By Jason Escaravage
Chief Information Officer at Thomson Reuters
At Thomson Reuters, we power the world’s business-critical professions with trusted, AI-powered technology built for high-stakes work. That’s not just a promise we make to our customers — it’s a standard we hold ourselves to every single day, inside our own walls. Because to deliver the kind of professional-grade technology that changemakers rely on, we must operate like the modern tech company we’re becoming.
We’re using AI to reimagine how we work — not as a one-time project with a set end date, but as a fundamental and ongoing shift in how Thomson Reuters thinks, builds, and moves.
The imperative is clear
The world is changing rapidly, and we must build the operational discipline and technology and talent strategy to pivot quickly, reimagine work in real time, and act fast while obsessing over our customers. This is not optional. Our opportunity — and our responsibility — is to shape the future now, both for Thomson Reuters and for the professionals who depend on us.
With a “powered by AI, driven by people” mindset, we’re reimagining how we work – simplifying processes, embedding AI responsibly and empowering colleagues to move faster and deliver measurable impact. We leverage our key differentiators — our content, our editorial and technology expertise and go-to-market capabilities that no competitor can replicate.
A transformation built on proven foundations
Thomson Reuters launched its internal AI transformation over three years ago, co-led by our Technology and Human Resources teams. We took a holistic approach — one that required technology deployment, culture change, security and governance frameworks – in parallel with evaluating core skills across the workforce and how we measure success.
As part of our ongoing maturity journey, in 2024-2025, we established secure access to a range of AI solutions, on a dedicated employee AI platform and within our collaboration tools. We promoted a culture of experimentation and scaled our platforms to support 450 key use cases. In 2025, we built the foundation. Now, we are narrowing the gap between adoption and value. As of April 2026, 70% of employees use AI tools consistently. 2026 is about habit-building and meaningful use, scaling what works and transforming end-to-end workflows. But that is not good enough. We expect ALL employees at Thomson Reuters to be using AI, every day.
Why it matters
Leading in AI internally is essential. Work has become more intense, with competing demands and constant context‑switching. We can’t offer our customers the products and service levels we aspire to offer them without it. The greatest value from AI doesn’t come from one‑off use. It comes from consistent habits over time – treating AI as a thinking and workload partner, enabling productivity across all dimensions of our work. In parallel with technical skills, we nurture uniquely human skills which increasingly complement successful AI adoption: critical thinking, curiosity and judgment.
Reimagining work in 2026 and beyond
In 2026 our focus has shifted to driving operational and business impacts across all of Thomson Reuters: improved cycle times, quality, customer outcomes and productivity. Our targeted areas of focus include AI transformation to augment and upskill talent and eliminate or automate workflows; building a high-performance culture that attracts top talent; streamlining vendor management and commercial systems; and expanding digital channel opportunities.
This requires more than new tools. It requires a true mindset shift. To reimagine the future, we need agile design thinking, rapid testing and iteration, and the commitment to challenging traditional ways of working. Leaders across Thomson Reuters must play a critical role — exploring opportunities for automation and AI-first workflows, and actively upskilling talent for the AI-enabled future.
At the individual level, that means asking “how could I use AI as a thinking and workload partner?” before starting any task. At the team level, it means holding managers accountable to coach and mentor their teams to be a part of our AI transformation. It means actively engaging in strategic conversations about our AI tool strategy and how workflows, team structures, and roles can and should evolve with an AI-native approach.
The infrastructure that makes it possible
Reimagining how we work requires a foundation strong enough to support the ambition. Our internal AI platform, Open Arena, is accessible to all 26,000 Thomson Reuters employees — offering secure access to seven large language model providers spanning 52 distinct models, with the ability to build multi-step workflows, conduct deep research, and operate within robust data protection controls. We continue to expand access to Microsoft 365 Copilot, Claude.ai as well as a range of function-specific tools tailored to how each team actually works. We are actively evaluating frontier AI technologies and agentic capabilities embedded in workflows so that we can equip our workforce to innovate and deliver strategic value.
Operating AI-first also requires us to transform how we use data across the organization so that our teams have ready access to intelligence that facilitates decision making and better outcomes for the professionals we serve.
Built by the people who’ve done the work
What makes this transformation meaningful — not just measurable — is that it’s inseparable from the promise we make to our customers. Thomson Reuters uniquely combines deep domain expertise, authoritative content, and connected workflow solutions, to offer our customers fiduciary-grade AI. That expertise isn’t a quality check after the fact — it’s a foundational input. It’s structural. When we reimagine how we work internally, we do it with that same standard in mind. We elevate the quality and speed of decision making – and our trust in those decisions. We’re not approximating what a modern technology company looks like. We’re building one — from the inside out — with the same rigor, the same thought leadership, and the same commitment to getting it right that our customers expect from us.
The work continues
We cannot take our foot off the pedal. Our success in 2026 is critical for 2027 and 2028. The professionals who rely on Thomson Reuters — the lawyers, accountants, tax specialists, and compliance experts who shape the world around them — deserve a partner that is always moving forward.
It is why “Chosen by changemakers” is more than a campaign line for us. It describes the professionals we build for: people whose decisions carry consequence, whose work creates certainty, and whose impact reaches far beyond the task in front of them. Meeting and exceeding their standards are both our challenge and opportunity.
That is what it means to be chosen by changemakers. Built by people who’ve done the work. Reimagining what’s possible — inside and out.
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