In a recent episode of Driven by Data: The Podcast, host Kyle Winterbottom sat down with Steve Green, Chief Data and Analytics Officer at Sumitomo Mitsui Banking Corporation (SMBC), to explore the realities of building a data office from scratch and the self-imposed obstacles many Chief Data Officers (CDOs) face.
From Technologist to Transformer
Steve’s journey from IT transformation projects to leading data strategy at the Financial Conduct Authority (FCA) and now at SMBC offers a unique lens on how data leadership has evolved. His passion lies in change, not just tech. “I moved away from being a ‘true technologist’ in my mid-20s,” he shared. “Since then, it’s all been about transformation, how you use data to drive real business value.”
Starting from Ground Zero at SMBC
SMBC, one of the world’s top 20 banks, approached Steve with a clear mandate: build a centralised data office for the EMEA region from the ground up. The motivation? Growth, regulation, and a desire to treat data not as an afterthought, but as a strategic asset.
“The idea was to put data front and centre,” Steve explained. “Not just dashboards and AI, but governance, quality, skills and the culture around data.”
Beyond Governance: Shifting the CDO Narrative
Having worked at the FCA, Steve had a ringside seat to how firms were using data under regulatory pressure. But he’s adamant that regulatory compliance shouldn’t be the end goal.
“The regulator doesn’t just want a report,” he said. “They want firms to make better decisions using better data. It’s not just about ticking a box. It’s about value.”
One of the biggest issues, Steve believes, is the way CDOs are positioned. Too often, they’re seen as the “data police” rather than strategic partners. “You can’t deliver value with a three-year narrative focused solely on governance,” he warned. “You’ll lose your audience.”
Think Big, Start Small
So how do you build a successful data function? According to Steve, it’s about thinking big while delivering quick wins. At SMBC, his strategy combined immediate value with long-term vision.
“You can’t wait three years to show impact. You need quick wins that align with your north star—accessible, trusted, and reusable data.”
He credits SMBC’s relatively clean architecture and openness to change as key enablers. But the bigger lesson? Embed data into business strategy. “You can’t just be told what dashboard to build. You need to be in the room when strategy is being defined.”
The Right Conversations in the Right Rooms
For CDOs struggling to be seen as strategic, Steve offers clear advice: change the conversation. Don’t wait to be asked. Show up. Be visible. Be vocal.
“It’s about asking better questions: Why do we exist as a data function? What outcomes are we enabling? If you frame your team around value, you’ll shift how the business sees you.”
Reporting lines, he argues, matter less than mindset. “Whether you report into the COO, innovation, or even IT, what counts is how you and your team show up.”
A Multi-Pillar Team with Business in Mind
At SMBC, Steve has built a data organisation with six core pillars:
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Data Strategy – The engine room of the function, managing priorities, engagement, communications and governance.
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Data Governance & Quality – Core to building trust and meeting regulatory expectations.
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Analytics & Data Science – Enabling everything from simple dashboards to advanced insights.
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Innovation & Advisory – A unique ‘oil-the-wheels’ team that offers just-in-time support and guidance across the business.
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Information Management – Including privacy and records governance, especially for unstructured data.
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Data Migration – Ensuring quality and compliance during major tech shifts.
Notably, the advisory team is a full-time function. “Sometimes people just need 15 minutes of help,” Steve said. “If you force that through project governance, it slows everything down.”
Driving Data Literacy Beyond Compliance
Steve is passionate about data literacy, but not the dry, checkbox kind. “It’s not just about knowing what a data steward is,” he said. “It’s about why data matters for your decision-making. It’s about excitement, storytelling and value.”
He has woven this into SMBC’s data strategy, with training focused on behaviours, not just definitions. “We want people to challenge, think differently and bring data into their strategic thinking.”
From Defensive to Offensive
In heavily regulated sectors, there’s a temptation to stay in defence mode. But Steve sees that as a trap. “You’ll always have to do the defensive stuff, but if that’s all you do, eventually people think they’ve ‘done data’ and cut your team.”
Instead, he advocates designing compliance work that also lays the groundwork for agility. “If 10% extra on a regulatory project helps you answer 27 other questions later, that’s value.”
A Final Word to Data Leaders
For those CDOs stuck “behind the curtain” of compliance, Steve’s message is simple: rethink your positioning.
“You don’t have to start again—just shift the narrative. Talk about business value. Link your work to strategic outcomes. Press the flesh, meet new people and reframe what your team stands for.”
Because ultimately, every decision in an organisation uses data. The only question is whether that data’s being used well or wasted.
You can listen to the full episode here:
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