Paul Neville, director of digital, data and technology at The Pensions Regulator (TPR), is building strong IT foundations as part of a five-year strategy to help transform the organisation from a compliance-based to a risk-based regulator. He explains what that change will mean in practice over the next few years.
“As a regulator, we’ll obviously still have specific processes we expect people to follow, but we’ll be much more concerned about the outcome that we’re trying to achieve, and we’ll make decisions based on that demand,” he says.
“To make that shift, we need to understand our data. We need to have the right level of automation to explore information, measure outcomes, and deliver those outcomes with industry and other government bodies interested in pensions. We imagine a future world in which information flows between organisations.”
A historian by education, Neville entered the world of business as the internet boom gathered pace in the 1990s. Describing himself as a self-taught digital leader, he developed his skills in the commercial sector at blue-chip companies such as Sky and BT, and with startups and smaller businesses.
His transformation work in larger firms focused on delivering big technology-enabled change programmes, centred on boosting customer experiences. Mid-career, he decided to apply those skills for public benefit and worked as a consultant for two major charities, Marie Curie and Macmillan, helping those organisations to transform digitally.
Neville then turned to the public sector to apply his skills in another for-good area. He worked in digital leadership roles at the London Borough of Waltham Forest, UK Export Finance and Enfield Council, before joining TPR in October 2023. Neville reflects on this final move.
“It was the opportunity to take all of that experience and deliver on a national scale and impact everybody, because almost everyone has a pension, and the opportunity to make that process work for the citizens of this country, and make a difference for people in retirement, is a massive issue,” he says.
“Secondly, the chief executive, my boss, Nausicaa Delfas, was setting up an opportunity to change, not only TPR, but the pensions industry, so the role felt like a chance to be a central part of that journey, because not every CIO gets to sit on the board of an organisation.”
Transforming processes
Neville reflects on the transformation journey at TPR, saying it’s been an exciting ride: “Everyone on the executive board is aligned on the fact that digital, data and technology are the key enablers for helping us change as an organisation, and also helping the pensions industry transform.”
Late last year, Neville launched a digital, data and technology strategy, a set of missions over a five-year plan to renew TPR’s capabilities, embracing new ways of working, driving efficiency, automation and innovation. In March this year, he launched the data component of the strategy, which establishes a collaborative plan to drive adoption of new data technologies and standards.
“I am proud of that strategic work,” he says. “That effort includes strengthening our technology foundations, improving our capability in terms of automation, and making sure we have the skills in my team to develop the future. We’ve hired quite a lot of people and also consolidated similar skills across the organisation, and that’s enabled us to deliver more and save money on suppliers, because we’ve done a lot in-house.”
Neville says the projects his team has worked on include delivering artificial intelligence (AI) tools that help increase automation. They’ve also focused on improving cyber security and data governance to ensure safe and secure access to high-quality internal information.
The team also recently launched an innovation service to foster conversations with industry stakeholders. Neville says TPR is encouraging and enabling people and organisations to think differently about the services they deliver to their customers and the benefits they provide.
“That’s just a small selection of the things we’ve done so far,” he says. “We’ve got just under four years left of the plan. There’s a lot more we want to do, but we have built the confidence, both internally and externally, that we are a different TPR and we can deliver. That encourages everyone in our industry to think differently as well.”
Building foundations
Neville says the transformation work enabled through the strategy so far is focused on building the right technological foundations at TPR.
In addition to cyber security and data governance projects, his team has focused on service management initiatives that help TPR rationalise its application estate. The organisation has adopted an agile, product-based approach to deliver reusable capabilities for flexible services in key areas related to pensions governance within the organisation and externally.
TPR is also making progress on automation, including in case management. He inherited a situation where cases were often managed on spreadsheets or via one-off technology solutions. In short, nothing was joined up. Neville is using automation, via Microsoft Dynamics 365, to take a different approach.
“Everyone on the executive board is aligned on the fact that digital, data and technology are the key enablers for helping us change as an organisation, and also helping the pensions industry transform”
Paul Neville, The Pensions Regulator
“We’re delivering a single case management system,” he says. “We are working to make sure the process is streamlined, so we’re thinking about the business process first. By taking that approach, we can deliver in an agile and iterative way. Where we’ve already rolled that technology out, we’ve delivered productivity savings of around 60%.”
Neville expects the progress made through case management automation to be repeated in other areas. As automation takes hold in the organisation, he anticipates people will spend less time on paperwork and more time delivering better services.
Given the developments in the technology sector during the past few years, AI is playing a key role.
“We are deploying AI to specific use cases,” he says. “I’ve got a fantastic data science team, who are developing lots of very clever tools for us.”
Embracing AI
Neville says the next two years will be spent honing these technology initiatives and delivering tangible results.
Critical projects include implementing organisation-wide access to data via Dynamics 365 services and completing transformation projects in core areas, such as cyber security and data governance. It’s these foundations and the application of emerging technology that will help TPR transform from a compliance-based to a risk-based regulator.
Two years from now, Neville expects all foundational work, from case management to customer relationship management (CRM) systems, will be embedded within the organisation. On these foundations, employees will use AI-enabled tools to boost their working processes.
“That preparatory work will enable us in the future to create more customer-facing digital capabilities,” he says.
One example of where TPR is applying AI is analysing online news sites to scan for potential risks in pension schemes. Neville saw AI could provide a helping hand to what is currently a manually intensive process.
“That’s a great example, because many pension schemes don’t have the same name as the provider,” he says. “The technology does quite a lot of joining up behind the scenes to make that process work.”
Another example is using AI to analyse Task Force on Climate-Related Financial Disclosures (TCFD) statements, which organisations must submit to comply with legislation. Once again, generative technology – in the form of OpenAI and Microsoft Azure technology – is helping TPR staff summarise lengthy prose and create insights as a basis for intervention when required.
“Those are just two examples,” says Neville. “We’ve got other risk tools that we’re using. We are also rolling out Copilot internally, and we’re in the middle of our plan for that technology. We’re trialling GitHub Copilot for our developers, and they’re starting to write test scripts, which is fun. We’re still at the beginning of this work, as are lots of people, but these projects are a taster of what we want to achieve.”
Solving challenges
Neville says the result of this work will be that the future TPR will have an operating environment that differs greatly from its traditional, manually intensive processes. Today, the organisation maintains a digital portal, where people send, for example, pension scheme returns as part of a large, intensive data upload. Neville foresees a better approach.
We need to understand our data, and so does the industry. The firms need to provide better customer experiences for people, like you and me, who have pensions Paul Neville, The Pensions Regulator
“There won’t necessarily be a scheme return like you see today, because we will have the information we need, and organisations across the industry will be more digitally enabled, so they’re able to drive the kind of innovation and competition in the market that will benefit savers, people with pensions and employers that offer pensions,” he says.
This new level of digital interaction will make it easier for TPR and organisations in the pensions sector to tackle some of the thorny issues of the day. One of these issues is adequacy, or the extent to which people save enough money in pension schemes for their retirement.
“We need to understand our data, and so does the industry. The firms need to provide better customer experiences for people, like you and me, who have pensions. By driving a customer focus, we think the industry will perform better,” he says.
“We may even feel a bit like a fintech as an organisation, because we’ll be enabling innovation. Technology will produce the insights we need to work with the industry. So, we could be operating in a completely different world, which drives innovation and change for everyone.”
Neville continues to seek ways to push transformation forward. He recently helped launch the Pensions Data and Digital Working Group, which will help ensure TFP and the pension industry work together to embrace digital, data and technology and achieve the digitalisation and automation aims outlined in the five-year strategy.
“The working group has 15 members,” he says. “It represents a cross-section of people from different parts of industry, so trustees, actuaries, lawyers, but also people from more technical backgrounds as well. It’s about getting all kinds of people involved to help solve the problems and move to this new world.”
Advanced Machine Intelligence (AMI), a new Paris-based startup cofounded by Meta’s former chief AI scientist Yann LeCun, announced Monday it has raised more than $1 billion to develop AI world models.
LeCun argues that most human reasoning is grounded in the physical world, not language, and that AI world models are necessary to develop true human-level intelligence. “The idea that you’re going to extend the capabilities of LLMs [large language models] to the point that they’re going to have human-level intelligence is complete nonsense,” he said in an interview with WIRED.
The financing, which values the startup at $3.5 billion, was co-led by investors such as Cathay Innovation, Greycroft, Hiro Capital, HV Capital, and Bezos Expeditions. Other notable backers include Mark Cuban, former Google CEO Eric Schmidt, and French billionaire and telecommunications executive Xavier Niel.
AMI (pronounced like the French word for friend) aims to build “a new breed of AI systems that understand the world, have persistent memory, can reason and plan, and are controllable and safe,” the company says in a press release. The startup says it will be global from day one, with offices in Paris, Montreal, Singapore, and New York, where LeCun will continue working as a New York University professor in addition to leading the startup. AMI will be the first commercial endeavor for LeCun since his departure from Meta in November 2025.
LeCun’s startup represents a bet against many of the world’s biggest AI labs like OpenAI, Anthropic, and even his former workplace, Meta, which believe that scaling up LLMs will eventually deliver AI systems with human-level intelligence or even superintelligence. LLMs have powered viral products such as ChatGPT and Claude Code, but LeCun has been one of the AI industry’s most prominent researchers speaking out about the limitations of these AI models. LeCun is well known for being outspoken, but as a pioneer of modern AI that won a Turing award back in 2018, his skepticism carries weight.
LeCun says AMI aims to work with companies in manufacturing, biomedical, robotics, and other industries that have lots of data. For example, he says AMI could build a realistic world model of an aircraft engine and work with the manufacturer to help them optimize for efficiency, minimize emissions, or ensure reliability.
AMI was cofounded by LeCun and several leaders he worked with at Meta, including the company’s former director of research science, Michael Rabbat; former vice president of Europe, Laurent Solly; and former senior director of AI research, Pascale Fung. Other cofounders include Alexandre LeBrun, former CEO of the AI health care startup Nabla, who will serve as AMI’s CEO, and Saining Xie, a former Google DeepMind researcher who will be the startup’s chief science officer.
The Case for World Models
LeCun does not dismiss the overall utility of LLMs. Rather, in his view, these AI models are simply the tech industry’s latest promising trend, and their success has created a “kind of delusion” among the people who build them. “It’s true that [LLMs] are becoming really good at generating code, and it’s true that they are probably going to become even more useful in a wide area of applications where code generation can help,” says LeCun. “That’s a lot of applications, but it’s not going to lead to human-level intelligence at all.”
LeCun has been working on world models for years inside of Meta, where he founded the company’s Fundamental AI Research lab, FAIR. But he’s now convinced his research is best done outside the social media giant. He says it’s become clear to him that the strongest applications of world models will be selling them to other enterprises, which doesn’t fit neatly into Meta’s core consumer business.
As AI world models like Meta’s Joint-Embedding Predictive Architecture (JEPA) became more sophisticated, “there was a reorientation of Meta’s strategy where it had to basically catch up with the industry on LLMs and kind of do the same thing that other LLM companies are doing, which is not my interest,” says LeCun. “So sometime in November, I went to see Mark Zuckerberg and told him. He’s always been very supportive of [world model research], but I told him I can do this faster, cheaper, and better outside of Meta. I can share the cost of development with other companies … His answer was, OK, we can work together.”
Nvidia is planning to launch an open-source platform for AI agents, people familiar with the company’s plans tell WIRED.
The chipmaker has been pitching the product, referred to as NemoClaw, to enterprise software companies. The platform will allow these companies to dispatch AI agents to perform tasks for their own workforces. Companies will be able to access the platform regardless of whether their products run on Nvidia’s chips, sources say.
The move comes as Nvidia prepares for its annual developer conference in San Jose next week. Ahead of the conference, Nvidia has reached out to companies including Salesforce, Cisco, Google, Adobe, and CrowdStrike to forge partnerships for the agent platform. It’s unclear whether these conversations have resulted in official partnerships. Since the platform is open source, it’s likely that partners would get free, early access in exchange for contributing to the project, sources say. Nvidia plans to offer security and privacy tools as part of this new open-source agent platform.
Nvidia did not respond to a request for comment. Representatives from Cisco, Google, Adobe, and CrowdStrike also did not respond to requests for comment. Salesforce did not provide a statement prior to publication.
Nvidia’s interest in agents comes as people are embracing “claws,” or open-source AI tools that run locally on a user’s machine and perform sequential tasks. Claws are often described as self-learning, in that they’re supposed to automatically improve over time. Earlier this year, an AI agent known as OpenClaw—which was first called Clawdbot, then Moltbot—captivated Silicon Valley due to its ability to run autonomously on personal computers and complete work tasks for users. OpenAI ended up acquiring the project and hiring the creator behind it.
OpenAI and Anthropic have made significant improvements in model reliability in recent years, but their chatbots still require hand-holding. Purpose-built AI agents or claws, on the other hand, are designed to execute multiple steps without as much human supervision.
The usage of claws within enterprise environments is controversial. WIRED previously reported that some tech companies, including Meta, have asked employees to refrain from using OpenClaw on their work computers, due to the unpredictability of the agents and potential security risks. Last month a Meta employee who oversees safety and alignment for the company’s AI lab publicly shared a story about an AI agent going rogue on her machine and mass deleting her emails.
For Nvidia, NemoClaw appears to be part of an effort to court enterprise software companies by offering additional layers of security for AI agents. It’s also another step in the company’s embrace of open-source AI models, part of a broader strategy to maintain its dominance in AI infrastructure at a time when leading AI labs are building their own custom chips. Nvidia’s software strategy until now has been heavily reliant on its CUDA platform, a famously proprietary system that locks developers into building software for Nvidia’s GPUs and has created a crucial “moat” for the company.
Last month The Wall Street Journal reported that Nvidia also plans to reveal a new chip system for inference computing at its developer conference. The system will incorporate a chip designed by the startup Groq, which Nvidia entered into a multibillion-dollar licensing agreement with late last year.
Paresh Dave and Maxwell Zeff contributed to this report.
Anthropic executives allege that current customers and prospective ones have been demanding new terms and even backing out of negotiations since the US Department of Defense labeled the AI startup a supply-chain risk late last month, according to court papers that also revealed new financial details about the company.
Hundreds of millions of dollars in expected revenue this year from work tied to the Pentagon is already at risk for Anthropic, the company’s chief financial officer, Krishna Rao, wrote in a court filing on Monday. But if the government has its way and pressures a broad range of companies from doing business with the AI startup, regardless of any ties to the military, Anthropic could ultimately lose billions of dollars in sales, he stated. Its all-time sales, since commercializing its technology in 2023, exceed $5 billion, according to Rao.
Anthropic’s revenue exploded as its Claude models began outperforming rivals and showing advanced capabilities in areas such as generating software code. But the company spends heavily on computing infrastructure and remains deeply unprofitable. Rao specified that Anthropic has spent over $10 billion to train and deploy its models.
Anthropic chief commercial officer Paul Smith provided several examples of partners who have privately raised concerns to the AI startup in recent days. He said a financial services customer paused negotiations over a $15 million deal because of the supply-chain label, and two leading financial services companies have refused to close deals valued together at $80 million unless they gain the right to unilaterally cancel their contracts for any reason. A grocery store chain canceled a sales meeting, citing the supply-chain-risk designation, Smith added.
“All have taken steps that reflect deep distrust and a growing fear of associating with Anthropic,” Smith wrote.
The executives’ comments are part of statements from six Anthropic leaders in support of a preliminary order that would allow the San Francisco company to continue doing business with the Department of Defense until lawsuits about the supply-chain-risk issue are resolved.
Anthropic has sued the Trump administration in two courts. A lawsuit filed in San Francisco federal court on Monday alleges the government violated the company’s free speech rights. A separate case filed Monday in the federal appeals court in Washington, DC, accuses the Defense Department of unfairly discriminating and retaliating against Anthropic.
The company is seeking a hearing as soon as Friday in San Francisco for a temporary reprieve. The legal battle and sales fallout follows a weeks-long dispute between Anthropic and the Pentagon over the potential use of AI technologies for mass domestic surveillance and autonomous lethal weapons. Anthropic contends AI is not yet capable of safely undertaking the tasks, while the Pentagon wants the right to make that judgment on its own.
By law, the supply-chain designation prevents a narrow set of companies that do business with the Pentagon from incorporating Anthropic into their systems. But Defense secretary Pete Hegseth has cast a wider net. He posted on X late last month that “effective immediately, no contractor, supplier, or partner that does business with the United States military may conduct any commercial activity with Anthropic.”
Rao wrote that the Pentagon reinforced the message by reaching out to several startups about their use of Claude, which he said he learned had happened from speaking with an investor that Anthropic and the smaller companies all share. They “have grown worried and uncertain about their ability to use Claude,” Rao wrote.
The Pentagon declined to comment on the lawsuits and did not immediately respond to a request for comment about Rao’s allegation about the outreach.
Politics3 days ago
Sports3 days ago
Entertainment3 days ago
Tech1 week ago
Sports1 week ago