Headline Partner

Rich Pugh, Chief Data Scientist, Ascent

Describe your career to date

As a trained statistician and data scientist, my early career was all about fitting mathematical models to data to drive decision-making.

However, I was always far more interested in the outcome than the analysis itself, which led to a move into consulting with Insightful.

This allowed me to work across a range of industries and to understand how data could add value in a variety of situations.

Inspired by the potential for data to drive value and underpin more modern business models, I co-founded Mango Solutions in 2002, growing it into one of the most recognised data science consultancies in the UK. We became trusted partners to some of the largest organisations in the world (such as HSBC, GSK, Shell, Lloyds and S&P Global), delivering professional data science solutions across a variety of sectors. My business partner and I built Mango to 75 people, winning the DataIQ data and analytics team of the year award in 2020.

In November 2020, Mango was acquired by Ascent, an established data and software engineering company. At Ascent, I have built and now lead the data consulting practice which focuses on helping organisations better understand their data opportunity (through data strategy, ideation and data literacy).

What key skills or attributes do you consider have contributed to your success in this role?

I use my mathematical background, mixed with my experience building and running a company, to envisage new business models based on the potential of data and analytics

What level of data maturity do you typically encounter across your client base and what tends to hold this back?

It’s a real mix, still. I think every organisation I work with understands that data has the potential to drive real value and underpin more modern business models, but the conversation is still difficult. I regularly have clients say “we want to be a more data-driven organisation” (or whichever language is preferred), but the “next” sentence is still difficult.

It’s an obvious thing to say, but culture and change are still the big things holding organisations back, which means data initiatives are still delivered at the periphery for many organisations. Tactical, value-creating initiatives are great, but they aren’t going to fundamentally change an organisation.

Beyond that, there are still common challenges around finding appropriate levels of data management, and accessing the skills needed to deliver well and at pace.

What trends are you seeing in terms of the data and analytics resources your clients are demanding from you?

There still seems to be a real shortage of highly-experienced data professionals. We’re at a point where we can hire strong data analysts, engineers, architects and scientists which is great to see. However, it is still hard to find those experienced heads who can guide activities from a point of experience.

What challenges do you see for data in the year ahead that will have an impact on your clients and on the industry as a whole?

Fatigue, perhaps. I’ve seen lots of organisations this year who have spent years investing in data for it not to deliver on the expected outcomes, perhaps driven by ambiguity around the right question to answer, or simply because we’re not supporting the change in the business. More recently, I’ve had a few conversations with businesses experiencing data fatigue – a weariness about ’going again’ with data. Investing in new initiatives that have similar language to a previous failed endeavour.

How are you developing the data literacy of a) your own organisation and b) your clients?

I’ve been very lucky in the past year to sit in boardrooms and leadership meetings of a variety of clients (and internally too). Helping them to have ’the data conversation’ where we reduce the barriers by creating a common language, enabling a great discussion about the role that data will play in their/our future success. When I look across the work I do, the moments where we’re able to create the right environment for the conversation to happen are easily among the most rewarding for me.

How are you tackling the challenge of attracting, nurturing and retaining talent?

We’ve in a very fortunate position as we work across many industries and organisations. Creating an environment where no two days are the same creates a dynamic environment that helps us to create, support and retain a fantastic team.

Rich Pugh
has been included in:

100 Enablers 2020 (EMEA)
100 Enablers 2021 (EMEA)
100 Enablers 2023 (EMEA)

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