Amanda Svensson is Deputy Director of Applied Data & Insight at the Cabinet Office, working at the intersection of data, technology, policy, and delivery. She began her career in academia, completing a PhD in biophysics, before joining the UK Civil Service in 2016. She started at the Cabinet Office and Number 10 as Chief Data Scientist for the Government Communication Service (GCS), where she built the first central data capability from the ground up.
Since then, Amanda has led work to embed data and artificial intelligence across government communications and policy functions, establishing teams, standards, and ways of working that enable data and AI to deliver practical value at scale. Her roles have consistently focused on turning analytical and technological capability into real-world impact, both within individual organisations and across the wider government profession.
Amanda’s perspective is shaped by balancing user needs, organisational value creation, and the evolving possibilities of data and AI. She is particularly interested in how these tools can be used to redesign work rather than simply augment existing processes—opening up new forms of analysis, support, and drafting that were previously unattainable at scale.
Working in a profession that supports thousands of colleagues across hundreds of organisations, Amanda places strong emphasis on the “people factor” in data and AI transformation. She champions deliberate approaches to change that prioritise usability, trust, and confidence, underpinned by clear guardrails, training, and support. Her work focuses on helping teams adopt data and AI responsibly and effectively, enabling faster, better-informed decisions across government.
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?
“The traits that matter most, in my view, are multidisciplinary leadership and real empathy for colleagues, end users, and how work is changing.
“The best AI outcomes I’ve seen come from teams that combine ethics and policy, product and engineering with user research and behavioural insight, informing both the product and the strategic communication. That diversity of thought and backgrounds is not ‘nice to have’, it is what turns a pilot into something people can trust and use day in and day out, in the flow of work.
“Adoption needs to be consciously designed, not assumed, and it depends on bringing people with you.”
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?
“Treat AI as a choice about the kind of organisation you want to be. We have the choice to create systems that augment people, protect professional judgement, and free up time for higher-value work, rather than quietly automating responsibility away and eroding skills.
“Adoption is never a given, it is earned through trust, transparency, training, and a culture where people can question outputs without fear. Thoughtful, ethical implementation can make AI a force for better outcomes.”