Alex Sidgreaves is Chief Data Officer at Zurich Insurance UK, where she leads the organisation’s data strategy, operating model and modernisation agenda.
She began her career at Zurich in 2005 as an MI Analyst after completing a programming degree. In the early 2010s, Alex led the transformation of the UK data team, establishing formal processes and building a multidisciplinary data function. She went on to spearhead DataOps, insourcing critical capabilities and creating an in-house data platform for the P&C business within an agile delivery model.
Alex later established Zurich UK’s data architecture practice, embedding core data concepts and governance across the organisation. As Head of Data, she led a second major transformation, consolidating UK data into a central estate and delivering an award-winning programme that required strong strategic vision and deep business partnership. Since becoming UK Chief Data Officer in 2022, she has focused on strengthening collaboration between data and business teams, implementing a new operating model, modernising the technology landscape and championing intelligent automation and AI. Elements of her data strategy have since been adopted across the wider Zurich group.
Alex is recognised as a leading figure in the UK data community. She was part of the team that won the 2023 DataIQ Award for Best Data Outreach Programme, was ranked number one in the DataIQ 100 in 2024, and featured in the list in 2023. She is an active member of the DataIQ community, regularly speaking at events and contributing to industry discussions and roundtables.
As a data and AI leader, which traits and skills do you think matter most, and which of those have been most influential for you in your current position?
“I believe effective data and AI leadership starts with having a clear vision, one that’s shared across the organisation. Everything you do should move you closer to that end state, but you also need to be willing to adapt that vision as things change. This space moves fast, so adaptability and the ability to pivot are critical.
“It’s not just about technology; it’s about understanding your business, what makes it tick, what it needs to achieve and then building partnerships across business and technology areas to make that happen. Collaboration is key, and so is trust: trust in the data, trust in the AI, and trust in the leadership driving it.
“Great leaders also look beyond their own walls. You need to know what’s happening outside your organisation, who’s succeeding, where others are struggling and keep learning. This is a continuous journey, and staying up to date with advancements helps you spot opportunities early.
“Leaders aren’t islands. Building diverse, high-performing teams is critical. Your ability to deliver depends on who you have around you, whether that’s internal talent or external partnerships. Every decision about who you bring into the team and how you empower them matters because the right mix of skills and perspectives is what drives success.
“In my organisation, we’ve seen real impact through focusing on Responsible AI. We’ve put guardrails in place so that when we innovate, we do it consciously and safely. We’ve educated the business on why these questions matter, and the biggest wins come when we have true partnerships, where everyone believes in what we’re building and works toward it together. I feel most successful when business leaders are the ones explaining our AI initiatives to others; t’s not just a tech project it’s something the whole organisation owns.”
Reflecting on your career, what is one non-traditional piece of advice (outside of technical skills) you would give to an aspiring data or AI leader aiming for the C-suite?
“Don’t wait for permission to make an impact. If you spot something that isn’t working, or something that could be better, step in. Take ownership. That mindset has opened more doors for me than any job application ever could.
“One of the biggest turning points in my career started with a simple observation. I noticed a senior leader wasn’t getting the insight they needed. It wasn’t my job. No one asked me to fix it. But I knew I could help, so I took the problem away, came up with something better, and shared it, completely unprompted. That small act led to a conversation, then more opportunities, and ultimately shaped where I am today.
“It taught me two things: first, opportunities don’t always come with a label. Sometimes they’re hidden inside problems no one wants to own. Second, advocacy matters. Let people see what you can do and tell them what excites you and where you want to grow. People aren’t mind readers.
“Be proactive. Be visible. Back yourself. Stay curious. And remember you’re more than your job. Protect your energy. The best leaders lift others up and that starts with looking after yourself.”