Ryan Sousa's career spans over 30 years as an accomplished leader and practitioner. He has broad industry experience leveraging data, analytics and AI at scale in companies disrupted by data-driven organizations and the digital operating model. Ryan's journey includes serving as SVP for two startups later acquired by Amazon and Nokia. He has also implemented large-scale analytics and AI at industry giants such as Amazon, Expedia, Starbucks and MCI. In healthcare, Ryan led the analytics transformation at Seattle Children's Hospital as its Chief Data and Analytics Officer (CDAO). Under his leadership, the organization became the fifth to achieve HIMSS Analytics Adoption Model (AMAM) Stage 7, positioning it as a recognized leader in healthcare analytics. This groundbreaking work resulted in a commercial software spin-off, AdaptX, of which he is a co-inventor and board advisor. Currently, Ryan leads the Analytics & AI practice at Pivot Point Consulting, serves as interim CDAO at Children's Minnesota, and is an Expert Advisor for the International Institute for Analytics (IIA). Ryan is also passionate about advancing industries through education and discussion. He has been a faculty member at The Data Warehouse Institute (TDWI), taught Healthcare Analytics at the University of Washington, and is an advisor, author and speaker. He currently serves as co-vice chair at the Healthcare Data and Analytics Association (HDAA) and authors a blog series at IIA on Accelerating Your Data Innovation Journey in Healthcare.
Today, approximately 30% of the world’s data volume is being generated by the healthcare industry. In 2025, the compound annual growth rate of data for healthcare will reach 36%. That’s 6% faster than manufacturing, 10% faster than financial services, and 11% faster than media & entertainment. As healthcare organizations expand, CDOs are confronted with a critical question: How should the data and analytics department be organized? Should it adopt a decentralized approach with independent regional teams, centralize operations at the headquarters, or opt for a federated model combining central and regional teams?
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