DataIQ unveiled its Europe Top 10 at the Science Museum yesterday, naming the executives wielding the most influence over how data and artificial intelligence reshape operations across the continent. Eight work in the UK.
The list, drawn from the broader DataIQ 100 Europe rankings published in February, features leaders from Coca-Cola Europacific Partners, BAE Systems, BP, British Airways, National Grid, Heathrow, and Admiral. Only two executives based outside Britain made the cut.
That geographic concentration raises questions about where Europe’s data leadership centre of gravity sits—and whether regulatory environments, corporate structure, or talent pools explain the imbalance.
Since 2014, DataIQ’s annual rankings have tracked the rise of chief data officers, chief analytics officers, and AI specialists across industries. What began as recognition for technical expertise has shifted. This year’s cohort includes executives managing 90,000-strong workforces at FTSE 50 manufacturers, overseeing trading operations at energy giants, and embedding AI into airline operations where safety is non-negotiable.
Laia Collazos, Chief Data and Analytics Officer at Coca-Cola Europacific Partners, topped the list. She leads global data and analytics capability across data platforms, governance, insight services, product delivery, data science, and AI. Her focus: driving value at scale to improve business performance and strengthen customer partnerships.
“It is important to recognise that data is much more than just a collection of numbers or a piece of technology,” Collazos said. “Data serves as a language that articulates how a business operates, reflects the efforts of its people, and provides a means to measure success. By appreciating data in this context, leaders can better align data strategies with the realities and needs of the organisation.”
Second place went to Johanna Hutchinson, Group Chief Data Officer at BAE Systems. Her remit spans enterprise-scale data and AI transformation across highly regulated, mission-critical environments—strengthening operational performance and strategic decision-making across a 90,000-person workforce.
Hutchinson’s advice suggested a leader who has learned through hard experience. “Understand the organisational culture and the ‘real’ drivers, not necessarily what is written in the corporate strategy,” she said. “Be prepared to repeat, repeat, and repeat, not until a concept is recognised and accepted, will it be adopted.”
Karl O’Hanlon, Chief Data and Analytics Officer at Veolia, placed third. He joined the company in 2010 as a data analyst on a London contract, applying data to improve performance and inform decisions. Now he leads the group’s global data and AI agenda.
Translation matters more than technical prowess, O’Hanlon argued. “It can be relatively easy for data leaders to think of ways to improve processes with AI or data, but translating this to someone from a different mindset is a great skill to have.”
Gary Goldberg, Chief Data Officer for Supply, Trading and Shipping at BP, claimed fourth position. He joined the energy company in 2019, focusing on delivering a data strategy that supports business growth and operational efficiency across some of BP’s most commercially complex operations.
Perry Philipp, Chief Data Officer at Entain, rounded out the top five. He emphasises mentoring, upskilling, and building communities of practice that make data and AI practical, safe, and widely adopted.
The remaining five include James Morgan at the Crown Estate, Sarah Barr-Miller at British Airways, Gavin Goodland at National Grid, Wade Munsie at Heathrow, and Paola Cagliani at Admiral. Their industries span property, aviation, energy infrastructure, and insurance.
Barr-Miller described her role in practical terms: “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.”
Wade Munsie at Heathrow offered perhaps the most revealing observation about what separates effective data chiefs from those who struggle. “To be effective in a modern AI world, being uncomfortable needs to be okay,” he said. “AI and data leaders must be ruthlessly focused on value. Creating value is the only way to become sustainable. Cost based services will always come under fire when things get tough.”
David Reed, Chief Knowledge Officer and Evangelist at DataIQ, noted the shift in what these roles now demand. “Being named in the DataIQ 100 Europe Top 10 reflects a level of influence that goes beyond building strong data functions,” Reed said. “These are leaders shaping how their organisations operate, working closely with the C-suite to embed data and AI into strategy, decision-making, and governance. Their impact is felt not just through technology delivery, but through how they help organisations adopt and scale these capabilities responsibly.”
The expansion of the role is evident in the responsibilities now attached to these positions. “This year’s Top Ten shows that the role of the data and AI leadership has expanded significantly,” Reed added. “It’s no longer just about platforms or analytics. Today’s leaders are responsible for governance, literacy, culture, and adoption across the organisation. The role is becoming far more operational and closely connected to the C-suite as organisations look to scale AI safely and effectively.”
That operational focus—managing culture, repeating messages until they stick, staying uncomfortable, translating technical concepts into business language—marks a departure from the early days of chief data officer appointments. When DataIQ began tracking these roles in 2014, the emphasis fell on technical architecture and analytics capability.
Now the leaders recognised are those working inside aviation operations where data errors could ground flights, defence contractors where security protocols govern every decision, and energy trading desks where data drives commercial outcomes worth billions.
The emphasis on discomfort, repetition, and translation skills suggests these executives have learned what doesn’t work. Strategy documents don’t change organisations. Technology platforms don’t guarantee adoption. Value creation requires relentless focus and the ability to explain why data matters to people who think in completely different terms.
Whether the UK’s dominance of this year’s rankings reflects deeper structural advantages—regulatory clarity, C-suite buy-in, talent availability—or simply the composition of DataIQ’s assessment panel remains unclear. What’s evident is that Europe’s most influential data leaders are concentrated in a handful of British headquarters, managing AI rollouts in industries where the stakes leave little room for error.
