How do you bring your strategic views into discussions about data either in organisations or across industry?
I always try to bring a modular, fail early mindset when it comes to implementing anything in data. It can be easy to get too complicated, too quickly, which harms business adoption and understanding of data, as well as reducing transparency and auditability. In most cases (in my opinion), it is important to be clear on the business value first, users/consumers second, data third, technology fourth. This approach often resonates well with business stakeholders and can lead to better engagement. Data should be a strategic value-driver, not a back office function. It is then critical to start building small to prove value and incrementally scale, learning as you go.
What are your key areas of focus for the business in 2022?
A big focus for us is data-centric AI (as coined by Andrew Ng in 2021) and reducing data processing overheads and margin for error. With the emergence of knowledge graphs for data, coupled with ML, there are opportunities to accelerate data onboarding and integration dramatically.
We are also keen to drive data standards in sustainability, starting with how emissions input data is captured and stored, making it easier to track and report carbon emissions across industry. Improving decarbonisation across industry is a data problem and there is an opportunity to drive industry-wide collaboration to make a significant difference.
How do you apply your leadership skills a) within your own business and b) externally?
I try to listen, coach and co-ordinate wherever possible, bringing the right cross-functional skills together to bring a diversity of perspective and solve problems from multiple angles. I often attempt to set a clear vision, seek feedback and input to that vision, then empower the broader team to divide and conquer. Depending on the situation, I will also try to get my hands dirty, getting stuck in to deliver where appropriate (and where I won’t be a hindrance or slow things down!). I adopt the same approach internally and externally.
What key skills or attributes do you consider have contributed to your success in this role?
I would say knowing my strengths and weaknesses has been a big factor. I always remain humble and inclusive, so, although I often have an idea of what I want to achieve, there are others who can provide better solutions and bring different perspectives. A team will usually have incredible combined experience, and it should all be harvested to craft better solutions!
How did you develop – and continue to develop – these skills or attributes?
I have been lucky in my career to work with some incredible people at incredible companies. This has given me exposure to multiple leadership courses where there has always been a strong focus on emotional intelligence and working with different profiles. I have often tried to reflect this in my hiring process, actively recruiting for slightly different skillsets in the same role to introduce diversity and the opportunity for peer learning (not just between each other, but for me to learn, too). Managing diverse teams is one of the best ways to learn. I am also fortunate to have senior mentors with whom I can discuss team learnings/dynamics to make me a better leader.
