Simon Ferriter is the Chief Executive Officer of Anmut Consulting, a specialist data consultancy focused on helping organisations understand and maximise the value of their data.
His career has been shaped by a curiosity for evidence, economics, and the stories numbers tell. Originally trained as a historian, Simon moved into accountancy at a Big Four firm, where an interest in how data distinguishes fact from fiction earned him a training contract. There, he developed a strong understanding of how balance sheets and P&Ls reveal organisational performance and trajectory, alongside a clear realisation that auditing was not his calling.
Seeking broader impact, Simon transitioned into finance and strategy consulting, completing an Executive MBA and spending several years embedded within large organisations. During this period, he worked closely with executive teams to turn data into intelligence, build investment cases, inform operational decisions and shape board-level strategic bets. He also saw first-hand the limitations and risks of technology-first transformation approaches that failed to deliver sustainable value for shareholders or stakeholders.
It was during this time that Simon met Herman, the founder of Anmut, whose vision of a “value calculator for data” became the foundation of the firm’s distinctive approach. During the pandemic, Simon left large consulting to help build Anmut, driven by a desire to address the shortcomings he had seen across the industry.
In 2023, Simon stepped into the role of CEO to stabilise the business and lead it forward, continuing Anmut’s mission to bring rigour, clarity, and economic discipline to data-led decision-making.
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 have advised many data and AI leaders and their counterpart executives in the business, who understand the critical role data and AI has in reshaping how work is done and how value is created and protected for stakeholders. In my experience, the magic happens when data and AI meet the business where the problems and opportunities are.
“This requires a combination of systems thinking, business acumen, change leadership, and courage to speak truth to power. Data science without business application is elegant maths no-one benefits from. Pointing at the symptom of a business problem, without understanding the role and impact of data misses the opportunity to rewire how decisions are made. Realigning incentives and reconfiguring the way things work requires courage and the ability to convert insights into action.
“Being purposeful is one of our core values. This guides every decision we make at Anmut. It means starting with the end in mind, prioritising where can have the most impact, and not being afraid to make tough calls based on the facts. This is important when you’re pioneering a new field and need to be unreasonably confident that you’re right, even when others a sceptical or hostile to 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?
“Take more risks. With hindsight, things are never as bad, nor as good, they seemed at the time. What’s the worst that can really happen? Building resilience, courage, and judgement mean practicing making big decisions, defending your position with evidence, and challenging conventional wisdom or more popular opinions. Technical competence provides the right to participate. Judgement, courage, and an acceptance that you’ll get it wrong sometimes, are what separate participants from leaders in the long run.
“To manage the risks you take, diversify yourself by being curious and seeking experience beyond your immediate domain. Understand the context and motivations behind individuals, teams, policies, organisations, and even getting your head around the geopolitics behind a subject, will help set you apart from your peers, prioritise what really matters, and navigate uncertainty.”