Leading in a new era - Consumer Exec

How the C-suite must transform for the AI economy

The consumer industry is at a turning point. Long-established leadership models are being challenged by a market that moves faster, innovates harder, and expects more from every product and service. To remain competitive, brands must not only adopt intelligent systems, but redesign how their leadership teams think, operate, and collaborate.

Artificial intelligence isn’t simply another technology layer. It’s a shift in how decisions are made, work is done, and value is created. In this new reality, the executive team must move beyond digital transformation checklists and take bold ownership of the future. The result is a reshaped C-suite—one that’s more connected, more adaptive, and far more strategic.

Rise of the Chief AI Officer

The Chief AI Officer (CAIO) is now emerging as a defining figure in this transformation. No longer an abstract concept or technical sidekick, this role is being embedded into the top ranks of major consumer brands.

According to a recent survey, nearly half of FTSE 100 companies have appointed a dedicated leader for AI. Their task isn’t just about models and code—it’s about aligning powerful new tools with the broader mission of the organisation.

At General Motors, Barak Turovsky—formerly of Google and Cisco—was hired as the company’s first Chief AI Officer in 2024. Reporting into the automaker’s software and services leadership, his remit spans vehicle systems, customer experience, and operations. “AI is central to GM’s EV, ICE, and autonomous future,” said Dave Richardson, GM’s SVP of software.

Across the consumer world, other leaders are also reshaping the future:

Nike: Alan John, Global VP and Chief Data & AI Officer, is driving the brand’s strategy through scalable platforms and deep personalisation.
Jaguar Land Rover: Chrissie Kemp has delivered over £500 million in value in a single year through her work in intelligent automation, data, and AI. She’s also spearheading internal education through events like JLR’s Data Festival.
Marks & Spencer: Di Mayze stepped into the CDAIO role in 2024, overseeing AI strategy after a 25-year career in data, marketing, and commercial innovation.
Fanatics Collectibles: Dr. Jeffrey Yau is pioneering the use of intelligent systems in sports card design and data infrastructure.
LVMH: Julie De Moyer leads AI initiatives across 15+ beauty brands, focusing on customer desirability, operational intelligence, and augmented decision-making.

These leaders bring more than just technical acumen. They influence culture, drive alignment, and guide their peers toward practical innovation.

how this role reshapes the c-suite

The Chief AI Officer (CAIO)’s job is not isolated—it touches every corner of the business. They act as a nerve center that integrates priorities, timelines, and capabilities across all major functions. For this to work, the rest of the C-suite must also adapt.

CEO: Chief Executive Officer — leading with vision and velocity

Skills needed: Strategic technology leadership, continuous learning, and the courage to reinvent business models. CEOs must embrace the challenge of driving intelligent decision-making, rapid innovation, and cross-enterprise alignment.

New focus: The Chief Executive Officer must sponsor and lead the transformation, align cross-functional priorities, and set the tone for how intelligent systems enhance performance.

CFO: Chief Financial Officer — rethinking investment and measurement

New focus: The Chief Financial Officer is responsible for managing a balance sheet transformed by digital investments, while using predictive insights to optimise operations and resource allocation.
Skills needed: Financial modelling with intelligent tools, capital planning for innovation, and finance team enablement. CFOs must be prepared to oversee increasing investment in digital infrastructure while extracting value through automation and insight.

CHRO: Chief Human Resources Officer — building future-fit teams

New focus: The Chief Human Resources Officer must identify and fill skill gaps, launch upskilling programs, and create a more agile, tech-savvy workforce ready to engage with new tools and new ways of working.
Skills needed: Change leadership, digital workforce planning, and high-impact learning strategy. The CHRO plays a crucial role in supporting the CAIO through talent recruitment, capability development, and fostering an adaptive culture.

CS/RO: Chief Sales/Revenue Officer — scaling sales with intelligence

New focus: The Chief Sales/Revenue Officer leads the deployment of intelligent selling platforms, learns from every customer interaction, and accelerates go-to-market strategies.
Skills needed: CRM optimisation, real-time analytics, and a deep grasp of digital commerce. CS/ROs must move beyond traditional sales cycles to a more predictive, proactive commercial model.

CMO: Chief Marketing Officer — transforming marketing into an insight engine

New focus: The Chief Marketing Officer is responsible for using real-time customer data to craft personalised experiences at scale, driving loyalty and differentiation.
Skills needed: Dynamic campaign management, AI-powered segmentation, and platform fluency. CMOs must evolve creative and media functions to fully integrate intelligent customer insights.

COO: Chief Operating Officer — enabling smart operations

New focus: The Chief Operating Officer must build digital ecosystems that reduce waste, unlock knowledge, and optimise workflows across the supply chain.
Skills needed: Process intelligence, data-driven decision support, and enterprise agility. The COO helps translate AI potential into operational results that drive margin, speed, and resilience.

A collaborative agenda for consumer brands

This isn’t about replacing human intelligence—it’s about enhancing it. The modern executive team must now move as one, guided by data, aligned on priorities, and ready to rethink how they create value.

Here are four questions every consumer brand should be asking:

Do we have a clear understanding of how AI is reshaping customer expectations and market dynamics?
Are our leadership roles clearly defined for this new landscape?
How are we developing the next generation of talent to lead in this space?
Are we making decisions fast enough—and with enough precision—to outpace our competitors?