Selena Wark is Associate Director of Digital, Data and Technology at Mind, where she leads organisation-wide transformation to align digital, data, and technology capabilities.
She brings more than 25 years of experience using data and technology to drive meaningful change across both corporate and not-for-profit sectors, with the past two decades focused on supporting charities to maximise impact with limited resources. Selena began her career in the late 1990s in the City, working on document management and process automation. That early experience shaped a lasting belief that technology only creates value when it genuinely supports how people work, rather than adding complexity.
Her move into the not-for-profit sector marked a shift in perspective. Working in environments where data was imperfect and the consequences of decisions were deeply human reinforced the importance of trust, clarity and data quality over technical sophistication. Over time, Selena’s roles evolved from database management into broader leadership across analytics, data governance, insight services and capability building. She has collaborated with more than 70 organisations, helping teams improve decision-making, operations and outcomes for beneficiaries.
At Mind, Selena’s remit spans digital platforms, data, technology, cyber security, and the responsible use of AI. She is focused on enabling others to use data well, believing that building skills, confidence and inclusive cultures delivers greater impact than centralised insight alone.
Selena is an active member of the wider data and technology community, regularly mentoring, sharing best practice and contributing to panels and discussions. She was a finalist for the 2024 DataIQ AI and Data for Good Hero Organisation Award, recognising her commitment to ethical, human-centred 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?
“As the data and AI leadership role evolves, the traits that matter most are increasingly human rather than technical. In my experience, effective leadership now rests on judgement, collaboration, and moral clarity.
“Judgement is critical in a landscape defined by choice. Leaders must prioritise ruthlessly, filter signal from noise, and decide not just what can be built, but what should be built. This means aligning activity to organisational goals and being willing to slow or stop initiatives when the risk outweighs the benefit.
“Collaboration has been the most influential skill in my organisation. Creating inclusive change requires active listening, strong relationships, and a willingness to co-author strategies with business leaders rather than deliver them in isolation. For example, working alongside HR, policy and service teams to shape data and AI plans helped align skills, ethics, and adoption from the outset, building trust and shared ownership.
“Moral clarity underpins everything. Data and AI leaders must be willing to do the right thing even when it is hard, navigate others through uncertainty, and hold a strong ethical line while remaining adaptable. This includes being comfortable not having all the answers, committing to continuous learning, and trusting others’ expertise.
“The leaders who create lasting impact are those who align individual effort to the bigger picture, bring harmony to diverse teams, and create the conditions for others to succeed, especially in times of change.”
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 piece of non-traditional advice I would offer is to stop waiting for formal authority before acting like a leader. Some of the most influential moments in my career came before I had the job title, by convening the right conversations, framing problems clearly, and taking responsibility for outcomes even when I did not formally own them.
“In data and AI roles, influence often comes from enabling better decisions rather than controlling platforms or teams. Learning how to build trust across disciplines, shape agendas, and support others to succeed mattered more to my progression than any single technical milestone.
“For aspiring C-suite leaders, this mindset shift is critical. Senior roles reward people who can operate in ambiguity, align competing priorities, and move organisations forward through influence rather than hierarchy, demonstrating accountability and leadership long before they are formally asked to.”
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