Ryan Swann is Chief Data Analytics Officer at Vanguard, where he leads enterprise data and analytics strategy to drive business outcomes, manage risk, and strengthen client trust. His career spans both public and private sectors, shaped by work in high-stakes environments where data plays a critical role in decision-making.
Ryan began his career in public service, working on data, analytics, and AI initiatives during the Global War on Terror at the Department of Defense and the Global Financial Crisis at the US Treasury. These experiences reinforced the importance of data in urgent, mission-critical contexts and shaped his belief that creating a shared sense of urgency is key to breaking down organizational silos.
He later co-founded the White House Data Cabinet, where he helped develop government-wide data products and frameworks, including the Federal Data Maturity Model, to support policy decisions. This work highlighted that data challenges are rarely just technical; they require alignment across people, processes, and governance.
Ryan transitioned to the private sector, holding CDAO roles at E*TRADE, Collibra, and Vanguard. Across these roles, Ryan has focused on driving measurable value, accelerating business outcomes, and balancing innovation with regulatory requirements. He emphasizes that competitive advantage lies in data, institutional knowledge, and trusted client relationships.
In addition, Ryan has served on the US Defense Innovation Board, contributing external perspectives on technology and innovation. His leadership reflects a pragmatic approach, grounded in bridging public and private sector insights to advance data-driven 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?
“Data and AI leaders must have a growth mindset because our space is rapidly evolving. If we aren’t learning and growing, we are doing our clients and stakeholders a disservice. We should be building agents, staying current on emerging technologies, and understanding how they can help solve real problems.
“Next, leaders need to be servant leaders; working as true partners with business leaders to deliver outcomes, celebrate collaboration, and allow the business to tell the story of how data and AI transform their operations. This can’t be a CDAO-only effort.
“Lastly, we must be thoughtful about how we prepare the next generation for the AI era. Leaders must find ways to use AI to amplify employee’s skills without losing the critical thinking and empathy that remain essential.”
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‑technical skill new leaders need is the ability to code‑switch by moving fluidly between technical and business language, and communicating complex ideas in clear, accessible terms.
“Communication skills are vital in the C‑suite. As our technologies, methods, and capabilities become more complex, leaders must use strong communication to connect the dots between data and AI and why it matters, what the business outcomes are, and how to build data and AI acumen for boards, senior leaders, and front‑line employees.”