Sarah Barr Miller is Director of Data and AI at British Airways, where she leads data, insight and AI capabilities across one of the world’s most data-rich and operationally complex industries.
Her career has been rooted in data from the outset, long before it became a recognised specialism. Sarah began in hands-on data management roles, learning her craft from the ground up and developing a deep understanding of how data is created, governed and used. A pivotal moment came when she realised she wanted to be at the heart of decision-making, prompting a move into leadership roles focused on influencing outcomes rather than writing code.
A formative chapter of her career was at dunnhumby, where she absorbed a strong ethos of using data to improve customer experience. There, she progressed into management and later joined the international expansion team, working with retailers around the world and gaining exposure to different markets, cultures and operating models.
Sarah has deliberately led both data-producing teams and insight-focused teams, giving her a balanced perspective on the needs of those who build data assets and those who rely on them to make decisions. After moving beyond retail and building an insight function from scratch, she joined British Airways, where aviation and its data landscape were entirely new to her.
At British Airways, Sarah now brings together data, insight and AI, combining deep data foundations with a strong focus on decision-making, learning continuously from an industry where data plays a critical role in safety, customer experience and performance.
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?
“I see my job as being part technical, part marketing, part translator, part coach. If you start with the end outcomes, then you will ensure that the work you do delivers tangible business outcomes.
“There is no magic formula for success, but you need to form strong bonds with your stakeholders and to engage them with the work you are doing. Getting buy-in for investment is not easy but is made much easier if you are talking the same language and you can understand their world. In a way data leadership is just a flavour of leadership more broadly – we are just a more technical bunch in nature.”
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 say to try anything and everything; don’t rule anything out and seek new experiences. This helps you to master the art of storytelling with data using analogies and real-world examples.
“I would also say that having a personal brand is very important. This needs to balance many things; trust, innovation, and delivery, but it helps for you to be seen beyond someone who is ‘just technical’.”
Click here to read the full profile and learnings, exclusively for DataIQ subscribers. Get in touch to become a subscriber and access unique events, insights, and more.