Chris Vaughan

I lead the analytics and AI capability for a global function at Dyson, with responsibility for both what we build and how the organisation uses it.

That means creating the foundations for trusted reporting, developing the dashboards and insight used by senior leaders, and establishing the standards and ways of working that allow analytics to scale.

My AI work focuses on moving beyond experimentation. I look for real problems where AI can save time, improve knowledge access or change how people interact with data, then build the underlying data and semantic foundations to make those ideas work in practice.

Key Achievements

• Led the development of AI strategy within a global Dyson function, introducing semantic models and AI-powered solutions.
• Designed and governed enterprise reporting solutions used to support operational and strategic decision-making.
• Established Agile delivery practices, Jira governance and knowledge management frameworks where no formal operating model existed.
• Built strong partnerships across business, engineering and data teams to improve data accessibility and reporting maturity.
• Progressed from operational leadership into analytics leadership, bringing a blend of technical, commercial and people-management experience.

I built Tableau reporting for L&D leadership and used data to evaluate training effectiveness, participant performance and supplier outcomes across Maps Operations. I supported the rollout of a new learning management system and helped reshape how training needs, learning experiences and programme performance were measured across multiple lines of business and locations.

The role went beyond reporting. I collected, analysed and interpreted data to identify patterns, uncover opportunities to improve training programmes and generate actionable insights for stakeholders. I focused on connecting training outcomes with business performance, helping shape learning strategy, goals and activities that could deliver better operational results.

I also looked for ways to solve problems using the systems, data and processes that were already available, finding new ways to combine existing capabilities rather than relying on new technology or large-scale changes. This included developing practical reporting and analysis solutions that improved visibility, supported better decisions and helped the team understand where training was working and where it needed to change.

Fourteen years at Apple, starting in a technical administration role before progressing into hands-on technical support and eventually leading a team of around thirty technicians in one of the busiest stores in the estate.

As Lead Technician, I was responsible for team performance, workforce planning, service quality, technical standards, coaching and development, while acting as a senior escalation point for complex customer and operational issues. Leading a team at that scale taught me how to balance people, workload and service demands, using data and reporting to understand performance and make better decisions.

Alongside my retail leadership role, I took on several opportunities to work beyond the store. As a Technical Trainer, I delivered training to teams from across Apple's global retail organisation. I also spent a year with the Global Retail Support team in London, supporting stores around the world with technical and operational issues, analysing recurring problems and trends, and helping develop and implement fixes.

I also supported user acceptance testing for new systems and retail processes, including the Apple in-store pickup experience. These roles gave me an early understanding of how data, technology and process can be used together to solve operational problems, improve customer experiences and make teams more effective.