Key Takeaways

• AI enables Taazaa to create innovative solutions faster than ever before.

• We’re still a human-first company, with AI enabling greater efficiencies.

• To overcome indecision about the preponderance of AI tools, leaders need to focus on engineering outcomes.

• Delivery expectations have shrunk from months to weeks.

As artificial intelligence accelerates across industries, many business leaders are still unsure how the technology will impact their operations.  

We brought together five of Taazaa's AI-focused leaders to discuss what AI-enabled delivery actually looks like from within the organization: how it changes the way we build solutions, serve clients, and think about what comes next.

Participating in the discussion were Yasir Drabu, Taazaa’s Founder and CEO; Sandeep Raheja, Chief Technology Officer; Andy Hickey, Director of Customer Success; Zach Wiant, Director of Growth; and Rajan Rawat, Senior Technical Project Manager.

Here’s what they had to say.

Q: When you think about Taazaa in 2026, what excites you most?

Yasir: "The infinite opportunity to create amazing products that disrupt the market at the speed at which we deliver. 2026 is going to be all about a lot more production, a lot more innovation at a speed and scale that we've never seen before."

Zach: "Growth for Taazaa in 2026 really means building repeatable, measurable outcomes for our clients. Revenue is great. But repeatability really matters more. Without delivering predictability, growth turns into churn. We're focused on consistency and customer fit."

Q: A lot of companies talk about being AI-first. What does it actually mean for Taazaa?

Yasir: "AI is an accelerant and an enablement for us, for our people. I think we still are a people-first company, and it's very important to understand that we are here to serve people and AI is there to enable us to do that—better, faster, and hopefully, in many cases cheaper, to help bring the human impact that we've always been seeking. We're not AI-first. I think we are still human first, but heavily AI-enabled."

Sandeep: "It's not just talking about how the role of a CTO has evolved. You have to think about a complete shift in how the IT market is affected by it—starting from companies thinking about how we can build with AI and bring the software faster to the client, and how we can enhance the products with AI embedded into it. So that is the direction, generally, where the role has shifted."

Q: What separates meaningful AI adoption from experimentation that does not move the needle?

Sandeep: "Every new month you are looking at a new model and a new tool coming into the market. You can basically get into that kind of indecisiveness if you are constantly looking at the amount of tools that are there; it can give you a decision fog. But you have to always take a step back, look at what you are producing, and really move toward outcome-based engineering. Your clients should be able to say very quickly: Is this accepted, or do we need to change direction? The faster we get to the correct direction, the faster we get to success."

Zach: "[AI is] incorporated in our entire process—from top of funnel to bottom of funnel, to messaging, to ensuring that we're speaking the client's language and understanding their industry. No longer is it acceptable to be broad and general. You have to be very specific and pointed."

Q: How is AI changing the day-to-day work of delivery and project management?

Rajan: "Day-to-day changes are very evident. Documents that would take us days to create the first draft can be easily done in minutes now. The paralysis to start—the blank page problem—is out now. But with these AI tools, while people feel very empowered, which they should, you also feel you have a lot of superpowers. A lot of times, you feel you can do more than is actually needed. So the real lesson is how to choose when to do what."

Andy: "When we think of AI at Taazaa, I think of it in two separate ways. One is what AI features can we build into our products, so that software is even more intuitive for clients and adds more value. What can we do now that we couldn't deliver three years ago, let alone five or ten? The second thing we're able to do with AI is develop non-AI features a lot faster. We're really starting to see the benefits, and we're looking forward to showing measurable differences in how software gets delivered."

Q: How are client expectations shifting in this environment?

Zach: "Clients are expecting quicker proof of concept, quicker value. Gone are the days of two-to-four weeks or even months-long discovery processes. It's expected to be able to turn an idea into an ideation session and into a proof-of-concept within weeks."

Andy: "We're doing a much better job of having conversations about requirements—and not just understanding them, but also making suggestions back. That's made our clients more successful because we're bringing insights from past projects and other industries that they otherwise wouldn't have exposure to. We're able to provide much more holistic views about what they're trying to do and being a lot more collaborative with them."

Q: How has AI changed the way you think about leadership and decision-making?

Yasir: Leaders still need to lead with empathy and serve the people, but it helps make decision-making faster. It helps your decision-making process be more eloquent and well-informed. I think it gives you knowledge that was previously specialized. Instead of engaging consultants, our teams can now access that information and apply it to help people level up within the company. It brings transformative leadership at various levels. We typically apply the COL framework—Contributors, Owners, and Leaders—and at every level, AI helps those people perform better in their jobs. That was my hope, and that's what we're actually seeing, as well!