David Reed (DR): Were you always aiming to end up as a COO?
Anita Fernqvist (AF): “Yes – my aim was to reach an executive role where I would be involved in running a company while bringing my own skills to bear. I first saw that opportunity when I was temping – my parents sent me to typing school and my speed typing skills got me placements during holidays, including at Hewlett Packard Europe. That’s where I first got exposed to technology – and this was before email!”
“I then joined IBM in its graduate training scheme and was placed on the Foundation accelerator scheme, eventually working as a project manager. I joined Zurich in the operations space and that’s where I met a previous COO which made me want the role. Of course, it is a position that has changed a lot in the last 17 years, not least because it is now more data-focused.”
DR: A lot has changed in the data space in that time, too. How challenging has it been to keep up-to-date?
AF: “Having a network of other data and technology leaders has been vital – DataIQ has been invaluable for that. I learn from them and it helps me to understand the art of the possible. When I became chief data officer (CDO) in 2016, I saw that as imperative to my journey towards being a COO and joining the executive. Plus, it means I am able to bring that understanding of data into the role.”
DR: So does that mean to become a member of the executive, a data leader doesn’t necessarily need to leave the data world behind?
AF: “To become any type of leader you do have to step away from being a practitioner. It was a genuine decision point when I was CDO as to whether I wanted to move even further away. In a previous role where I was managing a technology team, I had actually asked to step down from the leadership position. The idea of leaving data behind was difficult – I have such a strong connection to it – but instead it feels like I have taken it with me.”
“CDO was the best job I had ever had and it was tough to leave it. That’s when you need to park your expertise and lean into leadership, learn how to get people comfortable working for you and to delegate the practice to experts. That means getting comfortable with not knowing – embrace the uncertainty – and have resilience.”
DR: As well as data, then, what are the transferrable skills that have supported you on this career path?
AF: “You get promoted because people see a particular quality in you, so always remember what you are bringing to the table. For me, it’s about communicating, managing those transitions between technology functions and the board, motivating others, and of course, digesting data to make decisions and to tell the story. When Zurich promoted me to COO, they were very clear that they want me to do it my way, not however any previous holder did it or how the role is perceived to be done.”
DR: You clearly have ambition, but we don’t often see much evidence of egos in the data industry. Do you think data leaders need to be braver, to claim their prize?
AF: “I do have ambition, but I am not sure that’s the same as ego. It’s definitely stubbornness that helps me to overcome uncertainty! I also have a genuine desire to do the right thing as a leader.”
“When I was at the DataIQ Awards in 2019, I did not think I was going to win – look at all the great people on the shortlist. So I was sitting at the table, relaxed, and had even kicked my shoes off. Then you called my name as the winner and it still took me a while to realise it really was me! All the way up to the stage, I kept asking myself if I had mis-heard.”
“When Hannah Lee was shortlisted in 2022, I told her to have confidence that she might win. [Lee picked up the New talent or data apprentice award.] Awards can invite imposter syndrome when they are for individuals, whereas awards for the team are definitely a gateway to greater funding. “
Audience question: What advice would you give to CDOs?
AF: “Be outcome-focused. When I started, I didn’t have a data function, so I had to find a language that was compelling for the executive. You need to explain to people who don’t understand data why they should care. And you will need to tell them the same things again and again, so stay resilient!”
Key points:
- There is no silver bullet for successful recruitment. Multiple factors are considered to be important to recruitment and retention.
- Just over half (51%) of responders recognise the importance of recruiting from non-traditional backgrounds.
- Different ways of thinking can be gained from a DEI approach to recruitment.
- Many responders are successfully working with third-party recruiters who support those from diverse and non-traditional backgrounds.
- A sizeable proportion of respondents (27%) comment that the demanding market for data skills is causing difficulties.
- Company culture and management style are the single largest factor mentioned by 28% regarding skills retention (28%).
- The nature of the work available to skilled data professionals is extremely important for retention and nurture with 23% citing exciting or innovative projects, together with providing leading-edge applications and technology.
- Structured career plans matter with 20% mentioning this a key factor in nurturing and retaining data professionals.
- Internal data academies or external relationships with academic institutions help with career development.
- A notable proportion (17%) have graduate recruitment or apprenticeship training schemes, with some organisations removing the requirement for degree-level education.
- Promoting the interesting and innovative work completed by in-house data teams is a method of attracting new recruits from across the organisation.
- Overall brand can be an attractor of new talent, but career paths combined with interesting work are likely to be the key reasons for retention.
- Salary or package are a given in the highly-competitive market, but culture and interesting work matter, too.
