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Sachin Rajpal

Sachin Rajpal, Chief Data and Analytics Officer, CoreLogic

Describe your career to date

As the Chief Data and Analytics Officer for CoreLogic, I am responsible for collecting, curating, and enriching real estate property data – creating the leading set of property intelligence in the industry. I am leading CoreLogic’s big data initiative called, Smart Data Platform, which leverages artificial intelligence and machine learning to connect, enrich and manage property data assets at scale, which in turn fuels advanced analytics and product innovation. I spearhead CoreLogic’s artificial intelligence (AI) capabilities, including generative AI (genAI), to transform the end user workflows to make the property industry faster and smarter.  

I joined CoreLogic in 2018 as a general manager of CoreLogic Valuation Solutions, then held a variety of executive leadership roles in the enterprise data organization until I took on the role of Chief Data Officer in 2021, which evolved to Chief Data and Analytics officer in 2023.  

Prior to this, I worked for Dun and Bradstreet, where I held key roles for their flagship risk management platform, which spanned innovation, strategy, product development, product marketing, and sales enablement. I am also a former director at PwC, where I specialized in information security and compliance for the financial industry.  

I received my MBA in Finance from New York University and a BS degree in Computer Science and Technology from Indian Institute of Technology, Roorkee, India. 

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?  

We prioritize the development of data literacy across our organization, recognizing its pivotal role in driving innovation and value creation. Our approach encompasses training programs for internal and external stakeholders. Internally, this includes workshops, certifications, and a culture of collaboration to enhance skills in data analysis, modeling, and visualization. Externally, we provide training to interpret data effectively, derive insights, and enhance decision-making.  

Cross-functional collaboration enables tailored solutions, such as Smart Data Platform. This platform has been established as the single source of truth for property data. This central hub houses the property data collected from over 20,000 unique sources; it automates the data pipelines to standardize and curate the data into a central repository.  

Data Catalog, our enterprise data catalog tool, publishes to various datasets, data products, data definitions, and associated usage rights.  

We created a marketplace visualization layer, branded as the Data Candy Store, to accelerate data discovery with products, scientists, and technology personas.  

Any property can be searched, and interactive data layers on the property can be experienced visually with tools, tips, and definitions embedded.  

We also created the Power of Our Data and Analytics learning series, which is mandatory for new hires and part of several learning paths for employees. This commitment to fostering data literacy underscores our vision of leveraging property data and analytics to fuel a thriving global property ecosystem and resilient society. 

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

I lead data, science, and analytics, an organization of 270 people that encompasses 41 PhD’s, over 45 disciplines, and has achieved more than 60 patents and over 200 models in production. My organization is responsible for full AI lifecycle – research and development to production deployment and monitoring.  

Over the years, our solutions have evolved, which span traditional techniques: stochastic modeling for CAT risk, deterministic and predictive modeling, machine learning, computer vision, and now generative AI. We leverage the following AI accelerators: Cloud-based smart data platform to enable single source of truth property data, faster data discovery, and ease of use.  

The machine learning platform uses Google’s Vertex AI to act as a force multiplier for data science to get standardization in pipelines, scale, and velocity.  

Given the regulations in the housing industry, we are required to attest regarding mitigating bias and adhering to fair lending practices. We have established a data and analytics governance program, with policies, data quality and model reviews.  

I am leading CoreLogic’s genAI program. We began with educating the board, c-suite, and executive team on the difference between genAI and traditional AI, and how CoreLogic is positioned to extract value given our ownership of proprietary property datasets. We identified more than 50 use cases both for enhancing our external facing products and internal productivity tools. We conducted hackathons and created wireframes and prototypes.  

We have rolled out internal genAI productivity tools in software development, customer service areas and plan to roll out customer facing generative AI functionality. 

How are you preparing your organization and your clients for AI adoption and change management?  

AI has provided an opportunity to be the common glue that binds a diverse organization comprising of data management, data engineering, data science, weather, natural and hazard sciences into one common purpose.  

It starts with the overall mission of CoreLogic’s data and analytics organization, which we have redefined: Unleash the power of AI for the property industry, fueled by differentiated data, state-of-the art science, and analytics and responsible AI practices. 

Additionally, AI adoption and change management has multiple aspects: 

  • Create a sense of urgency in the organization for change driven by C and Exec level – “AI will not take your job; someone using AI will.” – Scott Galloway, NYU. 

  • Educate the organization about AI with common definition and frameworks evolving AI techniques, including generative AI. For example, lots of data scientists and modelers did not realize that they are already leveraging and delivering AI. 

  • Partnering with the business stakeholders with proactive POC’s to showcase the art of the possible and co-create business cases fueled by AI. 

  • Invest in training, career pathing, and mentoring programs to increase the skill set of the organization. Also, leverage strategic partnerships to tap into the genAI capacity. 

  • Evangelize initial wins in internal productivity with C-suite and business partners to make AI and genAI come to life and garner additional support and investments to accelerate innovation. 

Sachin Rajpal
Sachin Rajpal
has been included in:
  • 100 Enablers 2024 (USA)