Faizan Javed, Senior Director of Data Science and Engineering at Kaiser Permanente, speaks with Dominic Sartorio, VP of Product Marketing at Denodo, in a video interview about building sustainable AI strategies and balancing long-term vision and short-term wins, driving data value through collaborations, building trust through partnerships, filling the gaps in understanding, and driving AI value. 

Balancing long-term vision and short-term wins

Speaking about the practical challenges of AI strategy, Javed stresses the importance of balancing long-term infrastructure investments with short-term visible outcomes. He explains that laying solid data foundations takes time, and it is challenging to show its external value.

Javed says, “If you’re building a data governance layer, it’s tied to activating some of the AI applications. That’s the path.”

However, he notes that while customers do not see the backend systems, they do notice the applications that those systems enable. Recognizing this challenge, Javed advocates for a dual strategy:

• Short-term wins help demonstrate progress and maintain stakeholder confidence.
• Long-term plans are critical for sustainable and scalable AI solutions.

“Short-term wins can be as simple as showing some dashboards for insights,” he adds.

Further, Javed cautions against focusing exclusively on backend processes that might take years to yield visible results.

AI’s fast pace means higher expectations

Additionally, Javed acknowledges the growing pressure to deliver results quickly, given how rapidly the AI space is evolving. “The AI industry is now very fast-paced. So we are seeing a lot of output. There’s a new framework almost every other day.”

This velocity has raised the bar for organizations, with leadership and customers expecting tangible results, he says.

According to Javed, the smart approach involves starting with tools like dashboards and insights once the data governance layer is in place. Ultimately, he states that users care about the solution, not the tech stack behind it.

The critical role of partnerships in first-generation companies

Moving forward, Javed sheds light on a foundational challenge faced by data and AI leaders — particularly in first-generation companies just beginning their data journey. He reiterates that it is not just about building the technology stack; it is equally about demonstrating the value of data to the broader organization.

In such organizations, the burden of proof often falls on the data team to advocate for data-driven initiatives, says Javed. He points out that, unlike in mature enterprises, leaders and stakeholders in early-stage or first-gen companies might not be naturally inclined to allocate resources toward AI and data projects without clear, tangible value. “The leaders of the organization would also have to play the role of showing the value of data.”

Building trust through partnerships

Thereafter, Javed maintains that in large organizations, simply having a strong data vision is not enough. Data and AI leaders must actively forge partnerships and communicate how their work solves real business problems.

“So people won’t just say, ‘You know what? I’m going to hand over my budget just for you to build something with data and AI.’ What’s the value, and how can I form it?” This requires strong advocacy and alignment, he adds.

• Demonstrate value early: Help others understand what data and AI can achieve.
• Link to business outcomes: Be clear on how data initiatives tie back to solving specific business problems.
• Champion the cause: Data leaders must proactively evangelize their capabilities.

“Basically, how do we ensure that in most organizations, there is an understanding of the value of data and that these data and AI leaders can serve as champions of data?”

Overcoming gaps in understanding

Despite the buzz around AI in the media, Javed warns that many in the organization may still lack a deep understanding of data and AI. This makes internal education and collaboration even more essential.

Furthermore, Javed reinforces the importance of partnerships as the glue that holds everything together — from tools and infrastructure to talent and execution.

“We have talked about first-generation infrastructure, tools, and AI talent. But if we don’t have those partnerships to execute on them, we won’t get much success.”

The industry-wide shift: From data to driving value with AI

Javed further highlights that for today’s data and AI leaders, the central challenge is no longer just about building systems or collecting data, but about creating real, measurable impact.

“Can we drive impact, and do we have an impact on our business or downstream customers, and so forth with AI?”

Reflecting on how the landscape has evolved, Javed shares that 15–20 years ago, the focus was on data. Right now, the expectation across industries and across organizations is, “How fast can you drive value with AI?”

He cautions that organizations that fail to meet this expectation run the risk of failure.

In conclusion, Javed states, “The focus has to be on driving value with AI and taking into account all the work that has gone on in the previous years of establishing foundations and fostering tools and talent.”

CDO Magazine appreciates Faizan Javed for sharing his insights with our global community.