OnAIr: Why companies will scale capabilities, not workforce, in the future.

A conversation with Ralph (CEO), Stefan (CDO) and Klaus (CIO)

Already available on our website: first excerpts from our interview, which will be officially published by a renowned media outlet in the coming days.

Onshore, nearshore, offshore . All familiar, all optimized, all outdated. Because the real revolution is AI shoring .

For 20 years, companies have moved jobs to where it was cheaper. For the next 20 years, they will move jobs to where they can be done more intelligently .

In this interview, OAK AI host Nina Brewer talks with Ralph , Stefan , and Klaus about why companies will no longer shore people, but skills . And how AI agents are redefining speed, quality, and scalability.

We also explain why traditional purchasing processes are suddenly becoming a brake on growth and how organizations can master the transition to the new value creation logic.

Let's go...

Nina: Ralph, Onshore, Nearshore, Offshore – all familiar models. Why is AI Shoring needed now?

Ralph: Existing models optimize costs through geography. AI shoring optimizes value creation through intelligence. We no longer relocate work to where it's cheaper – but to where it can be done immediately. This isn't a change of location, but a paradigm shift: We're no longer shorering people, but skills.

Nina: What is the biggest mistake companies are making about AI today?

Stefan: Many see AI as a tool, not as a team member. They ask, "What can I automate?" instead of, "What roles can AI take on?" Thinking like this keeps you stuck in a focus on efficiency. Scaling only happens when companies start sourcing, onboarding, and embedding AI agents in governance structures, just like new colleagues.

Nina: What tasks can AI already responsibly take on today? And where does humanity remain irreplaceable?

Stefan: Agents already handle a wide range of tasks today, especially those that are high-frequency, available 24/7, and rule-based . We're increasingly seeing AI agents in areas like customer service and software engineering. Humans will always remain indispensable where context, ambiguity, relationships, and responsibility are crucial. are in demand. AI shoring makes humans more valuable, not more superfluous.

Nina: And how does AI shoring change the speed at which companies create value?

Ralph: Speed used to be a matter of headcount and location. Today it's a matter of agent portfolios. A company with 50 employees and 200 AI agents doesn't work faster, it works asynchronously. While people sleep, agents continue to learn. Value creation becomes 24/7, global, and simultaneous.

Nina: Many companies have been optimizing their purchasing processes for years. But for a world where people deliver, aren't these processes the biggest obstacle for organizations that want to scale with AI agents?

Ralph: Procurement operates according to rules designed for a world that no longer exists. Daily rates, locations, seniority, capacities: all of these lose their significance in AI shoring. Agents have no location, don't age, and scale exponentially. Many procurement processes are perfectly optimized—for a reality that is disappearing.

Nina: Klaus, and now let's get practical. How can AI shoring be meaningfully integrated into existing purchasing processes?

Klaus: AI shoring doesn't simply fit in; it expands procurement into a new category: the acquisition of skills. A hybrid sourcing model connects people, agent modules, and governance components. And a shared governance layer ensures that procurement, IT, and business units can collaborate quickly and securely.

Nina: And how do you build a good AI agent portfolio?

Stefan: Like any good team: through clear roles, targeted sourcing, and sound governance. We analyze functions according to their level of autonomy, risk, and scalability. Only then do we source the right agents. Not as replacements, but as complements that create space for human strengths.

Nina: Okay, but many companies are afraid of losing control. How do you address this concern?

Klaus: Loss of control doesn't arise from AI itself, but from a lack of governance. AI shoring doesn't mean: We delegate tasks. It means: We clearly define which tasks agents perform, how they are monitored, and when humans intervene. Good governance creates reliability and resilience.

Nina: Ralph, what will a company look like in 2030 that has fully implemented AI shoring?

Ralph: By 2030, companies will operate in hybrid teams: people will lead, decide, and design. Agents will handle operational value creation. Every role will be augmented, every decision data-driven. Organizations will become smaller, faster, smarter, and simultaneously more human.

Nina: If you could give CEOs just one piece of advice – what would it be?

Ralph: Don't ask: 'What tools do we need?' But rather: ' What roles could agents already take on today, and what human roles do we need to rethink?' Whoever answers this question has already taken the first step into the future.

Nina: Why do companies choose OAK AI when it comes to AI shoring?

Stefan: Because we don't see AI Shoring as a technology project, but as an organizational project. Our customers appreciate that we bring together technology, business, and organization to deliver measurable results: quickly, securely, and scalably. That's precisely our motto: CLARITY - INSTEAD OF HYPE.

Nina: Ralph, one last word?

Ralph: Sure, most companies don't have a technology problem. They have a courage problem. AI shoring is forcing us to rethink work. Those who start today are building the companies of 2030. Those who wait will eventually be working for them.

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