Dave Mason is Chief Data Officer at Thales UK, where he leads the organisation’s data and AI strategy across both enterprise and mission-critical environments.
He began his career in the defence sector, developing a strong foundation in statistics, systems modelling and complex engineering project lifecycles. Over time, Dave progressed into senior leadership roles spanning engineering, project delivery, supply chain and services, consistently applying a data-centric approach to improve performance and deliver business outcomes.
In 2019, Dave was tasked with establishing Thales UK’s data team, becoming full-time Chief Data Officer in 2021. He has since scaled the function to deliver a portfolio of data and digital products used widely across the organisation. By 2025, these products were supporting two-thirds of UK employees, augmenting decision-making and day-to-day operations. That same year, Dave’s remit expanded to include oversight of how data and AI are embedded within Thales’ deployed products and systems, including assured AI within complex mission environments under the cortAIx framework, which is an area that demands a very different approach to enterprise IT.
As Thales moves into its next phase of scale, Dave is focused on integrating back-office and front-office data capabilities, alongside the responsible application of generative AI and agentic technologies.
His leadership is driven by a clear motivation: delivering tangible outcomes for users by deeply understanding operational needs and enabling talented, delivery-focused teams to apply data and AI in ways that are trusted, practical and impactful.
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?
“Success as a Chief Data Officer requires a diverse range of traits and skills, and I actively seek to develop mine every day. I believe many within our organisation are data and AI leaders, and recognising, mobilising, and engaging this network is essential – everyone acts as a change agent, each contributing unique strengths to our transformation.
“The most critical element is to inspire and align people against a clear vision through effective leadership and engagement. Underpinning this are important traits: inquisitiveness, genuinely understanding people’s challenges; business-mindedness, focusing on outcomes, not just technology; adaptability, embracing different routes to success; and building trust, ensuring the organisation is committed to the strategic roadmap.
“Core skills required are more evident: expertise in AI and ML, understanding technology adoption patterns, mastery of data governance, assurance and ethics, alongside project, operations, change management, and financial acumen.
“The key to our success has been wide engagement, forming strong teams that deliver on commitments, and maintaining a relentless focus on achieving impactful outcomes for our users and the business.”
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?
“As data leaders, our impact depends on coupling technical expertise with strong business acumen. At the C-suite level, there’s no room to remain a niche data specialist or technologist.
“Success comes from speaking the language of business, focusing relentlessly on outcomes, and aligning our priorities with organisational objectives. By deeply understanding our C-suite colleagues’ business drivers, we ensure our data and AI strategies directly support their vision and execution. Only with this mindset do we become true partners; fully integrated and indispensable to overall business strategy.
“I will also add resilience and determination. Achieving a C-suite position will involve setbacks, upsets, and the need for adaptability!”