highly skilled colleagues in a collaborative culture motivates me to continuously learn and evolve, especially in the ever-changing field of security.

What’s one professional goal you’re currently working toward, and how are you approaching it?

Sree: One of my primary professional goals is to continue growing as an engineer, deepening my technical expertise in the security domain. I am focused on strengthening my leadership capabilities by mentoring team members, improving delivery processes, and driving a culture of accountability and collaboration.

At the same time, I am actively enhancing my technical skills by staying current with emerging security technologies, best practices, and industry certifications. By balancing hands-on technical involvement with strategic leadership, I aim to deliver greater value to both my team and GDT while contributing to long-term organizational success.

What’s your favorite GDT core value, and how do you see it in action—either in your work or across the company?

Sree: My favorite GDT core value is collaboration, as it is deeply embedded in the way we work across teams and projects. I see this value in action every day through the strong teamwork, open communication, and mutual support among colleagues. 

Whether it’s working closely with cross-functional teams, such as Security Presales and Advisory & Transformation, or collaborating within my own team to overcome complex challenges, there is a shared sense of ownership and respect. This collaborative approach not only enables us to deliver high-quality solutions but also creates an environment where ideas are freely shared and individuals feel empowered. 

Collaboration at GDT fosters innovation, strengthens relationships, and ultimately drives better outcomes for our customers and the organization as a whole.

If you could travel anywhere in the world, where would you go and why?

Sree: I would love to visit the United States. Working for an American company and regularly collaborating with U.S.-based colleagues has made me eager to experience the country firsthand and better understand its culture and diversity. I would especially enjoy the energy of a major city like New York.  

That said, I’ve always been drawn to the mountains, and from the photos shared during presentations and town halls, I’ve developed a strong appreciation for scenic landscapes. I love outdoor activities, and I’ve never seen snow before, which makes Colorado a top destination on my list. The Rocky Mountains, breathtaking views, and opportunities for adventure are incredibly appealing, and I would especially love to experience skiing. 

Tell us more about yourself outside of work. What are your hobbies and interests?

Sree: Outside of work, I enjoy staying active and creative. I like playing badminton, which helps me maintain a healthy balance and stay energized. I also have a creative side and enjoy working on illusion art drawings, as they allow me to explore perspective, detail, and imagination. 

I am also a big fan of crime and investigative movies and novels, particularly stories like Sherlock Holmes. I enjoy the analytical thinking and problem-solving elements they present, which I find both entertaining and intellectually stimulating.

Stories like Sree’s offer a glimpse into the people and teams that make GDT a great place to work, where careers grow and collaboration thrives. Learn more about our culture, values, and what it’s like to build a career at GDT.

How long have you been with GDT, and what does your role entail?

Greg: I’ve been at GDT for 17 years, and I lead a couple of organizations. I lead the Central Solutions Architects team and the Inside Solutions Architect team. The Central Solutions Architect team works with the Central Account Managers, supporting their accounts and partnering directly with their customers.

I also lead the Inside Solutions Architects team. They’re a national group that works closely with our sales teams to develop bills of materials and ensure the right Solutions Architects are engaged based on what the client actually needs. They handle a lot of the day-to-day work and internal coordination that helps keep deals moving smoothly.

Can you describe your team, your team’s role at GDT, and what makes your team dynamic and impactful?

Greg: Our role is to help account managers bring strong, credible solutions to customers and ensure those solutions are designed in a way that sets everyone up for success. We work directly with customers to scope solutions end-to-end, including what work will take place, how long it will take, and setting clear scope and expectations up front, so everything is clearly defined and aligned before execution. This includes both the services required to deliver the outcome and the products that support it.

We are dynamic in the sense that customer requests come in at a high rate and vary widely. We cover a wide range of needs, with specialists in certain areas, but in most cases, we work across a broad range of technologies. My team supports all our partners and their respective product mixes, tying everything together. That is the real impact of my team on our customers: we take the individual pieces from our OEM partners and turn them into cohesive solutions that drive our customers’ business outcomes.

What goals or initiatives are your team focused on in 2026, and how do they support GDT’s broader mission?

Greg: We’ve been running as a regional architect organization for two years now, and in 2026, we want to really double down by ensuring the team is closely aligned with the account managers we support. Our goal is to be more strategic and proactive in developing ideas we can take to their customers while maintaining the high level of responsiveness they expect. We’re also focused on improving internal processes, such as services discovery and scoping, and leveraging AI tools wherever it makes sense.

What’s a recent win—big or small—that made you proud?

Greg: A win that really stood out wasn’t the largest project, but it made a big impact. Our customer had been put in a difficult position after their previous provider failed to follow through. We worked closely with the Advisory and Transformation team to scope the disaster recovery effort and align the right solution for the customer. What made me most proud was the collaboration, bringing together the advisory team, our partners, and the customer to move from uncertainty to a clear, executable plan.

What leadership principle or habit do you believe contributes most to your team’s success?

Greg: For me, it’s about being consistent and available for my team. It’s so important to me to address issues when they come up and work through them together. I like to be available, consistent, and focused on solving problems—not solving around them. I make space as a leader for my team to take ownership in solving problems, stepping in more when there are systemic issues, not daily challenges.

Who or what inspires you in your career, and why? 

Greg: My father was a hotel manager, and when I was younger, I would follow him around the hotel. As he went about his day, he would do things like pick up trash, and he never once said, “That’s not my job.” He showed me that leadership is about setting an example. It’s important to step in, get the work done, and hold yourself to the same expectations you set for your team.

What’s one professional goal you’re currently working toward, and how are you approaching it?

Greg: I’m currently focused on developing future leaders and high-potential team members by intentionally building leadership capacity. That means giving people ownership to lead work initiatives and coaching them on decision-making, not just technical execution.

What’s your favorite GDT core value, and how do you see it in action—either in your work or across the company?

Greg: Innovation, because it’s core to who I am as a person. It’s not just about technology innovation—it’s about continuously improving how we work.

If you could travel anywhere, where would you go and why?

Greg: I’d love to go to the Olympics! It’s a mix of diversity, competition, and endurance sports.

Tell us more about yourself outside of work, what are your hobbies and interests? 

Greg: I love endurance sports such as cycling, running, and triathlons. I used to do amateur bike racing. I love signing up for events like a half-marathon and having a goal and plan to stay on track.

Thank you, Greg, for sharing a little about yourself and for the role you play in making GDT a great place to work. Learn more about life at GDT and see what it’s like to be part of the team.

The appointments reflect GDT’s continued focus on helping customers achieve business outcomes through scalable IT solutions and consistent execution in an era of accelerated innovation.

“GDT has built a resilient business by earning customer trust, cultivating strong partnerships, and delivering meaningful value,” said Shawn O’Grady, Chair and CEO of GDT. “Suzanne and Fachtna bring the leadership and expertise to help us scale with discipline and purpose and position GDT for sustained growth.”

As Chief Strategy Officer, Suzanne Becker Gallagher assumes a newly created role focused on enterprise infrastructure strategy, portfolio direction, and long-term growth initiatives. Gallagher brings deep experience leading strategy, partnerships, and marketing across multiple technology organizations, with a proven track record of expanding market share and building differentiated offerings. 

“GDT has a 30-year history of innovation and execution excellence, and we bring that experience into a period of extraordinary opportunity,” said Gallagher. “My focus is on sharpening alignment across the company and scaling our business by investing in the right capabilities and partnerships.” 

Fachtna Keohane, Chief Financial Officer, brings more than a decade of senior financial leadership experience across high-growth, private equity-backed, and global services organizations. Keohane has a reputation for building scalable finance functions, strengthening financial controls, and delivering insights that enable confident decision-making.  

“What stands out about GDT is the strength of the business and the discipline behind how it operates,” said Keohane. “My focus is on ensuring financial rigor, scalability, and insight-led decision-making to support sustainable growth and long-term value creation.” 

These appointments come as global businesses enter a sustained period of infrastructure and security transformation, increasing the need for alignment across strategy, investment, and execution. Together, the leadership additions strengthen GDT’s ability to help customers modernize, scale, and operate with confidence.

About GDT

GDT is a global IT solutions provider that delivers secure, carrier-grade, AI-ready infrastructure and services to enterprise and service provider customers worldwide. With a 30-year heritage and a people-first approach, GDT helps organizations modernize and scale their IT environments to support innovation, resilience, and growth. Follow us on LinkedIn.

GDT contact
Chelsea Brickwedel 
Vice President, Global Marketing at GDT 
[email protected]

How long have you been with GDT, and what does your role entail?

Aheli: I have been with GDT for 1 year as an Associate Engineer supporting a major GDT client. I am part of the Change Record Creation team, where we manage the entire process of creating Change Records and preparing the necessary documentation for devices scheduled during maintenance windows. My role also involves close collaboration with US Project Managers and Engineers to ensure that all device changes are properly documented and executed smoothly for those scheduled to go live overnight.

Can you describe your team, your team’s role at GDT, and what makes your team dynamic and impactful?

Aheli: My team at GDT consists of two closely connected groups — the Device Acceptance team and the Change Record Creation team. My team’s role (Change Record Creation Team) is to manage the entire process of creating Change Records and preparing the necessary documentation for devices scheduled during maintenance windows, while ensuring smooth collaboration with project stakeholders.

What makes us dynamic and impactful is the way we leverage each other’s strengths. The Device Acceptance Team provides valuable insights into the devices we, the Change Record Creation Team, work on. This shared understanding of each other’s responsibilities allows us to collaborate seamlessly, complete a vast amount of work efficiently, and maintain consistency in quality. Together, we ensure that every device change is properly documented and executed without issues, which directly contributes to operational excellence.

What goals or initiatives has your team focused on in 2025, and how do they support GDT’s broader mission?

Aheli: In 2025, our team focused on two key goals that directly align with GDT’s broader mission of delivering excellence through Collaboration and Innovation.

Collaboration: By working seamlessly with the Device Acceptance Team and closely coordinating with Project Managers and Engineers, we aim to complete all devices scheduled for 2025 with the highest quality and efficiency. This ensures that the client can confidently assign us additional devices in the following months, strengthening trust and partnership.

Innovation: We are actively exploring and implementing new ideas to make our processes more efficient, particularly through automation initiatives. By reducing manual effort and streamlining workflows, we can complete a larger volume of work in less time while maintaining consistency and accuracy. Together, these initiatives not only enhance productivity but also embody GDT’s mission of driving impactful results through teamwork and forward-thinking solutions.

What’s a recent win—big or small—that made you proud?

Aheli: A recent win that made me proud was when our team secured the scope for the 2026 EOS Project, valued at $18 million — which is $3 million more than last year. This achievement not only reflects the growth of the project but also highlights the trust placed in us. We were especially proud to receive appreciation from the US Project Managers, who recognized our amazing teamwork and efficiency in driving results. It was a motivating milestone that reinforced the impact of our collective efforts.

Who or what inspires you in your career, and why?

Aheli: I am inspired by female leaders in technology, such as Safra Catz, CEO of Oracle, whose vision and resilience have made her one of the most influential women in the industry. Her journey demonstrates that leadership is not just about managing teams but about inspiring confidence, fostering collaboration, and driving change in ways that benefit both the organization and its people. Safra Catz’s resilience in a male-dominated industry and her commitment to innovation resonate strongly with me. I aspire to grow into a leader like her—someone who drives innovation, empowers teams, and creates lasting impact.

What’s one professional goal you’re currently working toward, and how are you approaching it?

Aheli: One professional goal I am currently working toward is to gain deeper insights into the work of other Professional Services teams within GDT. By understanding their processes, responsibilities, and approaches, I aim to broaden my perspective and identify opportunities to upgrade my skills and grow laterally across different domains.

To approach this, I actively engage in cross-team discussions, attend knowledge-sharing sessions, and observe how different teams contribute to client success. This not only helps me learn new practices but also equips me to bring innovative ideas back to my own team. Ultimately, this goal supports my long-term growth by making me more versatile and better prepared to take on diverse responsibilities in the future.

What’s your favorite GDT core value, and how do you see it in action—either in your work or across the company?

Aheli: My favorite GDT core value is innovation. I see it in action every day through the way our teams constantly look for smarter, more efficient ways to work. For example, I had the opportunity to contribute by implementing Smartsheet automation to streamline approval tracking, which reduced manual effort and improved accuracy. Innovation also shows up in how we continuously explore new ideas to enhance processes—whether it’s adopting automation to handle larger volumes of work in less time or finding creative ways to collaborate across teams. This mindset not only helps us deliver consistent quality but also ensures that we stay ahead in meeting client expectations and driving impactful results.

As we approach the holiday season, what is your favorite holiday tradition?

Aheli: My favorite holiday tradition is celebrating Christmas, because it’s a time that truly centers around gratitude. I cherish the moments of reflecting on the year, appreciating the support of family, friends, and colleagues, and expressing thanks through simple acts like exchanging gifts or sharing meals. For me, Christmas is less about the festivities and more about the joy of being thankful for the people and opportunities that make life meaningful.

Tell us more about yourself outside of work. What are your hobbies and interests?

Aheli: Outside of work, I love to unwind through singing and dancing, which brings me both joy and relaxation. I’m also currently learning how to create music, a passion that allows me to explore my creativity in new ways. In addition, I enjoy traveling to new places, as it encourages me to step out of my comfort zone, meet new people, and experience different cultures. These hobbies not only refresh me but also inspire me with new perspectives that I can bring back into my professional life.

Thank you, Aheli, for sharing a little about yourself and for the role you play in making GDT a great place to work. Learn more about GDT’s vibrant culture and explore our career options by visiting Life at GDT.

How long have you been with GDT, and what does your role entail?

Brent: I will be  with GDT for 6 years next month, and my role involves working with the team to support our larger clients within critical care or critical system environments. We scope, design, and deliver projects that help our client’s  worldwide.

The key aspect that I like about my role is that I get the opportunity to work with highly skilled and talented team members. They work every day to ensure networks remain operational and secure by completing installations, programming code upgrades, performing physical replacements of end-of-life/end-of-service support devices, and ensuring that all other devices and infrastructure are up to the latest standards.

Can you describe your team, their role at GDT, and what makes your team dynamic and impactful?

Brent: I have a very diverse and experienced team that supports both the business and our clients from presales to delivery. It’s one of the teams in the organization that has a broad spread. We have team members who are early in their careers, as well as some team members who have been with GDT for 17 years.

Our mission is to find a solution to meet our clients’ business needs. This requires us to be collaborative, ensure we understand the roles of other team members, listen, and challenge the status quo. We always need to look for improvements in our processes and best practices. In the end, we earn the right to work in our clients’ networks every day. The work the team accomplishes has an impact on many of the services and applications we use every day.

What priorities or initiatives is your team focused on heading into 2026, and how do they align with GDT’s evolving strategy?

Brent: We are working right now to finalize our focus areas for 2026. As a team that touches many aspects of the business, we need to collaborate with multiple groups in the organization to ensure we align with the business goals.

If I had to focus on one area, it would be repeatable outcomes. Identifying meaningful business opportunities, delivering consistent results, and repeating those with other (and even new) clients is a significant initiative.

What’s a recent win—big or small—that made you proud? 

Brent: I’ve seen across my career that the smallest changes lead to the biggest wins. I have had quite a few recent wins, but one that made me proudest was the way the team came together to solve a problem by building automation, then utilizing existing tools to ensure the products and services we were delivering for this particular program met the highest standards . What was unique about this was that multiple teams worked together; it didn’t matter what department, division, or area they were in. Everyone came together to deliver a solution to the field while maintaining the quality of the service our clients expect.

Who or what inspires you in your career, and why? 

Brent: My inspiration comes from my team, the leadership team at GDT, and everyone I interface with at GDT daily. My role at GDT gives me the opportunity to connect with and work with many of my coworkers and regions. Every day, I see their dedication and commitment to ensure GDT is a great place to work. I see it in the way they deliver and reach out to our customers and clients to ensure they are taken care of.

What’s one professional goal you’re currently working toward, and how are you approaching it?

Brent: One of my goals is to utilize my experience coming this year from working in the technical field and the service delivery to help develop, mold, and shape a winning strategy for our clients’ business needs. I mentioned repeatable outcomes earlier; it is really identifying the existing client opportunities where GDT excels, which are delivery of our services, and how to drive more of those outcomes with our clients.

What’s your favorite GDT core value, and how do you see it in action—either in your work or across the company?

Brent: I settled on innovation. In today’s corporate world and market, there’s a need for continuous improvement and finding ways to deliver services more securely and more efficiently. As our clients evolve, we at GDT need to evolve in our methodologies, process improvements, and minimize human errors within our deployments by utilizing automation.

As we approach the holiday season, what is your favorite holiday tradition?

Brent: As a family, we spend a lot of time with family and friends. One of the key things that we do is we tour the area and find local shops and places along the way. We live in somewhat of a rural area, so we get to experience the holiday lights and decorations, and then we hop around to different restaurants and stores. So, our holiday tradition is really spending it out and about and really enjoying it.

Tell us more about yourself outside of work, what are your hobbies and interests? 

Brent: My passion is running and cycling. This year, I decided to add swimming. The reason why I like it so much is the combination of activities; whether I’m alone or in a competitive type of mode, it takes me to new places. It gives me downtime that I can have just for me, and I enjoy the outdoors. Along the way I meet new friends and connect with new teammates in the process.

Thank you, Brent, for sharing a little about yourself and for the role you play in making GDT a great place to work. Learn more about GDT’s vibrant culture and explore our career options by visiting Life at GDT.

“Earning Cisco’s I&MI Partner of the Year award is a strong reflection of the trust our customers place in us and the incredible work our teams deliver every day,” said Shawn O’Grady, Chair & CEO, GDT. “Ultra high-capacity network infrastructure has long been a cornerstone for our Tier 1 carrier clients. However, with the growing demand driven by data-intensive AI workloads, we’re seeing this technology become essential in new and expanding markets. GDT is excited to leverage our carrier-grade expertise to help clients successfully navigate and accelerate this transition.”

Cisco Partner Summit Geo awards reflect the top-performing partners within specific technology markets across a geographical region. Award recipients are selected by a committee of executives representing Cisco’s Global and Regional Partner Sales Organizations.

About GDT

GDT is an award-winning, $1.4 billion IT solutions provider with a 30-year heritage and a global workforce, including its Technology Center in Bangalore. The company takes a people-first approach to solving complex problems, achieving meaningful outcomes, and driving strategic change. GDT maintains over 450 certifications with the world’s best-known technology providers.   Explore GDT solutions and offerings across cybersecurity, enterprise networking, data center and cloud, software and support services, and more. Follow GDT on LinkedIn.

About Cisco

Cisco (NASDAQ: CSCO) is the worldwide technology leader that is revolutionizing the way organizations connect and protect in the AI era. For more than 40 years, Cisco has securely connected the world. With its industry leading AI-powered solutions and services, Cisco enables its customers, partners and communities to unlock innovation, enhance productivity and strengthen digital resilience. With purpose at its core, Cisco remains committed to creating a more connected and inclusive future for all. Discover more on The Newsroom and follow us on X at @Cisco.

The promotion of data protection in security

For years, organizations have viewed data protection as little more than backup and recovery solutions that had to meet basic compliance and readiness requirements. Data protection was not viewed as a strategy that could greatly enhance the organization’s overall security and compliance posture. 

Well, today’s data protection solutions aren’t your parents’ data protection solutions. They’ve modernized and evolved, incorporating a wide range of security and operational improvements. It’s good timing, as the shift towards greater automation and AI puts significant strain on managing, monitoring, and protecting data. Here at GDT, we believe it’s time for organizations to revisit their overall data protection and security strategies to prepare for modern security challenges.

Closing the resilience gap

Organizations are continuing to invest heavily in cyber-defense, prioritizing detection and prevention through next-generation firewalls, endpoint protection, and threat intelligence. While these are all essential to a solid cybersecurity strategy, investments shouldn’t stop there. Incidents and their impact remain high, despite spending. Worldwide security spending increased 12% in 2025, according to the IDCⁱ, yet global threats continue to accelerate. In the last year, 88%ⁱⁱ of organizations experienced cybersecurity incidents. Furthermore, in 2025, 44% of organizations hit by ransomware found their backups compromised or incompleteⁱⁱⁱ. 

Closing the resilience gap means organizations must also prioritize and improve their digital resilience by strengthening data protection. In other words, it’s no longer enough to protect your perimeter; you must protect your data, ensure recoverability, and minimize business disruption. Integrating data protection as a core element of your security strategy strengthens resilience, speeds recovery, helps enable Zero Trust, and keeps business operations running—even after an attack.

From backup to security control: What changed

In a recent survey, Fortinet found that around three-quarters of organizations had experienced insider-related data loss in the past 18 months, with 58% experiencing six or more incidents. As technology advances, the role of data protection within a comprehensive security strategy warrants closer scrutiny.  

Data protection, including backup and storage, has become a critical part of cyber-resilience and business continuity, with providers such as NetApp, Veeam, and Rubrik embedding robust security and data protection features into their platforms.

Critical data protection capabilities

Organizations that take advantage of these advancements in data protection capabilities can limit damage when data loss and data breaches occur. Reduced downtime and revenue loss, along with faster time to recovery, are among these benefits. Organizations should ensure they are taking advantage of the following capabilities:

• Immutable/tamper-proof backups that prevent bad actors from altering data. 

• Identity and access management coupled with data privacy and data loss prevention capabilities.  

• Automated ransomware and vulnerability detection to identify suspicious patterns in backup data using world-class threat intelligence. 

• Identity and Active Directory-aware controls to prevent unauthorized restores. 

• Recovery testing and verified restore points to validate data recoverability before an incident. 

• Native integration with leading security solutions. 

These capabilities help ensure your organization can recover confidently and maintain business continuity in the event of a data breach.

Reframing security accountability

Security accountability isn’t just a function of the security team; security and data protection are everyone’s responsibility. Integrating data protection into your overall security strategy provides the opportunity to distribute some of the accountability. By incorporating data protection into daily workflows, security accountability becomes operationalized — each department takes ownership of security decisions relevant to its data and processes. Plus, it aligns security with business function, ensuring that security controls are applied within the context of operational priorities and compliance needs. 

 For example: 

• IT and application owners must ensure systems are configured to enforce protection policies: access, encryption, backup, and monitoring. 

• Business units must identify and classify the sensitivity of the data they generate or handle. 

• Data owners and users must handle data appropriately, adhering to least-privilege access and reporting anomalies as needed. 

• Compliance and legal teams oversee regulatory alignment and audit readiness. 

By reframing accountability, security teams can shift from security enforcement to an advisory and oversight role, providing the frameworks, tools, and training. This reduces bottlenecks and single-point dependencies and distributes responsibilities more evenly.

Embedding data protection in your security strategy

To build true resilience, organizations must take steps to integrate data protection directly into their security framework. Here are practical steps you can take.  

1. Review your existing data protection and security approach.  
   It’s critically important to ensure there is alignment between your data protection strategy and business priorities. Reviewing your existing approach, testing it, and identifying opportunities to improve your overall posture should be an annual activity. 

2. Map data protection to your incident response plan. 
   Ensure backup and recovery processes are defined within your security incident response playbooks. Security, IT, and compliance teams should coordinate how and when to trigger recovery workflows following an attack or other security incident. 

3. Include backup systems in your security tooling. 
   Backup repositories often sit outside the scope of security operations. Integrating them into your SIEM, Vulnerability Management, or XDR solution allows you to detect anomalies, such as mass deletions, encryption attempts, or unusual access patterns, before you incur data loss. 

4. Apply the same access and authentication controls to your backup infrastructure. 
   Backup and restore platforms should follow the same identity and access governance policies as production systems. Implement multi-factor authentication, least-privilege access, and role-based separation of duties to minimize insider and lateral-movement risks. 

5. Treat immutable and air-gapped backups as part of your security posture. 
   Immutable or isolated copies are your last line of defense against ransomware. Classify them as security assets, not just IT assets — with defined ownership, testing cadence, and verification policies. 

6. Conduct joint recovery exercises with security and IT teams. 
   Simulated recovery events should be part of regular security drills. These exercises validate that backup data is recoverable, credentials are accessible, and response teams can coordinate effectively under real-world pressure. 

Building a culture of cyber resilience

When an attack happens, resilience is what determines whether your organization experiences a brief interruption or a business-defining disruption. When data protection becomes part of your security strategy, not just your IT operations, you improve your ability to respond, recover, and resume business faster, even in the face of sophisticated attacks.  

At GDT, we help organizations bridge the resilience gap by aligning cybersecurity, data protection, and operational recovery into a unified strategy. GDT’s cyber resilience workshop can help your teams design and operationalize a truly integrated resilience strategy. Our complimentary workshop is designed to provide security and IT leaders with a practical roadmap for strengthening recovery readiness, modernizing backup architectures, and integrating resilience into enterprise-wide risk management.  

Integrating these disciplines takes cross-functional coordination and a clear roadmap. If you need help getting started, I urge you to register for a cyber resilience workshop. To learn more about the importance of data storage, consider reading Data storage: The backbone of data center resiliency.