Rajiv Kolagani is Chief Data and AI Officer at Lurie Children’s Hospital, where he leads enterprise data and AI strategy to improve clinical quality, operational performance, and patient engagement. With more than two decades of experience in the healthcare industry, Rajiv has built a career focused on applying data and analytics to drive meaningful outcomes across both provider and payer organizations.
Rajiv began his career in technical roles, developing a strong foundation in software engineering and analytics. He later earned an MBA to bridge technology with business strategy, shaping his ability to align data initiatives with broader organizational goals.
Throughout his career, Rajiv has held senior leadership roles at organizations including Duly Health and Care, DaVita, and Centene. In these roles, Rajiv led large-scale data initiatives and digital transformations, including scaling Medicare Advantage analytics, implementing value-based care models, and deploying AI-driven population health solutions to improve patient outcomes.
His experience also includes leading major technology modernization efforts, where he developed a clear perspective on the importance of people, process, and governance in delivering successful transformation.
At Lurie Children’s Hospital, Rajiv is focused on building a comprehensive data and AI program that integrates technology with clinical and business priorities. His leadership reflects a pragmatic approach, emphasizing that success in data and AI depends not only on technical capability, but also on strong governance, effective change management, and a clear focus on real-world impact.
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?
“Strategic vision and business acumen: Ability to align data/AI initiatives with core business and clinical goals.
“Communication and storytelling: Skill in evangelizing data’s value, building data literacy, and fostering trust among stakeholders.
“Collaborative leadership: Breaking silos and bringing multidisciplinary teams together (AI is a team sport, not a one-person show).
“Governance and ethics mindset: Commitment to responsible AI use, data quality, and risk management to maintain trust and compliance.
“Adaptability and continuous learning: Staying abreast of rapid technological and industry changes in this fast-evolving field.
“In my organization, strategic vision and collaborative leadership have been most influential. Lurie Children’s initially had issues with data trust and adoption, so I needed to unite IT, clinicians, and executives around a shared strategy.
“By clearly linking data initiatives to patient-care outcomes and involving stakeholders early, we built confidence and momentum. Likewise, establishing a strong governance framework and open communication channels helped create a culture where data and AI are embraced rather than feared. These traits have been critical in turning skeptics into champions and driving successful transformation.”
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?
“One non-traditional piece of advice I’d offer is to prioritize the human element over the technical. In other words, remember that AI is a team sport and success comes from collaboration and buy-in at all levels, not a solo genius.
“As an aspiring C-suite data leader, invest in relationships and change management skills. Spend time listening to colleagues in different departments, understand their pain points, and involve them in your data/AI initiatives. By building trust and shared ownership, you’ll ensure your solutions actually get adopted and make an impact. In my experience, the ability to communicate, educate, and inspire others has been just as important as technical acumen.
“Ultimately, your credibility as a leader comes not from having all the answers, but from empowering others to leverage data and AI effectively. (It’s an approach often overlooked by technically focused professionals, but it’s crucial if you want to lead at the highest levels.)”