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2023 DataIQ 100

Diane Berry, chief data and analytics officer, The Phoenix Group

Describe your career to date 

My undergrad was a BTech back in New Zealand and was built off a passion for solving problems that manifested itself in software engineering. The first roles I had out of university were predominately building client server applications in financial institutions that ranged from trading systems to asset management. It was when I was working for a commodity trading house in the 2000s that my interest in modelling was renewed and did a sideways step back to university (UCL London) to do a Master’s in Statistical Science.

 

I made a conscious decision not to head back to industry and was successful in landing a full-time research role at UCL, where I completed my PhD part-time (within four years). As it was back in the 2000s, the whole genome had only recently been decoded and there was an explosion of data, which meant dealing with “big data” and developing novel and robust methodologies to analyse complex genetic, longitudinal lifestyle and health data.

 

Industry called again in the early 2010s and I was attracted by the variety and challenge of the problems in strategic consulting, which is like research on a much quicker time scale.

 

I joined Bain & Company and had an incredible time, working with a variety of clients to build data strategies, operating models, technology and build and deliver use-cases. By the time I left in 2021, I was director of data science for the UK practice.

 

That said, when Phoenix knocked on my virtual door, I was excited by the opportunity to settle down and build from within. Phoenix is at a pivotal time with integration of entities and relaunching our Standard Life brand – the energy, pace and focus is incredible, and I am excited to be part of it and leading the team.

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What stage has your organisation reached on its data maturity journey? 

It’s a journey and not a destination is how I would describe where we are at. Phoenix is undergoing an ambitious transformation, in particular with the open business, and more is on the way. Data is critical to enable the success of the transformation and we have data strategy defined to move us from crawling to flying. We are at what I would consider to be at the walking stage.

 

Tell us about the data and analytics resources you are responsible for

When I joined Phoenix in April 2021, the chief data scientist was a new role for the organisation and the company had just acquired the rights to market under the Standard Life brand. There was an existing team of BI analysts, primarily focused on understanding customer behaviour, that were moved under me upon arrival.

 

Shortly thereafter, the marketing decision team moved across from Abdrn and joined the function. Coming in, I assessed and determined that to maximise the value from data, we were missing several people capabilities, such as data science and data engineering, and there were pockets of analytical and data expertise across the different business divisions.

 

I worked across the business to build out the data office hub and bring together several other data teams that sat in the business and technology, with recruiting where it made business sense. The role has now evolved to chief data and analytics officer and under the group data office we have the data capabilities of strategy, architecture, governance, analytics, data science, engineering, decisioning and data campaigning, in total more than 70 FTE/FTC, with a several vacancies that we aim to fill this year. 

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