Organisations increasingly rely on cloud services to drive innovation and operational efficiency, and as more artificial intelligence (AI) workloads use public cloud-based AI acceleration, organisations’ AI strategies are linked to the security and availability of these services.
However, as John Bruce, chief information security officer (CISO) at Quorum Cyber, points out, CISOs face the persistent challenge of figuring out how to map a cloud provider’s service level agreement (SLA), which does not align with the enterprise’s security and availability requirements (see box: A strategic framework for SLA gap management).
Aditya Sood, vice-president of security engineering and AI strategy at Aryaka, says that while SLAs typically cover metrics like uptime, support response times and service performance, they often overlook critical elements such as data protection, breach response and regulatory compliance.
This, he says, creates a responsibility gap, where assumptions about who is accountable can lead to serious blind spots. For instance, a customer might assume that the cloud provider’s SLA guarantees data protection, only to realise that their own misconfigurations or weak identity management practices have led to a data breach.
“Organisations may mistakenly believe their provider handles more than it does, increasing the risk of non-compliance, security incidents and operational disruptions,” he says.
Sood recommends that IT decision-makers ensure they take into account the nuances between SLA commitments and shared security responsibilities. He believes this is vital for organisations to make the most of cloud services without undermining resilience or regulatory obligations.
In Bruce’s experience, misalignment of an SLA with corporate IT requirements is more common than many leaders realise. “Whether it’s a cutting-edge AI platform from a startup, specialised software as a service (SaaS) with limited security guarantees, or even established cloud providers whose standard SLAs fall short of regulatory requirements, the gap between what providers offer and what enterprises need can be substantial,” he says.
According to Bruce, the modern cloud ecosystem presents a complex landscape. He says: “While major cloud providers like AWS [Amazon Web Services], [Microsoft] Azure and Google Cloud have matured their security offerings and SLAs considerably, the broader ecosystem includes thousands of specialised providers.”
Bruce notes that while many offer innovative capabilities that can provide significant competitive advantages, their SLAs often reflect their size, maturity, or focus areas rather than enterprise security requirements.
For instance, IT decision-makers can face an innovation paradox. This occurs, says Bruce, if a promising AI or machine learning (ML) platform offers breakthrough capabilities but provides only basic security guarantees and 99.5% uptime commitments when the organisation requires 99.99% availability.
While an SLA guarantees the cloud provider’s commitment to “the security of the cloud”, ensuring the underlying infrastructure’s uptime, resilience and core security, in Sood’s experience, it explicitly does not cover the customer’s responsibilities for security in the cloud.
He says that even if a provider’s SLA promises 99.99% uptime for its infrastructure, a customer’s misconfigurations, weak identity management or unpatched applications can still lead to data breaches or service outages, effectively nullifying the perceived security and uptime benefits of the provider’s SLA.
Even if a provider’s SLA promises 99.99% uptime for its infrastructure, a customer’s misconfigurations, weak identity management or unpatched applications can still lead to data breaches or service outages
Another factor to consider is what Bruce calls the “compliance gap”. This is when the SaaS provider offers essential functionality, but its data residency, encryption or audit logging capabilities do not meet the regulatory requirements of the organisation.
Then there is the case of a service provider’s inability to scale to meet certain requirements needed by enterprise IT. This “scale mismatch”, as Bruce calls it, occurs in a situation where the specialised software house provides unique industry-specific tools, but its incident response procedures and security monitoring do not meet enterprise standards.
Sood recommends using a shared responsibility model (SRM), which plays a central role in defining how security and operational duties are split between cloud providers and their customers. The SRM directly impacts the adequate security and availability experienced by the enterprise, making diligent customer-side security practices crucial for realising the full value of any cloud SLA.
Public cloud lock-in
Beyond managing how responsibility for IT security is coordinated, IT leaders should also be wary of the extent to which they use the value-added services provided in a public cloud platform.
For instance, egress fees to transfer data out of a public provider’s datacentre are opaque. McCluggage says that egress fees combined with proprietary application programming interfaces (APIs) and binding enterprise agreements often make the cost of switching public cloud providers too high.
“Beyond just stifling competition, this lock-in also undermines the UK government’s ambition to become an AI powerhouse. With AI workloads increasingly dependent on high-performance cloud infrastructure, continuing to rely on just two dominant hyperscalers risks concentrating capability, control and innovation in the hands of a few,” he says.
According to McCluggage, customers using certain public cloud services can face “economic entrapment”. As an example, Microsoft’s recent Office 365 Personal and Family subscriptions price increase in the UK – from £59.99 to £84.99 – was justified by the addition of AI-powered Copilot features.
“Customers can avoid the hike by choosing the ‘Classic’ subscription,” says McCluggage, pointing out that Microsoft has made this subscription much harder for people to find. “Most individuals – and organisations – won’t know they have a choice until it’s too late. This isn’t value creation,” he adds.
Being realistic about contract terms
The cloud ecosystem will continue to evolve, with new providers offering compelling capabilities alongside varying security guarantees. Quorum Cyber’s Bruce warns that attempting to eliminate all SLA gaps would mean forgoing potentially transformative technologies. Instead, he says, successful CISOs need to develop frameworks for making informed risk decisions that enable innovation while maintaining appropriate controls.
“By taking a structured approach to SLA gap management, organisations can access innovative cloud services while maintaining strong security postures and regulatory compliance,” says Bruce, for whom the key is moving beyond simple accept/reject decisions to sophisticated risk management that enables business objectives while protecting against genuine threats.
Organisations that develop mature approaches to SLA gap management will be best positioned to take advantage of these innovations while maintaining appropriate risk management standards.
Every technology decision involves risk trade-offs. Should IT make the most of new cloud and AI innovation, even if it may not fully meet corporate IT standards, or go with established public cloud providers where there is the potential of being locked in and facing the opaque egress fees that McCluggage refers to.
Aryaka’s Sood urges IT decision-makers to adopt proactive governance, risk and compliance (GRC) by updating the organisation’s internal security policies and procedures to account for the new cloud service and its specific risk profile. “Map the provider’s security controls and your compensating controls directly to relevant regulatory requirements,” he says.
Sood also suggests that IT leaders should ensure documentation of the organisation’s risk assessments, mitigation strategies and any formal risk acceptance decisions are meticulously managed.
By adopting these strategies, IT and security leaders can confidently embrace innovative cloud technologies, minimising inherent risks and ensuring a strong compliance posture, even when faced with SLAs that don’t initially meet all desired criteria.
With such measures and policies in place, IT decision-makers understand the risk and their mitigation strategies, which should put them in a better place to select the best AI and cloud innovations for their organisations. “The question isn’t whether to accept risk, but how to manage it intelligently in pursuit of business objectives,” says Bruce.
I always tell people that the best thing I’ve ever tested for my job here on the WIRED Reviews team is my automatic litter box from Litter-Robot. I recommend every cat owner invest in an automatic litter box. If they can swing it, the Litter-Robot is the best one to invest in. You’ll be able to say goodbye to the days of scooping and smells while this nifty machine does the grunt work for you.
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If your TV isn’t as smart as you hoped, or you just hate its built-in interface for some reason, there are a variety of other options for dedicated streaming. For households that watch a lot of shows and movies on Prime Video or use Alexa for their smart home management, we recommend checking out the Fire TV Stick 4K Max. The latest generation is currently marked down to just $35 for the Amazon Big Spring Sale, a $25 discount from its usual price.
Amazon
Fire TV Stick 4K Max (2nd Generation)
While the Fire TV Stick is a good choice for Prime Video, it plays well with basically all of the major streaming services you’d expect, including Netflix, Disney+, and HBO Max. The previous generation had just 8 GB of storage, but the new model’s upgraded 16 GB means you won’t have to choose which apps to keep and which to delete. If you have a compatible controller and an Xbox Game Pass subscription, you can even stream games directly to the Fire TV Stick right from the cloud. With some help from Wi-Fi 6E, apps will download faster and stream at higher quality with less buffering, as long as your router supports it.
One of the standout features is the Fire TV Stick’s integration with Alexa smart home systems. While watching your shows, you can easily pull up a picture-in-picture of any security feeds, and there are options to control other smart devices, like lights, right from your television. The remote even doubles as an Alexa with its built-in microphone, letting you find shows or ask questions without getting off the couch. With a built-in gallery mode, the TV can slowly rotate through photos and paintings like a screensaver, and you can ask the remote to quickly find out what you’re looking at.
“Opportunities like this in tech don’t come up that frequently,” Azzurri Group digital and technology director Jim Hingston says of US-themed restaurant chain Dave’s Hot Chicken.
“You look at the power of the brand, the demand for it, the opportunity we have – my challenge is how do I make tech really a catalyst for the growth and allow us to roll out stores in new markets and territories.”
Hingston chatted to Computer Weekly in the build-up to his appearance on a panel at Retail Technology Show 2026, where he intends to join a discussion on the changing face of digital and tech in hospitality.
Dave’s Hot Chicken, which Azzurri won the UK and Irelandmaster franchise rights for in 2024 and has franchise rights for in 10 other countries, has been a growth driver for Azzurri, which recorded flat revenue figures of £303.1m for the year to 30 June 2025.
Azzurri’s franchise agreement is to roll out a minimum of 180 Dave’s Hot Chicken restaurants across Europe, with around 14 expected to be in the UK and Ireland by the end of 2026.
Avoiding retail legacy tech entanglement
Hingston says the brand, which is essentially a startup in terms of its European status, gives his group’s tech team a chance to pull new growth levers and avoid getting in a legacy tech tangle often associated with more established businesses.
“It’s never totally greenfield, there are always a few shrubs and weeds you’ve got to get through, but it’s such a great opportunity,” Hingston says of the brand and its modern tech stack.
Work done with Dave’s could then provide a tech blueprint for its group stablemates such as ASK and Zizzi, which, like any restaurant chains, require continual upgrading and reinforcement from a tech and digital perspective. “If I have tech and I’ve proved I can scale it, [the question becomes about] applying it back into the rest of the group,” Hingston adds.
Whether the opportunity for modern tech development and transformational change ultimately sits with Azzurri remains to be seen, however, after Bloomberg reported on 12 March that the restaurant group was considering the sale of Dave’s.
Either way, the internal positivity about the brand and the seemingly external interest in it highlights the potential for the business as it continues to grow out from its Los Angeles roots.
“In Dave’s, we have a great opportunity of a new, successful, high-volume quick service business where you can use tech to give you a real advantage, where you can grow a business a lot quicker,” Hingston says.
How might that tech or digital capability present itself? First – and an area Azzurri is particularly excited about – is in dynamic pricing.
As reported, the group incubated and spun out Openr, a tech and data platform that enables speedier menu changes and price elasticity. That now-standalone tech business, which was the brainchild of Hingston’s former boss Joel Robinson, who continues to run the operation, is still used by Azzurri Group.
Travel and retail have done [price optimisation] for years, but you can’t do it if it takes you six weeks to update a price or you have set systems Jim Hingston, Dave’s Hot Chicken
Being able to change pricing per location, time of day or based on special events is seen as a key way tech can be a business driver. Think special offers at typically quieter times of the day to draw customers in, or more premium prices in line with demand – there are so many ways this technique can be business positive, Hingston says.
Legacy tech issues, he adds, mean it can take six months to conduct a menu change, or six weeks to update pricing in the hospitality space. “Retail peers look at me as if I’m on a different planet,” he says. “As an operator, we’re looking at pricing optimisation. Travel and retail have done it for years, but you can’t do price optimisation if it takes you six weeks to update a price or you have set systems.”
The ideal tech infrastructure Hingston and his team – which comprises around 25 roles and includes a relatively new in-house engineering team – are keen to implement, starting with Dave’s, is a headless digital architecture. They want to build a “tech ecosystem” around some of those principles of price optimisation.
Openr is being already being used by the group via partnerships with aggregator platforms Deliveroo, JustEat and UberEats.
Making physical stores an ‘event’ for digital natives
Elsewhere from a tech perspective, Hingston envisages opportunities for Dave’s to create interactive experiences for its restaurant customers via the digital screens deployed at venues.
The screens it has installed in its flagship London Shaftsbury Avenue site replicate the nearby Piccadilly Circus billboards. The tech boss, who joined from Gym Group in 2024, describes the need to bring excitement to life in store “so it feels like an event”.
This is an area of particular focus for Dave’s, which has a core influencer-led, digital native and social media-loving Gen Z audience. In terms of capturing their hearts and minds, one mooted idea is to use the digital billboards in restaurants – already in place to facilitate the Openr-enabled dynamic pricing – to gamify the customer experience (CX). Trison, which provides the screens, can enable loyalty app-linkups that permit users to control some of the content on display.
“That’s expensive tech but we’re seeing the cost come down and there are so many fun things you can do with an in-store experience when you have a digitally native audience,” Hingston says.
Around 10-15% of in-restaurant interactions at Azzurri Group are conducted via the order-and-pay system facilitated on smartphones, but generally speaking Hingston believes the best tech in hospitality and the wider retail landscape is hidden. The tech that powers operations rather than any shiny hardware and software that can bring friction to the CX is most crucial, he acknowledges.
For example, Wi-Fi usage in Dave’s is considerably higher than that encountered in the more family-oriented and traditional ASK branches, according to the digital boss. That shows the importance of network infrastructure in modern hospitality.
AI a useful tool, but cannot replace creativity
On the artificial intelligence (AI) revolution sweeping across retail and consumer-facing industries, Hingston is keen for his peers and the leadership team to experiment to see what business benefits may arise from it.
“I’m in the background making it safe – you must make sure you have good guardrails in place and know the limitations,” he says.
I think about the craft of software development; there is part of it which is artistry and deeply creative, and AI isn’t going to be able replace that Jim Hingston, Dave’s Hot Chicken
Hingston is cautious about overuse and over reliance on AI, though: “I think about the craft of software development; there is part of it which is artistry and deeply creative, and AI isn’t going to be able replace that – we need to temper things a little bit. But what’s great now is that, because the cost to entry is often a lot lower, I’m innovating quicker.
“Tech has a reputation of burning through cash, late deliveries and projects that are never ending – now you can break things down more easily. My team remind me we’re probably doing treble the amount we were as tech department.”
At Azzurri Group, there are six major tech programmes under way, Hingston says – “some deeply transformational”, adding: “Normally you do one or two of those a year. The team’s not much bigger and we’re spending less.”
It appears there are opportunities galore at Azzurri, and in particular at Dave’s Hot Chicken. Whether it remains a part of the group or not in the months to come remains to be seen – clearly, there’s plenty for the hospitality tech panel at Retail Technology Show to discuss at London’s Excel on 22 April.
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