About the Author

Joe DiFalco

Joe is a data governance strategist with one foot in the boardroom and the other planted firmly in the codebase.

Before championing business-led governance, Joe spent years architecting data models, building enterprise software, and translating business chaos into structured, scalable systems. His background in data modeling and software development isn’t just a footnote – it’s the backbone of his practical, grounded approach to fixing how organizations manage their data. Joe knows that real governance isn’t possible without understanding how data actually flows – how it’s captured, shaped, stored, and sometimes (let’s be honest) mangled.

This technical fluency gives him an edge in aligning business accountability with the realities of implementation. He doesn’t just define the “what” and “why” – he speaks fluent “how.” His ability to bridge the gap between business strategy and technical execution comes from real-world experience leading data governance programs at companies like PPG and Highmark, where he proved that business-led governance can deliver measurable ROI while making people’s jobs easier.

Growing up in his family’s Italian restaurant gave Joe an unexpected advantage in understanding organizational dynamics. Watching the controlled chaos of a busy kitchen taught him that success comes from clear roles, coordinated teamwork, and relentless focus on what the customer actually wants. These early observations about operational excellence and collaborative leadership influence his approach to building governance teams that actually work together rather than merely coexist in committees.

He’s led cross-functional initiatives that merge compliance, AI ethics, and enterprise strategy, helping organizations ditch the blame game and own their data decisions with clarity and confidence. Joe’s practical frameworks have transformed governance from a compliance burden into a business accelerator for organizations ranging from manufacturing giants to healthcare leaders.

Joe is known for:

• Translating governance theory into data-aware strategy
• Building trust between business and IT (no translator required)
• Empowering teams to deliver value early and often
• Using memorable analogies that make complex concepts stick

When he’s not driving culture change or sketching out a new operating model, you’ll find him on the squash court “boasting away” or recovering in a sauna, because governance (championing data literacy) can work up a sweat.