Greg Freeman is the CEO and Founder of Data Literacy Academy, where he focuses on addressing the human side of data and AI transformation. His route into data leadership came from a commercial, rather than technical, background. As a commercial leader, he found that increasing his own data fluency fundamentally improved his ability to understand audiences, identify where value was being created, and make more informed decisions. This gradual realisation shaped his belief that data literacy is a critical differentiator for modern organisations.
Greg’s perspective was further shaped by repeatedly observing the gap between the potential of data and what organisations actually achieve in practice. He saw capable, non-technical leaders struggle to extract meaningful insight, while significant technology investments failed to translate into tangible business outcomes. This disconnect led him to establish Data Literacy Academy, with a deliberate focus on building understanding, confidence and capability among decision-makers, rather than concentrating solely on tools and platforms.
The rapid rise of accessible AI in recent years has reinforced his conviction that literacy—the ability to understand, question and work effectively with data and AI—is essential for real value creation. Greg’s work is grounded in a simple principle: data and AI only matter when they deliver meaningful outcomes for stakeholders, whether in commercial environments or the public sector.
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 trait is intentionality, being deliberate about bringing people on the journey rather than assuming change will happen organically. Too many organisations treat data and AI transformation as someone else’s problem, but effective leadership requires senior-level material championship and sponsorship.
“Understanding the art of the possible is equally vital. Many senior commercial leaders don’t understand this space well enough to champion it meaningfully. Without that understanding, you can’t create the culture necessary for success. This requires curiosity and a willingness to engage beyond surface-level awareness.
“The ability to focus on outcomes over outputs has been most influential in our organisation. We measure success through a robust value realisation framework, which allows us to show the impact on culture and the bottom line.
“Finally, respect for the human element matters immensely. Data and AI aren’t silver bullets, and technology alone won’t solve these challenges. Leaders need empathy to understand that people must think and behave differently to achieve transformation. Without engaging people meaningfully and helping them see how data and AI make them more valuable in their roles, you won’t drive the cultural change necessary for sustainable success.”
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?
“Aspiring data and AI leaders must deeply understand value creation because technical expertise alone won’t accelerate your career. Value creation is the economic premise that separates project delivery from strategic leadership.
“Understanding value creation means knowing how your initiatives translate into tangible outcomes: increased revenue, reduced costs, improved customer experience, or enhanced competitive advantage. This understanding allows you to speak the language of the boardroom, justify investments, and demonstrate ROI in terms executives care about.
“Leaders who master this can prioritise initiatives based on potential value rather than technical sophistication, build compelling business cases that secure funding, and measure success through outcomes that matter to stakeholders. They become business leaders who happen to specialise in data and AI, rather than technologists asking for a seat at the strategic table.
“This perspective transforms how you’re perceived and the opportunities you’re offered, accelerating your progression into truly influential leadership positions.”