KINNARI LADHA - Award-Winning Chief Data Officer& Data Transformation Leader

An innovator with influence

If you want to feel inspired about the data industry, its possibilities and what a more diverse generation of  leaders can do within it, talk to Kinnari Ladha

With two decades of industry experience behind her, regularly placed in the DataIQ 100 and a well-deserved winner of our very own Digital Edge Data & AI Leadership Award, we were excited to sit down with Kinnari to find out about the passion, dedication and expertise that drives her success.

Sponsored by Telefonica Tech

Data’s shift in status

Having begun her data career as a hands-on practitioner and worked across a variety of industries as well as in consultancy, agency and client side, Kinnari has a depth of experience from her career journey so far.

While the power of data has always been evident to her, she’s now seeing a new element of understanding of this among organisations. “Data is at the forefront now,” Kinnari points out. “A lot of organisations are understanding data isn't just IT, and there are a lot more senior roles being recognised at C-level now. All other areas of the business – whether it's finance, marketing, operations, strategy – all need data to be able to successfully do what they need to do.

“So, it's a really exciting time for somebody who started out coding very early on in their career to be part of that change that's going on right now.” “Data isn’t just a technical asset anymore — it’s a business growth engine.”

This shift is where Kinnari has spent her career — helping organisations modernise platforms, elevate data literacy, redesign ways of working, and bring storytelling into the heart of transformation.

She explains, “Working at Merlin everyday was different. With over 140 attractions across 25 countries. We've got some iconic brands and one moment you might be speaking to somebody in the parks discussing guest behaviour and patterns with the attractions teams, the next you're working with executives on how data shapes the new digital revenue streams and what our strategy needs to be for the next three years.”

While her role brought variety, it also resulted in some interesting contrasts that pushed how she utilised data to improve guest experiences in ways so seamless, they might not even have noticed what had gone into making their visits so enjoyable.

In Kinnari’s words, “Merlin Entertainments’ brands are built on imagination, so the challenge is connecting that creativity with the power of insight and data. My focus is on creating the data ecosystem that helps us make smart, real-time decisions, from how guests book to how they experience attractions and what we can do to improve that.

“Merlin was going through a significant amount of change at the time, driving data and digital transformation. And for the business, it was really key that we started delivering that, which meant I spent a lot of my time ensuring the data foundations were in place – that they were strong, scalable and connected. That helped us as a business to bring the magic of Merlin to life through digital intelligence.”

Sponsored by Sullivan & Stanley

Making data meaningful

Kinnari leaned into the creative, guest-focused environment by focusing on why data was meaningful for their customers. “I often say to the teams all around Merlin that data is how we understand joy. Our guests don't come for dashboards or metrics, they come for real experiences, memories and a little bit of magic.

“The challenge for my team is to take something inherently analytical and make it more human. So, what we do is we turn data into stories and help our creative operation team to design better moments.”One example of this was their Guest 360 initiative, which was creating a single view of Merlin Entertainments’ guests that brought together insights from every touch point, from booking to the rides they chose and even the snacks they were enjoying.

Kinnari continued, “This allows us to personalise the marketing that we do and tailor the recommendations we can make for upsell and cross-sell but also optimise experiences in real-time once they're in the park. That could be through reducing queue times, suggesting the right attraction at the right moment or understanding what makes each visit special.”

This collaboration between her team and the wider team at Merlin Entertainments created something that went beyond a deeper knowledge of guest preferences.

She explained, “When our creative teams and data professionals speak the same language, I find something really powerful happens. We start designing experiences informed by empathy as much as analytics, and the result is more smiles, shorter queues, higher loyalty and happier teams because they can see their work actually making a real impact on our guests.

“And for me, data becomes meaningful when it serves the story of the guests, not the story of the system. It’s not about showing what data can do. It's about what the guests can feel. That's what makes this environment so unique. It's the way imagination meets insight.

“What I love about working in such a creative business is that data doesn't compete with creativity, it fuels it. When we show somebody in the creative team or a park operator or a marketeer what the data is telling them about how our guests are feeling, it really inspires them to think differently.”

Kinnari sums this up brilliantly, “Data becomes a creative partner, helping us turn insight into moments of joy for our guests.”

Smoother rides, smoother experiences

As well as supporting creativity, data was also used to make a tangible difference to how parts of the parks operated.

In the past, ride performance and maintenance were managed by manual checks and reactive fixes. To find new and better ways, a team was created compromising people from engineering, operations and analytics to take a fresh, data-led approach.

Kinnari talked us through this, “We combined IoT sensor data, maintenance logs and live operational metrics to identify patterns that predicted when a ride might experience issues before guests even noticed it had slowed down.

“By applying predictive maintenance models and optimising staffing based on real-time demand signals, we achieved 13% ride throughput and an 8 percentage point uplift in NPS. It meant that guests were spending less time queuing and more time enjoying the experience.”

Kinnari reflected, “What I really like about this example is that it shows how data doesn't need to be flashy to be powerful. Sometimes it's the invisible innovations behind the scenes that create the most magic for guests.

“This was a simple thing to do, but it took quite a lot of different areas of the business to come together. For me that really symbolises what great leadership and collaboration looks like when you're using insight to solve real business problems. It united the teams around a shared goal and really helped improve the experience ofour guests.”

This initiative was so impactful it was recognised at the Merlin Entertainments CEO Initiative Awards, while her team was also shortlisted for ‘Data Team of the Year’ at the British Data Awards 2024.

The power of people and partners

Hearing of these successes, we wondered how Kinnari is bringing together technology, people and processes to embed a truly data-centric culture across aglobal team.

In her experience, transformation is 70% people and 30% technology, “People are where the magic and challenge lies. I do truly believe you can buy the best tools, and there are so many out there, but without the right mindset and the culture, you'll never unlock the value of what that can bring.”

At Merlin Entertainments, the goal was to move away from a project mentality to a product-driven model where data, digital and technology teams worked as one, instead of as siloed teams.

I embedded cross-functional squads that co-created solutions, which enabled people from different global locations to work together in a way that they hadn’t before. “It’s been a big mindset shift, empowering teams to own their outcomes and not just deliver outputs. And that works really well.

“We also focus on storytelling, data literacy and creating that psychological safety – creating an environment where people can feel confident to experiment and where data isn't intimidating but empowering.”

But it’s not all about looking internally, Kinnari values what external teams bring to the table too, “I think the critical part of embedding culture has been the partnership ecosystem. We recognise that we can't and shouldn't do everything in house.

“Working with third-party partners including Telefonica Tech and Sullivan & Stanley has been really important for us. The network of forward-thinking technology and data specialists has allowed us to move fast to bring in new expertise and really stay at the forefront of innovation.

“Our partnership with Microsoft and Databricks have also helped us modernise our entire data platform, enabling AI machine learning adoption, reducing cloud costs and incidents on platforms as well. But beyond the technical impact, these partnerships bring fresh thinking, external challenge and access to global best practice. We get to see how our partners can really help us and raise the bar for our teams.

“The way we have set up teams is we view partners as essential to Merlin's capability. They collaborate and co-innovate with us to help test ideas and accelerate delivery.”

“We combined external insight and the agility of our partners to bring a blend of people and process collaboration. I think that's what drives a truly data-driven culture across a global organisation. Ultimately, technology enables the change, but it's our people working in harmony with brilliant external partners that bring the strategy to life.”

Kinnari concluded that a major reason their transformation worked so effectively was that they made a deliberate choice not to go it alone. They recognised early that shifting to a truly product-centric way of working required new skills, new behaviours, and new delivery practices. That was where their partnership with Sullivan & Stanley was pivotal.

They brought deep expertise in agile product delivery, helping us embed roles such as Delivery Leads and Technical Business Analysts who could translate strategy into action and ensure that our teams were focused on delivering value continuously. More importantly, they haven’t acted as an external “supplier,” but as part of the team collaborating closely with the business, coaching teams on modern ways of working, and creating a culture where data, product, and operations are shaping outcomes together.

This model has accelerated our ability to build capability while still delivering at pace. We now have stronger cross-functional alignment, clearer prioritisation around guest and commercial value, and a delivery rhythm that allows us to test, learn, and iterate quickly.

Ultimately, the partnership has helped us not just implement new processes but truly shift how we work. It has enabled our people to take ownership of digital and data products that scale across Merlin, and positioned us to sustain transformation as a core part of how we drive business growth.

Industry differences and common ground

Having worked across industries including automotive, telco and retail, it’s interesting to know what commonalities and differences Kinnari has identified in how organisations within these use data to drive transformation.

She tells us, “The common thread that I've seen is the aspiration in terms of where they want to be. Every organisation wants to be data-driven. They all say that, but very few truly understand what it means in practice.

“The ones that succeed recognise that being data-driven isn't about dashboards or platforms, it's about the courage, the culture and the strategy – making sure that data strategy and business strategy links together.”

Courage is all about moving away from a ‘this is how we’ve done it before’ mindset and moving towards making decisions based on evidence rather than instinct, “I think that type of culture encourages curiosity, experimentation and continuous learning.”

For Kinnari, the best examples of data-driven organisations are, “Those where leaders embed data into a decision making rhythm of the business.”

“Data isn't an afterthought or separate agenda item, but part of the strategy and how it’s shaped every day. It's when marketing, operations and finance teams speak the same language of outcomes. And that's where data roles and now starting to become a seat at the table. They're not an afterthought. They're not hidden under IT.”

Some of the key differences she sees between different industries are to do with their relationship to creativity and risk. “For example, sectors like finance tend to be very rules driven and compliance focused, so data transformation there is about precision and governance and risk management. In contrast, industries like travel, hospitality and entertainment are a blend of art and science, using data not just to optimise efficiency, but to amplify emotion and experience.”

“And for me, that's what made Merlin so exciting. We were retail, operations and entertainment, and we were mainly in the business of joy and memories.

“Our success was measured in smiles per minute, not just conversion rates. And data here is to serve creativity, not constrain it.

“We used insight to make the experience more magical, more personalised, more effortless for our guests, whether that's predicting the crowd flow, tailoring offers or designing next-generation attractions.”

But back to differences for a moment. “Another key difference I've noted is the maturity versus momentum. Some industries have data maturity but move slowly due to legacy systems and regulations. Others, like entertainment, have incredible momentum and agility, but are still maturing with their data foundation.

That was exactly where Merlin was at the time, at the sweet spot. What I was focusing on building at Merlin was balancing that creative energy and strong governance to ensure we had scalable platforms that empowered the data literate culture.”

While different organisations may be at different levels of data maturity, they have one thing in common. “I think the thread that ties all of it together is people. Whether you're in finance, retail or entertainment, data only drives transformation if people trust it and understand it – they feel part of that journey.”

Making a consistent impact

As we mentioned earlier, Kinnari has been regularly – and deservedly – recognised for her data leadership. She tells us, “It was a proud moment being recognised in the DataIQ 100 seven years in a row and amongst friends and networks as well. And when I got recognised in The Top 20 Women in Data and Tech in 2023, that was really nice. When my team found out they were absolutely blown over.

“These recognitions are not just a personal milestone, they’re reflections of the team I've led, the cultures we've built and the change we've driven together. It's humbling, but it's really important you share your achievements – that's a really hard thing to do!”

She attributes her consistency and impact as a leader to a clarity of purpose and always seeing data as a business growth engine rather than a technical function. This is something which perhaps sprung from her early career in consultancy, where she had to make sure the tech was linked back to what it meant for the business.

She shares, “I’ve focused on building teams that are commercially minded. I tell my people, “You know your tech inside out, but you need to be commercially minded, creative and human centred.” I think that is really making sure that everyone understands the purpose.”

There’s another key theme behind her success, too. “The other thing is consistency comes from curiosity. I'm always learning and listening and I share openly with my data community. I proactively make sure I network with people. And I also know that the world in data and tech is moving so fast. “What I did five years ago, or even last year, has probably changed again.  So how do I make sure the teams around me are also elevating themselves and what can I do to do that?” For her, what’s exciting about the recognition she’s received is the ripple effect it’s creating, “Seeing people I’ve mentored now leading a transformation of their own – that’s a proud moment. And people who come up to me because they recognise me and ask me how I've overcome challenges – for me, that is more poignant than anything else.”

The Digital Edge Data and AI Leadership Award is the latest recognition that Kinnari has achieved, celebrating both her innovation and her influence. Perhaps characteristically, and definitely generously, she feels that this award isn’t only about her.

“It's an incredible honour. While it's quite deeply meaningful on a personal level, it feels even more significant as a collective win. The recognition isn't just about my journey, it's a celebration of the entire data community at Merlin and where I've worked previously as well, plus the broader network of women who are driving transformation in data and AI and technology every day.” She reflects, “I think awards like these really amplify representation. They shine a light on what's possible. “If even one woman sees this and thinks ‘That could be me, I belong here too’, then every late night, every tough decision, every challenge I've gone through, every self-doubt has been worth it.”

What’s also important to Kinnari about this particular win is that it recognises influence, “Leadership in data isn't just about technical excellence, it's about shaping culture, mentoring others, using the platform to open doors. “This award is a reminder that when we lead with purpose and authenticity, we don't just deliver the results – we also inspire change.”

In addition to the recognition she’s received, a highlight in her career so far has been the opportunity to support potential in others to be realised. “What's really important throughout my career is the colleagues I've collaborated with, the talent I've mentored and the diverse voices that I've helped elevate. Seeing others grow and thrive and lead – especially other women – is the most rewarding part of my journey. Because leadership isn't just about what you achieve, it’s how you enable others.”

Breaking barriers – and helping others through them

After creating such a successful career, it could be easy to overlook the challenges Kinnari has had to overcome to get to where she is today. While she’s actively supporting others to achieve their potential and reach leadership positions, she believes that systemic change is needed to ensure that data is a place where different types of leaders can belong and add value.

She tells us, “I've worked in this industry over 20 years and when I was a hands-on practitioner, it was almost equal in terms of gender. However, when I got to single leadership roles, I realised very quickly that I was the only female representative in every meeting in every organisation – and I've worked with a variety of sectors.

“We've made meaningful progress, but many of the remaining barriers are subtle and systematic. It's not just about representation. It's about visibility and voice and belonging.

“Women in data leadership often face environments where boldness is misinterpreted, confidence is second guessed and technical authority is also challenged more than it's respected. And I've personally experienced that myself throughout my career.

“These aren't always overt issues, but they shape how women show up and how they're perceived. The solution isn't more policies or pledges, I think it's more sponsorship and storytelling.”

This is something Kinnari is doing herself, spending her personal time mentoring or sponsoring those earlier in their careers.

She points out, “We need senior leaders who don't just advise women behind closed doors but actively advocate for them in rooms where decisions are made. That means putting their names forward for stretch roles, backing them in high tech conversations, amplifying their achievements.

“Storytelling also matters. We need to normalise seeing women lead in data, engineering and AI not as rare exceptions, but as powerful examples.

“Visibility creates possibility. When young professionals see women thriving in these roles, it reshapes the aspirations and expectations. I didn't have anybody like that to look up to in data. I learned from other industries where I saw powerful women leading.”

She thinks it’s important that organisations look inwards, “At how meetings are run, how performance is evaluated, how leadership traits are defined, rewarding collaboration and empathy as much as technical brilliance. Are we creating a space where diverse leadership styles can flourish?”

“I think, ultimately, removing barriers means shifting the culture, not just ticking boxes.

“It's about building an ecosystem where women don't have to adapt to fit in. They can lead authentically and be seen and heard and valued.”

“And as someone who's broken those barriers, we're paving the way, but we need to make sure those doors aren't closed again. That's the really critical thing.”

Her advice in a nutshell for emerging leaders? “The tools and platform will change, but curiosity keeps you relevant and visibility makes you influential.”

Being a modern data leader

While Kinnari sums her own leadership style up as empathetic, she notes how it’s changed over time. “Early in my career I believed leadership is about having the answers. You have to know everything and be the expert in the room. Over time, I've learned that true leadership is about asking the right questions, creating space for others to contribute and enabling collective intelligence.

“My philosophy has shifted from delivery to empowerment and that's been quite hard for somebody who's been analytically minded. You need to trust your teams and build that trust.

“Today my role is to create clarity, remove barriers and build environments where others can thrive and succeed, whether that's my team, or whether it's my team working with others in the organisation. Bringing the business and the data teams together to thrive and succeed is really important.

“I believe great data leaders today are not just technologists, they need to be translators. I always say that my job is Chief Translator Officer because I sit between technology and the business – we are able to bridge the gap between the two.”

She notes that it’s important that today’s leaders sit at the intersection of strategy, storytelling and technology, so they can understand the business deeply while also being able to communicate complex ideas simply and knowing how to turn the data into decisions.

Kinnari continues, “Those leaders shouldn't be focused on models or metrics, they focus on outcomes and impact. I think modern data leaders also demand emotional intelligence. The ability to listen, to build trust and lead with empathy is just as critical as technical acumen. It’s finding that balance.” Curiosity is also vital, “The best leaders I've seen foster a culture of experimentation. They create safety for their teams and continuous learning.” And there’s one more factor that shouldn’t be forgotten, something Kinnari thinks is key, “I think perhaps the most important thing is great leaders know that their legacy isn't just in the systems that they build, it's in the people that they grow.

“Whoever I've mentored or sponsored, they lead with purpose but make sure that they have space for diverse voices to shape the future of data.”

A focus on the future

Looking back over her career, some of the standout moments have been leading transformations that many thought weren't possible by turning legacy environments into modern data-enabled environments. Looking to the future at the time, she and the team were doing something similar at Merlin. “We've got the privilege of building out a new global data strategy that infuses innovation. It's not just about technology, it's about creating magical moments, making sure we impact our guests worldwide.”

“We're entering an incredibly exciting phase – one that feels less like evolution and more like acceleration. The foundations are almost in place. We're now starting to scale the innovative AI machine learning capabilities to show what we can do with that.”

Kinnari mentions that while many industries have already delivered highly personalised marketing or connected app or web journeys, low investment in data and digital in the last 20 years at Merlin has meant it hasn’t been possible to create seamless guest experiences until now.

“This is going to help us really elevate ourselves. Imagine every visit for guests is tailor-made from queue times to food preferences to immersive storytelling.” Ethical use of data is key to this, as are existing partnerships. “We're deepening our partnership with some of the most innovative tech players in the industry. We're a Microsoft and Databricks house at the moment. These sort of collaborations are important, helping us fast track digital transformation.

“But it's not just the back-end systems, it’s also frontline magic where the guests really experience it. I think it's blending cutting-edge technology with human delight. That's where data becomes really powerful – and that's exciting.”

On a personal level, she’ll continue to grow and champion diversity in data talent, which she considers vital for the industry’s future. Kinnari explains, “I think the next generation of leaders will define what's possible in AI and ethics innovation. This is why I say diversity is really important when we're building amazing algorithms. If you've not got a diverse team, there's going to inherently be bias. They're going to build those products unconsciously not realising there's a bias element.

“So, we need to make sure that we do have diverse teams and create visibility. That comes down to sponsorship and making sure when you're hiring, you've got a balanced team. Asking, ‘Are we doing the right things to attract talent into the organisation?’

“Representation isn't just a metric, it's a movement. I'm really committed to making sure the future of data leadership looks radically more inclusive than the past.”

So, what's next in summary? “More transformation, more impact, more diverse voices at the table. I think the journey is just getting started and I think it's going to be quite extraordinary.”