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

The latest list is available here.

Paul Chapman, global director of business intelligence, performance management and innovation, JLL

What has been your path to power?

I started in retail at Tesco where I was always known as the “data guy”, providing insights into performance through coloured Post-It notes on brown paper. Following that, I moved to easyJet as an accountant where we had so much data, but we were using Excel as our business information tool. I wanted to create a treemap visualisation I had seen on the BBC, which ultimately led to us evaluating BI tools and introducing Tableau. I then led the BI programme, developed its world-class centre of excellence, started leading the London Tableau User Group, and was named a Tableau ambassador.

 

In 2015, I switched to Jones Lang LaSalle (JLL). I was excited by the data journey corporate real estate was on, leading its largest global account team and driving innovation and tool adoption across the BI space, while delivering over $40 million of quantified benefit through BI. In 2020, I was named the global lead for BI, performance management and innovation, taking the work I had previously done and creating an international community of 150 data practitioners based across nine countries to maximise our benefits.

Paul Chapman (2021).jpg

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

When the pandemic started in 2020, I planned our new global structure and operating model. Covid-19 meant that I initially had to temper our recruitment plans, which continued through 2021 with a reduction in our budget and planned headcount. I introduced responsible recruiting, filling active roles with internal candidates only. What we saw evolve during 2021 was the increased use of data by our clients and internal teams, looking at how their building occupancy grows as people return to the office and the variations across countries. We also saw a lot of insights provided on how to reimagine space, be more dynamic with variable services like hospitality and cleaning, and even close floors in buildings during quiet times to reduce costs.

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