Does data now have a seat at the table during strategic discussions? If not, what will it take to get it there?
I do really feel that data is being more and more embedded into strategic decisions at Blue Light Card. Our senior management team turn to the data team for advice and guidance if there is a decision to be made. As a fast-growing business and a new function, there is still definitely an education piece to be done to fully embed data into discussions across the business and eliminate the “I think” mentality, but we are 100% on the journey to get there. I feel highly valued and appreciated as a leader in the business with a team that adds tremendous value in multiple business areas.
What are your key areas of focus for data and analytics in 2022?
For us, there are three key focus areas in 2022: growth, education and member-first initiatives.
I feel very fortunate to be part of a company that is really embracing data and using it to drive decisions. The team is now 10-strong, with plans to grow this further in 2022 to ensure we can meet the data and insight needs of a fast-growing business that is increasingly using data to drive its decisions.
Another big focus area for us is that all teams across the business have access to the insight they need to enable data-led decision-making, and we encourage a self-service culture where possible. With that comes the education piece around how best to use the data we hold, where the key gaps and opportunities are and, finally but most importantly, working in partnership with all teams to unlock those key insights and turn them into tangible actions.
Our members are at the heart of everything we do, so we want to ensure that they have the best experience possible with us, which puts personalisation high on the agenda for 2022. This will be a large project which will ensure we are sending the right content at the right time to the right member.
Tell us what leadership means to you in the context of your role as a senior data leader.
For me, leadership in data is firstly about educating and empowering teams across the business to use data to drive insight-led decisions but also to cultivate a self-serve culture while giving teams the confidence to pull the insight they need. Second, I always hire people into the team that can teach me something through a skill that neither I nor the team already has. I think it’s really important to not feel like you should know everything as a senior leader, and I always encourage the team to share ideas and learn from each other to enhance their own skillsets. Finally, and for me most importantly, is giving the team the autonomy to run with strategic projects and ensuring they are given the platform to see how the work they’re doing impacts the business through focusing on the value-add projects.