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 measuring the effectiveness of data literacy programs, ensuring the relevance of programs for business stakeholders, and avoiding data silos within the organization.

Speaking about measuring the effectiveness of data literacy programs, Hutz emphasizes that it begins with assessing engagement—whether individuals are participating and utilizing the resources provided. Beyond attendance, the real test lies in day-to-day interactions, where the goal is for business partners to engage in data discussions at the same level as the data team.

For Hutz, the true effectiveness of a data program is not about its internal mechanics but its ability to drive tangible business results. She attributes this success to a federated model, where data experts are integrated within their respective business units. This alignment ensures that as the business unit thrives, it reflects the strength and impact of the embedded data team.

Further, Hutz emphasizes that ensuring program relevance to business stakeholders starts with aligning initiatives to drive tangible outcomes. She notes that data professionals often become overly focused on their own domain, losing sight of the broader business impact.

To remain effective, teams must focus on what matters to business leaders—showing clear value and practical benefits. Hutz stressed that while technical advancements can be exciting for data teams, stakeholders are more concerned with the results these technologies can deliver. Engaging them requires shifting the conversation to outcomes they care about, such as significant efficiency improvements or capabilities that directly impact their goals.

When asked about how the organization avoids creating data silos, Hutz explains that American Express follows a federated model, which relies on a strong central team with the authority to influence decisions and enforce policies. In her case, the data platforms fall under her responsibility, ensuring all data is housed within a central utility. This centralized approach prevents the creation of independent data stores, as the technology team enforces strict rules against it.

Hutz emphasizes the importance of strong oversight, with the central team setting policies and standards that federated data offices must follow. To balance authority, she adds that while there are mechanisms to ensure compliance, the team also provides support — helping secure funding or additional resources, and resolving differences between teams sharing data. The central team’s active involvement is crucial to avoid becoming a mere policymaker and be able to affect change.

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