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This is a profile from the 2022 version of the DataIQ 100.

The latest list is available here.

Harvinder Atwal, chief data scientist, Moneysupermarket Group

What has been your path to power?

I’ve always been interested in how data can be used to improve decision-making and solve problems. After graduating, I decided to do a Masters in Operational Research (the sub-field of mathematics that deals with applying advanced analytical methods to improve decision-making) and the closest thing to data science at the time. The Master’s degree was a solid foundation for OR roles in the Government OR Service, APACS and British Airways, where I worked on diverse problems from building models to decide which aircraft to buy to coming up with fuel hedging strategies.

 

Unlike today, very few companies in the mid-2000s were interested in data so I decided to join one of the few that was, Lloyds Banking Group. LBG was my first experience of leading data-driven marketing and product development. My next position was at dunnhumby, pioneers of large-scale customer analytics, as insight director for Clubcard strategy using the wealth of basket and Clubcard data to drive customer loyalty for Tesco. Since leaving dunnhumby I have undertaken a variety of roles at Moneysupermarket Group that have included responsibility for data acquisition, data management, data governance, cloud and on-premise data platform management, data engineering, as well as business intelligence, product analytics, and data science.

What impact has the pandemic had on the role of data in your company/organisation?

The pandemic has further elevated the role of data within Moneysupermarket Group. During the early days of the pandemic, we were seeing weekly swings in product category performance that we would normally see over the course of years. Initially, travel insurance and life assurance did well, before customer focus shifted to savings products and energy switching as people stayed at home.

 

Having the right data and analytics capability meant we had a tight focus on performance. The organisation could be more agile in our in our marketing and resource allocation. We have continued to invest in data capability as we saw the benefits of increasing self-service analytics and making more data sources available.

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