Peter Davey

COO & Director of Consulting

Peter Davey

About Peter

A Belfast native, Peter is an experienced strategy consultant and IT programme manager with experience in data analytics, strategic consulting, and change management.

Prior to joining Castlebridge, Peter worked extensively in senior management positions in global consulting firms in London and Singapore and as an advisor to leading Regulatory Technology and MetaData software start-ups in Dublin. In addition he has been privileged over his career to be a visiting lecturer in project management and business at the Lee Kuan Yew School of Public Policy at the National University of Singapore, the University of London, and the Zrinyi Miklos Defence University in Budapest.

He is a graduate of the Law Society of Ireland’s Certificate in Data Protection Law and Practice, a member of ISACA and APM and holds an MBA from Cass Business School. As COO and Director of Consulting, Peter responsible for the continued successful growth and development of Castlebridge’s consulting practice.

He keeps a secret stash of Crunchies in his desk which is not very secret.


Blog Posts by Peter

The recent fuel crisis in the UK and Europe, and the vast increase in energy prices driven by war in Ukraine illustrate for me the problems with the belief that data is either the new oil or necessarily an asset. Data disasters have also similar impact on business.
Crude vs. refined
As in the oil industry, data in itself has limited value. In its crude form it isn’t good for very much. It’s the distributors, integrators and

It was Peter Drucker Day recently, or more appropriately the day of an annual conference in Vienna celebrating his life and thinking. For those who don’t know, Drucker was one of the best known management gurus and consultants for half a century, from 1950 until 2000. He was still influential at business school when I did my MBA, among those less enamoured with the fashionable Chicago school of the time.

Drucker’s professional career, like mine, stretched

. There has been a lot of discussion about Data Literacy over the few years. Organisations like Gartner have come out with definitions and models. My colleague Daragh O Brien is doing work on it with the Leaders' Data Group. But this discussion and positioning of "data literacy" is reminiscent of the discussions of "management literacy" I was enthralled with in my youth.

It's almost 20 years since I went to business school and much has

It is no longer new or fashionable and, being honest, it’s never been cool, but understanding how and where the data assets in the organisation live and work has become a necessary part of the business and board management. The ability to use these assets has quickly becoming a major strategy differentiator and a key success factor for firms. The pandemic situation has accelerated the necessity for all organisations to transform digitally and reinvent their

2020 was certainly a strange year! It was supposed to be the year of deals, the end to the Brexit debacle, clarity on the role of Privacy Shield and with an ascendant Sinn Féin, the first steps to unity. Hasn’t turned out that way thanks to the advent of Corona Virus.
Instead, 5-10 years of disruption in retail, technology, transportation and perhaps in the whole realm of work have been delivered in a few short months.

As noted last week, the plethora of vaccines suddenly emerging to take the field of the pre-approval Covid solutions stakes offer a ray of light at the end of the pandemic tunnel. But, just as we breath a small sigh of reliefe Brexit change is coming.While we are still dealing with this pandemic.

However the challenge of vaccinating a population will still allow most governments the opportunity to continue to behave incompetently.  In Peoples’ Republic of

Due diligence used to be cool. It was a high end trade, running around the world on expenses, kicking the tyres, counting the cranes, before retiring to the long bar to drink slings. Then it started to become more complex, as we began to value the intangible and license the intellect, and calculate the possible losses against various risk measurements.
Role of Auditors in due diligence
Today it has become a full on commodity industry no longer

From Betelgeuse to Earth: why we want Data Literacy
I’ll gloss over the homage to that 70s radio show featuring Zaphod Beeblebrox, the 2nd coolest man in the universe, and pull us from Betelgeuse back to Earth, and back to our campaign to improve Data Literacy. Dr O’Keefe neatly outlined what data literacy is and today I prose to wax on why we might want it.

Evidence is data but not all data is evidence!
Notwithstanding the warnings

This week we are stuck between the continuing strategic data implications of the Privacy Shield strike down and the almost certain meltdown in the Irish state exam system as result of listening to the Brits on the use of leveling algorithms to achieve equality of outcome. Nothing like listening to experts and Britannia, of whom we are no longer allowed to sing, would ever be an Ulsterman’s preference for equality modelling.
The Data Cold War
The Schrems

As we roll our outsourced DPO clients onto their second 2 or 3 year contracts post GDPR, we are being increasingly challenged by leadership to enhance the value of their data function. There is a demand to move from delivering compliant and safe environments to providing value and innovation within the organisation. Ultimately a cost saving function turns into a drive for growth and profit.

How to measure Data Value?
In the data function, like in all

The whole contact tracing debacle serves to highlight how computer speak obscures common sense and sound historical practice. We are led to believe that an application, or a software product can do the job of medically qualified staff, and the whole issue of risk of infection by a deadly virus can be magic-ed away in a puff of computer smoke. Of course, when the technology fails to deliver due to low uptake, battery problems, involvement

In all systems of governance, political, social and commercial, accountability is a key principle.  In the corporate governance arena it has been seen as a key check on the agency problem.  Accountability in the context of governance can be defined as answerability and enforcement.  So, in a corporate context, the directors are answerable to the shareholders for their decisions, and the shareholders have the power to remove directors if they so wish.  Equally in the

Data protection has been in the news a lot in the past months.  There has been the Irish government’s continuing debacle with the public service card, the removal of bins from the GPO on the grounds of protecting discarded data and the removal of the visitors books from sites owned by the Office of Public Works.

All of these stories seem to point to an undeveloped market where the purchasers of professional advice did not seem