Robert Goodwin is Global Chief Data Officer at MSQ Partners, with a career shaped by a deep interest in solving problems with measurable outcomes. He studied mathematics, statistics, and operational research, developing a model-first mindset early on. Experience quickly taught him, however, that the greatest challenges in data are rarely technical; they lie in context, incentives and effective change management.
His early career on the client side, including roles at British Airways and Sky IQ, grounded him in commercial reality. These experiences reinforced a core belief: data and technology must earn their place in the business and only deliver value when they are practical and usable by teams closest to the customer.
Robert later moved into agencies and consultancies, where he refined his ability to translate analytical complexity into decisions at speed. Across data planning, analytics and strategy roles at JWT and Lida (now M&C Saatchi), and later leading one of the UK’s largest data strategy teams at Wunderman Thompson, he worked with brands including Shell, O2, HSBC, Canon, BT/EE and Samsung. This period sharpened his conviction that sustainable impact comes from connecting first-party data, robust measurement and creative execution.
Since joining MSQ in 2020 as its first Chief Data Officer and founding MSQ Data, Robert has focused on building joined-up capabilities across people, process, data and technology. His work centres on ensuring insight and AI consistently translate into better customer experiences and measurable, sustainable growth for clients.
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 demands a blend of strategic vision, technical understanding, and people-centric skills. Strategic vision helps leaders prioritise use cases with the greatest business impact, while technical literacy enables credible conversations with data engineers, scientists and architects.
“Equally crucial is emotional intelligence, the ability to build trust, influence cross-functional teams and navigate organisational complexity. As AI becomes more integrated into business processes, leaders who communicate clearly about risks, benefits, outcomes and ethical safeguards will be better positioned to drive adoption.
“Another vital trait is adaptability. The data and AI landscape evolves rapidly, and leaders must be willing to experiment, learn from failure, and adjust strategies as new technologies and regulations emerge. Strong governance and risk management skills are also essential, ensuring responsible and compliant model deployment.
“In my organisation, the most influential skills have been cross-functional leadership and compelling articulation to make the complex data vision accessible for all. Aligning people, process, data and technology, then creating shared capabilities (measurement, experimentation, data science, visualisation) building trust across team. When stakeholders trust the foundations and understand the ‘why’, they lean in, and innovation and impact scales.”
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 this: cultivate curiosity outside your comfort zone. Technical excellence matters and is still at my core, but the soft skills you develop by exploring diverse disciplines such as storytelling, negotiation, ethics, or even psychology will distinguish great leaders. I studied psychology and sociology to understand emotion, behaviour and how people, think, feel and act, providing a broader perspective on life and data.
“Understanding how humans think, make decisions and interpret data can deepen your empathy and improve your ability to communicate complex insights in ways that inspire action rather than confuse. It also equips you to bridge gaps between technical teams and business stakeholders.
“Also, don’t underestimate the value of networking across industries and functions, it expands your perspective, exposes you to new approaches, and builds social capital that can create opportunities you didn’t anticipate and in the modern age of professional PR it is an enabler for future growth.
“Finally, stay humble, be open to challenge and always be a learner; data and AI evolve so fast that staying curious is one of the most sustainable competitive advantages you can have.