Randy Bean is Founder and CEO of the Data and AI Leadership Exchange and a long-standing advisor to Fortune 1000 organizations on data and AI leadership. With more than four decades of experience, Randy has played a central role as a participant, observer, and thought leader in the evolution of data and AI.
Randy previously founded and led NewVantage Partners, a data and AI advisory firm established in 2001, which was later acquired by global consultancy Wavestone in 2021. Following the acquisition, Randy served as Innovation Fellow until early 2024. Across his career, he has worked closely with senior executives and boards to shape data strategies, governance models, and organizational transformation.
In addition to his advisory work, Randy is a recognized author and commentator on data-driven leadership. He is the bestselling author of Fail Fast, Learn Faster: Lessons in Data-Driven Leadership in an Age of Disruption, Big Data, and AI and a regular contributor to Forbes, Harvard Business Review, and MIT Sloan Management Review. His perspectives have also been featured in The Wall Street Journal, The New York Times, and The Economist.
Randy is a frequent keynote speaker and moderator at industry events, known for his ability to connect emerging trends with practical leadership challenges. In recognition of his contributions, Randy received the DataIQ Lifetime Achievement Award in 2025.
Which traits and skills do you believe matter most for effective data and AI leadership? Which of these have been most influential in your organization and why?
“Once again, the role seems to be undergoing rapid change, according to forthcoming data of an annual survey that I have conducted since 2012. With the rapid proliferation of AI, 53% of companies report having appointed a Chief AI Officer (or equivalent), believe that one is needed, or are expanding the CDO/CDAO mandate to include AI. AI is also leading to a greater focus and investment in data, according to 93% of respondents.
“These periods of evolution can be confusing to both CDAIOs and their broader organizations. Responsibilities, reporting relationships, priorities, and demands can change rapidly, as can the skills needed to do the job right. In this particular case, the massive surge in interest in AI has driven organizations to invest heavily in piloting various AI concepts. (Perhaps too frequently.) These AI initiatives have grown rapidly and often without coordination, and leaders have been asked to orchestrate AI strategy, training data, governance, and execution across the enterprise.
“To address the challenges of this particular era, I believe that companies should think of the CDAIO as both evangelist and realist; a visionary storyteller who inspires the organization, a disciplined operator who focuses on projects that create value for the company while terminating those that do not deliver a return, and a strategist who deeply understands the AI technology landscape.”
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?
“Focus on the business needs. Listen, learn, adapt, and grow.”