Davos Club Magazine Vol I

DAVOS CLUB

P.22

SECTION 2

Global Governance & Public Policy Dr. Saeed Aldhaheri Agentic Government - the next com- petitive frontier of the intelligent state Sara Magdalena Goldberger AI Without Reinvention Is Just

Acceleration Russ Wilcox Surplus Without Streets

SECTION 1 P.02

P.30

Technology, AI & the Future of Innovation Sandy Carter How about moving from AI as a tool to ai as a teammate? Interviews: Prof. Dr. Kathrin G. Kind

SECTION 3

Capital, Markets & Influence Interviews: Katrina Victoria Gumaya Alexandre Katrangi

Osric Chau Maija Liiri Willonius Hatcher Priya Guliani Millena Martins Carla Maldonado

DAVOS CLUB

P.38

P.76

SECTION 4 Leadership & Human Potential Shelli Brunswick

SECTION 6 Impact, Sustainability & the Living Planet

Interviews: Nicole Keller Duncan Grossart Chris Desai

“The Space Mindset begins with the discipline of seeing systems rather than silos. ” Dr Mandeep Rai How to Discover Your Core Values Izabela Lundberg The Quiet Power Moves: Human-Centered Leadership in a Fractured, High-Tech Interviews: H.E. Shyalpa Rinpoche Iuliia Bazhan Frequency School (Martina Fuchs, Maejor , Kingsley Maduka , Brandon Lee,

P.60

SECTION 5

Culture, Media, Fashion & Creative Influence Interviews: Wendy Starland Lara Tabet Vita Shafinska Jannik Böger

P.84

Mariia Plekhova Anna Dogadkina Yasmine Mahmoudieh

SECTION 7

Aaron Dawson) Michael Samen Mariola Czarniak

Health, Longevity & Human Performance Interviews: Dr Maliha Hashmi

DAVOS CLUB 3

No part of this publication may be reproduced, distributed, stored in a retrieval system, transmitted, or reproduced in any form or by any means — electronic, mechanical, photocopying, recording, or otherwise — without prior written permission from the publisher, except for brief quotations used in reviews, editorial commentary, or other uses permitted under applicable copyright law. Davos Club Magazine is an independent international publication dedicated to leadership, entrepreneurship, innovation, investment, diplomacy, philanthropy, luxury lifestyle, and meaningful global dialogue among individuals shaping the future. The opinions expressed by contributors, interviewees, featured members, and guest authors are solely their own and do not necessarily reflect the views of the publisher or editorial team. Every effort has been made to ensure the accuracy of information contained in this publication at the time of release. The publisher assumes no responsibility for errors, omissions, or changes after publication. All trademarks, logos, brand names, company names, and registered marks appearing in this publication remain the property of their respective owners and are used for editorial or authorized purposes only.

Publisher: Davos Club LLC Editors-in-Chief: Kamil Grund · Armando Camacho Official Website: www.magazine.davosclub.vip General Contact: contact@davosclub.vip ISBN: 9788397759640 First Edition — 2026 International Edition Published by Davos Club LLC, United States. Printed and distributed globally. All Rights Reserved.

ISBN 978-83-977596-4-0

9 788397 759640

DAVOS CLUB 4 DAVOS CLUB 4

2026

Editor’s Note

Kamil Grund

Armando Camacho

Davos Club Society was not built around an event. It was built around a conviction: that the most consequential conversations happen between people who have already earned each other’s trust, and that the world’s most capable individuals deserve a space designed for depth rather than display. This first volume of Davos Club Magazine is an extension of that conviction in print. The individuals you will encounter in these pages were not chosen for their titles. They were chosen for what they are building, and for how they think. Their work touches artificial intelligence, sovereign finance, architecture, public policy, wellness, and cultural diplomacy. Disciplines that rarely share the same room, and yet increasingly depend on one another. We created this publication because we believe that influence, at its most enduring, is not announced. It is recognised quietly, by the right people, at the right moment. These pages are an invitation into that recognition. This is Volume I. There will be more. What you hold is not simply a magazine. It is the beginning of a record of ideas that matter, of people who are shaping what comes next, and of a community that has chosen substance over noise. I am glad you are here. Armando Camacho

Welcome, dear Reader, to the world of Davos Club Society. What you are holding in your hands is more than simply the first edition of Davos Club Magazine, Volume I. It is the beginning of a new chapter for our growing global community — a project born from a shared belief that the future belongs to those who are willing not only to dream bigger, but to work together in shaping a better world. Within these pages, you will discover extraordinary individuals who are part of our society — visionaries, entrepreneurs, innovators, leaders, and creators who each bring a unique perspective on the future that is unfolding before us. Through personal interviews and thoughtful articles, I hope you will gain insight into what inspired them to become who they are today, what drives their purpose, and what lessons their journeys can offer for your own business, ambitions, and life path. We are living in a time of profound transformation. The world is changing faster than ever before, and it has become increasingly clear that no individual, company, or nation can build the future alone. Real progress will come only through collaboration, through supporting one another, and through creating meaningful connections built on trust, shared values, and a collective vision for tomorrow. With this magazine, we begin a new phase of Davos Club Society - one where our community becomes not only a network of remarkable people, but a force capable of creating positive impact for humanity, for nature, and for future generations. We believe that when the right people come together with purpose, they have the power to create change far beyond themselves. As you read the inspiring conversations and perspectives shared in this first volume, I invite you to take a moment to reflect. Think not only about the ideas presented here, but also about how you can use the wisdom, experiences, and knowledge of others to create meaningful change within your own world. This is only the beginning. I sincerely hope you enjoy Volume I and that it inspires you, challenges you, and reminds you that together we all have the ability to shape a better tomorrow. With love, respect, and gratitude, Kamil Grund

DAVOS CLUB 5

Section 1

sandy carter

From Tool to Teammate:

“ A tool sits idle until activated. A teammate anticipates. A teammate owns outcomes. ”

The Shift That Will Define the Next Era of Business

By Sandy Carter Chief Business Officer, Unstoppable Domains Bestselling Author, AI First, Human Always

What Changed: AI Learned to Act The turning point came when AI gained the ability to take initiative. Early models waited for prompts. Today’s AI agents can observe context, reason through ambiguity, and execute multi-step workflows on their own. They draft the strategy memo, schedule the follow-up meeting, and flag the risk in a contract before anyone asks them to. This is the fundamental difference between a tool and a teammate. A tool sits idle until activated. A teammate anticipates. A teammate owns outcomes. When I work with teams integrating AI across marketing, sales, and customer service at Unstoppable Domains, the highest-performing groups are the ones that stop asking “How do I use AI?” and start asking “What should AI own?” What an AI Teammate Looks Like in Practice Consider the difference in real terms. A tool-based approach to customer service means routing tickets through a chatbot that handles FAQs. A teammate-based approach means deploying an AI agent that monitors customer sentiment across channels, identifies emerging issues, escalates complex cases with full context, and drafts a recommended response for the human agent to review and send. The human stays in the loop. The AI carries the workload. For decades, we have treated technology the same way: as a tool we pick up, use, and put down. Spreadsheets organized our numbers. Search engines retrieved our answers. Even the earliest AI systems followed this pattern. We gave them a task, they gave us an output, and we moved on. That era is ending. The organizations gaining ground today are the ones recognizing that AI has crossed a threshold. It is no longer something we use. It is something we work with.

SANDY CARTER

Chief Business Officer, Unstoppable | AI Visionary

Global AI & Blockchain Leader Former AWS & IBM Executive AI Strategist | Forbes Contributor Tech Executive www.linkedin.com/in/sandyacarter/ SandyCarter.net www.aifirstbiz.com

DAVOS CLUB

Technology, AI & the Future of Innovation

Second , build the trust layer before you scale. Invest in identity, governance, and explainability for your AI agents now. The organizations that skip this step will face compounding problems as they grow their agent workforce. Trust is infrastructure, and it needs to be built early. Third, redesign your teams around human-AI collaboration. The org chart of the future includes AI agents as named contributors on project teams. This means defining clear roles, responsibilities, and escalation paths that account for both human and AI participants. Treat AI agents like new hires: onboard them, set expectations, and measure their performance. The Leadership Opportunity Every major technology shift rewards leaders who move early and move deliberately. The organizations that treated cloud computing as a teammate technology—always on, always available, embedded in how they work—outpaced those that treated it as a tool to experiment with occasionally. AI is following the same arc, faster. The shift from tool to teammate is already underway. The only question is whether your organization will lead it or follow it. My advice: start building your AI team today. Give agents real work, real accountability, and real trust infrastructure. The leaders who get this right will define the next decade of business.

The same shift applies across functions. In sales, AI teammates now qualify leads, personalize outreach, and surface deal risks in real time. In marketing, they generate campaign variations, measure performance, and recommend optimizations faster than any human team could alone. These agents are persistent. They learn. They improve. They operate around the clock. Trust Is the New Operating System Here is the reality leaders need to confront: you would never hand a critical project to a human teammate without trust. The same principle applies to AI. As we move AI from tool to teammate, the infrastructure of trust becomes essential. That means verifiable identity for agents (so you know who built them and what they are authorized to do), transparent decision- making (so you can audit their reasoning), and clear governance (so accountability lives somewhere specific, with a human). This is why I advocate for an “AI First, Human Always” approach. Putting AI first means designing workflows where AI handles the heavy lifting by default. Keeping humans always in the picture means retaining human judgment at every decision point that carries real consequence. The goal is a new operating model where human discernment and AI capability reinforce each other. Three Steps to Make the Shift First , audit your workflows for delegation, not automation. Automation replaces a step. Delegation assigns ownership. Look at the processes in your organization and ask: where could an AI teammate own the outcome, with a human providing strategic oversight? That reframe changes everything about how you design the workflow.

DAVOS CLUB 7

Section 1

prof . dr . kathrin g . kind

interviews

Kathrin G. Kind: Interview

by Kamil Grund

It is a pleasure to be here. As someone who has spent over two deca- des navigating the labyrinth from Siemens and the Volkswagen Group to the top of QubitNexus. AI, I’ve seen technology move from the deterministic to the probabilistic, and now, to the truly “hyper-emer- gent.” Let’s dive into these complexities with the rigor of an academic and the pragmatism as a CEO. Kamil: From your experience bridging cutting-edge research and industrial implementation, what is the most critical factor that determines whether an AI initiative succeeds or fails in large organizations? Prof. Dr. Kathrin: In my experience, the pivot point between success and a catastrophic failure in large-scale AI is rarely the algorithm itself. It is Structural and Data Interoperability and the company culture and willingness to adapt and change from all levels of the hierarchy within management. Many organizations treat AI as a “plugin” rather than a fundamental rewiring of their nervous system. An initiative fails when there is a mismatch between the stochastic nature of AI and the deterministic expectations of legacy management, leadership and change mana- gement along its workforce and the ability to adapt and keep inno- vating whilst adapting a culture of growth, particularly making it open for all to continue learning from mistakes and feed this back into their knowledge management, just as the best AI models are trained . Success requires what I call Causal Literacy: understanding not just that a model predicts, but why it predicts, and having the data governance to feed it without poisoning the well. In such analo- gy, management needs to be technology literate at their foundational level, and as well as how it works and when it will not. Kamil: How do you see the role of quantum computing evolving alongside AI in the next decade — not as a competitor, but as a complementary te- chnology? What benefits for the world and future civilizations do you hope quantum computing will most enable? Prof. Dr. Kathrin: We shouldn’t view Quantum Computing as a rival; rather, think of it as the ultimate accelerator for AI’s heavy lifting. While classical AI struggles with the limits of energy capacity and performance complexity of certain optimization problems, Quan- tum—specifically via Quantum Approximate Optimization Algo- rithms (QAOA) —offers a pathway to solve “impossible” problems in real-time. It still will not replace yet all forms of computation, it will enhance it. We will be seeing from 2030 the rise of Quantum-von Neumann (conventional computers) hybrid architectures. It is time, the current architecture was invented in 1945! If we are to really have a singularity we need to advance, even beyong quantum, e.g. thermal computing. The Benefit: I hope for a “Computational Enlightenment” whe- re we use Quantum-driven AI to master Materials Science (for carbon capture) and Room-Temperature Superconductivity . At

QubitNexus. AI, we are already working on bringing these “cold” theories into “warm” industrial reality. Kamil: What are the most common ethical blind spots you observe in AI deployment today, and how can leaders proactively design against them? Prof. Dr. Kathrin: The most pervasive blind spot is what I call “Histo- rical Data Seduction”. Leaders often believe that because a dataset is “large,” it is “representative.” In reality, we are often training models on the shadows of our past prejudices. That is what the 5 v’s of data should always be observed ( Veracity, Variety, Volume, Velocity & Va- lue) and I even add a sixth in German (Vertrauen) for trust is crucial. Proactive Design: We must move toward Responsible AI by De- sign . This means implementing Diverse Redundancy —not just in hardware, but in human oversight—ensuring that the “human- on-the-loop” isn’t just a spectator, but a qualified auditor with the power to “pull the cord” when needed. We have seen already some AI Agents create extra costs by “looping along themsel- ves”, when a pair of humans, would have simply declared for that process step a new meeting and empathetic decision is needed. Kamil: Lately, the last major AI safety initiative by Anthropic announced they are pausing safety-focused development to follow competitors and compete in the market. Do you see this as a dangerous signal for the indus- try, potentially leading to a dystopian scenario where one wrong invention could have disproportionate global impact? How should companies and regulators respond? Prof. Dr. Kathrin: Pausing safety development to chase market parity is, frankly, a high-stakes gamble with a Global State of Exception . When we accelerate toward Artificial Superintelligence (ASI) wi- thout the corresponding “Brakes” of alignment, we risk a Black Swan event of unimaginable proportions! The Response: Regulators must move beyond “Voluntary Codes.” We need an International Agency for AI Safety (IAIS) , akin to the IAEA for nuclear energy. Compute-capping or “Safety-Taxing” those who bypass ethical guardrails isn’t just policy—it’s survival. Why? AI has only “Cognitive and Memorial intelligence”, it has a simulation of “Emotional Intelligence” which I question if it can be called that at all. One thing AI will never have is “Metacognition intelligence” that is the ability to: meditate, fantasize, imagine and explore beyond any trained or accessible data”. Only humans do, thus the limitations of usability end, where this unique human ability starts. Kamil: As a professor and educator, what core competencies do you believe future AI leaders must develop that are often overlooked in tra- ditional curricula?

DAVOS CLUB

Technology, AI & the Future of Innovation

levels of the hierarchy as well as young girls and young students. I coach them on staying authentic to who they are and their talents as women, and bring men as allies, mentors and build also an ex- ternal support system. This is something we need to do together with the gentlemen, so I encourage all to support #allyship. Kamil: From your perspective, what is the single most important step the global AI community could take today to align innovation with long- term societal safety and benefit? Prof. Dr. Kathrin: If I could trigger one global shift today, it would be the move toward Causal AI over Predictive AI . We must align innovation with long-term safety by ensuring that every AI system is Interpretable . We cannot trust what we cannot explain. Aligning AI with humanity is not a technical problem to be solved with more code; it is a philosophical commitment to keep the Human Spirit as the primary variable in the equation of our future. It has been a pleasure. Now, if you’ll excuse me, I believe there is a room-temperature quantum paradox that requires my attention—or perhaps just a very well-brewed espresso.

Prof. Dr. Kathrin: Traditional curricula are far too focused on Python and Pytorch. Future AI leaders need: Systems Engineering Thinking: Understanding how a single line of code ripples through a global supply chain. Epistemological Humility: The ability to question the “certainty” of a model’s output. Governance Fluency: Knowing the difference between Legal and Ethical—the two are rarely synonymous in tech. Kamil: Given your work in global governance frameworks, how can international collaboration be strengthened to ensure responsible AI deployment across different regions? Prof. Dr. Kathrin: AI is borderless; our data flows like water. We must strengthen frameworks like the UN’s Support Action Cen- tre JDI or the Global Council for Responsible AI (where I serve as Governor for Switzerland). The key is Technology Transfer. We cannot have a “Global North” that owns the intelligence and a “Global South” that provides the raw data and label-labor. Co- llaboration must be built on Sovereign AI —allowing regions to build models that reflect their own cultural and linguistic nuances. Kamil: As someone deeply involved in mentorship and women-in-tech initiatives, what structural changes are still needed to increase women’s leadership in AI and deep tech fields? Prof. Dr. Kathrin: We’ve moved past the “pipeline” problem; we now have a “power” problem. Women represent roughly 22% of AI professionals but hold fewer than 14% of senior leadership roles. The Change: We need Radical Transparency in Promotion Algorithmic Audits . Just as an AI used to hire and promote could be biased, the glass ceiling becomes a titanium one when managed by humans. We also need to normalize the “Multi- Hyphenate” career—where a woman can be an academic, an entrepreneur, and a leader without being penalized for “lack of focus.” Unfortunately there is still a lot of prejudice that women who are mothers are able to be as performant as their male counterparts, or when they don’t belong to a specific what I call: “The-Boys Club”, women are sidelined and ignored. I myself have learnt the ropes, with a career of 23 years one of the most male dominated industries, the German Automotive industry. That is why I work as a mentor and coach of women leaders at all

“We cannot trust what we cannot explain.”

PROF. DR. KATHRIN G. KIND CEO and Co-Founder of QubitNexus.AI, Professor for AI, Data , Quantum Computing, Cybersecurity and emerging Tech applied to business at Paris School of management and SSBM Geneva, Core Member of WEF Global Future Council for Data Foundation, Board Member at different companies, Responsible AI Gover- nor for Switzerland and Hon. Ambassador for Digital Rights at the UN Support Action Centre JDI

https://www.linkedin.com/drkind

DAVOS CLUB 9

Section 1

prof . dr . kathrin g . kind

interviews

Interview by Kamil Grund Osric Chau Osric: For me it’s the people and the relationships. There are so many trials and tribulations to get anything done and once you put it all together you’re stuck with this group for a long time. If you can’t stand them, that’s not the way anyone should live their life. The stories of course have to resonate with me, something I want to put into the world, but for me it’s the people first, story second.

Kamil: From martial arts champion to screen actor and producer — how has your early training in Wing Chun and Wushu influenced both your approach to physical roles and your mindset on set? Osric: I certainly welcome any kind of physicality if a role calls for it. But the foundation of training, improving your knowledge and skillset, and then applying what you’ve learned through combat or competition, those principles have stuck with me through my entire life and every endeavor that I’ve been apart of. Kamil: You’ve played iconic characters like Kevin Tran on Supernatural and Ryan Choi in the Arrowverse — what’s a role that surprised you personally, and why? Osric: Kevin really surprised me. I originally turned down the role as it was by far the most stereotypically Asian character I had ever seen and I didn’t want to perpetuate harmful stereotypes. But they didn’t kill him off, and it taught me a very important lesson. Stereotypes all come from some grain of truth, so rather than avoiding them all together, it’s more helpful to go in deeper, and take the time and effort to understand people beyond that. Kevin Tran is an amalgamation of so many common tropes yes, but Supernatural gave us enough time to get to know him beyond those stereotypes and I will always be grateful to the writers for doing that. Kamil: As someone who has transitioned into producing with projects like Empty by Design and Superhost, how do you decide which stories are worth championing behind the camera?

I’m not one to wait and see what happens, so I took it upon myself to dive deep into this new technology and find ways to create tools that can help creatives. Turns out, building a company shares practically the same steps as making a movie, so it still feels like I’m doing the same thing, just in a different field. Kamil: Your Instagram reflects both your work and personal passions, from cosplay to community engagement. How do you balance sharing your authentic self with the public expectations of a celebrity presence? Osric: I’ve taken a big step back from the public life and sharing everything I do. While the creator economy is booming, I just don’t feel that it was a great fit for my personality and it was quite a chore to post as frequently as you need to. That being said, I always want to be true to myself and to everyone out there, I never want to promote or share anything that I don’t have my own conviction in. It’s the same approach I take with the stories I tell or the companies I’m building. Kamil: Looking forward, are there any genres or types of characters you haven’t explored yet but are eager to take on or even write into existence yourself? Osric: Characters exist as a means to tell a story. There are so many stories that I would like to tell that aren’t possible in the current business models that exist in film. So that means that the role I give to myself is one where I create those business models where it can happen. Currently that next step looks like being

Kamil: You’re now stepping into the AI space — what sparked that shift for you? Was it curiosity, opportunity, creative control, or something deeper about where you see the future of storytelling going? Osric: Most of my friends in the creative field are quite scared or angry about AI.

DAVOS CLUB

Technology, AI & the Future of Innovation

a founder, innovating and creating tools for creatives. Building and running a company that can facilitate and make all those stories possible. Kamil: How does being a known actor help you step into completely new areas, like creating an AI startup? Does it open doors, or do people tend to focus more on your movie history than the projects you want to present? Osric: I’ve had the opportunity to meet a lot of people in so many different fields, so it’s helped with warm introductions and picking up conversations with peo- ple who are usually surprised at how deep down the AI rabbit hole I’ve gone. For the most part it gives you an icebreaker, so- mewhere to start the conversation, but that can only take me so far, so after that it’s all merit. Kamil: Do you see a potential danger that in the future AI could produce its own movies, create AI-driven celebrity actors using user preference data, and generate content that goes more viral than traditional films? Osric: It will happen. But at the end of the day, unless AI has completely taken over (at which point it won’t matter anyways), there will still be a human of some kind at the beginning of that AI product. The ability to direct and delegate all the AI agents and tools to create a cohesive product or something meaningful to other humans is still going to be a skillset in itself. Traditional films I think will always have a place. Stage plays are still around, some still thriving. They’ll just be more variety and maybe a new dominant player in society.

“ Stereotypes all come from some grain of truth, so rather than avoiding them altogether, it’s more helpful to go deeper, and take the time and effort to understand people beyond that. ”

OSRIC CHAU Actor, Producer, Founder & CEO AI Companions × Creator IP

www.linkedin.com/in/osric-chau-3b1941148/ @osricchau

DAVOS CLUB 11

Section 1

interviews

maija liiri

Interview by Kamil Grund Maija Liiri

Maija: We are living in extraordinary times. The pace of innovation is faster than ever, while at the same time our planet is reaching its limits. From a scientific perspective, we already have a strong set of proven technologies — from clean energy and electrification to energy storage and efficiency — that can significantly reduce emissions and reshape how we produce and use energy. The challenge is no longer only about invention, but about scaling these solutions globally. At the same time, we see emerging technologies across areas such as energy systems, materials, and biotechnology that can further accelerate this transition — and some of these breakthroughs may transform our world faster than we expect. I hope we can put aside our differences and join forces to act on this knowledge. Kamil: You have built a career at the intersection of international business, technology, and innovation. What leadership lessons have most shaped your approach to guiding global initiatives? Maija: Working at the intersection of international business, technology, and innovation has taught me that leadership begins with curiosity — not only towards science and technology, but equally towards people and cultures. Understanding different perspectives is essential when working across borders. At the same time, I draw strongly from the Finnish mindset of sisu — perseverance, resilience, and the determination to keep going even when challenges seem overwhelming. I’ve also learned the importance of listening more than speaking, as real insight often comes from others and strong collaboration is built on trust and respect. Ultimately, I try not to judge too quickly, but to focus on finding solutions — because in complex global environments, moving forward together is always more valuable than being right alone. Kamil: The most transformative innovations often come from unexpected places. What qualities or patterns do you usually see in technologies that truly have the potential to change the world? Maija: Looking across the Millennium Technology Prize winners, the most transformative innovations are not isolated breakthroughs but enabling technologies that reshape entire fields. They create platforms for progress in areas such as energy, health, and information technology. These innovations typically deliver a step change in performance, cost, or scalability — making solutions globally accessible and widely adopted, while generating broad societal benefit. Behind these breakthroughs are individuals and teams who combine deep scientific insight with persistence and the courage to pursue unconventional ideas. Often emerging from unexpected directions. Kamil: In an increasingly complex world, how important is global collaboration in solving challenges such as climate change, healthcare, and energy—and what role do international innovation awards play in encouraging this cooperation? Maija: Global collaboration is essential, because no country or organization can solve challenges like climate change, healthcare, or energy alone. In many ways, we are like ants — only together

Kamil: As someone leading an organization that celebrates groundbreaking innovation, what has been the most inspiring technology or idea you have encountered during your journey so far? Maija: One of the most inspiring innovations I have encountered is the IGBT developed by B. Jayant Baliga, winner of the 2024 Millennium Technology Prize — a tiny chip, often hidden from view, yet used across an extraordinary range of applications. Its impact on energy efficiency and modern electrification has been profound, making it a cornerstone of today’s technological society. What has stayed with me even more is Baliga’s own reflection: he developed this innovation to reduce energy consumption, and it has — IGBT has reduced global carbon dioxide emissions by over 82 gigatons in the past 30 years. This is equivalent to setting off carbon dioxide emissions by all human activity for three years. Yet despite this remarkable achievement, global energy use has continued to grow. It reminds us that even the most brilliant technologies alone are not enough — their ultimate impact depends on how we, as societies, choose to use them. Kamil: Looking ahead to the next 10–20 years, which emerging technologies do you believe will have the greatest positive impact on humanity and the planet?

DAVOS CLUB

Technology, AI & the Future of Innovation

can we make a meaningful difference, and when collaboration works well, that difference can be truly significant. International innovation awards play an important role in enabling this. They bring together people from different backgrounds around a shared purpose, while also raising awareness of the importance of science and collaboration in addressing global challenges. Through awarding brilliant and passionate innovators, we give them a platform and empower them to advocate for scientific and research-based knowledge when, for instance, speaking to policy makers. We have concrete examples of this effect: Martin Green, winner of the 2022 Millennium Technology Prize, has spoken about the award being a significant factor in helping him to connect with the Australian government in discussions on renewable energy. In a similar vein, Frances Arnold was appointed to Joe Biden’s Advisory Council on Science and Technology following her receiving the 2016 Millennium Technology Prize and the 2018 Nobel Prize in Chemistry. At the same time, these role models inspire the next generation. They show young scientists and innovators that truly world-changing breakthroughs are possible — and worth striving for. Kamil: What advice would you give to young scientists, innovators, and entrepreneurs who dream of creating technologies that could improve life on a global scale? Maija: Our Millennium Technology Prize winners have shared insights that are essential for anyone aiming to create breakthrough technologies with global impact. As Sir David Klenerman, the 2020 Millennium Technology Prize winner, has said: “If you are at the frontier, you need to expect a lot of failures.” Failure is not the opposite of success — it is evidence that you are working where knowledge does not yet exist, so do not be afraid of it. Many of our winners were told that what they were trying to achieve was impossible. That is why belief in your idea, combined with perseverance, is so critical — the determination to push through and prove what is possible. At the same time, science requires rigour: evidence matters, and peer review is fundamental. But impact does not come from excellence alone. It also requires staying true to your values and having the courage to make your work visible — to speak up about your ideas and your research, even when they are still evolving. In the end, creating global impact is not only about discovery, but about the persistence and courage to carry that discovery all the way into the world. Kamil: Do you think it is possible that in the future an AI system could be nominated for a major technology award after creating a breakthrough innovation that significantly changes the world? Maija: That is an excellent and very timely question. In recent years, many major awards have recognized breakthroughs related to AI, which highlights its growing importance. At the Millennium Technology Prize, however, we place strong emphasis on human achievement. We believe that the laureate should be an individual — a person with agency and responsibility — rather than an organization or a system. In that sense, AI itself would not be considered a recipient of the award. AI is, of course, an

increasingly powerful tool, and it will undoubtedly play a major role in future innovations. But behind every breakthrough, there are still people — with vision, creativity, and accountability — and it is this human contribution that we ultimately recognize. Kamil: When evaluating groundbreaking innovations, have you ever encountered a technology so powerful that it raised ethical concerns, making you wonder whether it should reach the wider public? How should society balance innovation with responsibility? Maija: At the Millennium Technology Prize, the evaluation is carried out by an independent International Selection Committee, with members of various fields of science, not by the office. The process is guided by clear criteria, where ethical considerations are an integral part of the assessment. This means that technologies with significant ethical concerns or potential negative impacts are reflected accordingly in the evaluation and are valued lower. Responsibility is therefore not separate from innovation—it is embedded in how we define truly groundbreaking work. More broadly, I believe society must balance innovation with responsibility by ensuring that progress is guided by shared values, transparency, and long-term thinking. The most impactful technologies are those that advance science while also contributing positively to humanity and the planet. “ Leadership begins with curiosity — not only towards science and technology, but equally towards people and cultures. ”

MAIJA LIIRI CEO, Technology Academy Finland Advancing the Millennium Technology Prize www.linkedin.com/in/maijal

DAVOS CLUB 13

Section 1

interviews

king willonius

Interview by Kamil Grund King Willonius Kamil: You blend AI with comedy, music, and film in ways most creatives haven’t explored yet — what was the breakthrough moment when AI truly transformed your creative process? King Willonius: The breakthrough came when I realized I no longer had to wait for permission to see my ideas. I made “BBL Drizzy,” an AI-generated song that hit over 500 million impressions. That didn’t take a label, a studio, or a budget. That took a point of view and a tool. But the real shift wasn’t one moment. It’s ongoing. I’ve built learning frameworks and creative workflows that I’m constantly refining. Systems that let me move from idea to execution at a speed that simply wasn’t sustainable a few years ago. Not just faster. Sustainable. Kamil: Your viral hit “BBL DRIZZY” reshaped how audiences perceive AI-generated music — did you expect that level of cultural impact, and what did it teach you about timing and virality in the AI era? King Willonius: No, I didn’t expect it. But I did recognize the spirit of it. Sometimes you make something and it feels alive. And when something is alive, people recognize it. They grab it, remix it, argue with it, dance with it. It stops belonging to you. What it taught me is this: timing is not about luck, it’s about listening. If you can hear what the culture is whispering, and you answer it honestly… it might shout your name back. Kamil: You’ve been recognized among the most influential voices in AI creativity — what’s the biggest misconception people still have about AI and artistic authenticity? King Willonius: People think the machine is doing the creating. But the machine don’t know nothing about being human. It doesn’t know heartbreak, it doesn’t know church, it doesn’t know what it means to laugh at something that hurts a little. AI will give you everything. And if you don’t know who you are, you will take everything. And that is the problem. Authenticity is not in the tool. It’s in the nerve of the person using it. Kamil: Comedy is deeply human and emotional. How do you maintain authenticity and soul in your humor when algorithms are part of the storytelling process?

Comedian| AI Storyteller Curious Doer KING WILLONIUS

www.instagram.com/kingwillonius

DAVOS CLUB

Technology, AI & the Future of Innovation

“ The tool don’t make you special. Your voice does . And that’s the one thing nobody can automate. ”

King Willonius: You tell the truth first. Then you make it funny. Comedy, at its best, is confession. It’s observation. It’s saying something people recognize but maybe didn’t have the language for. That don’t come from a machine. That comes from living. AI helps me play with form. But the soul… the soul is in the point of view. If the truth is there, the laugh will follow. Kamil: What advice would you give to young creators who feel both excited and intimidated by AI tools entering the creative space? King Willonius: Don’t be intimidated. Be intentional. Build a learning framework. Refine your workflow. Treat the tools like instruments. Practice with them until they respond to your instincts, not the other way around. That’s part of why I co- founded AI & The Culture. To make sure communities that have always been left out of tech revolutions are leading this one. Not catching up. Leading. The tool don’t make you special. Your voice does. And that’s the one thing nobody can automate. Kamil: Looking ahead, what kind of project excites you most — film, music, live performance, AI-native storytelling— and where do you see your creative evolution going next? King Willonius: I’m excited by worlds. I’m developing an immersive dome experience based on “BBL Drizzy.” Afrofuturistic, musical, something you watch, listen to, and step inside of. Stories with music, movement, spirit. And through AI & The Culture, I’m building infrastructure so other creators can move at this speed too. Not just inspiration. Real frameworks, real workflows, real community. I want to make things that make people say, “I ain’t never seen nothing like that”… and then go build their own version. Kamil: Do you think it’s possible — and potentially dangerous — that in the near future AI will autonomously create its own videos and, through agentic AI systems, push them to go viral across all social media platforms without human involvement? Could that threaten human creators, even innovative ones like yourself? King Willonius: It could flood the room, sure. But flooding the room don’t mean people are listening. If everything starts talking, then voice becomes more important, not less. People will start asking, “Who made this? Why does it feel

like something?” The danger is not AI creating. The danger is people forgetting to care who’s speaking. As long as we remember that, human creators will be just fine. Kamil: The speed of new AI tools is extraordinary. If someone turned off the internet for one month, would it still be realistic to catch up — or are we entering a time where creative evolution simply never pauses? King Willonius: The world doesn’t pause. It never did. But catching up was never about speed. It’s about attention. You can miss a hundred updates and still make something timeless if you understand people, if you understand story, if you understand yourself. Technology moves fast. Truth don’t. And if you can hold on to that, you’re never really behind.

DAVOS CLUB 15

Section 1

interviews

priya guliani

Interview by Armando Camacho Priya Guliani:

Armand: I would love to start by hearing what originally drew you to the world of technology and innovation, and how that early spark led you where you are today. Priya: I started my career in the corporate world, working on large-scale digital transformation programmes primarily in financial services, where I saw first-hand how technology was reshaping industries. What stayed with me, though, was that while systems were becoming more advanced, they were not always becoming more inclusive or secure. A defining moment came later, when I saw first-hand how vulnerable many digital identity systems still are and how devastating the consequences can be for individuals and organisations. That experience shifted my perspective from simply working with

access, reduce risk, and make digital systems work for everyone, not just those who can navigate them. Armand: Your journey spans global technology consulting, blockchain strategy, and now building solutions that foster inclusion, what have been some of the most valuable lessons you’ve learned about leading through change? Priya: In my early career, I saw large transformation programmes succeed or fail not because of the technology, but because of how well people understood and embraced the change. That stayed with me. As I moved into emerging areas like blockchain and now digital identity, that lesson became even more relevant because you are often asking people to

rethink long-standing models. One of the most important lessons has been to stay grounded in the problem you are solving. Technology evolves quickly, but clarity on the human need, whether it is trust, access, or inclusion, provides a stable anchor through uncertainty. I have also learned the importance of leading with clarity and empathy. Change can be uncomfortable, and people need both a clear direction and the confidence that they are part of the journey. Ultimately, leading through change is about balancing conviction with adaptability. It means having a strong point of view, while

technology to questioning how it should be built. When the opportunity to lead EarthID came along, it felt closely aligned with both my professional experience and my motivation to help close that gap. Since then, my focus has been on using technology to solve a very human problem: how we build trust in the digital world in a way that is secure, inclusive, and accessible to everyone.

“The most important shift is moving from systems built on data accumulation to systems built on trusted verification.”

Armand: With your work at EarthID and your leadership in decentralized identity, how would you describe the most significant impact digital identity can have on people’s everyday lives? Priya: Today, access to banking, healthcare, employment, and even basic online services depends on how effectively you can prove who you are. When identity systems fail, people are excluded, exposed to fraud, or forced through repeated, invasive processes. That is not just an inconvenience. It is a structural problem that creates friction for individuals and significant risk for organisations. Done right, digital identity removes that friction and shifts control back to the individual. It allows people to prove what is necessary, when it is necessary, without repeatedly exposing sensitive data. At EarthID, we focus on data minimisation and privacy-preserving verification, enabling organisations to validate what they need without storing personal data. This reduces exposure, improves user experience, and makes digital services more accessible to a wider population. At its core, this is about trust at scale. When we get identity right, we unlock

still listening, learning, and evolving as the environment shifts. Armand: I would be curious to know, as someone championing privacy-first approaches to identity, how you balance the promise of innovation with the risks that come with emerging tech? Priya: That balance starts with how you design the system, not how you manage it later. Too often, innovation moves fast and risk is treated as something to mitigate after the fact. In identity, that approach does not work because the cost of getting it wrong is very real, both for individuals and for organisations. At EarthID, we take a different view. We treat privacy and security as foundational design principles. That means minimising data by default, avoiding centralised storage of sensitive information, and ensuring that verification can happen without unnecessary exposure. Innovation is still critical, especially with technologies like AI, but it has to be paired with clear boundaries. AI can help interpret intent

DAVOS CLUB

Technology, AI & the Future of Innovation

Armand: As a founder and leader, how do you stay energized and aligned with your vision when tackling complex global challenges? Priya: I would give a lot of credit to the EarthID team. When you are working on complex, global challenges, you need people who challenge your thinking, bring different perspectives, and stay committed to the vision. That creates both energy and accountability, and keeps you moving forward even when things are uncertain. I have also learned the importance of stepping back. Taking time to reflect helps maintain perspective, cut through noise, and stay aligned with the bigger picture rather than reacting to short-term pressures. For me, that can mean dedicated thinking time away from screens or conversations with other founders, which helps me reconnect with the “why” behind the work. Armand: For my final question through the lens of Davos Club, if you were speaking to world leaders and innovators gathered on the global stage, what is the single most important shift you believe we must make together to unlock inclusive and trustworthy digital futures for everyone? Priya: The most important shift is moving from systems built on data accumulation to systems built on trusted verification. Today, much of our digital infrastructure is built on collecting and storing personal data at scale. That model concentrates risk, creates systemic vulnerabilities, and often excludes those who cannot easily participate. This becomes even more critical in an AI-driven world, where synthetic identities and automated decisions can scale faster than our ability to verify what is real. We need to redesign this foundation. Trust should be established through verifiable signals, not by replicating and storing sensitive data across systems. This is not just a technical change. It requires coordination across policy, technology, and industry to prioritise privacy, interoperability, and accessibility from the outset. If we make that shift, we move from fragile systems of trust to resilient ones, and build digital systems that are more secure, more inclusive, and fundamentally more trustworthy at a global scale.

and improve user experience, but trust decisions themselves should remain deterministic, auditable, and explainable. So it is not about slowing innovation down. It is about directing it responsibly. If you build with the right principles from the start, you can innovate without creating new risks. Armand: You have been recognized with multiple awards and seen your work influence digital ecosystems, what drives your commitment to inclusion and empowerment beyond just the technology itself? Priya: For me, inclusion and empowerment are not outcomes of technology, they are choices we make when we design it. I have seen, both professionally and personally, how access to services can depend on how well someone fits into existing systems. When those systems are not designed with everyone in mind, they unintentionally exclude people who need them the most. It reinforced for me how deeply these systems affect real lives. It is not just about security or efficiency, it is about financial stability, dignity, and trust. That is what drives me. Technology should reduce barriers, not create new ones. It should give people more control, not take it away. Beyond the technology itself, it is about building systems that are fair, accessible, and designed for real- world diversity, so that more people can participate confidently in the digital economy. Armand: Looking at the broader landscape today, where do you see opportunities for real progress in digital trust and data ownership in the next five years? Priya: The next five years will be defined by a shift from systems that store and control data to systems that verify and respect it. We are already seeing the foundations of this shift. Regulatory frameworks like digital identity wallets and standards such as verifiable credentials are pushing the industry toward models where individuals can hold and share their own data securely. At the same time, the rise of AI-driven fraud is exposing just how fragile many existing identity systems are. The real opportunity lies in closing that gap. First, there is a clear move toward user-controlled identity and data ownership. Models like self- sovereign identity and digital wallets allow individuals to decide what they share, rather than organisations holding everything by default. Second, we will see privacy-preserving verification become the norm. Technologies that allow verification without exposing underlying data, whether through cryptography or new architectures, will move from niche to expectation. Privacy is no longer just a compliance requirement, it is becoming a competitive differentiator. Third, there is a growing need for trust in an AI-driven world. As AI agents and synthetic identities increase, identity will not just be about people, but about proving the authenticity of actions and interactions across systems. At EarthID, we see these trends converging into a single direction: verification without data exposure, and trust without centralised control. The next phase of digital trust will not be about adding more layers of security. It will be about fundamentally redesigning how trust is established, so that individuals have control, organisations reduce risk, and access becomes more inclusive by design.

PRIYA GULIANI CEO, EarthID

https://www.linkedin.com/in/priyaguliani/

DAVOS CLUB 17

Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 82 Page 83 Page 84 Page 85 Page 86 Page 87 Page 88