Bhagyesh Phanse is Chief Data and Analytics Officer at Starbucks Coffee Company, where he leads global data strategy and advanced AI development to drive customer engagement, operational efficiency, and business growth. With more than 18 years of experience, Bhagyesh has built his career transforming data and analytics capabilities within large, customer-focused organizations.
Bhagyesh began his career in retail and grocery wholesale before spending nearly a decade at Macy’s. There, he modernized analytics by migrating systems to the cloud and deploying machine learning to improve merchandising, supply chain operations, and personalization. He later joined CVS Health, where he led AI and machine learning initiatives that enabled more personalized, customer-centric engagement at scale, serving over 75 million customers.
Since joining Starbucks in 2023, Bhagyesh has led the Data Science Center of Excellence and was subsequently appointed Chief Data & Analytics Officer. In this role, Bhagyesh oversees enterprise-wide data and AI initiatives, focusing on building strong data foundations, scaling advanced analytics, and embedding AI into core business processes.
Across his career, Bhagyesh has emphasized three consistent priorities: investing in scalable data platforms, building high-performing multidisciplinary teams, and applying human-centered AI to deliver measurable value. He advocates for a test-and-learn approach to innovation, balancing near-term impact with long-term capability building.
Bhagyesh’s leadership reflects a pragmatic focus on ROI and efficiency, ensuring that data and AI initiatives are closely aligned with business outcomes while enabling more agile and adaptive operating models.
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 most effective data and AI leaders blend technical expertise with human-centered leadership. Among the traits I consider essential, curiosity stands at the top with the willingness to explore emerging technologies, question assumptions, and continually seek better ways to deliver value.
“Equally important is clarity: the skill to translate complex concepts into actionable direction for teams across engineering, product, and business functions. I want to also emphasize integrity and responsible stewardship, recognizing that trust is the true currency of AI adoption.
“The traits that have had the greatest impact for me are collaboration, empathy, and disciplined execution. The ability to understand the pressures and priorities of different teams has helped break down silos and create alignment around shared outcomes. A commitment to structured, repeatable delivery has ensured that even ambitious initiatives move forward in a grounded, reliable way.
“I have found that these skills (curiosity, clarity, integrity, empathy, and executional rigor) not only strengthen leadership but also build the organizational confidence needed to adopt AI responsibly and at scale. Together, they have shaped a culture where innovation feels both exciting and dependable.”
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?
“The two pieces of advice I would give aspiring data and AI leaders is to always assume positive intent in all partners and to lean into ambiguous situations to create optionality and make data-backed decision recommendations.
“One of my mentors used to advise that he truly believes that no one wakes up in the morning and goes ‘Boy, do I want to mess up at work today!’ I have followed this advice throughout my professional journey and would encourage all data leaders – particularly in situations where their datapoints are in conflict with the opinions of their partners – to assume positive intent and actively listen to all viewpoints.
“I believe that rising to senior leadership roles is as much about strategy and decision making as it is about shaping the emotional energy of a room, especially when the path forward is uncertain. The leaders who stand out are the ones who can walk into moments of ambiguity and transform them into momentum, not by eliminating uncertainty, but by helping teams feel excited, curious, and grounded in the relative strengths of each option as they move through it together.
“Learn to navigate ambiguity with confidence and generosity, and you’ll naturally pull people toward the future you’re building.”