Informa helps businesses and professionals in hundreds of ways.

Our international portfolio of live events, world-leading research publications, and innovative digital services provide specialists with the knowledge and connections they need to thrive.

Data Center World Australia
7-9 September, 2026
Melbourne Convention & Exhibition CentreMelbourne, Australia
How Latent AI Helps Companies Rebuild AI Infrastructure for Efficiency

Jags Kandasamy of Latent AI winning the Networking & IT category at the 2026 Data Center World Innovation Challenge, Powered by ABB.


The startup LatentAI began with a focus on defense industry use cases, optimizing AI models so they require significantly less computing power. That efficiency is essential for edge environments where power availability is constrained, such as drones, autonomous systems, and military deployments running on batteries.

What began as a defense challenge is now becoming increasingly relevant to data centers.

“When we looked at the power budgets and costs spiralling within data centers, we realized there was a parallel,” says Jags Kandasamy, Co-Founder and CEO of Latent AI. “Could we take the same technology and reduce the power budget there as well?”

At the center of Latent AI’s philosophy is the idea that not all data deserves equal treatment.

Instead of constantly expanding infrastructure to accommodate growing AI workloads, Kandasamy believes organizations should first rethink how those workloads are designed, processed, and distributed across networks.

Latent AI’s software helps organizations run AI models efficiently on edge devices such as cameras, sensors, drones, and industrial equipment. By optimizing and compressing AI workloads, the company allows data to be analyzed closer to where it is generated, reducing the amount of information that must be transmitted, stored, and processed in centralized data centers.

“AI workload is causing that explosion in data center buildouts and power consumption,” he says. “The question is whether we can fundamentally reduce that footprint.”

Latent AI won the Networking & IT category at the 2026 Data Center World Innovation Challenge powered by ABB. The Innovation Challenge invited 24 startups to pitch their data center innovations Shark Tank-style to a panel of judges. Judges selected winners in seven categories.

Consider Data Value Before AI Processing

Today, many systems are designed to capture, transmit, and process enormous amounts of information without considering its actual value. AI then sits at the end of the chain, consuming significant compute resources to make sense of it all. Kandasamy argues that future architectures should work differently.

He points to motion-triggered doorbell cameras, which capture and transmit footage whenever movement is detected. In practice, that means insects, shadows, passing vehicles, and countless other irrelevant events can generate alerts and network traffic.

Latent AI’s software lets companies build AI-first architectures where intelligence is distributed across multiple layers. A lightweight model at the edge could determine whether a human is present, and only then would relevant information move further into the system. Then more sophisticated AI models could do facial recognition, behavioural analysis, or threat assessment.

“Now you’ve cut down the whole process to only sending information when certain events are triggered,” he explains.

AI and Internet of Things Will Also Strain Infrastructure

Generative AI may dominate headlines, but Kandasamy believes many of the biggest infrastructure challenges will emerge from vision-based applications and real-world sensors generating continuous streams of data.

For example, a municipality with hundreds of intersections and thousands of cameras could spend tens of millions of dollars annually simply moving data to cloud environments before any processing takes place. In many scenarios, reducing the amount of data that needs to be transmitted can create major savings in networking, compute, and energy.

In enterprise computing environments, AI workloads still represent a relatively small percentage of overall computing today. Most advanced generative AI systems are concentrated within hyperscalers and other cloud providers. But over the next decade, organizations across manufacturing, logistics, transportation, healthcare, and industrial operations are expected to deploy AI systems closer to where data is generated. As that shift occurs, efficiency becomes critical.

Latent AI recently worked with a large manufacturer using vision-based quality control systems. Initial pilots required dedicated NVIDIA GPU servers for individual production lines. Scaling that deployment across hundreds of production lines would have required substantial IT infrastructure investment. By optimizing inference workloads, Latent AI helped it reduce hardware requirements by about 93%.

“This is where we help them scale without breaking the bank,” Kandasamy says.

The AI Pain Comes After the Pilot Project

Kandasamy says Latent AI typically enters the picture as companies look to move from successful AI pilot projects to large-scale deployments.

“The pilot is about proving the concept works,” he says. “When you try to scale that same architecture, all the costs come with it.”

When those costs become clear, organizations then revisit and redesign systems to focus on operational efficiency and not just functionality.

Networking’s an Underappreciated Data Center Constraint

Kandasamy believes networking will become even more critical as AI workloads become distributed across multiple layers of centralized and edge computing environments.

While GPUs have become the defining hardware story of the AI era, he expects the chip architecture to become increasingly heterogeneous and complex, with specialized accelerators handling specific workloads alongside CPUs and GPUs.

The challenge will then be ensuring data moves efficiently between them. “Networking has always been the key factor for compute performance,” he says.

Rather than operating as isolated facilities, data centers will increasingly function as part of distributed ecosystems where workloads shuttle across locations depending on available resources, latency requirements, and energy constraints.

“The way workloads are distributed is going to be the biggest factor that changes,” Kandasamy says.

Latent AI is helping organizations move beyond the constraints of heavy, cloud-dependent AI by enabling efficient, adaptive models that run closer to the data, reducing latency, cost, and infrastructure complexity at the edge. As AI demand continues to grow, efficiency could become every bit as important as scale.

Related news

Bridging the Gap: 5 Tips for Cross-Functional Collaboration That Enables AI Transformation

Ask ten executives who owns AI at their company, and you’ll get ten different answers. IT says it’s not their call. Legal gets blamed for slowing everything down. HR figures it’s someone else’s department. Meanwhile, teams are buying tools nobody signed off on, duplicating work and hoping it all sorts itself out. Sound familiar?

Lisa Duerre spent the last year studying why that happens. As part of an applied research project for her leadership consulting collective, RLD Group, she studied where AI adoption breaks down inside organizations, and where it works. The findings from RLD Group’s research helped inform a collaboration on the CONVERSATIONS WORTH HAVING®: The Human Accelerator for Artificial Intelligence Quick Start Guide, which is available as a digital download.

Duerre views organizations through what she calls an I–WE–US leadership framework, defined like this:

  • I: individual judgment and accountability

  • WE: workflows and cross-functional coordination

  • US: governance, decision rights and organizational measures

“All three levels are contributing to the breakdown or the alignment, whether people realize it or not,” Duerre says. “AI is amplifying whatever’s already true in your system. The teams that were disconnected before AI showed up are more disconnected now. The ones that talked to each other are moving faster, together.”

If your company is ready to collaborate better with AI tools, Duerre shared the following tips. Take a look.

Form a cross-functional AI committee

Duerre’s background is in HR, and she says most HR leaders assume AI ownership belongs to IT. It doesn’t, at least not exclusively.

“Ownership needs to sit at the system level,” Duerre says. “Each function carries a piece of it, based on what they do, how well they understand that part of the business and how their work depends on everyone else’s. AI is flattening how we work. You can’t just keep it in your own business unit anymore. You have to look all around you.”

For starters, she suggests building a cross-functional AI committee instead of having one department make all the AI decisions. Legal, IT, cybersecurity and HR should be on the committee, Duerre says.

“If you have a C in front of your title, you should be on that committee,” Duerre says. “That’s how I look at it, because it’s a system-level solution.”

During these meetings, Duerre says you’ll find out that some departments are racing ahead with AI and others are holding back.

“Both sides need to name the trade-offs aloud,” Duerre says. “With teams moving too cautiously, you have to talk about the opportunity cost of falling behind. With teams sprinting ahead, you have to ask them what happens if they don’t bring everyone else along with them.”

Figure out how to use AI strategically

Most companies spent the past two years telling employees to use AI with anything, without much strategy behind it. Duerre says that’s starting to catch up with organizations as finance teams scrutinize the cost.

Her rule of thumb: if you can’t articulate the goal and how you’ll measure success, don’t roll it out yet.

“Teams that use AI well have a strategy behind it,” Duerre says. “They’ve kicked the tires on what they’re trying to solve it for. You need to ask yourself, ‘Which business outcome are we trying to improve, and what must be aligned for AI to create measurable value?’”

Here are a few examples of how to use AI strategically:

  • A company could select a workflow that regularly creates delays, redesign it with AI and test the new approach. Then, measure whether it improves time, cost, quality or capacity.

  • Use AI to support early sales outreach and qualification across markets and languages. AI can help a business reach and assess more potential opportunities, while people remain responsible for understanding the customer and building trust.

  • Flag patterns in customer complaints across multiple channels with AI, so leadership can see recurring problems before it shows up in satisfaction scores.

Check-in regularly during an AI rollout

Duerre recommends a minimum weekly check-in during any AI rollout, sometimes daily depending on complexity. But the format matters more than the frequency. Status updates don’t cut it.

“Ask, ‘What are we learning and what are we surprised by?’ That’s a question that helps you with your check-ins, versus, ‘It’s in three products now and we’ve tested six,’” Duerre says. “That doesn't help, because you’re having these meetings to figure out what’s working and why. If you ask more strategic questions, you can move even faster.”

Publish AI guardrails

Employees who don’t know what’s allowed with AI will either freeze or go around the system entirely, Duerre says. She recommends publishing clear, specific guardrails on what’s okay and what’s not. Come up with some real examples, and pair them with an intake process that doesn’t require writing a thesis to get an approval for using it.

"The approval path should be lightweight, not bureaucratic,” Duerre says. “Something like, ‘If you’re going to use AI, here’s the path. And if it needs approval, here’s three or four quick questions for you to answer.’”

Take employee anxiety about AI seriously

“AI is just a tool” is a phrase Duerre hears at nearly every conference she attends, but she doesn’t buy it.

“Saying it’s a tool is underselling what’s happening at companies right now,” Duerre says. “AI is changing how we work. It’s changing how we lead teams.”

Duerre wants leaders to remember that a lot of employees are fearful of AI. Pew Research Center found 52% of U.S. workers are worried about the future impact of AI in the workplace.

Employees who feel AI is being “done to them,” instead of built alongside them are especially anxious, she says.

“Leaders need to recognize that anxiety is contagious,” Duerre says. “As a leader, this is your opportunity to show up as the safe, steady person who is showing what you’re learning with AI. And don’t be afraid to show how you’ve failed using AI, too.”

Duerre asks every executive she works with: “Who am I with AI?” and encourages them to pass this mindset question along to their employees, too.

“AI is now your teammate,” Duerre says. “Phrasing it as, ‘who am I with AI?’ is different than, ‘what’s going to happen to me with AI?’ You really want your team to feel empowered with AI and show them how it can help accelerate their career.”

Put these ideas into action

Rewiring your organization for AI requires more than the right tools. It takes shared language, practical frameworks, and a willingness to keep learning. Here are a few resources to help you take the next step.

  • Enterprise AI Playbook: Practical frameworks and executive discussion questions to help IT, HR, and business leaders align around AI that delivers measurable value.

  • Work-First AI Use Case Assessment: Identify the workflows where AI can have the greatest impact before you invest in new tools.

  • The REWIRED Brief: Get weekly insights, real-world case studies, and practical advice on leading AI transformation.

4 Ways to Get Your Team Ready For Their Future Career

The World Economic Forum states that 39% of the skills your team relies on today will change by 2030. Most organizations have not built a plan to prepare their teams for that shift. At my company, we are still debating how to manage this upcoming shift.