From data to decisions: Graham Construction’s digital journey

When I joined Graham three years ago, I became the first person in my current position. While data and analytics were not entirely new to the company, there was no enterprise-wide approach. As a result, we embarked on this journey to create a cohesive enterprise data strategy. 

Reflecting on my career, my current role did not exist when I began my professional journey 20 years ago. Initially, I worked as a researcher in academia, specializing in data analysis. This led to a long tenure in central government in New Zealand as a policy researcher. Later, I transitioned into leadership, where I found a natural alignment with my skills and developed a passion for management. This marked a turning point in my career, from which I have continued to grow and evolve. 

My career trajectory has been non-linear, characterized by diverse experiences and opportunities. I have pursued roles aligned with my interests and sought guidance from respected leaders. Additionally, I have embraced new challenges, such as transitioning from government to the technology sector, driven by a desire to expand my skill set and explore new areas of professional growth. 

Each organization I have worked with, including Graham, has provided a distinct perspective on problem-solving and goal achievement. Whether emphasizing processes or relationships, success is ultimately driven by understanding the priorities of key decision-makers. 

Transforming business through enterprise data 

Graham Construction recently received a CIO Canada Award for our enterprise data project. This initiative is about creating a unified data platform. At the time, Graham’s didn’t have a plan for enterprise data, a challenge many organizations face. While businesses often tout their data-driven capabilities, the reality is that effective enterprise data integration is costly and time-consuming and results in a lot of manual effort. 

As Graham grew through acquisitions, it became clear that we needed a platform independent of our existing ERP systems and other technologies. We developed a data-specific platform to integrate information from various departments and disparate systems across the company, with a focus on reporting to support our operations. A significant challenge was ensuring that this data would be accessible and useful to people working in the field, many of whom are not desk-bound. To address this, we created the Insights Hub, a platform built on top of our enterprise data system. This central hub houses all our reports and is accessible through our intranet, ensuring that our teams can easily access relevant information. 

One of the key innovations of the enterprise data platform is our approach to productizing data. Rather than simply generating reports and hoping someone finds them useful, we treat each report as a product with its own owner and lifecycle. This product-centric mindset ensures that every piece of data is purposeful and designed with the end user in mind. 

This approach has had a significant impact on the business. It represents a substantial leap forward from where we started, laying the foundation for future growth. As our business needs evolve, so too will our data requirements, and we are positioning ourselves to adapt to these changes with a focus on design and functionality. 

Planning for AI and the future of data 

The analogy I often use is that you cannot build a skyscraper on an unfinished foundation. In the same way, our work in data lays the groundwork for future technological advancements, including the integration of AI. We selected a platform capable of managing both structured and unstructured data, ensuring that we are prepared for future innovations, even if we are not yet utilizing unstructured data at this point. By investing in the infrastructure needed to support future technologies, we are positioning ourselves to leverage emerging tools such as generative AI, ensuring that we are not only reactive but proactive in our approach to innovation. 

The role of a technology leader 

In my role, I am fortunate to have strong relationships with our senior executive team, which has been invaluable when discussing budgets, funding, and long-term strategic goals. However, the real influence lies with the next layer of leadership—those who are responsible for day-to-day operations. These individuals play a pivotal role in driving change and implementing new strategies. 

Building relationships with mid-level leaders is essential for successful change management. By involving directors and VPs early in the process, we ensure that decisions reflect the practical needs of the business, rather than being dictated solely by executives who can be more distant from the operational challenges faced by teams on the ground. 

It is important to have the trust of senior leaders, but a technology leader’s success is also contingent on being seen as a strategic partner. The goal is to be the person others turn to when challenges arise, positioning oneself as an integral part of the problem-solving process. 

The importance of diversity in teams 

As an immigrant, a woman, and a member of the LGBTQ community, I understand the value of diverse perspectives. Technology, like many industries, has historically been male-dominated. However, I am passionate about fostering diversity because it brings different viewpoints and approaches to problem-solving. Diverse teams are more innovative, and they produce better outcomes. 

In the context of product development, diversity plays a critical role. By bringing together individuals from varied backgrounds, we create more well-rounded solutions that address the needs of a broader audience. Moreover, fostering a culture of collaboration across diverse groups enhances the overall team dynamic. 

I am particularly passionate about encouraging more women to enter the technology field, as I believe their contributions significantly enrich the industry. Additionally, as someone who has experienced the immigrant journey, I recognize the potential of individuals from diverse backgrounds and strive to ensure that opportunities are open to all talent, regardless of their origin. 

Looking ahead to 2025 and beyond 

Technology is here to stay, and its impact on business will only grow. However, managing costs remains one of the most significant challenges for organizations. The current hype surrounding AI presents both opportunities and risks. Without clear use cases that align with business needs, investments in AI can quickly become costly and ineffective. As we move past the AI hype cycle, I anticipate that many organizations will reassess their strategies, cutting programs that fail to deliver tangible results. For technology leaders, the focus will shift to managing costs effectively while still delivering business value. This will require thoughtful decision-making and a commitment to long-term sustainability. 

Annette Cooper is an accomplished data and analytics leader with extensive experience driving insights and strategic decisions across a range of industries. Currently serving as the director of data and analytics at Graham, Annette brings a wealth of expertise in leveraging data to enhance operational efficiency, improve decision-making, and drive business growth. In recognition of their exceptional leadership and contributions to the field of IT and data analytics, Annette was honored with the CIO Canada Award and named among the OnCon Top 100 Data and Analytics Professionals of 2024.