Recently, we gathered in New York with investors, clients, partners and colleagues for an important milestone in Conduent’s transformation. Investor Day gave us the opportunity to share where we are today, the choices we have made to strengthen our company and, most importantly, where we are headed.
For me, the message was straightforward: the new Conduent is taking shape, and now it is time to execute.
When I joined Conduent’s Board in 2025 and later became CEO, one thing became clear very quickly: this company has a remarkably strong foundation. We have long-standing relationships with many of the world’s leading companies and government agencies, deep expertise in mission-critical operations and a global team that understands how to solve complex problems at scale. Our top 20 clients, for example, have been with us for an average of more than 20 years.
We also have tremendous scale and impact. We serve 46 U.S. states, work with 31 of the Fortune 100 and manage billions of customer interactions, claims and documents every year. Those capabilities and relationships are valuable assets. But a strong foundation alone is not enough.
What matters is what we build on it.
That is the purpose of ASCEND 2026–28.
Over the past several months, we have taken decisive steps to simplify and strengthen Conduent. We are concentrating on the markets where we have the greatest opportunity to differentiate and win, strengthening our leadership team, sharpening our commercial approach and creating greater accountability throughout the organization.
Our approach is simple: standardize, specialize and scale.
Standardization creates consistency and efficiency. Specialization allows us to concentrate our expertise where we can create the greatest value. And scale allows us to take solutions that work and bring them to more clients and more markets.
We are increasingly focused on three areas where we believe Conduent has significant expertise and opportunity: health care operations, financial operations and enterprise operations — across both our Government and Commercial businesses. This focus allows us to bring together our domain expertise, technology and operational capabilities to solve larger, more complex problems for our clients.
At the same time, we are changing how we operate.
A successful transformation requires more than a strategy on a slide. It requires decisions to be made faster, resources to be deployed with discipline and people to be accountable for results. I have led turnarounds across multiple industries, and one lesson has remained consistent: turnarounds are not an art. They are a science. They are repeatable when you have the right priorities, disciplined execution and accountability.
That is the culture we are building at Conduent.
Technology — and particularly AI — will be an important part of that transformation. But I don't believe AI should be viewed as a standalone initiative. Its real value comes from combining technology and data with the deep domain expertise and human judgment that our people bring to the work every day.
We are already applying AI across our client solutions and our own operations. The opportunity ahead is to scale those capabilities, improve how we work and deliver better outcomes for the people and organizations we serve.
The market opportunity is significant. Organizations across industries and government are looking for partners that can help them modernize operations, manage complexity, improve experiences and deliver measurable results. They increasingly want end-to-end solutions rather than individual capabilities, and they expect technology and AI to translate into practical business outcomes.
That plays directly to Conduent’s strengths.
But our opportunity will not be measured by the size of our addressable market or the quality of our strategy. It will be measured by what we deliver.
That is why the most important message from Investor Day was not simply where Conduent is going. It was that the journey is already underway.
We have made choices to simplify our portfolio. We have strengthened our leadership team. We are rebuilding our commercial engine, investing in technology and AI, improving our operating model and maintaining a relentless focus on financial discipline. And we are doing it with a clear objective: create greater value for our clients, our employees, our shareholders and the communities we serve.
This is a new Conduent.
We have the foundation. We have a clearer strategy. We have the people and capabilities to execute it.
Now it is time to deliver.
I am confident in what this team can achieve and look forward to sharing the results as we build Conduent’s next chapter.