Pascale Hutz, Chief Data Officer and Executive Vice President at American Express, speaks with Amy McNee, SVP, Solutions Architecture and Technical GTM at Informatica, in a video interview about federation versus decentralization, strategies for identifying common needs across business units while optimizing costs, effective prioritization of data requests, and valuable advice for aspiring data leaders.

Speaking about ensuring the right level of funding for security, compliance, and regulatory needs while balancing a federated and decentralized data governance model Hutz explains that different teams within the organization have had the flexibility to invest in contractors based on their specific initiatives and roadmaps for improving data management. When teams need to accelerate their efforts, they are encouraged to proceed, especially when additional funding is available. The primary budget remains intact, but if teams allocate extra resources, they have the autonomy to do so.

Hutz also notes that she provides quarterly updates to the executive committee on the program’s progress and financial allocations. Each year, she approaches leadership to request continued funding for various requirements. The discussion focuses on data priorities, decisions are made efficiently, and the team moves forward.

Sharing tips for identifying common needs between business units and optimizing the associated cost, Hutz emphasizes the importance of a structured yet collaborative approach. She explains that this process is not limited to data initiatives but extends to all areas of investment. By bringing together federated data office leaders, the team facilitates discussions on ongoing projects, challenges, and future priorities.

According to Hutz, there is no shortcut to achieving alignment; it requires continuous effort, frequent meetings, and open communication channels. Her central team plays a key role by staying closely engaged with data executives, ensuring that different stakeholders remain connected and informed.

Further, Hutz reveals that while there is an annual planning process that reviews all aspects of the work, the team operates in an agile framework. She noted that every Program Increment (PI) involves meetings to assess the backlog, which she oversees at the enterprise level. This provides her with a broad view of the workflow. However, she mentions that the central data team is deeply engaged in regularly evaluating the backlog, making it an ongoing effort rather than a once-a-year task.

Sharing advice for aspiring data leaders, Hutz says that the data space is great to be in with strong market demand. She advises staying informed about technological advancements and actively engaging with industry forums and peers, as data teams often work in isolation within their organizations. Connecting with other data leaders can provide valuable insights and shared experiences.

However, Hutz cautions against getting distracted by every new trend, stressing the importance of focusing on the fundamentals, particularly ensuring a solid data management foundation. Reflecting on her own career, she expresses no regrets about her role transitions and finds the field to be an excellent space for career growth.

She also acknowledges that the Chief Data Officer role varies widely across organizations and lacks a standardized definition. Speaking with other CDOs often reveals shared challenges, reinforcing the value of networking and learning from peers.

In conclusion, Hutz underscores the necessity of executive support. Without backing from senior leadership, including budget and authority, the role can be significantly more challenging. Having leadership that actively sets a CDO up for success is crucial, though not always guaranteed.

CDO Magazine appreciates Pascale Hutz for sharing her insights with our global community.

Data Programs Need to Be Tied Back to What Business Leaders Want — American Express CDO