In today’s data landscape, where organisations strive to maximise value from data, few have succeeded as comprehensively as Admiral Group Plc. Rachel Purchase, Director of Data and Analytics at Admiral Group Plc, shared her 15-year journey with the company on Driven By Data: The Podcast, offering a glimpse into how Admiral has embedded data at the heart of its operations.
A Career Anchored in Data
Rachel joined Admiral directly after university and has spent her entire career within the company, progressing through various data-focused roles. Starting in pricing—essentially data analytics with a focus on setting competitive insurance rates—she later led Admiral’s nascent data science team. There, Rachel helped introduce advanced techniques to improve pricing strategies and other operational areas.
In 2018, she was tasked with transforming Admiral’s data capabilities. “We’d tried to achieve this by bringing in external experts multiple times, but these efforts didn’t stick,” Rachel explained. Instead, Admiral decided to build from within, leveraging her and the Chief Architect’s understanding of both the business and technology. This collaboration marked a turning point, reshaping Admiral’s data ecosystem.
Tackling Data Transformation
Admiral’s data journey wasn’t without its challenges. “The initial mandate was vague: ‘Sort it out.’ That could mean solving any one of 10 billion issues,” Rachel said. Previous attempts had failed because they tried to tackle too much at once. Instead, Rachel and her team focused on a pragmatic approach.
They identified areas where data could drive the most value—pricing, data science, fraud, and telematics—and prioritised those. This concentrated effort enabled them to create a scalable, cloud-based platform that eventually became the foundation for the entire organisation’s data operations.
“We chose to narrow our focus rather than trying to fix everything at once,” Rachel reflected. This clarity proved crucial as Admiral began its transformation from a traditional data infrastructure to one that aligns with its modern ambitions.
Culture: The Core of Success
One key differentiator for Admiral has been its data-centric culture, deeply embedded since its inception. Admiral was founded in 1993 by two leaders, Henry Engelhardt and David Stevens, who were staunch advocates of data-driven decision-making. “Data wasn’t just important; it was foundational,” Rachel noted.
This ethos shaped Admiral into a company where data is a natural part of operations. “In our business, it’s hard to imagine succeeding without data. For example, UK motor insurance has unlimited liability, meaning we could sell a policy today and face a claim worth millions years later,” Rachel explained. “That kind of risk assessment is a pure data game.”
However, Rachel emphasised that cultural transformation is ongoing. Admiral’s rapid growth—from a startup to a FTSE 100 company with 11,000 employees—has required continual efforts to ensure new joiners are “dipped in” the data-first culture.
Bridging Gaps with the Data Academy
To address skill gaps and enhance data literacy, Admiral launched its Data Academy two years ago. The academy isn’t just about training employees in technical skills; it’s about fostering best practices and breaking down silos.
With 900 people in data roles across 27 departments, Admiral’s decentralised structure allows for autonomy while relying on the central team to set standards. The academy plays a crucial role here, supporting career development and ensuring consistency across teams.
“Our academy isn’t just about teaching people how to code,” Rachel said. “It’s about communication, building networks, and exposing our teams to external trends and best practices.” Admiral also uses the academy to reskill employees from non-data roles, leveraging their business knowledge to create a stronger data community.
Appetite vs Maturity
Admiral’s appetite for data is both a strength and a challenge. With high demand across all levels of the business, Rachel noted the difficulties of balancing priorities. “Everyone wants a piece of us, which means we’re in a constant state of change. It’s exciting but not for everyone,” she admitted.
This appetite, however, doesn’t always translate to maturity. Rachel describes Admiral as “data-driven but not fully data-mature.” While some departments like pricing deploy advanced machine learning models, others are still building foundational capabilities. Admiral’s current strategy focuses on standardising data practices to ensure consistency and unlock greater value across the organisation.
Lessons for Other Organisations
For organisations looking to emulate Admiral’s success, Rachel highlighted a few key takeaways:
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Start Small, Think Big Avoid trying to “boil the ocean.” Focus on areas where data can create the most value, and expand from there.
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Embed Data in Culture A data-driven culture doesn’t happen overnight. Leadership buy-in and consistent messaging are critical to embedding this mindset throughout the organisation.
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Invest in Skills Whether through formal academies or informal mentoring, invest in building both technical and softer skills. This ensures teams are equipped to deliver value while communicating effectively with the wider business.
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Balance Autonomy and Alignment Decentralisation can drive innovation, but central teams must set the standards to maintain consistency.
Admiral’s story underscores that being data-driven is about more than technology; it’s about creating a culture that values and leverages data as a strategic asset. As Rachel put it: “Data is easy to do but hard to master. The key is to keep moving forward, one step at a time.”
You can listen to the full episode here:
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