How Direct Line Group Built a Scalable Data Academy to Build Practical Skills

The challenge and the evolution of the data academy

Direct Line Group (DLG), a 10,000-person UK insurance provider, set out to close a critical gap: practical data skills embedded into day-to-day work. DLG already had strong L&D support for leadership and networking skills building, but Ryan Garnett, Head of Data Academy at DLD, identified a gap in practical data training tied to real workflows.

As new tools like Power BI were introduced, employees lacked hands-on guidance on how to use them effectively in their roles. The DLG data academy was therefore created to:

• Provide practical, applied data training
• Support DLG’s broader data strategy
• Enable data professionals to upskill and cross-skill
• Make DLG a more data-driven organization overall

The data academy originally launched in 2021 as a grassroots volunteer effort targeting data professionals. By 2022, it expanded into a data champion network, engaging “data citizens” across the business, who were employees in data-adjacent roles who wanted to grow their skills.

Then, in 2023, the program scaled significantly:

• Ryan joined full-time as Head of Data Academy
• Large-scale learning events were introduced
• Apprenticeships were rolled out
• Formal communication channels and demand processes were established

By 2024 and 2025, the Academy shifted toward:

• Enterprise-wide learning weeks
• Data literacy assessment and pathways
• Direct support of new technologies like data lakes
• Generative AI training (including Copilot adoption)

The solution: A business-embedded, exec-backed data academy

The data academy operates with strong executive backing. DLG’s Chief Data Officer sets high-level objectives, such as ambitious business-wide training goals, while Ryan translates those into actionable programs.

One of the biggest initial barriers Ryan identified was simple: employees didn’t know where to start. To address this, DLG built structured learning pathways combining:

• DataCamp custom tracks
• Internal governance resources
• Business-specific tools and processes

A four-level data literacy framework was introduced, where employees complete a Microsoft Form assessment, which determines their literacy level and automatically recommends tailored learning pathways. This approach reduced friction and gave employees clarity on their development journey.

Importantly, the DLG data academy isn’t just about self-guided curriculum. It combines large-scale learning events, smaller team-based sessions, peer learning formats, and self-service learning via DataCamp for a well-rounded approach. Ryan notes that smaller sessions often encourage more engagement, as employees feel more comfortable asking questions within familiar teams.

The result: A growing, embedded data culture

DLG’s data academy has driven significant adoption across the organization:

• 8,980 employees have accessed content
• 15,000+ hours spent learning on DataCamp
• 7,849 completions of a mandatory business-wide data and AI module
• First Learning Week attracted 1,200+ attendees (12% of the organization)

In addition to traditional learning metrics, the DLG team and data academy emphasize applied value over theory. So for example, for contact center employees, training focuses on the importance of accurate data capture at first notification of loss (FNOL), automating repetitive tasks, and transitioning from manual Excel reporting to Power BI dashboards.

The team found that when they upskill in modern reporting processes to replace traditional workflows, they see a 20–40% weekly time savings. Even small improvements, such as automating recurring communications, generate meaningful efficiency gains at scale.

What’s next? A major focus for the year to come is generative AI. The team is developing training around Microsoft Copilot as a productivity companion, safe and compliant AI usage, and above all, practical AI business applications rather than abstract theory.

The goal is to make AI accessible, relevant, and non-threatening, positioning it as an efficiency enabler rather than a replacement for roles.