6. Deepak Jose, Global Head and Senior Director of One Demand Data and Analytics Solutions, Mars Wrigley
Describe your career to date
I am a purpose-led executive leader in digital transformation, enterprise data strategy, and analytics with a proven track record of driving profitable growth for global brands, including Mars, Coca-Cola, ABB, Asurion, and Mu Sigma. I have a career-long reputation for building high-performing teams, trusted relationships with cross-functional teams and executive-level stakeholders, and creating highly effective, diverse work cultures known for superior results and engagement. I am also passionate about turning complex problems into simple, actionable solutions while leveraging innovative data analysis methodologies to inform critical investment and growth decisions.
I have a unique life story that started with leaving my small town in India to pursue the dream of leveraging the power of technology to change the world. I focus on driving a triple bottom line (people, planet, and profit) to get selected by executive teams for numerous leadership roles and awards.
I can infuse organizations with a truly global business perspective and generate unprecedented levels of consensus, buy-ins, and enthusiasm around strategic objectives.
I have extensive revenue management, marketing, sales, and strategy experience across all major global markets in multiple categories such as confectionery, gum, food, pet nutrition, beverage, and health and wellness.
I also co-authored the book, Leading through Pandemic - Unconventional Wisdom from Heartfelt Leaders. I serve on the advisory board for AWS, ANA, CDO magazine, Ascendant Retail Media Network, and other startups and artificial intelligence (AI) product firms. Additionally, I have been a keynote speaker at various data, analytics, and AI conferences and won many industry and internal awards, demonstrating his expertise.
I am proudly a results-driven leader with a proven track record of value creation through D&A at Mars Wrigley, delivering $500 million value within two years, surpassing the initial three-year plan, and leveraging this experience to drive enterprise analytics potentially.
I earned an MBA from George Washington University, a mechanical engineering degree from NIT Calicut, India, and I completed an executive education program from Oxford University Said School of Business in economics of mutuality.
Data literacy is a key enabler of the value and impact from data. How are you approaching this within your organisation?
I am approaching data literacy within the organization by implementing a comprehensive strategy that encompasses various aspects. Firstly, an end-to-end analytics product team operating model has been established, focusing on scaling solutions through internal talent collaboration in over 15 markets. This includes solid governance, aligned RACI, established WOW, budget allocation, and prioritization.
To further enhance the organization’s digital capabilities, I have developed digital literacy training and upskilling programs for leaders, business product owners, and digital talent technical guilds.
Additionally, a best-in-class omnichannel analytics capability – the Voyager program – has been built to drive gross profit improvements and break organizational silos. An AI-driven multi-level investment measurement solution – Integrated 360 – has been developed for strategic to tactical resources allocation and is being scaled globally. A cross-enablement team has been established to foster scalability, efficiency, and simplification, expanding focus on multiple business domains to build snacking enterprise analytics.
Moreover, I have spearheaded the creation of an AI learning and innovation lab in collaboration with Microsoft, emphasizing associate upskilling, fostering innovation, and building partnerships with prestigious universities. Lastly, the Responsible AI Governance Board has been launched in partnership with multiple functions and key partners to ensure the strategic significance and responsible use of AI within the organization. This holistic approach to data literacy aims to boost organizational capabilities, foster innovation, and promote responsible AI practices across various business domains.
What are the key challenges to your data function that you are facing as its leader?
Within the scope of my current role, the top business and leadership challenges to address over the next one to two years for the data function are:
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People development and team management: Prioritizing team building and retention by fostering a diverse and inclusive work environment – providing continuous growth opportunities, and mentorship to ensure low attrition levels.
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Stakeholder engagement: Building strong relationships with regional stakeholders, ensuring ongoing commitment and alignment with the overall vision and strategy to drive company-wide commitment to analytics initiatives.
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Collaboration and breaking silos: Encouraging cross-functional collaboration to create synergies, share knowledge, and work towards common goals, thus driving more effective business planning and decision-making.
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Organizational change management: Leading change initiatives by setting clear expectations, providing support, and ensuring a smooth transition as the organization adopts new technologies, processes, and analytics solutions.
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Training and capability building: Implementing upskilling programs and fostering a culture of continuous learning ensures that executive leaders, business product owners, and technical guilds are equipped with the necessary skills and knowledge to leverage analytics effectively.
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Innovation and learning culture: Collaborating with external partners (industry experts), prestigious universities, and AI learning and innovation labs to stay updated on industry trends, foster innovation, and drive a culture of experimentation and learning within the organization.
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Responsible AI governance: Championing ethical and responsible use of AI and data and analytics by establishing clear guidelines, policies, and partnerships while promoting organizational transparency and accountability.
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