John Tucker, Director – Enterprise Data Governance, McDonald’s Corporation

Describe your career to date

I am the Director of Data Governance at McDonald’s, and my primary role is to create and implement artificial intelligence (AI) solutions, such as machine learning (ML) models. I work to align AI projects with our overall data governance objectives, ensuring that they comply with organizational goals and regulations.  

As part of my job, I oversee data quality and integrity, creating governance frameworks that address privacy, security, and compliance concerns. I collaborate with data scientists to provide access to reliable datasets and ensure that their models align with our data governance principles.  

Additionally, I prioritize ethical considerations, promoting transparency, fairness, and accountability in AI-driven decision-making. I also work to enhance team members’ data literacy through education and training programs, emphasizing responsible AI usage. I document all relevant information, manage metadata, and implement monitoring mechanisms to promote transparency, reproducibility, and ethical practices in McDonald’s AI and ML initiatives. This also includes governance internal and external use cases on generative AI. 

Data literacy is a key enabler of the value and impact from data. How are you approaching this within your organization? 

In my organization, I strongly emphasize enhancing data literacy as a critical enabler for maximizing the value we get from our data. I am developing specialized training programs to effectively increase understanding and use of our data products and tools. The goal is to empower team members to interpret, analyze, and leverage data in their day-to-day roles. 

I am also driving the adoption of standardized data products to create a common language and framework around data. This will facilitate better collaboration across various departments and enable more effective data-driven decision-making. 
I am conducting pilot programs and gathering market feedback to ensure these initiatives are aligned with real-world needs. This iterative approach allows me to continually refine our data governance and literacy initiatives. 

Lastly, I am formalizing support models and governance structures to make data literacy an ongoing organizational capability. By doing so, I aim to instill a data-literate culture that can adapt to our evolving business needs and technological landscapes. 

What role do you play in building and delivering conventional AI solutions, including machine learning models? Are you involved in your organization’s adoptions of generative AI? 

I am the Director of Data Governance at McDonald’s, and my primary role is to create and implement artificial intelligence (AI) solutions, such as machine learning (ML) models. I work to align AI projects with our overall data governance objectives, ensuring that they comply with organizational goals and regulations.  

As part of my job, I oversee data quality and integrity, creating governance frameworks that address privacy, security, and compliance concerns. I collaborate with data scientists to provide access to reliable datasets and ensure that their models align with our data governance principles.  

Additionally, I prioritize ethical considerations, promoting transparency, fairness, and accountability in AI-driven decision-making. I also work to enhance team members’ data literacy through education and training programs, emphasizing responsible AI usage. I document all relevant information, manage metadata, and implement monitoring mechanisms to promote transparency, reproducibility, and ethical practices in McDonald’s AI and ML initiatives. This also includes governance internal and external use cases on generative AI. 

What are the critical challenges to your data function that you are facing as its leader? 

As the leader of the data function, I am navigating multiple challenges: 

  • Driving the adoption of standardized data tools is challenging due to resistance to change. 

  • Maintaining high data quality is critical but challenging. 

  • There needs to be more skill literacy in data literacy, even with our training programs. 

  • Integrating a new data governance platform with existing processes is complex. 

  • Scalability is a concern as we grow and handle more data. 

  • Staying compliant with evolving data protection laws is an ongoing task. 

  • Resource constraints limit what we can achieve. 

  • Aligning all stakeholders on data expectations is crucial but challenging. 

  • Quantifying the ROI of our data initiatives is essential for securing future investment. 

Managing the organizational changes that come with these initiatives is complex; these challenges require a strategic, multi-faceted approach for successful navigation. 

John Tucker
has been included in:
  • 100 Brands 2024 (USA)

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