Rebecca Fitzgerald is Director of Data and AI at Yorkshire Building Society, where she leads transformation across technology, culture, and business strategy.
Her career at YBS spans customer operations, risk, compliance, analytics and technology, giving her a broad, end-to-end perspective on how data and AI underpin resilience, trust, and sustainable growth in financial services. In her current role, Rebecca has been instrumental in repositioning data from a compliance-led function to a strategic enabler of business value. This shift provided the foundation for the rapid design and deployment of the YBS AI Strategy, including regulatory-aligned policies, governance frameworks, and an operating model delivered at pace.
Rebecca’s remit covers IT, data and AI strategy, target architecture, business partnerships, self-serve data coaching, and governance, risk, and control. Backed by continuous learning, including an MIT qualification and application of ISO/IEC 42001, she champions ethical, scalable AI through robust, practical controls. A strong advocate for AI and data literacy, she has led initiatives to reimagine intelligent workflows and empower colleagues to adopt new technologies confidently and responsibly.
Key milestones include founding the Data Academy, sponsoring data foundations transformation initiatives such as a Single Customer View and Data Marketplace, and implementing a critical data elements framework to embed ownership and quality into decision-making.
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 and AI leadership requires a blend of strategic vision, technical acumen, and human-centred skills. The most critical traits include curiosity, adaptability, and the ability to translate complex concepts into clear business value. Leaders must foster a culture of continuous learning, champion ethical standards, and maintain a relentless focus on data quality and governance (and a good level of northern grit and resilience certainly helps to drive these agendas).
“In my organisation, the most influential skills have been inclusive leadership and the ability to drive cultural change. Anchoring transformation in people, through accessible upskilling, open communication, and psychological safety ensures no one is left behind as we accelerate into a data-driven, AI-powered future.
“Building multidisciplinary teams and encouraging a ‘test and learn’ mindset have enabled us to adapt quickly, experiment safely, and scale innovation. It is imperative for leaders to have a continuous learning approach, taking insights and information from broad networks and leading out sustainable, responsible agendas. We must protect the next generation from too much artificial casting shadows over real life and experiences.
“Equally important is the skill to bridge business and technology, aligning stakeholders around a shared vision and measurable outcomes. The ability to anticipate regulatory shifts, embed robust controls, and champion responsible AI has been vital in building trust and unlocking organisational appetite for change.
“Ultimately, it is the combination of empathy, resilience, and strategic clarity that has driven our success and positioned us for sustainable, AI-enabled growth.”
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?
“Master the art of storytelling, especially when it comes to explaining the ‘why, why, why’ behind data and AI. Effective leaders know their audience and tailor their narrative to connect technical initiatives to real business outcomes, human value, and organisational purpose.
“Storytelling is the bridge that helps stakeholders understand not just what you’re building, but why it matters, turning complex data and AI initiatives into relatable, actionable stories. It’s also essential for demystifying AI, helping people see beyond surface-level use cases to the real opportunities and risks.
“By anchoring every conversation in clear, compelling stories and always considering what resonates with each audience member, aspiring leaders can build trust, educate, inspire curiosity, and drive meaningful adoption.”