As artificial intelligence reshapes marketing and communications, board directors face a critical governance question: how aggressively should companies invest in AI adoption, and who bears responsibility when deployment goes wrong?
Steve Netzley, global CEO and board member of Prose on Pixels, is wrestling with these questions firsthand. At the helm of the world’s largest full-service performance marketing group, Netzley is navigating how to harness AI’s potential while protecting the company from emerging risks—a challenge that extends far beyond his own boardroom.
In the following Q&A, Netzleyshares how the board is shifting its composition and focus to support a business operating at the intersection of creativity, data and automation.
What are some of the most pressing topics your board is tackling these days?
Probably the most pressing topic we’re tackling at the board level right now is the role AI should play in shaping the future of the business, whether that’s through cost savings, value creation, quality improvement, acceleration or all of the above. We’re actively discussing how deeply we should be investing in AI, what the return on investment model should look like, and how quickly those returns can be realized.
It’s not just about adopting the technology but about aligning it with our strategic priorities and ensuring it delivers measurable impact across the organisation. The conversation is as much about opportunity as it is about responsibility, and making sure we’re thoughtful about how AI is deployed, governed and scaled.
How are you mitigating some of your company’s toughest challenges?
We’re mitigating what we can by clearly and honestly identifying gaps, whether in experience, talent, offerings, tools or technology, and prioritizing them based on their potential to drive near-term organic or new growth. Once those gaps are mapped, we develop targeted strategies with defined timelines and the necessary investment to achieve the desired outcomes.
Our world is changing at an unprecedented pace, and no business has unlimited capital to chase every opportunity born from this transformation. That’s why prioritization is critical—we focus on what will deliver the fastest return and the highest quality output for our clients.
At the same time, we deeply value the human capabilities we have. Technology can accelerate progress, but it’s our people who shape it, guide it and ultimately make it meaningful. It’s a balancing act between ambition and pragmatism, and we’re constantly recalibrating to stay aligned with both market shifts and internal strengths.
What’s new about how you are recruiting board members?
The type of expertise we’re looking for in board members today is very different from what we sought five years ago. AI expertise has become essential, not just in understanding the technology itself, but in helping shape how it can be responsibly and strategically integrated into the business.
We’re also placing greater emphasis on operational backgrounds, particularly those with experience in scaling complex systems and navigating transformation.
Global systems experience is another priority, as we need leaders who understand how to build and manage interconnected infrastructures across markets and regions. Having this kind of expertise at board level is critical to guide investment strategy, to help mitigate risk, to ensure resilience, and to increase confidence in our ability to execute successfully.
It’s about building a board that’s not only visionary, but equipped to act with precision and foresight.
How does the board keep up with the opportunities and risks of emerging technologies?
I believe keeping up with those two extremes requires thoughtful consideration and a high level of scrutiny. It starts with having a clear vision and using that as a filter to assess which innovations are worth exploring. With so many possibilities out there, staying focused and purposeful is key to making meaningful progress.
Having the right talent in place is also fundamental. People who can critically evaluate new technologies, separate hype from substance, and understand how each aligns with strategic goals are essential. Their expertise helps avoid costly missteps and ensures time and resources are invested where they’ll have real impact.
Ultimately, it’s about balancing innovation with intention. Emerging technologies offer immense potential, but it’s the human judgment behind them that determines whether they become meaningful solutions or missed opportunities.
What are your strategies to ensure the company remains resilient?
Resilience starts with accepting that the world is changing rapidly and unpredictably. Holding on to the status quo can leave organisations behind, chasing a future shaped by others. Instead, we choose to lean into change, seeing it as an opportunity to shape how our business—and our industry—evolves to unlock new growth.
That mindset requires two pillars: agility and intention. We invest in a test, learn, optimise approach as a core operating strategy. It allows us to experiment with purpose, adapt quickly and make decisions based on real data.
But resilience is also about people. It’s about cultivating a culture that embraces curiosity, encourages bold thinking and empowers teams to challenge assumptions. When our people are equipped to navigate uncertainty with confidence and clarity, the organization becomes stronger and more responsive.
I believe resilience is built through commitment to foresight, flexibility and a willingness to evolve.
