Romina Medici is the Global Head of Platform Strategy & Data Governance at E.ON Digital Technology, leading the company’s Data & AI ecosystem across 40 business units and 17 countries. Managing a €25 million portfolio and serving 2,000+ users, she has unified E.ON’s data landscape into a value-driven platform that enables smarter decisions and responsible innovation. Her mission is to make data and AI tangible and outcome-oriented, bridging technology, business, and governance. Under her leadership, E.ON built one of Europe’s most mature data foundations, engaging over 250 data owners and 1,000+ connected sources.
Romina combines analytical precision with empathy, fostering environments where diverse teams thrive. Recognized among Europe’s leading voices in Data & AI strategy, she speaks at global forums and mentors emerging leaders, especially women in tech. A lifelong learner, she believes sustainable innovation arises when people, data, and technology evolve together with clarity and purpose.
In this insightful conversation with CIO Magazine, Romina shares her journey from analytics and supply chain to leading one of Europe’s most advanced Data & AI ecosystems. She discusses the real challenges behind building a data-driven culture, balancing innovation with structure, and fostering leadership grounded in empathy and trust. Below are the excerpts of the interview.
You’ve built an impressive career at the crossroads of data, technology, and business strategy. What originally drew you toward this field, and how has your journey shaped your perspective on leadership and innovation?
My professional roots have always been grounded in analytics and numbers. I started my career in Controlling, where I quickly realized that many of our KPIs hadn’t been recalculated in years — simply because the data wasn’t available. That was my first wake-up call to how much we rely on accurate, accessible data for good decision-making. Later, in Supply Chain, I focused on optimizing tender processes through costing models and manufacturing process analysis. That’s when I met Peter Neumann, who introduced me to linear regression and predictive methods — we could suddenly calculate product prices without needing all the traditional inputs. It was a revelation.
I remember the feeling vividly: using these methods in negotiations and achieving better results for the company felt powerful. I thought, “Everyone should have access to such an agent — a small assistant that helps them do a better job.” That was over ten years ago, long before we talked about AI agents.
So, I decided to study Data Science and later moved into our central IT organization to drive data transformation for the entire E.ON Group — not just one function. Eight years later, I’m still doing exactly that: shaping how data, platforms, and governance come together to drive business impact. And I’m still as passionate as on day one.
In your view, what are some of the biggest opportunities and challenges organizations face today when it comes to building a truly data-driven culture?
The opportunities are endless. Data can make any part of an organization more cost-efficient — from Supply Chain and Operations to Finance and Sales. It enables smarter, faster, and more confident decisions because data is the reflection of business reality. The better your data, the better your strategic and operational choices — whether predicting customer churn, asset failures, or market demand.
Beyond efficiency, data has a unifying effect. It creates one common language across business units — one way to calculate KPIs, one shared understanding of performance. That alignment builds trust and collective focus.
The challenges, however, are just as significant. Like all foundational topics, data’s value is often invisible until something breaks. We rarely think about the ground we walk on — yet it’s what allows everything else to exist. Data is the same: when it’s weak, everything on top becomes unstable.
Another misconception is that technology alone can fix it. In reality, success depends on orchestrating six dimensions: technology, governance, processes, people, finance and execution. Only when all are aligned can transformation truly take root.
As throughout the years I learned – it also needs to earn money and be properly planned.
And finally, data work is never “done.” It’s continuous. We need to accept that managing and improving data is part of daily business — just like managing your budget. That’s when data maturity becomes a living, evolving capability rather than a one-off project.
As someone leading platform strategy and data governance on a global scale, how do you balance technological innovation with the need for structure, security, and compliance?
It’s a delicate balance that constantly shifts depending on context and timing. There are phases when innovation takes the lead — like now, with AI being at the top of every board agenda — and others where structure and compliance must anchor the foundation. I see it much like capital markets: there are cycles, momentum, and hype phases that can accelerate certain topics, but also risks of bubbles if the fundamentals aren’t in place.
Consistency is the real differentiator. You need a clear strategy, a long-term vision, and the discipline to execute it regardless of external noise. I often compare it to investing in an ETF: you don’t buy once and expect instant returns. You invest continuously — month by month — and over time, the results compound. That’s how I approach data and platform strategy. It’s not a sprint. It’s a marathon built on steady, strategic progress.
Emerging technologies like AI, machine learning, and automation are transforming industries at a rapid pace. How do you see these technologies influencing the future of work within your sector?
They already have — and we’re only at the beginning. AI today helps us calculate grid loads to ensure that when someone installs a PV system on their roof, it doesn’t cause local blackouts. It allows us to predict with more than 80% accuracy which cables are likely to fail, optimizing investment and improving the grid’s ROI. It predicts customer churn, supports pricing decisions, and ensures we trade energy at the best possible times — maintaining competitive prices even during crises like the war in Ukraine.
Now we’re entering a new phase with generative AI and intelligent agents. We can interact with data conversationally, generate summaries or presentations automatically, and enable almost anyone — not just experts — to build automations or RPAs.
The next frontier is autonomous agents that act as digital colleagues — small, reliable assistants that handle repetitive tasks and scale our productivity. I can’t wait for the day I have an entire “army” of these agents supporting my teams. It will fundamentally change how we work — and I’d rather be one of the people shaping that future than watching it unfold.
Leadership today is as much about empathy and culture as it is about strategy. What principles or habits guide you as a leader when it comes to motivating and empowering diverse teams?
I believe leadership starts with truly seeing the individual — understanding their strengths, their ambitions, and even their limits. Once you know your people, you can help them find the role where they truly thrive. I make it a point that every voice is heard — not just within the team but across teams — because diversity only creates value when it’s expressed and listened to.
We always build a shared vision that everyone can connect to in their own way. My teams are known for making things work that others said were impossible. That’s our trademark. It creates a unique bond, deep trust, and an energy that drives us through even the hardest transformations. We’re ambitious, committed, and motivated by purpose — and that’s what sustains us through the marathon of change.
Outside of your professional role, what inspires you or keeps you grounded? Are there personal interests or values that influence how you approach your work?
Absolutely. I love reading — it’s both calming and inspiring. I mostly read non-fiction, and I’m fascinated by the collective human intellect — how almost any problem we face today has been faced, studied, and overcome by someone before us. It gives me perspective, reminds me that I’m part of something larger, and reinforces the belief that there’s always a solution if you stay curious and keep learning.
So far this year, I’ve already read twelve books, and I have at least another twenty waiting on my shelf. Reading is my way of recharging, reflecting, and staying connected to growth — both personally and professionally.
What advice would you share with young professionals, especially those starting out in technology or leadership who aspire to make an impact in the digital world?
Dare to just start. If you don’t understand something, don’t wait for someone to explain it — read, research, experiment. Build your network early and use it — not just to advance yourself but to learn and grow through others. Stay curious and be bold enough to take responsibility for your own journey.
It doesn’t matter if you studied the field or not, or if you feel like an expert yet. Expertise comes with time, but courage and curiosity are choices you can make every day. That’s what truly makes the difference.