Data Strategy & Insights Lead

Group 1001 is a consumer-centric, technology-driven family of insurance companies on a mission to deliver outstanding value and operational performance by combining financial strength and stability with deep insurance expertise and a can-do culture.

Group 1001's culture emphasizes the importance of collaboration, communication, core business focus, risk management, and striving for outcomes. This goal extends to how we hire and onboard our most valuable assets - our employees.

Gainbridge, a part of the Group 1001 enterprise, is a self-managed, innovative, digital platform providing its clients with direct access to trusted financial products to smartly grow their savings over time. Gainbridge strives to offer products through its platform that are simple, intuitive, and backed by smart technology with no complexity or hidden fees. Gainbridge empowers clients to take control of the financial future with simple solutions that are accessible to everyone no matter their budget.

The hardest problem in data isn't producing insight - it's the last mile: the gap between an insight existing and the business acting on it. That gap closes only when someone inside the business owns the problem and the outcome, not just the analysis. This is that person for Gainbridge, Group 1001's direct-to-consumer financial services business. Gainbridge runs on decisions - where to acquire customers, how to price products, when to act on risk.

This role exists to make sure data moves those decisions, not just informs them. You bring the business fluency, the relationships, and the judgment to translate data and AI capability into outcomes that show up in the business - while a dedicated data and engineering team handles the build. And the accountability comes with authority. This is not an influence-only role: you hold the demand gate for the domain (nothing enters the build queue without your qualification), acceptance authority over what counts as done, and a formal escalation path when delivered insight isn't acted on.

You can stop work from starting, stop work from closing, and force a conversation when work isn't used.

• The portfolio. Translate Gainbridge's strategy into a prioritized set of the problems most worth solving with data, analytics, and AI. Separate structural opportunity from quick win noise and own the call on what's worth doing.
• The interpretation. Turn data and models into a narrative that changes a specific decision. Be the point of insight Gainbridge leadership turns to - and hold your ground when the data contradicts the strategy.
• The last mile. Drive insight into the actual workflow and the moment of decision. You own whether it gets adopted, not just whether it gets delivered, and you build the data literacy that makes insight trusted and used.
• The AI agenda. As the domain's outputs increasingly include AI, you shape and qualify where it's worth applying - and represent Gainbridge in how those capabilities get governed.
• The partnership. Co-own every use case with the data and engineering team that builds it. You frame the problem and own the outcome; they own production. Both names on the work - never thrown over a wall.

On outcomes, not output. Decisions changed - outcomes moved at Gainbridge; the measure is value realized, not artifacts shipped. The right problems - the domain's most important problems are the ones being worked, in priority order. Adoption - insight is embedded in real workflows and trusted by the people making decisions. Partnership health - use cases are co-owned and land; both sides have standing.

A wall of dashboards no one acts on is failure. One decision changed for the better is the job working.

• Business acumen first. Deep understanding of a direct-to-consumer financial services business - its growth model, customer funnel, and the decisions that move it. This outweighs technical depth.
• A track record of changed outcomes. Roughly a decade leading data or insight work with measurable business impact, in analytics, consulting, or a data-heavy domain role - and the credibility to influence senior decision-makers.
• Analytical fluency. Able to interrogate data and models critically and interpret them soundly, without needing to build them yourself.
• Communication and influence. Turns analysis into decisions, earns the trust of senior stakeholders, and is comfortable holding a point of view - including an…