If you thought AI leadership was only a thing for global tech giants, think again.
Liverpool City Region has just made history, appointing Tiffany St. James as the UK’s first-ever regional Chief AI Officer. This role isn’t just about setting strategy, it sets a precedent for how AI touches people’s lives, from classrooms and hospitals to transport systems and local businesses.
For Tiffany, pioneering new approaches is familiar territory. From launching the UK government’s first super site to leading data-driven initiatives with global reach, she thrives in roles where rulebooks don’t exist and she’s entrusted to build something from scratch. Now, she’s bringing that same spirit to Liverpool, blending ethics, innovation, and real-world outcomes in a role that has never existed before.
While this is Tiffany’s story, it’s also a story of connection and timing. Propel played a quiet but crucial role in bringing together the right person with the right opportunity at exactly the right moment.
We caught up with Tiffany to hear what excites her most about the future of AI, how she navigates uncharted territory, and why now is the moment for regional AI leadership.
Hi Tiffany! So, how does it feel to step into such a landmark role as the UK’s first regional Chief AI Officer?
I’m absolutely delighted and very, very excited. What really attracted me to the role is that it’s a landmark appointment, a chance to carve out how AI can truly help people at a local and regional level. There’s something incredibly exciting about being able to set the blueprint for how regional AI can be delivered and to shape what that looks like in practice.
Why do you think now is the right time for regional government to invest in AI leadership?
It’s groundbreaking for Liverpool to make this appointment. There’s been brilliant focus on digital and data delivery in local and regional government for some time, but in the past few years, we’ve seen AI progress at such speed.
Of course, AI; it’s been around for decades. But what is new is the accessibility, the awareness, and the need for real leadership around how we embed it responsibly. Now is exactly the right time to have roles like this in place. People who can provide oversight, strategic focus, and drive to make sure AI is used to deliver meaningful regional outcomes.
Can you share a bit about the purpose and priorities of this role?
There’s a huge focus on three key areas: education, transport, and healthcare.
That’s not to say that AI won’t be used more widely, but these are the core priorities for the region, where we can create better equality and service delivery. Ultimately, the purpose of this role is to help AI deliver for people locally, making the Liverpool City Region a great place to live, work, and grow a business.
I’ll be forming an AI task force to identify the people who can really drive that growth while leading the development of the AI strategy. Beyond the strategy, I’ll also be focusing on delivery, looking at how digital services are currently enabled and identifying use cases where AI can have an immediate impact.
There’s already fantastic progress being made in Liverpool. The team has launched AI prototypes, which are being tested right now in the lobby of Liverpool City Region HQ. They’ve also just appointed a brilliant Director of Digital Services with deep AI experience. My role is about bringing it all together, collaborating with local businesses, education, and the wider industry to deliver brilliant outcomes for the region.
You’ve worked on everything from national digital strategies to global advisory roles. How does this new chapter compare, and what feels different about it?
What’s really interesting is that I’ve often been drawn to roles that are first-of-their-kind.
I was the first Head of Social Media for any government in the world, so there was no peer group, no precedent. I helped launch Data.gov.uk when nothing like it existed in the UK. I was part of the original team behind DirectGov, the UK government’s first ‘super site’ before Gov.uk even existed.
Even in local government, as Chief Digital Officer at Lambeth and the first Director of Resident Experience, I was stepping into uncharted territory. What excites me about this role is the opportunity to build something new, set the standard, and create a blueprint that other regions, both in the UK and globally, might look to.
Being ‘first’ so often in your career, how do you approach building something with no rulebook?
It’s incredibly energising, and that’s because you have to work collaboratively. You have to understand where people are on the journey, what’s already happening, and what ideas, hopes and fears exist within the community. You can’t just sit in a dark room and create a strategy in isolation and then impose it on people.
So I’ll be engaging with council teams, small and large businesses, schools and citizens to co-create the vision. At the same time, I’ll be learning from others. Although this is the UK’s first regional Chief AI Officer, there are public sector Chief AI Officers elsewhere. In Dubai, for instance, every department has one. There’s also a growing number of Chief AI Officers in global business. I want to look at how they’re shaping people capability internally and how that can translate into regional capability here.
To me, it’s a multidimensional puzzle – balancing local needs with global insight, while thinking two, five years ahead. It’s about foresight and strategy, but always grounded in what’s right for the region.
You’ve led a lot of large-scale digital transformation programmes. What lessons have you learnt about prioritising what matters most?
When I joined Lambeth, there were already over 100 digital projects running at once. Everyone felt theirs was the priority. One of the great things we did was introduce a clear set of criteria for decision-making. A transparent framework that helped people see why certain projects were ‘now’, ‘next’, or ‘later’.
That clarity is so important in any transformation journey. It ensures people feel heard, while still allowing you to focus resources where they’ll make the biggest impact.
For this role in particular, how did it come to your attention, and what made it stand out?
I wasn’t actually looking for a new role at all – I’d just started a new position at a startup. I was approached by Ollie Cole, and he thought the role might be a fit for me or my network, and I agreed to have a call.
Once I read the candidate pack, I realised, this is mine! It was a first-in-the-world opportunity with my name on it, exactly the kind of role I love. Being approached like that, rather than searching for it, was really flattering. 
How did you find working with Ollie and Propel throughout the process?
Honestly, it was just really friendly and really human. Propel were open, approachable and professional. I’ve worked with a few agencies in the past, but this felt different. I feel like we’re friends now; we’ve built that kind of rapport throughout the process.
One thing that really stood out was that during my final interview, Ollie drove to meet me in person to deliver feedback. Even though there was another candidate in the running, he made the effort to connect face-to-face. I thought that was a lovely touch and really made the experience memorable.
From your perspective, as someone at a senior level, what makes a strong partnership with a recruitment agency?
It’s about truly knowing and understanding the industry and the role. At a C-suite level, it’s critical that the agency can authentically assess candidates and put forward the right people. That means they need to understand the nuances of the sector, the strategic priorities of the organisation, and the type of leader required.
Propel did exactly that. They weren’t just ticking boxes or explaining job descriptions. They engaged deeply, understood my experience, and really matched me to a role that fit both my skills and values.
What advice would you give to other senior leaders looking for roles that align with their values and vision?
Start by identifying organisations that truly resonate with your values. Don’t just rely on what a company says publicly – dig deeper. Understand the culture, how people are treated day-to-day, and whether the organisation walks the talk.
For senior leaders, it’s important to actively engage with the organisation. Speak to management, ask questions, see how decisions are made, and understand what it feels like to work there. That insight is far more valuable than a polished marketing message. Look at it like any high-stakes project. You want to be confident that you’re stepping into an environment where you can create impact and thrive.
Finally, what excites you most about the future of AI in the UK and your part in shaping it?
AI is evolving at an incredible pace, and this role is a greenfield opportunity. What excites me most is the chance to create meaningful impact while setting ethical and responsible standards for its use.
Being able to shape AI at a regional level means we can put strong ethical boundaries in place, defining how we interact, engage, and support people locally. By collaborating with local teams, businesses and citizens, we have the opportunity to show how AI can education, transport, healthcare and wider regional outcomes, all while putting people first.
It’s rare to step into a role where you can influence both strategy and implementation in real-time. That makes it an extraordinary opportunity not just for me, but for the Liverpool City Region and, potentially, for other regions across the UK and beyond.
We’re all really excited for you – best of luck in the new role!
If Tiffany’s story has inspired you, or if you’re considering a new opportunity yourself, visit our jobs page or get in touch with a specialist recruiter in your area of expertise.
