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David Henderson, Chief Geospatial Officer, Ordnance Survey

What has been your path to power?

 

I’ve always been fascinated by the power of mapping, of geospatial data and technologies, and I’ve been blessed with the good fortune of being able to spend all of my career working directly with location data. Starting out in survey and photogrammetry and after completing a Masters in Geographic Information Science, I spent the formative years of my career developing the geospatial capabilities of a leading environment consulting firm in their environment modelling practice.

 

Subsequently, I’ve spent the last 20 years of my career at Ordnance Survey contributing to the continued growth of one of the world’s leading geospatial knowledge businesses. From roles in technical consultancy to leadership roles in product management and delivery of our public task, today I lead the development of our company strategy and the core geospatial capabilities that define Ordnance Survey’s position, reputation and contribution as a leader in the national and international geospatial industry.

 

Along the way I have worked with amazing colleagues, challenging managers and mentors, and have had the good fortune of spending time in the company of some of the most innovative and inspirational geospatial leaders – both here in UK and internationally.

What impact has the pandemic had on the role of data in your company/organisation?

 

As a world leading geospatial service provider, data has been well established as both a core asset and core capability for a long time in Ordnance Survey. However, the last two years have served as a wider reminder of the role of our location data in ensuring the resilience of a nation, whilst at the same time highlighting the important, yet often overlooked, unique aspects of foundational data that play a unifying role in what has become a highly connected digital ecosystem. As we develop our data capabilities further, the demand for timely and actionable insight which is both authoritative and trusted is at the heart of our strategic planning.

Does data now have a seat at the table during strategic discussions? If not, what will it take to get it there?

 

Yes, absolutely. The choices we make are strategically informed by the opportunities to improve and develop our core data assets, services and capabilities that underpin the critical place infrastructure of one of the best mapped nations in the world!

 

Our data is relied upon by thousands of government and commercial customers every single day and it inspires millions of consumer customers to get outside, find new places and enjoy their leisure time – promoting physical and mental wellbeing. Part of my role in particular is to ensure that data is well represented in strategic discussions and to champion the role of data in ensuring our long term business success.

 

What are your key areas of focus for data and analytics in 2022?

 

The demand and expectations for national foundational data that is Q-FAIR – quality, findable, accessible, interoperable and reusable – is baked into the heart of our data roadmaps at Ordnance Survey. As more and more data become available, not least from “always on” space sensors, the opportunity to enhance the provision of location insight for a new generation of customer use cases is exciting, and, with the advent of AI and ML, our geospatial data scientists are able to help us work quicker and provide data-driven advantages for our customers that until now have been out of our reach.

 

Tell us what leadership means to you in the context of your role as a senior data leader.

There is an oft-used phrase that “what has got us here, won’t get us there” and I think it usefully plays to the unparalleled levels of opportunity that geospatial data has in addressing some of the world’s most pressing issues – whether they be resilience in an economic, health, environmental or social context.

 

As a senior data leader, I’ll continue to act as an evangelist for geospatial data and hopefully inspire others to embrace similar levels of curiosity in the world around them and the role that geospatial data can and does play in helping to make the world a better place.

What key skills or attributes do you consider have contributed to your success in this role?

 

Oh gosh, that’s a great question. Curiosity is important – every day is a learning day and I never tire of seeing new insights and new patterns revealed in data that describe our world better. However, increasingly in a world where none of us have the ability to solve all the problems on our own, I think it’s really important to show humility and respect in developing collaborations with others.

 

How did you develop – and continue to develop – these skills or attributes?

 

Creating sufficient space and time to continually learn is one of the most challenging aspects of modern business, I think. Post-pandemic and in an era of hybrid working, it’s not as easy to rely on traditional opportunities to collaborate informally day-to-day.

 

I’m conscious that a big part of my development as a data leader can be directly associated with the time spent with the colleagues I’ve been lucky enough to work with – whether that was in the office, in interactions with customers and business partners or through active participation in global networks such as the UN’s Committee of Experts on Global Geospatial Information Management, to which I’ve led the UK delegation since 2016.

Is the data tech you have keeping pace with your goals and requirements? Are your providers leading or lagging behind your demands?

 

I think the answer is quite context specific. We are increasingly awash with data and we certainly have great tech to work with. However, I’d still value greater partnership and collaboration between organisations that we work with to ensure that the impact of our collective endeavours is ever greater than the sum of our individual contributions.

 

David Henderson
has been included in:
  • 100 Brands 2022 (EMEA)

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