Fernando Schwartz is Chief AI Officer at Claritev, where he leads efforts to translate advances in data and artificial intelligence into durable business value. His career has been defined by a consistent focus on moving AI from experimentation to real-world adoption, embedding it into decisions, products, and operating models at scale.
Fernando has led global applied AI and analytics organizations across Fortune 250 enterprises and high-growth startups, often operating at critical moments where emerging technology intersects with strategic business transformation. Across these environments, Fernando has focused on ensuring that AI delivers measurable impact and technical innovation.
He began his professional career in academia as a tenured professor of mathematics and data science, where he developed a strong foundation in rigor, intellectual discipline, and long-term thinking. This background continues to shape his approach to AI leadership. Transitioning into industry reinforced his view that technology is rarely the limiting factor as success depends on alignment, trust, and effective leadership.
Fernando’s perspective is grounded in the belief that the next phase of AI is defined by intentionality rather than novelty. He emphasizes building teams with both depth and diversity, aligning AI initiatives with clear business purpose, and designing systems that are trustworthy, scalable, and resilient.
Through his work, Fernando focuses on helping organizations navigate this shift, ensuring that AI is applied in ways that are practical, principled, and capable of delivering sustained transformation.
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?
“Effective data and AI leadership requires a combination of technical credibility, strategic clarity, and human judgment. While deep understanding of data, models, and platforms remains essential, it is no longer sufficient on its own. The most effective leaders are those who can contextualize AI by translating complex capabilities into clear business priorities and actionable decisions.
“Strategic focus is critical. With the pace of innovation accelerating, leaders must be able to distinguish signal from noise, make principled trade-offs, and align AI investments to outcomes that matter. This requires both intellectual rigor and the confidence to say no as often as yes.
“Equally important are communication and influence. Data and AI leaders operate in highly cross-functional environments, where success depends on trust, shared ownership, and cultural adoption. The ability to engage executives, technologists, and domain experts around a common narrative is a defining skill.
“In my organization, the traits that have been most influential are technical depth paired with pragmatism, and a strong bias toward accountability and value generation. Establishing credibility enables faster alignment, while clear ownership ensures AI initiatives move beyond experimentation to sustained impact.
“Finally, a commitment to responsible and ethical AI has been essential, building confidence among stakeholders and creating the conditions for AI to scale safely and durably across the enterprise.”
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?
“One non-traditional piece of advice I would offer is to focus less on trying to impress, and more on building genuine trust. This perspective was shaped by a lesson I learned from my wife: credibility is not earned by demonstrating how smart you are, but by making people want to work with you.
“For aspiring data and AI leaders, this means showing up with authenticity, humility, and intellectual honesty. Be clear about what you know, transparent about what you do not, and open to learning from others, especially those outside your domain. In complex, fast-moving environments, people follow leaders they trust, not just those with technical authority.
“This approach has been central to my own leadership journey. It has enabled stronger partnerships across functions, faster alignment at the executive level, and more resilient teams. Ultimately, influence in the C-suite is built as much on relationships and character as it is on expertise, and those foundations determine whether leadership impact is lasting.”