Karl O’Hanlon is Chief Data and Analytics Officer at Veolia, where he leads the group’s global data and AI agenda, with a focus on delivering tangible value for both operational and corporate teams.
He joined Veolia in 2010 as a data analyst on a London contract, applying data to improve performance and inform decision-making. A defining moment came during the London Olympics, where he led complex analysis of service disruptions and optimised operational planning across the city. The work proved to be a step change in how data could be used at scale in a live, high-pressure environment.
Karl went on to manage the Business Performance function for London and then the UK, before becoming Head of Data and Analytics for the UK and later Northern Europe. Throughout this progression, his remit expanded steadily in scope, responsibility, and geography.
For the past two years, Karl has served as Group Chief Data and Analytics Officer, spearheading Veolia’s global data transformation. His role spans the delivery of AI solutions, the creation of sustainable technical foundations, and the leadership of a cultural shift in how data is used across the organisation. The programme is well underway, with active global communities engaging both technical and non-technical audiences, globally deployed AI solutions (including work recognised with the Breakthrough in Data and AI Award at the DataIQ Awards 2025), and a growing portfolio of high-value global initiatives.
Karl’s career at Veolia reflects sustained growth and increasing responsibility, underpinned by a consistent commitment to using data and analytics as a driver of organisational performance and innovation.
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?
“I have been lucky to work in my organisation close to the operations and learn a lot about the operational processes that underpin our performance in many areas of the business. As I have progressed in my career it has allowed me to retain a different perspective on what is important to the person on the ground and what really matters.
“It can be relatively easy for data leaders to think of ways to improve processes with AI or data, but translating this to someone from a different mindset is a great skill to have.”
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?
“For me it’s simple: work hard and take risks. If you are aiming for C-suite you need to be able to take on difficult challenges and execute them well.”