Influence Beyond the Function
It does not matter about the scope of a data and AI leader’s tech stack because the next era of data and AI leaders will be defined by the breadth of their influence. Across Europe and North America, leaders increasingly describe their role as an enterprise-level integrator, operating horizontally and advising the most senior layers of the organisation, as well as a domain owner.
As Tia Cheang, Director of IT, Data and Information Services, Gallagher, put it for the European perspective: “As the role evolves, data leaders will need even closer relationships with their business units to effectively deliver measurable value to their stakeholders.”
While the North American sentiment shared by Amy Lenander, Chief Data Officer, Capital One, is: “Getting your organisation’s data ready to fuel AI and drive real business outcomes isn’t just a single project. It’s a way of life that will evolve over time and that will require stewardship from data leaders who can help foster a data-driven culture and practices that can evolve as technology and business needs evolve.”
In both cases, value is not an abstract goal but the measure of success.
AI is a Lens, not a Destination
AI remains the sharpest forcing function in the data and AI leader’s remit. But the language around it is shifting from urgency to utility, from experimentation to execution. Those that have been at the forefront of this charge are reaping the benefits.
In Europe, according to Daniel Bos, Senior Director of Data and Analytics, Just Eat Takeaway.com: “I see the role of the data and AI leader evolving to focus even more on enabling organisations to unlock the full potential of their data assets. This involves not only driving insights to inform decision-making but also operationalising those insights through AI to create tangible business impact.”
In North America, according to Raymond Boyle, Vice President, Data, Analytics, AI, and Strategic Insights, Hyatt: “As AI permeates all aspects of business, data and AI leaders will move beyond traditional data management and become strategic orchestrators.”
The strongest leaders do not spend time chasing AI headlines but instead treat generative AI as one input in a broader equation: data quality, stakeholder readiness, domain relevance, regulatory timing.
What Sets the Next Generation Data and AI Leader Apart?
- Owns a clear AI use-case roadmap.
- Frames risk and regulation as enablers.
- Connects data maturity directly to financial and operational outcomes.
- Builds a culture that’s curious, not just compliant.
Shaping Mindsets and Models
Where older leadership models focused on pipelines and platforms, today’s leaders are reshaping mindsets, behaviours, and ways of working. This includes shifting how teams think about data and AI from the abstract and technical to the everyday and business owned.
For North America, this looks like: “Data leaders must ensure that AI solutions align with how the business thinks and acts, embedding them within existing systems while fostering trust and understanding. The future data leader is not just a steward of data, but a cross-functional architect of transformation and change, driving adoption, shaping ethical and scalable practices, and unlocking new value at the intersection of data, technology, business and human judgment.” – Abhishek Narayan Singh, Chief Analytics Officer, Human Health, Merck & Co
While in Europe this looks like: “Data and AI leaders must also establish credibility, influence, and impact. This requires strong business skills, like strategy and business economics, as well as personal leadership skills to build a relationship of trust with commercial leaders and stakeholders.” – Mateus Morato Fantini, President – IIRIS (Customer Data, AI and Analytics platform), Informa PLC
This behavioural turn reflects a broader truth: data leaders are going beyond building systems by shaping conditions for better decisions.
Business Impact is the Measure that Matters
Almost every contributor, across both regions, returns to the same North Star: impact. Not metrics. Not adoption. Not dashboards. The focus must be on tangible business impact.
The feeling in Europe is that: “The role of the data and AI leader is becoming more business-centric and transformative… leaders will increasingly become strategic partners within their organisations, focusing on leveraging data to drive business outcomes and innovation.” – Abhishek Khandelwa, Chief Analytics Officer, Barclays UK
North America views things as: “Data and AI leaders will increasingly serve as key influencers of business strategy, driving transformative initiatives that leverage advanced analytics, AI, and machine learning to deliver actionable insights. Emphasis on ethical AI and data privacy will grow significantly, requiring data leaders to balance innovation with responsible data use and compliance.” – Sachin Mistry, VP of Applications and Data Solutions, Ares Management
This signals a cultural maturation of the data function that moves past the idea of adoption as a finish line and begins to assess how deeply embedded and commercially relevant data capabilities truly are.
From Role to Reputation
The next generation of data and AI leaders will be known for outcomes, specifically how effectively they built trust, enabled transformation, and translated technical possibility into business reality.
This is about credibility and not just hype. As this three-part series on the evolving role of the data and AI leader has shown — from strategic alignment (Part 1), to governance and culture (Part 2), and to value delivery here in Part 3 — the foundations are being laid professionally and relentlessly.
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