Davin Crowley-Sweet, OBE, is Director of Digital Technical Competence at National Highways, where he is responsible for transforming how the UK’s Strategic Road Network is designed, built, operated, and experienced through the effective use of data and technology.
As National Highways’ first Chief Data Officer, Davin led the UK public sector’s first enterprise-wide data valuation, demonstrating that the organisation’s data estate is worth more than £60 billion, which is around half the value of the physical road network itself. This work reframed how data is governed, valued, and invested in across government, positioning it as a strategic asset rather than a supporting capability, and has been cited by Forbes.
In recognition of his contribution to road safety, Davin was appointed an Officer of the Order of the British Empire (OBE) in the King’s Birthday Honours 2025.
He also serves on the Advisory Board of the Digital Twin Hub at Connected Places Catapult, helping to shape the UK’s national approach to federated digital twins. His focus is on applying connected digital twins to the built environment in ways that reflect the needs of businesses and society, enabling more integrated, responsive and intelligent infrastructure.
With experience spanning both rail and road, Davin has led award-winning national data programmes covering data quality improvement, large-scale business transformation and the England-wide deployment of Connected Vehicle Services. Across his career, his work has centred on embedding data at the core of decision-making, risk assurance, and customer experience.
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 critical traits are strategic vision, credibility in both technology and business domains, and the ability to influence culture. Leaders must combine technical fluency with the capacity to articulate the economic and societal value of data and AI, ensuring these capabilities are embedded into organisational decision-making. Skills such as data valuation, governance design, and ecosystem thinking, including federated models and interoperability are increasingly vital.
“In my organisation, the most influential trait has been positioning data as a strategic asset rather than a support function. By evidencing that our data is worth over £60 billion, we reframed investment priorities and governance models, enabling data-driven transformation at scale. This approach has not only unlocked funding but also shifted mindsets, making data and AI central to risk assurance, operational efficiency, and customer experience.”
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?
“When you’re the first to do something different you hit every obstacle head on. And when you’re looking head and everyone is behind you, all you see empty road. Being a data leader can feel incredibly lonely and an uphill struggle. But if I’ve learned anything, it’s that if your behaviour and actions match your words, and your intent is good, there will be an army of silent support that will be there for you when you need it. Keep going.”