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Data & AI Leadership Exchange

2025 AI & Data Leadership

Executive Benchmark Survey
Leadership, Transformation, and Innovation in an AI Future

Executive Summary of Findings

Survey and Findings Authored by Randy Bean

With a Foreword by Thomas H. Davenport and Randy Bean

2025 Executive Survey Conducted in Partnership with DataIQ

Copyright 2025
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Foreword
What’s the state of data and AI in companies? Is generative AI still driving enterprise technology
planning and investment? Gartner is arguing that GenAI is past the “peak of inflated expectations”
and sliding toward the “trough of disillusionment.” We know that there’s a hype cycle for
information technology, but will GenAI’s path be different?

According to the great majority of data and technology leaders within 125 organizations, the AI
boom is still flourishing. In terms of investment, 98% of data and AI leaders who responded to this
year’s survey say their companies are increasing investment into data and AI—up from 82% last
year. Investments in data and AI are a top organizational priority for 91% of companies, up slightly
from 88% last year. AI is having a “halo effect” on data, with 94% of respondents agreeing that
interest in AI is leading to a greater focus on data.

And generative AI is being put into production to a much more substantial degree. Last year, only
5% had put the technology into production at scale; this year 24% have done so. Early-stage
production has also increased, from 25% to 47%. Only 29% are just experimenting with GenAI,
versus 70% in the 2024 study.

These data and AI leaders are also positive about GenAI’s business value. Almost half, 46%, say
that the business value is either already high or significant and growing; another 32% say it is
“modest but increasing.” Most—58%—feel that the primary value is coming from “exponential
productivity gains” or efficiencies.

In short, this does not appear to be a technology that is sliding into widespread disillusionment.
There are, however, two cautionary messages from the survey about the impact of AI and GenAI
on organizational cultures and structures. Last year we were amazed at the doubling—from mid-
20 percent to mid or upper-forties—of respondents who said their organizations were data-driven
or had a data- and AI-driven culture. We suggested in this article that GenAI was the primary driver
of the change.

But in this year’s survey, those percentages fell back again into the mid-30s — still more than the
historical average, but about 10% less than last year. That suggests a bit less optimism that GenAI—
or probably any technology—can have a major and lasting impact on organization and culture.
Consistent with that, 92% of respondents believe that the primary barrier to establishing data- and
AI-driven cultures is people and organization change-based, and only 8% thought technology was
the culprit.

The other cautionary result of the survey involves the primary respondents—Chief Data Officers
(CDOs), perhaps also responsible for analytics and sometimes AI. As in previous years, the
incumbents of the role are growing in numbers, but not in perceived success. The percentage of
respondents feeling that the CDO role is “very successful and well-established” in their
organizations fell from 51% last year—the highest-ever percentage—to 48%.

There has been some progress, however. Just over half—51%—of respondents now feel that the
CDO role is well-understood within their organizations, a modest improvement over previous
years, and 65% believe that the role is moving in a positive direction. Though GenAI has probably
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helped the reputation of CDOs over the past couple of years, that effect may be diminished by the
one-third of responding organizations who have created a separate Chief AI Officer position.

In short, it’s neither the best of times nor the worst for enterprise data and AI, but the overall
perspective is positive. Clearly the most important technology in the field—AI and GenAI in
particular—is evolving rapidly. We can probably expect that the management of data and AI, and
the positions and perspectives by those who manage them will continue to change as well.

Thomas H. Davenport and Randy Bean

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Introduction
I first began surveying the most senior data leaders of Fortune 1000 and leading global
organizations in 2012.

The survey was undertaken at the behest of a group of Fortune 1000 CIOs and data leaders who
were looking to understand whether it was time to expand and accelerate data and analytics
initiatives and investments within their organizations, and not view these initiatives as “just
another data project”.

Much has changed over the course of these years, spurred on by the rapid emergence of AI.

The survey findings that I have published annually since 2012 have become an established industry
benchmark of data & AI leadership in leading global and Fortune 1000 companies.

These findings are covered annually in publications, including Forbes, Harvard Business Review,
and MIT Sloan Management Review, and were referenced this past year in The Wall Street Journal
and The Economist:

▪ The Necessity of Building Strong Data & AI Executive Leadership for An AI Future | Forbes

▪ Survey: GenAI Is Making Companies More Data Oriented | Harvard Business Review

▪ Five Key Trends in AI and Data Science for 2024 | MIT Sloan Management Review.

The survey is uniquely distinguished by its highly curated participation, on an invitation-only basis
to the most senior AI & data leaders of Fortune 1000 and leading global organizations.

The response to this year’s survey exceeded my expectations -- with greater participation than any
previous year in the survey’s history -- comprised of executives who served in the most senior data
& AI leadership roles of 125 Fortune 1000 and leading global organizations during 2024.

This year, 97.6% of survey respondents identified themselves as C-executives or C-executive

equivalents within their organization, with 90.6% of respondents holding the title of Chief Data
Officer, Chief Data & Analytics Officer, Chief AI Officer, or Enterprise or Global Head of Data & AI.

The 2025 survey was conducted by the educational Data & AI Leadership Exchange, in partnership
with DataIQ, a global community of data & AI leaders. This year’s survey is reimagined – focusing
on leadership, transformation, and innovation in an AI future.

Thank you to all of the CDO/CDAO/CDAIO and Data & AI leaders who participated in this year’s
survey.

Your experiences and knowledge have, once again, made this survey the benchmark for AI & Data
leadership. I am grateful for your participation!

Randy Bean | Founder & CEO | Data & AI Executive Leadership Exchange
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Executive Summary of Findings

Notable among the principal findings of this year’s survey are 7 distinct trends:

1. Organizational Investment in Data & AI -- The rapid emergence of AI, notably

Generative AI, is fueling increased organizational investment in AI & data, with data & AI
seen as a top organizational priority by a growing percentage of organizations. Overall
investment in AI & data is increasing, with an increased focus on the importance of data,
spurred by the recognition that great AI relies on great data.

2. Delivering Business Value from Data & AI Investment -- AI initiatives are at an

early stage for most Fortune 1000 companies. Progress is accelerating, with more
initiatives moving into production as firms are beginning to deliver measurable business
value from their data & AI investments. Organizations see AI/Generative AI as delivering
business value in several important ways.

3. Organizational Adoption and Transformation -- Organizational adoption and

transformation resulting from AI is seen as steady, but gradual. A minority of
organizations claim to be data/AI driven or having established a data/AI business culture.
Most organizations continue to struggle with adoption and transformation, with cultural
challenges noted as the greatest obstacle to progress.

4. Responsible AI, Safeguards, and Guardrails -- Responsible AI is seen as an

increasing priority for most organizations, as they focus on establishing safeguards and
guardrails to ensure responsible AI utilization. More work needs to be done. Threats of
misinformation and disinformation, as well as ethical bias, are ongoing concerns, as is
the recognition that more AI talent is needed, and corporate boards require greater
education on AI.

5. Data & AI Leadership Progress -- Data & AI leadership is in high demand, with more
organizations having appointed Chief Data Officers (CDO/CDAO), and a significant
percentage of organizations adding Chief Artificial Intelligence Officers (CAIO). More data
& AI executives are focusing on delivering business value through growth and innovation,
and reporting to business leaders.

6. Data & AI Leadership Challenges -- The Chief Data Officer (CDO) role continues to be
very much a work in progress as organizational data & AI needs rapidly evolve. The CDO
role is characterized by high turnover, short tenures, and not being well understood. While
CDOs face headwinds as organizational change agents, most believe that the role is evolving
in the right direction.

7. An AI Future -- Organizations strongly believe in the transformational impact of AI,

foreseeing significant opportunity for productivity and efficiency gains. Some firms are
looking at AI as a growth engine. Most executives view AI as the most transformational
technology in a generation, with the potential benefits clearly outweighing the potential
risks.
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Participation
The 2025 survey is characterized by the largest and most diverse participation in the survey’s
history – reflected in the balance of industry and geographic representation, and the seniority of
participants, and summarized as follows:

▪ The largest representation is from financial services firms, which comprise 40.2% of survey
respondents – in contrast to 66.3% financial services representation 5 years ago.

▪ Other industries comprise 59.8% of survey respondents -- with the highest participation
from healthcare and life sciences firms, and retail and consumer package goods companies
-- comprising 29.1% of survey participants.

▪ Industry representation encompasses companies and organizations operating in energy,

telecommunications, manufacturing, automotive, airlines, media, sports, entertainment,
and government -- comprising 30.7% of survey respondents.

▪ This year, 15% of survey respondents are from companies and organizations located outside
of North America, an increase from 7.4% in last year’s survey.

Exhibit A | Survey Participation Breakdown by Industry

Exhibit B | Survey Participation by Organizational Role

Exhibit C | Survey Participation by Geographical Location

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The State of Data & AI in 125 Fortune 1000 and Global Leadership Brands

Financial Services Financial Services Health Care | Life Sciences Retail | Food | Goods Telecommunications

ADSS JP Morgan Chase Bristol-Meyers Squibb Albertsons AT&T

AIG KeyBank Cleveland Clinic Belcorp T Mobile
Ally Financial M&T Bank Eli Lilly Carrefour Verizon
American Century Marsh Health Care Services Colgate Palmolive
American Express Mastercard Ipsen Costco Energy
Amica MetLife Lurie's Childrens Hospital Danone
Apollo MFS Mayo Clinic John Lewis Partnership Delek
Bank of America Mizuho Medtronic Just Eat Takeaway Exxon Mobil
Berkshire Hathaway Morningstar NYC Health & Hospitals Kenvue National Grid
BNP Paribas New York Life Orlando Health Kroger Oceaneering
BNY Mellon NFU Mutual Otsuka McDonalds Schneider Electric
CapitalOne NXT Capital Parexel Pepsico
Carlyle Group Phoenix Group Pfizer Procter & Gamble Technology
Centene Prudential Sanofi Rich Products
Cerberus Regions Bank Thermo Fisher Scientific Schnucks Markets Analog Devices
Chubb Reinsurance Group RGA UCLA Health Starbucks Fortive
Cigna Scotia Bank Zoetis Walgreens Hewlett-Packard
CitiGroup StoneX IBM
Citizens Bank TD Bank Media/Entertainment Aviation | Automotive Open Text
City National Bank USAA VistaPrint
Equifax Vanguard CNN Bentley
Experian VISA Consumer Reports Boeing Other
Fidelity Investments Webster Bank Creative Artists Agency Car Gurus
First Citizens Bank Wolters Kluwer Hearst Emirates Colliers
Freddie Mac Zions Bank ITV Heathrow Airport Royal Carribean
Grupo Intercorp LEGO Nissan University of Phoenix
The Hartford Government NFL Anonymous
Hudson Bay Capital NBC Universal
Huntington Bank UK Government Sony Pictures
Invesco US Coast Guard Universal Music Group

Executives served in senior data & AI leadership roles with these firms during 2024.
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Finding 1 | Organizational Investment in Data & AI

The rapid emergence of AI, notably Generative AI, is fueling increased organizational investment
in AI & data, with data & AI seen as a top organizational priority by a growing percentage of
organizations. Overall investment in AI & data is increasing, with an increased focus on the
importance of data, spurred by the recognition that great AI relies on great data.

Exhibit D | State of Organizational Data & AI Investment

State of Data & AI Investment 2024 2025

Our Organization is Increasing its Investment in Data & AI 82.2% 98.4%

Investments in Data & AI are a Top Organizational Priority 87.9% 90.5%
Interest in AI is Leading to a Greater Focus on Data 93.7%

Exhibit D illustrates the increase in organizational investment in Data & AI initiatives -- an

increase of close to 20% from 82.2% in 2024 to a near-unanimous 98.4% in 2025.

The Exhibit also shows that an increasing percentage of organizations are viewing investments in
Data & AI as a top organizational priority – up from 87.9% in 2024 to a strong 90.5% in 2025.

There appears to be a broad consensus on the importance of Data & AI within the largest global
organizations, as evidenced by these increases.

Further, as a consequence of the rapid increase in interest and commitment to AI investment, a

growing percentage of organizations are now focusing on their data initiatives as well. It is
increasingly understood that the quality of AI is largely dependent upon the quality of the data
that is available.

The survey respondent data strongly suggests that organizations are seeing Data & AI become
central to their business plans, now and in the years ahead.
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Finding 2 | Delivering Business Value from Data & AI Investment

AI initiatives are at an early stage for most Fortune 1000 companies. Progress is accelerating,
with more initiatives moving into production as firms are beginning to deliver measurable
business value from their data & AI investments. Organizations see AI/Generative AI as
delivering business value in several important ways.

Exhibit E | State of AI Implementation Efforts

State of AI/Generative AI Implementation Efforts 2024 2025

Early Stage: Experimentation, Testing, Planning & Design 70.2% 28.7%

Early Stage: Implemented in Limited Production 24.7% 47.4%
Implemented in Production At Scale 4.9% 23.9%

Exhibit F | Delivery of Business Value from Data & AI Investments

Delivery of Measurable Business Value from Data & AI Investments 2025

High Degree of Measurable and Transformational Business Value 18.1%

Significant and Rapidly Growing Level of Business Value 28.3%
Modest but Increasing Amount of Incremental Business Value 32.3%
Minimal Amount of Measurable Business Value So Far 15.0%
No Measurable Business Value So Far 6.3%
Exhibit G | State of Organizational Data & AI Investment

Primary Business Value Created by AI/Generative AI 2024 2025

Achieve Exponential Productivity Gains | Efficiency 49.1% 57.5%

Liberate Knowledge Workers from Mundane Tasks 23.6% 15.7%
Improve Customer Service and Experience 22.6% 17.3%
Deliver Business Growth | Other 4.7% 9.5%

Exhibit E illustrates that AI implementation efforts are still at an early stage for most organizations
-- 76.1% in experimentation, testing, and limited production. At the same time, organizations have
made considerable progress during the past year, evidenced by an increase of those in limited
production -- from 24.7% in 2024 to 47.4% in 2025, and an increase in those implementing AI in
production, at-scale – up from 4.9% in 2024 to 23.9% in 2025.

Exhibit F shows that 46.4% of organizations report a high or significant level of business value
from their data & AI investments. Exhibit G confirms that organizations see business value coming
mostly from productivity gains, while a few see potential to drive business growth from data & AI.
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Finding 3 | Organizational Adoption and Transformation

Organizational adoption and transformation resulting from AI is seen as steady, but gradual. A
minority of organizations claim to be data/AI driven or having established a data/AI business
culture. Most organizations continue to struggle with adoption and transformation, with cultural
challenges noted as the greatest obstacle to progress.

*
Exhibit H | Organizational Transformation Resulting from Data & AI

Progress of Data and AI Initiatives 2021 2022 2023 2024 2025

Created a Data & AI Driven Organization 24.0% 26.5% 23.9% 48.1% 37.3%
Established a Data & AI Organizational Culture 24.4% 19.3% 20.6% 42.6% 32.5%
Exhibit I | Organizational Impediments to Transformation from Data & AI

Principal Challenge to Becoming Data/AI-Driven 2021 2022 2023 2024 2025

Cultural Challenges | Change Management 92.2% 91.9% 79.8% 77.6% 91.2%

Technology Challenges 7.8% 8.1% 20.2% 23.4% 8.8%

Exhibit H reflects the challenges that organizations continue to confront when attempting business
transformation. Efforts to establish data & AI driven organizations with data & AI organizational
cultures have progressed little over the course of the past 5 years, as illustrated by the survey data.

Over 90% of Fortune 1000 companies are legacy firms that were founded over a generation ago,
with many firms dating back well over a century. These firms have historically transformed their
operations over time, taking a gradual approach to mitigate business risks. Many of these firms
operate in regulated industries with deep customer franchises, and approach transformational
initiatives with an abundance of caution. For these firms, transformation comes at a gradual and
deliberate pace, as reflected in the data.

Exhibit I shows that cultural challenges continue to represent the greatest impediment to
organizational transformation. These impediments are largely due to human factors relating to
people – business process change, organizational alignment, talent and skills, change
management, resistance to change.

Technology is not viewed as an impediment to business transformation. It is available in

abundance and is a tool to be used in transformation efforts.

The survey consistently shows that cultural challenges are the principal impediment to data & AI
transformation with the data remaining largely unchanged over the past 5 years.
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Finding 4 | Responsible AI, Safeguards, and Guardrails

Responsible AI is seen as an increasing priority for most organizations, as they focus on
establishing safeguards and guardrails to ensure responsible AI utilization. More work needs to
be done. Threats of misinformation and disinformation, as well as ethical bias, are ongoing
concerns, as is the recognition that more AI talent is needed, and corporate boards require greater
education on AI.

Exhibit J | State of Investment in Responsible AI

The State of Investment in Responsible AI 2024 2025

Investment in Responsible AI is a Top Corporate Priority 73.5%

Responsible AI Safeguards and Guardrails for Governing AI Must Be In Place 99.0% 97.5%
Responsible AI Safeguards and Guardrails for Governing AI Are In Place Today 62.9% 77.6%
Talent is in Place to Ensure Responsibly AI Implementation 50.5% 56.5%
Exhibit K | Primary Business Threats Resulting from AI

Primary Business Threat Posed by AI 2024 2025

Spread of Misinformation or Disinformation 44.3% 53.2%

Ethical Bias 23.6% 19.8%
Job Loss and Job Displacement 5.7% 4.8%
Other 26.4% 4.8%

As shown in Exhibit J, organizations are increasingly prioritizing Responsible AI to establish the

necessary safeguards and guardrails that will ensure secure AI adoption and organizational
transformation. This reflects a growing consensus that there is a need for Responsible AI adoption,
and a recognition of the gap between the present state and the goal.

Progress toward Responsible AI is illustrated by the improvement from 62.9% in 2024 to 77.6% in
2025 in organizations having implemented Responsible AI safeguards and guardrails. Talent
continues to be a limiting factor, with 43.5% of organizations currently falling short in their efforts
to recruit the talent required to ensure Responsible AI implementation.

Exhibit K identifies the spread of misinformation and disinformation as the greatest perceived
threat and risk factor posed by AI, up from 44.3% in 2024 to 53.2% in 2025.
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Finding 5 | Data & AI Leadership Progress

Data & AI leadership is in high demand, with more organizations having appointed Chief Data
Officers (CDO/CDAO), and a significant percentage of organizations adding Chief Artificial
Intelligence Officers (CAIO). More data & AI executives are focusing on delivering business value
through growth and innovation, and reporting to business leaders.

Exhibit L | Data & AI Leadership Appointments & Hiring

Data & AI Leadership Roles and Responsibilities 2012 2017 2021 2024 2025

Chief Data Officer (CDO/CDAO) Has Been Appointed 12.0% 55.9% 65.0% 83.2% 84.3%
Chief AI Officer (CAIO) Has Been Appointed 33.1%
Chief AI Officer (CAIO) Should be Appointed 43.9%

Exhibit M | Focus of Data & AI Leadership

Primary Focus of Data & AI Leadership (CDO/CDAO/CAIO) 2020 2024 2025

Offense -> Growth | Innovation | Transformation 54.6% 62.3% 80.0%

Defense -> Risk Management | Regulatory | Compliance 45.4% 37.7% 20.0%

Exhibit N | Data & AI Leadership Reporting Structures

Data & AI Leadership Reporting Structure | Reporting To 2025

Business Leadership | CEO | President | COO 36.3%

Technology Leadership | CIO | CTO | Head of Tech & Ops 47.2%
Transformation Leadership | Chief Digital Officer 11.0%
Other Reporting Relationship 5.5%

Data & AI leadership is in high demand, as reflected in Exhibit L. The percentage of organizations
having appointed Chief Data Officers (CDO/CDAO) has risen from just 12% in 2012 to 84.3% in
2025, a new high. This is combined with the emergence of the new Chief AI Officer role. It is a
testament to the surging rise of AI that 33.1% of organizations now report having filled this role,
while 43.9% believe that a CAIO should be appointed.

Concurrent with this expansion of the data & AI leadership functions, organizations are moving
decisively to focusing on offensive initiatives – growth, innovation, and transformation, with an
increase from 54.6% 5 years ago, to 62.3% in 2024, to 80% in 2025, as illustrated in Exhibit M.

Exhibit N shows that there is still no consensus on data & AI leadership reporting. While more
firms now see data & AI leadership (CDO/CDAO/CAIO) as a business role, 47.2% see it as a
technology function. The CDO/CDAO/CAIO is now a peer to the CIO in many organizations.
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Finding 6 | Data & AI Leadership Challenges

The Chief Data Officer (CDO) role continues to be very much a work in progress as organizational
data & AI needs rapidly evolve. The CDO role is characterized by high turnover, short tenures, and
not being well understood. While CDOs face headwinds as organizational change agents, most
believe that the role is evolving in the right direction.

*
Exhibit O | State of Data & AI Leadership Success

The State of Data & AI Leadership (CDO/CDAO/CAIO) 2020 2023 2024 2025

CDO Role is Very Successful and Well Established 27.9% 35.5% 51.0% 47.6%
CDO Role is Nascent and Evolving | Revolving Door 69.6% 61.8% 42.7% 47.6%
CDO Role has Been A Failure 2.5% 2.7% 6.3% 4.8%

Exhibit P | Evolution of Data & AI Leadership Roles

The Evolution of Data & AI Leadership (CDO/CDAO/CAIO) 2023 2024 2025

CDO Role is Well Understood within Our Organization 40.5% 48.6% 51.3%
CDO Role is Still a New Role Compared to Other C-Suite Roles 21.3%
CDOs Need Greater C-Suite & Mid-Level Organizational Support 37.0%

Exhibit Q | Chief Data Officer (CDO/CDAO) Future Outlook

Chief Data Officer (CDO/CDAO) Outlook 2025

Average CDO Tenure is Under 2 Years 24.1%

Average CDO Tenure is Under 3 Years 53.7%

CDO Role Will Become Permanent C-Suite Role 70.8%

CDO Role will be a Transitional Role that Goes Away 29.2%

CDO Role is Evolving in a Positive Direction 65.2%

Exhibit O shows that Chief Data Officers (CDO/CDAO) are continuing to struggle to be successful,
with just 47.6% characterizing the role as very successful, while 52.4% see the role as nascent and
evolving, a revolving door, or even as a failure – 4.8%. The role is viewed as not well understood
by 48.7% of organizations in Exhibit P.

Exhibit Q highlights the brief tenures of Chief Data Officers – 24.1% under 2 years, and 53.7%
under 3 years. There is some positive news though. Most – 70.8% -- believe that the CDO will
become a permanent C-Suite role, while 29.2% believe it will disappear. Most – 65.2% -- believe
that the Chief Data Officer role is evolving in the right direction. Organizations will need strong
data & AI leadership in the years ahead, in whatever form this takes.
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Finding 7 | An AI Future
Organizations strongly believe in the transformational impact of AI, foreseeing significant
opportunity for productivity and efficiency gains. Some firms are looking at AI as a growth engine.
Most executives view AI as the most transformational technology in a generation, with the
potential benefits clearly outweighing the potential risks.

*
Exhibit R | Chief Data Officer (CDO/CDAO) Future Outlook

History of Using AI within Your Organization 2025

Less than 2 Years 23.8%

3-5 Years 32.5%
6-10 Years 27.0%
11-24 Years 12.0%
More than 25 Years 4.7%

Exhibit S | Chief Data Officer (CDO/CDAO) Future Outlook

Forecasting an AI Future 2024 2025

AI is Likely to be the Most Transformational Technology in a Generation 64.2% 89.0%

Generative AI Will be the Most Transformative Form of AI 61.0%

Machine Learning Will be the Most Transformative Form of AI 22.3%
Artifical General Intelligence (AGI) Will be the Most Transformative Form of AI 16.1%

Overall Impact of AI will be Beneficial 96.6%

Spurred by the introduction of Generative AI in the Fall of 2022, AI has captured the imagination
and attention of business leaders for the past 2+ years. AI has been around for decades however,
as observed in Exhibit R. While 23.8% of organizations have been using AI for under 2 years,
76.2% have been using AI for 3 years or longer, 16.7% have been using AI for over a decade, and
4.7% have been working with AI for a quarter century. The evolution of computing power and
speed, and the capture and maintenance of massive amounts of data, have helped enable the
present state of AI.

What does the future look like? As noted in Exhibit S, most organizations believe that AI will be
the transformational technology in a generation, akin to the Internet. The percentage of
organizations that believe in a future transformed by AI rose from 64.2% in 2024 to 89% in 2025.
Generative AI is expected to be the most transformative form of AI, according to 61%, but machine
learning – 22.3% -- and AGI –16.1% -- have its share of believers.

Perhaps most surprising to me, techno optimism prevails. Even with fears of disinformation and
misinformation, 96.6% of organizations see the overall impact of AI as beneficial.
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About Data & AI Leadership Exchange

Data & AI Leadership Exchange was established by Randy Bean to educate Data & AI Leaders,
the Chief Data Officer & Chief AI Officer communities, and Fortune 1000 business leaders, on
leadership, transformation, and innovation in an AI future.

About Randy Bean

Randy Bean has been an Advisor to Fortune 1000 organizations on data & AI leadership for nearly
4 decades. He is a Senior Advisor, Author, Speaker, Founder, CEO, Innovation Fellow, and Board
Member.

Randy is the bestselling author of Fail Fast, Learn Faster: Lessons in Data-Driven Leadership in an
Age of Disruption, Big Data, and AI, and a regular contributor to Forbes, Harvard Business Review,
and MIT Sloan Management Review. He was a former contributor to The Wall Street Journal and
has been referenced and quoted on AI leadership in The Wall Street Journal, The New York Times,
and The Economist in 2024.

Randy was previously founder and CEO of NewVantage Partners (NVP), a data and AI leadership
advisory firm to Fortune 1000 clients, which he founded in 2001. NVP was acquired by Paris-based
global consultancy Wavestone in 2021, where he served as Innovation Fellow until January 2024.

Contact Information
Randy Bean
Senior Advisor | Author | Speaker | Founder | CEO

www.dataaiex.com
www.randybeandata.com
www.failfastlearnfaster.org

randy.bean@dataaiex.com | rbean@randybeandata.com

Linked In https://www.linkedin.com/in/randybeannvp/