Peter Laflin is Director of Data and Analytics (Chief Data Officer) at Morrisons Supermarkets, where he leads the company’s group-wide data capability with a strong focus on commercial value and customer impact.
He began his career teaching maths and computing to adults, developing an early strength in translating complex technical concepts for non-technical audiences. As his role evolved, he took on a more entrepreneurial remit, using database marketing to identify new learners and maximise income, an experience that shaped his belief that data must always serve a clear business purpose.
Peter moved into database marketing roles in the mid-2000s, applying data to drive sales growth and cost control while deepening his understanding of the underlying technologies. He later joined a digital agency, where he established a data practice to help clients use data and digital tools to optimise customer journeys and improve profitability.
He joined Morrisons in 2019 to build and lead the data science function, recruiting multidisciplinary teams and helping the business understand the value of its data. Since then, his remit has expanded to Director of Data and Analytics, overseeing the creation of a group-wide data function from the ground up. His work has included leading cloud migration, enabling real-time analytics and democratising access to data across the organisation.
A data scientist at heart, Peter brings a pragmatic leadership style focused on curiosity, clarity and delivery. He believes effective data leadership lies in making complex ideas accessible, balancing rigour with practicality, and ensuring data solutions deliver tangible commercial outcomes and meaningful customer value.
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 leadership requires a balance of technical vision, competency, and human-centric storytelling. The ability to translate ‘data things’ into a narrative that resonates with the boardroom and the shop floor is paramount. Without this translation, even the best AI remains a theoretical exercise and a missed opportunity.
“I think that pragmatism and curiosity have been the most influential cultural traits we’ve sought to develop in our data teams. Retail moves at pace; we do not have the luxury of academic perfection. I have championed a philosophy where ‘good enough is good enough’; coaching my teams to prioritise speed-to-value over marginal model improvements.
“This mindset shift has been critical for Morrisons. It allowed us to rapidly democratise data, putting tools directly into the hands of colleagues rather than keeping insights locked in a silo. By demystifying data and proving its immediate utility in solving daily frustrations, we have moved from being a back-office function to a strategic partner that drives tangible commercial value.”
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?
“My advice is to cultivate the mindset of a teacher. Early in my career, I learnt a crucial lesson: the smartest solution is worthless if you cannot explain it to the people who need to use it. In the C-suite, your success relies less on the sophistication of your algorithms and more on your ability to demystify them.
“You must be able to translate complex probabilistic outcomes into clear, commercial narratives that build trust with non-technical peers. If you can make the CFO and the Operations Director feel confident in the ‘why’ behind the AI, the ‘how’ becomes secondary. Focus on clarity, empathy, and storytelling and this is how you truly bring the art to the science.”