Robert Barbour is Data Integration and Insights Director at Travis Perkins PLC. He began his career as a graduate consultant at Accenture, where he spent 13 years working on large-scale transformation programmes across Asia, Europe, the UK, and Africa. Specialising in data engineering and analytics, he supported organisations across government, communications, high tech and banking, gaining deep experience of end-to-end delivery and close collaboration with business change teams. His expertise led to recognition as a subject matter expert, frequently undertaking quality assurance reviews for data-led programmes across the EMEA region. As his career progressed, Robert expanded into commercial strategy, sales, and senior stakeholder management.
He joined Travis Perkins PLC, the UK’s largest distributor of building materials, initially as Head of Data, before being promoted to Data Director in 2019. In 2020, he became Group Data and Insights Director, with responsibility for data governance, engineering, and data science. In 2025, his remit broadened further to include ownership of data integrations across the group’s supply chain.
Alongside his executive role, Robert was elected as a Non-Executive Director of GS1 UK in 2023 and re-elected in 2025 for a second three-year term. He also serves on the Audit and Risk Committee. These roles have reinforced his focus on the importance of end-to-end data value chains, clear storytelling and strong governance. He is a committed advocate for cyber security, ethical data management, and developing the next generation of data leaders, aiming to build trusted data ecosystems that underpin effective data and AI transformation.
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 leadership in data and AI requires a delicate balance between technical vision and commercial reality. In my experience, the most critical traits are strategic storytelling, proactive business engagement, delivery excellence, and commercial acumen. These skills enable a leader to bridge the gap between the complex ‘art of the possible’ and tangible business value.
“In my organisation, the most influential combination has been deep business engagement paired with strategic storytelling. By speaking the language of stakeholders rather than relying on technical jargon, I have fostered stronger cross-functional relationships. Learning this was a pivotal turning point; I realised that a lack of clarity slows decision-making and alienates stakeholders.
“When you combine high-level engagement with consistent delivery excellence, you build a foundation of trust. This trust acts as the catalyst for a collaborative culture, ultimately unlocking the data innovation and strategic opportunities necessary for the business to evolve.”
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?
“I would recommend adopting a C-suite mindset, whether from the perspective of a CEO, COO, or CFO. I would constantly ask: ‘What are the primary objectives of our leadership, what are their key focus areas, and how can data and AI act as a value unlock, rather than a perceived cost centre?’
“I recommend that aspiring data leaders remain proactive in their stakeholder engagement, listening intently, honing their storytelling skills, and staying current with the rapid advancements in technology and AI. This ensures you can always provide an art of the possible perspective when solving modern business challenges.
“Furthermore, aspiring leaders should be dedicated people developers, committed to cultivating the next generation of Data and AI talent and supporting them as they navigate their careers. One of the key highlights for me in my current role has been seeing more than 100 people complete data apprenticeships vastly transforming their data literacy and skills.”