Ciara Moore, chief data and digital officer, Bank of Ireland UK
Describe your career to date
I am a results-driven, resilient and experienced professional with strong financial services leadership and a year track record of successful delivery across banking and advisory.
I have proven success at executive level, driven through a focus on transforming the data, digital, operational and cultural landscape, implementing change in complex and challenging environments, demonstrating strong visible and values-led leadership, resilience and execution focus.
I joined Bank of Ireland UK in January 2017 and was appointed to my current role in March 2021. Prior to that, I was the interim UK chief operating officer and also held a number of senior management positions across the UK risk, partnerships, strategy and CEO office.
I have gained more than 20 years’ experience in the UK and Ireland financial services sector, during which time I have worked for Deloitte, Royal Bank of Scotland, Ulster Bank and Citi.
What stage has your organisation reached on its data maturity journey?
The journey to date has been on standing up the data strategy and operating model and building the technical foundations. Having established the technical foundations, we are now at the stage where we are evolving our delivery model to drive business growth.
We have already delivered some critical use cases, that will help support deepening our understanding of our customers - a key priority particularly with Consumer Duty rules. A cultural shift is evident - moving from an MI mindset to insight, with demand greater than ever on the team.
Tell us about the data and analytics resources you are responsible for
My function has around 50 people but, data specifically, we have a minimum viable operating model with of 20 full-time employees. This is augmented with a managed service provider approach. Skills include architects, engineers, data management resource, data protection resource and an analytics enablement manager. The team are across multiple locations which makes communication key.
Hybrid working has worked well, and the teams spend time together in person as they problem solve/create designs. Engagement scores just released show a big increase in 12 months on this team - from 55% to 74%. This represents the transformation they have contributed to and feel proud of.
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