Louise Maynard-Atem is Deputy Director for Data, Insights and Counter Fraud at the Government Digital Service (GDS), where she leads teams applying data science, analytics and technology to some of the most complex challenges in public service delivery.
She began her career in academia, completing a PhD in materials chemistry, before recognising that her greatest interest lay in applying the scientific method to a far broader set of problems. That insight led her to the Operational Research Fast Stream, where she worked across the Department of Health and the Ministry of Defence, using data-driven analysis to inform policy and decision-making.
Over the following decade, Louise built a career focused on helping organisations make more informed decisions across a range of sectors, including defence, financial services, identity verification and fraud detection. Working across these varied environments reinforced her view of data as a universally valuable capability, and sharpened her ability to analyse, interpret and communicate insight in ways that influence both strategic and operational outcomes.
In 2022, Louise returned to government, joining GDS in her current role. Her decision was shaped by the experience of the pandemic, which highlighted the critical role data plays in building public understanding and enabling effective public services. She also brings perspectives gained from the private sector, where she saw first-hand the impact of advanced data exploitation at scale.
At GDS, Louise is focused on building high-performing data teams and creating the conditions for responsible, impactful use of data. She views it as a privilege to lead talented professionals in applying data to problems where the stakes for citizens and government are highest.
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?
“In terms of traits, intellectual curiosity and a constant willingness to learn and adapt are key. The speed at which the AI landscape is evolving requires active and frequent engagement with technology; which in turn fosters a culture of learning and experimentation that flows to our teams as well.
“In terms of skills, I believe three main areas are key: The ability to understand where cutting edge technology can be applied to the most challenging problems (and equally where it can’t and shouldn’t be applied); to scope out how this can be tested at a small scale; and then the ability to scale this solution to deliver maximum value.
“There are many examples, particularly where AI is concerned, of a technology solution looking for a problem; and there are also many examples of small-scale PoCs that remain just that.
“Within government it has been vital to identify the problems where AI can be most impactful, and then to be able to design and iterate at pace and increasing scale.”
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?
“1. Be a translator. As you move towards the C-suite, your unique value-add will be bridging the gap between technical and business domains; you will need to be equally fluent in both.
“2. And this is really linked to number 1 – focus on communication skills. If you can’t communicate your ideas in a way that chimes with both technical and non-technical audiences, the C-suite will remain just beyond your reach.”