On the shortlist: Sheetal Dash

Sheetal Dash is an innovative and purpose-driven leader shaping the future of financial crime prevention through data and AI. As FinCrime Data Product Lead at Barclays, she designs and delivers advanced analytics and real-time intelligence systems that enhance fraud detection, strengthen risk management, and build digital trust across financial services. She has been shortlisted for the 2025 Future Leader Award.

With a strong background in complex data transformation and governance, Sheetal has led major initiatives to create AI-ready, ethical data ecosystems that empower faster, fairer decision-making. Beyond her technical expertise, she is a passionate advocate for diversity in tech, mentoring over 100 people globally through organisations such as Women in Data UK, The Data Lab, and Women in ML/Analytics.

Currently pursuing a PhD in Real-Time Cyber Threat Intelligence, Sheetal embodies the spirit of continuous learning and inclusive leadership – using her platform to advance ethical AI, empower underrepresented talent, and redefine what responsible innovation looks like in financial services.

We asked Sheetal a few questions to find out more…

In your role as FinCrime Data Product Lead at Barclays, you’re driving innovation through AI, real-time analytics and event-streaming. What excites you most about working at the intersection of data and financial crime prevention?

The best part of my role and what excites me most about working in FinCrime is the opportunity to make technology genuinely purposeful, where innovation directly protects the firm, people, and—most importantly—builds trust in the financial system.

As the FinCrime Data Product Lead at Barclays, I have the privilege of designing and delivering data products that power AI-driven intelligence, building the real-time analytics and event-streaming frameworks that form the backbone of modern financial crime detection. My work focuses on transforming raw data into adaptive, high-quality intelligence pipelines, enabling models to detect risk faster, reduce false positives, and drive more intelligent, proactive responses to emerging threats.

The best part is that this space is constantly evolving; the patterns of financial crime shift daily, and data gives us the agility and foresight to stay ahead. What drives me is the blend of human and machine intelligence—using AI not just to automate, but to augment human judgment and make investigations sharper, decisions faster, and systems fairer. We are not just building data products; we are shaping the foundation of responsible intelligence in financial services.

It’s this fusion of impact and innovation that inspires me every day, knowing that the data products we build don’t just enable smarter AI but redefine how trust is created and sustained in an increasingly intelligent financial ecosystem. As AI continues to evolve at an unprecedented pace, our mission is not only to innovate, but to do so responsibly—designing systems that are transparent, ethical, and built for the future of digital trust.

You’ve led major data transformation initiatives across governance, automation and product adoption. Which project has been the most challenging and rewarding so far?

The most challenging yet rewarding project I have led was the end-to-end transformation of financial and retail data into an AI-ready, governed ecosystem – a shift that redefined how intelligence is created, consumed, and trusted.

We built a unified data virtualisation and governance framework capable of integrating fragmented data sources, automating lineage, and enabling real-time insights. But the real challenge wasn’t the technology – it was changing the mindset. Moving the organisation from data silos to a data products-driven, AI-empowered culture meant aligning compliance, engineering, and business teams around one vision: to make data the engine of proactive risk detection.

The result was transformative. The data silos were broken, data duplication reduced by 40%, risk-signal accuracy enhanced, and faster, explainable decision-making achieved across critical operational processes.

What makes it truly rewarding is knowing that this work doesn’t just optimise systems; it also strengthens digital trust—ensuring that we don’t just build smarter systems, but wiser ones.

What does being recognised as a Future Leader mean to you, and how do you hope to use this platform to shape the industry?

When I first started my journey in tech, my mentor once said to me, “Being a leader means opening doors for others—creating pathways where talent, purpose, and technology intersect to drive change.”

Those words have stayed with me, guiding every decision and opportunity I have pursued. Today, being recognised as a Future Leader feels both like an honour and a responsibility—a reminder that leadership isn’t just about what I achieve, but about how I empower others, shape the industry, and create meaningful impact.

It signifies trust in the values I stand for: innovation with integrity, inclusion with impact, and leadership with purpose. To me, this recognition isn’t just about personal achievement; it’s about representing the collective voice of those who aspire to create meaningful change through technology.

This platform allows me to amplify conversations around ethical AI, data products and governance, and inclusive innovation—ensuring that as our industry advances, it does so responsibly and equitably. I hope to use it to guide, mentor, and elevate diverse talent, especially women and underrepresented professionals in data and cybersecurity, helping them see that leadership in tech is not defined by title, but by the courage to challenge the norm and lead with empathy.

Ultimately, being a Future Leader means helping shape a future where data drives trust, AI serves humanity, and innovation leaves no one behind.

Balancing a demanding leadership role with pursuing a PhD in Cyber Threat Intelligence is no small feat. How do your academic studies influence your professional work, and vice versa?

I have always believed “Success isn’t a given – it’s earned by those willing to learn, adapt, and push beyond limits.”

Balancing a leadership role with pursuing a PhD in Cyber Threat Intelligence is challenging, but it has been incredibly rewarding. My academic studies deepen my understanding of AI-driven threat detection, ethical AI, and advanced cybersecurity frameworks, which I apply directly to designing smarter data products and real-time analytics solutions at work.

At the same time, the complexities I face in a high-stakes professional environment—from messy real-world data to regulatory demands—continuously inform my research, keeping it practical, impactful, and aligned with industry needs.

This synergy between study and practice has shown me that discipline, curiosity, and perseverance can turn even the busiest schedules into opportunities for growth.

For anyone pursuing studies while working, the lesson is clear: embrace the challenge, let your work inspire your research, and let your research elevate your work—the combination will be transformative.

You’re known for building inclusive communities, both within Barclays and externally. What principles guide you when creating safe and supportive spaces for diverse talent?

Early in my career, I realised that talent alone isn’t enough – without a space where voices are valued, innovation stalls and potential is lost. That’s when I understood that empathy is the compass that guides inclusion.

Creating safe and supportive spaces for diverse talent starts with this foundation of empathy, respect, and active listening. I believe every individual brings unique experiences and perspectives, and it’s my responsibility as a leader to ensure those voices are heard, valued, and amplified.

At Barclays and beyond, I focus on building trust through transparency and consistency—setting clear expectations, providing constructive feedback, and acknowledging contributions. I also foster mentorship and peer support networks, connecting individuals to opportunities, guidance, and resources that help them thrive.

Finally, I champion inclusive participation, encouraging collaboration across teams and backgrounds while actively addressing barriers that prevent equity. For me, creating these communities isn’t just about representation—it’s about empowering people to grow, innovate, and lead confidently, knowing they belong and their impact matters.

If you could make one lasting change to the industry during your career, what would it be and why?

I would say, “Leadership is not about building systems – it’s about building people who have the courage to grow, question, and redefine the system itself.”

If I could make one lasting change in the industry, it would be to build a culture where learning never stops. Not learning for promotion, not learning because the organisation demands it, but learning because curiosity keeps us evolving.

The world is changing faster than any one of us, and only those who keep learning can keep shaping it.

I want to help create an environment where professionals don’t feel they must choose between career and education – they are allowed to be both learners and leaders at the same time. Where studying, researching, experimenting, and staying intellectually alive is seen as strength, not distraction.

And alongside that, I also want to reframe what inclusion means—not as a programme, not a slogan, not a corporate checkbox.

For me, inclusion means:

• Making sure every voice in the room is not just heard, but expected, welcomed, and valued.
• Designing spaces where people don’t have to prove they belong – they already do.

My hope is to help shape an industry where learning is continuous, courage is encouraged, and belonging is not granted but inherent.