Detailed Narrative
AI Transformation Strategy
EPAM is pursuing a multiyear strategy to become a leading AI delivery software engineering services provider, transforming itself into an AI-native organization, and capitalizing on its AI infrastructure to expand go-to-market offerings. This strategy leverages 30-plus years of engineering DNA, domain expertise, IP, and strategic partnerships, aiming to address the significant gap between rapidly developing foundational AI capabilities and enterprise adoption.
AI Native Engineering and Business Transformation
The company is moving beyond traditional IT services with a sharp focus on AI native engineering and AI native business transformation. This includes fundamentally re-engineering how EPAM operates, scaling AI adoption across its 60,000 people, and developing a new operating model that blends human talent, AI capabilities, and advanced agentic systems to run the business more efficiently and at lower cost across all geographies.
AI/Run Transform Playbook
EPAM's AI/Run Transform playbook integrates engineering excellence with AI native delivery, strategic consulting, deep technical expertise, and partner ecosystem technologies. This approach aims to provide a proven, repeatable, and scalable transformation platform for clients, moving beyond traditional consulting deployments by integrating blueprints, talent, and tools to drive ROI-driven outcomes.
North America Go-to-Market Investments
EPAM is accelerating deliberate go-to-market investments in North America, its largest market, mirroring successful strategies implemented in EMEA. These investments will focus on personnel, process, and transformation of go-to-market motions to address current underperformance and improve market position, aiming to expand the new client portfolio over the coming quarters.
Client Sentiment and Macro Variability
Client sentiment remained stable through Q1, with a continued shift in spend towards AI native and strategic deployments. However, increased macro uncertainty🌐 and broader variability in client decision-making emerged in April and May, particularly in North America. This has led to delayed decisions on larger discretionary programs, impacting the Q2 outlook and contributing to lower visibility for the second half of the year.