Denholm Hesse is Chief Data Officer at BDO, responsible for establishing the firm’s data strategy and building a data-driven culture. As BDO’s inaugural CDO, he leads the Data Office with accountability for data governance, analytics, data engineering and platforms, focusing on empowering colleagues through trusted, accessible data and delivering measurable business value.
Denholm began his career at Deloitte Digital, working as a consultant on data transformation programmes for financial services clients. During this time, he developed a strong grounding in data strategy, customer analytics, reporting and governance, alongside building long-term client relationships. He later joined Prudential as Head of Data and Analytics, where he built a data and analytics function from the ground up to support Pru Wealth’s digital transformation.
Following the merger of Prudential UK and M&G plc, Denholm took on an expanded role as Director of Data across Customer and Distribution. He led data engineering, analytics, digital analytics and data platforms, scaling teams significantly and embedding data-driven decision-making across retail and savings businesses. Under his leadership, data capabilities supported growth in assets under management while maintaining a clear focus on operational excellence and business outcomes.
At BDO, Denholm has continued this value-led approach, delivering impact through efficiency improvements, cost reduction, revenue growth and regulatory compliance initiatives. He is also a member of the DAMA UK Executive Board, contributing to the advancement of the data profession.
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 combine commercial acumen with pragmatic execution. In my experience, being easy to work with is fundamental as data leadership requires collaboration across every part of the organisation, and if you’re difficult to engage with, even the best strategy will fail.
“Understanding what pays the bills and consistently focusing on business outcomes has been critical in my organisation. It’s easy for data teams to get excited about technical possibilities, but our stakeholders care about revenue, cost, risk, and customer experience. Grounding every initiative in these outcomes builds credibility and secures ongoing investment.
“Building capabilities that scale matters enormously. We can’t manually service every data request or build bespoke solutions for each use case. Sustainable success comes from creating platforms, products, and practices that enable the organisation to self-serve and grow data maturity independently.
“Finally, knowing when to be firm is essential. On issues like data governance, security, or ethical AI use, there are times when you need to hold the line, even when it’s uncomfortable. Balancing approachability with principled leadership builds both trust and credibility.”
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?
“Firstly, practice active listening and learn to say less. Early in my career, I felt pressure to have all the answers and demonstrate expertise in every conversation. I’ve learned that truly understanding the problem by listening without planning your response is far more valuable than showcasing technical knowledge.
“Secondly, embrace consistency over heroics. There’s a temptation in data leadership to chase the shiny new technology or tackle only the most complex, visible challenges. But sustained impact comes from showing up consistently, doing the unglamorous work, and building trust through reliability.”