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2023 DataIQ 100

Gary Goldberg, chief data officer, trading and shipping, bp

Describe your career to date

After starting on a trading desk in the City of London, most of my career has been focused on delivering change and business transformation. In essence, my career has been spent on identifying opportunities for improvement and solving problems. Early on, I solved problems through developing trading applications. Latterly, I do this through designing and delivering our data strategy.

 

As I look back over my career, data has been a focus in most of my roles. Starting in technology, I was having to manage and improve data for our traders. I created and developed an end to end straight through processing data architecture that allowed our business to scale four-fold without needing additional headcount.

 

In my first role as CDO at Mizuho in 2015, I helped to deliver strong data foundations that supported business growth, while also allowing automation of regulatory obligations with minimal extra cost. Since joining BP in 2019, my focus has been on delivering our data strategy to enable business growth and creating new data-led innovation for new revenue streams.

 

I’ve learned through my career about the importance of building a strong team. I’m grateful for the incredible team that I have around me in BP and the support of our senior leadership for delivering a data led future.

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

We’ve laid much of our data foundations, and we are starting to use those foundations to deliver data-led solutions and innovation. Using a skyscraper as an analogy, we’ve dug the hole, poured in the concrete and moved businesses into the first five floors. We’re continuing to build the tower and add features to accommodate further businesses.

 

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

We’ve chosen a hybrid approach that enables an agile, business aligned analytics capability while ensuring common tooling, standards and monetisation opportunities. Analytics resources are federated across our business functions, while I directly manage our data governance, data management, data monetisation and data vendor teams in our data office.

 

This enables strong oversight as to how federated analytics resources operate and the standards they use, while allowing the business to be agile and respond quickly to customer priorities. The federated teams deliver day to day requirements while the data office focuses on the medium to long-term data capabilities and innovation.

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