This is a profile from the 2022 version of the DataIQ 100.
The latest list is available here.
What has been your path to power?
I started to work at a thinktank while studying economics at uni and co-founded a consultancy focusing on the future of the internet. We helped telecomms, bigtechs and the Hungarian government with research, data, analytics and insights on topics like broadband infrastructure, mobile, information society, e-commerce and new business models. Ten years and many many projects later, I wanted to see more of the world, so I did an MBA here in London and following that a truly globetrotting product development and pricing job with a mobile operator.
I joined Lloyds at a time when all “my” topics started to become increasingly relevant in banking and for the first few years I stayed in the strategy space to create value and learnt as much as I could about the business. As digital transformation kept accelerating, it boosted the development of new data technologies, triggered regulations and created challenges that allowed me to broaden my data domain experience. I much enjoyed contributing to the delivery of GDPR compliance, the transformation of the enterprise-level data services function and all the great collaboration work with our chief data office on data strategy, management and culture. When the opportunity to build a completely new line of business came up, I jumped at it.
I feel I’ve already had a thrilling journey from entrepreneurship to intrapreneurship and it took me to places across continents I would have never imagined. The most exciting thing is that for all things data, we are just getting to the end of the beginning.
What impact has the pandemic had on the role of data in your company/organisation?
It super-charged a set of intertwined trends that were in full swing or gaining momentum anyway. The list includes platformification, eco-systems, APIs, open banking and embedded finance. As a result, there are more and more cross-organisational collaborations for creating new digital journeys which require increasingly deeper thinking about the underlying data flows and the value of those. Our refreshed group strategy fully reflects these changes by capturing our technology and data as critical enablers in addition to our colleagues and our recent announcement with Bink is a good example that brings these points to life.
Fully joining up our flagship data initiatives around technology and operating model transformation, value use cases, governance and culture with our customer and colleague journey transformation work is a key strategic priority and it’s great to see the progress. In my view, we are getting close to the modus operandi of the digital-first industries where data sits at the centre of the value propositions and we are complementing that with security, privacy and ethics which I see as areas of strengths for us. I believe these things in combination will deliver fantastic outcomes for our customers and clients.
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