Steven Blunden is Head of Data and Analytics at IAG Cargo, where he leads the organisation’s data capability and the ongoing modernisation of its analytics platform to support evolving commercial and operational needs.
He began his career as an aerodynamics engineer in the defence sector, spending six years analysing complex data sets, interpreting test results and translating technical insight into narratives that informed design decisions. That experience established a strong foundation in analytical rigour and the practical application of data to influence outcomes.
Around a decade ago, Steven transitioned into the aviation and logistics sector, joining IAG Cargo to lead a team of commercial performance analysts. While the move from engineering to commercial analytics represented a significant shift, the underlying disciplines of data analysis and storytelling remained central to his work.
Over the past decade at IAG Cargo, Steven has held a wide range of roles across the business, many of them outside a traditional data function. He began in commercial reporting, working closely with the Chief Commercial Officer, before moving into roles spanning alliances, operations and network planning. During the COVID-19 pandemic, he worked closely with colleagues at British Airways and Iberia to plan and adapt the flying network in an unprecedented operating environment.
In the last five years, Steven has returned to a dedicated data leadership role as Head of Data and Analytics. In this position, he has focused on building a modern, scalable data platform and strengthening analytics capability to enable better decision-making across the business.
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?
“Effective data and AI leadership requires a combination of stakeholder fluency, technical judgment, governance, and trust-building. While advocating for scalable architecture and strong governance is essential, businesses ultimately value outcomes and not just elegant technology. This creates a dual responsibility: championing robust foundations while enabling delivery of high-impact solutions.
“Equally critical is building trust and shared accountability for data quality. Great insights start with great data, and that means working collaboratively across functions to surface issues, improve visibility, and establish confidence that problems can be resolved. By embedding analytics leads within business units, we’ve established joint ownership of data quality, ensuring teams understand the importance of stewardship and the role they play in creating trusted datasets.
“In practice, this approach has underpinned initiatives where near real-time insights were only possible because operational teams partnered with us to validate and improve data flows. This transparency and shared responsibility have delivered trusted datasets that enable impactful decisions.
“Ultimately, the most influential traits in our organisation have been technical judgment balanced with business pragmatism, and a relentless focus on trust. Without trust in data, even the most advanced analytics cannot deliver meaningful outcomes.
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?
“Choose a path you genuinely enjoy. Technical skills matter, but energy and resilience come from passion. Leading in data, analytics, and AI is demanding. You’ll face complex problems and shifting priorities. If you’re working on something that excites you, it’s so much easier to stay motivated, build relationships, and bring creativity to the table.
“When you enjoy the work, you naturally invest more in understanding the business, connecting with stakeholders, and finding innovative solutions. That enthusiasm is contagious, and it inspires your team and earns trust from senior leaders.
“For me, the turning point was realising that data is more than numbers, it’s a story that can transform decisions. I love shaping the narrative, and that enjoyment fuels the energy to tackle the toughest challenges. So, my advice: find the intersection of what you love and what creates impact, because passion is a great differentiator at the C-suite level.”
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