Leigh Bates is a Partner at PwC UK and Global Risk Leader for Artificial Intelligence, with nearly 30 years of experience in data, advanced analytics, and AI. He works with global institutions to embed AI safely, responsibly and at scale, helping organisations move from experimentation to measurable outcomes. With deep expertise in financial services, Leigh is passionate about combining innovation with governance, ensuring AI delivers trusted and sustainable value. He is also committed to developing future talent and strengthening the UK’s leadership in AI innovation, research, and skills. Leigh lives in London with his wife and three daughters.
Recently, in an exclusive interview with CIO Magazine, Leigh shared insights into his remarkable career journey, his passion for driving innovation in AI, and his vision for the future of technology. He also shared his personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Leigh. Can you walk us through your career journey and what led you to become a leader in AI?
My passion for technology began in my early teens, learning to code on a Commodore 64 using BASIC to program simple games. I didn’t realise it then, but that curiosity would shape both my education and career.
Nearly 30 years ago, I started in professional services as a technical consultant, working with financial services and retail clients to deliver data and reporting solutions. It was the early era of business intelligence, and the work was hands-on with SQL, COBOL, Business Objects and Cognos. I was completely hooked. I loved the pace and pressure, but more importantly, I saw how well-structured data could materially improve business outcomes.
That’s when I became convinced data and technology weren’t just operational tools, they were catalysts for transformation. That belief led me to SAS, where I worked alongside exceptional talent on complex global challenges. Dr. Jim Goodnight’s focus on customers, innovation and people had a lasting influence on how I lead.
For the past 12 years at PwC, I’ve helped organisations move from AI experimentation to measurable outcomes embedding AI into core processes while balancing innovation with governance, ethics and change. Today, as our Global Risk Leader for AI, I support clients in deploying AI safely, responsibly, and with trust. Ultimately, what drew me into AI leadership was recognising that success doesn’t come from technology alone. It comes from connecting strategy, data, and people to ensure AI is scalable, trusted and solving real-world problems.
What do you love the most about your current role?
I get to build trusted relationships with clients around the world and work on challenges that genuinely matter. Turning ambition into real outcomes and seeing that translate into lasting organisational change is incredibly motivating.
A huge part of that is people. I work with exceptionally talented teams across PwC, our clients, and our technology alliance ecosystem. Bringing those capabilities together to deliver results is something I genuinely enjoy. I’m also deeply passionate about developing talent. Supporting individuals as they grow, stretch themselves and build confidence is one of the most rewarding aspects of leadership.
AI is evolving rapidly, which means constant learning and pushing boundaries. But at the heart of it all, I love transformation. Technology alone doesn’t deliver change. Real transformation happens when exceptional people align behind a clear ambition and execute with discipline and rigour. That combination of people, innovation and execution is what makes my role so fulfilling.
How do you see AI and ML evolving in the next 5 years?
Five years in AI is a long time, but several shifts are clear.
AI is moving from isolated use cases to being deeply embedded in core business processes and operating models. It will become “business as usual,” supported by reusable platforms, governance frameworks, and new ways of working.
Models will become even more capable, multimodal, and increasingly agentic, moving beyond drafting, summarisation and search into decisioning and constrained automation. We will also see a shift toward more domain-specific models that drive higher reliability and precision. However, performance alone won’t be the differentiator. Trust will. Safe deployment, governance, resilience, transparency, monitoring, and clear accountability will determine which organisations scale successfully. Trust becomes the licence to operate, and the licence to scale.
The focus will increasingly shift from what AI can do to how it is deployed safely, securely, and ethically. Those who combine innovation with strong governance will unlock sustainable value. Those who don’t will struggle to move beyond pilots and narrow use cases.
Ultimately, AI will be a trusted business enabler. Embedded, governed, and aligned to real outcomes that benefit both organisations and society.
Can you share a book or resource that inspires you and why?
One book that has strongly influenced me is The Innovator’s Dilemma by Clayton Christensen. It explains why successful organisations often struggle during periods of disruption. A lesson highly relevant in the age of AI.
AI challenges established operating models and requires leaders to experiment thoughtfully. But innovation must be intentional and evidence-led. We’re not replacing human judgement, we’re scaling it. In AI, that means starting with low-risk augmentation, measuring outcomes, and only increasing autonomy when evidence supports it.
The book reinforces a principle I strongly believe in: breaking new ground doesn’t mean moving fast without care. Sustainable innovation requires trust, governance, and disciplined execution.
How do you mentor and inspire teams to drive innovation?
For me it starts with leading by example, being curious, open, and willing to challenge myself.
Clear communication is critical. People perform at their best when they understand the purpose behind their work and how it connects to a broader ambition. I emphasise autonomy, trust, and high standards. I encourage bold ideas and thoughtful experimentation, pushing boundaries while maintaining quality.
Bold innovation requires psychological safety. Not every initiative will succeed exactly as planned and that’s part of progress. The key is learning quickly, applying those lessons, and moving forward with greater insight.
Inspiration also extends beyond internal teams. Energising clients and leaders, helping them see what’s possible and turning ambition into action is equally important.
When people feel trusted and aligned, they’re far more willing to break new ground.
What’s a favourite quote or mantra that guides you?
“The best way to predict the future is to invent it” by Alan Kay, an American computer scientist.
It reflects how I think about leadership in AI. The future isn’t something that happens to us, it’s shaped by the choices we make today. But bold vision must be paired with discipline. As Jim Collins writes in his book, “Great by Choice,” sustained success combines ambition with consistency and evidence-led action.
In AI, that means experimenting boldly, but with strong guardrails, continuous assurance and clear accountability, so innovation scales safely.
What are some of your passions outside of work? What do you like to do in your time off?
Family time is my biggest priority. Life is busy, but spending time with my wife, our daughters, and our dog Bella keeps everything in perspective. I’m also a strong believer in staying active. Whether it’s the gym, tennis, hiking, or a quick Peloton session, exercise is as much about mental wellbeing as physical fitness. It’s how I reset and recharge.
I also enjoy cooking and the occasional DIY project, doing something completely different from my day-to-day role. Those moments help me stay grounded and bring fresh energy back into my work.
How do you stay motivated and inspired in a rapidly changing field?
It starts with a mindset of curiosity and continuous learning. As we know, AI continues to evolve every day, and I’m genuinely interested in understanding what’s emerging, what’s working in practice, and how it can be applied responsibly to deliver meaningful outcomes.
I draw a huge amount of inspiration from the people around me. Working alongside talented teams, engaged clients, and trusted partners who challenge my thinking. Beyond that, I’m fortunate to have a wide network of inspiring leaders and innovators who share ideas, experiences, and perspectives, which helps me stay open-minded and forward-looking.
Staying close to real-world impact keeps everything grounded. Seeing AI solve meaningful problems safely and ethically is what sustains motivation.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to make a meaningful, lasting impact through client outcomes, developing people and contributing to society more broadly.
Over the next five years, I want to continue shaping how AI is applied at scale, pushing the boundaries of innovation while ensuring it is built on trust, safety and responsibility. Influencing how AI is used in ways that benefit not just businesses, but society more broadly, is something I care deeply about.
Giving back is increasingly important to me. I’m committed to supporting charities, communities and the next generation of talent, particularly school leavers, helping them build the skills and confidence needed for an AI-enabled future.
Through initiatives such as our work at PwC with the UK Government to help upskill 7.5 million workers in AI by 2030, we are helping build national capability.
If I can contribute to strengthening the UK’s position as a leading country for trusted AI innovation, talent and research, while helping others grow along the way, that would be something I’d be incredibly proud of.
What advice would you give to professionals looking to make a mark in AI and tech?
My advice would be to stay curious and build strong fundamentals.
AI will continue to evolve, but understanding data, problem-solving, and how businesses operate will always matter. Don’t chase trends at the expense of outcomes.
Invest in people skills as much as technical skills. The biggest impact comes from collaboration and communication.
Experiment but do so responsibly. Learn quickly, maintain high standards and act with integrity.
Finally, design for trust from the start. At PwC, we call this “Trust by Design.” The most successful careers in AI will be built by those who combine curiosity, discipline, and purpose.