How Data Protection Officers can become Chief Privacy Officers

The evolving role of privacy leadership in the UK and Europe

As organisations in the UK and Europe face new challenges around artificial intelligence, cybersecurity, and stricter privacy laws such as the GDPR, the role of privacy leaders is changing rapidly. For many professionals, the next step in their data protection career path is moving from Data Protection Officer (DPO) to Chief Privacy Officer (CPO).

The DPO role is often the first formal step in building a privacy function, frequently marking a company’s first data protection hire. Designed to ensure independence and regulatory compliance with data protection laws, the DPO provides oversight, manages reporting, and serves as a contact point for regulators. This is essential work, but by design, the DPO is slightly removed from business strategy.

By contrast, the CPO role is firmly embedded in the c-suite. A CPO is a senior-level privacy leader who goes beyond compliance: shaping privacy programs, leading team members, guiding risk assessment and data security, and balancing legal requirements with commercial goals. As demand grows, data protection recruitment is evolving to reflect this shift—seeking professionals who can bridge regulatory expertise with strategic influence.

What is the difference between a Data Protection Officer and a Chief Privacy Officer?

The distinction between the DPO role and the CPO role is subtle but significant:

• The Data Protection Officer: regulatory, impartial, focused on monitoring, advising, and ensuring compliance with GDPR and other data privacy laws.
• The Chief Privacy Officer: strategic, business-minded, and integrated with senior leadership. The role of Chief Privacy Officer involves influencing stakeholders, leading privacy management, and positioning privacy as a source of competitive advantage.

The leap between the two is less about job titles and more about behaviours, leadership skills and relevant experience.

Career path: from Data Protection Officer to Chief Privacy Officer

Transitioning from DPO to CPO requires shifting how you approach privacy leadership. Five behaviours stand out:

1. Translate law into business outcomes

A DPO cites legislation; a CPO explains impact. For example: not just “the GDPR requires a privacy notice,” but “providing clarity on how we use personal data strengthens customer trust, reduces friction in M&A, and builds investor confidence.”

2. Lead, don’t just advise

The DPO is an advisor. The CPO is a leader. That means developing soft skills, negotiation, persuasion and visibility. CPOs must inspire team members, influence senior stakeholders, and work closely with the chief executive officer, chief information security officer and compliance teams.

3. Balance independence with ownership

A DPO is the referee; a CPO is the captain. The CPO accepts ownership of trade-offs, recognising that privacy management involves ambiguity and commercial pressure. This requires strong leadership skills and the ability to make decisions rather than simply highlight risks.

4. Move from reactive to visionary

DPOs often respond to regulation. CPOs anticipate the future. Leaders in privacy must now address AI governance, cybersecurity and ethical data use, not as “emerging issues” but as central boardroom conversations.

5. Reframe the conversation from “no” to “yes, if”

The clearest sign of a privacy leader is enabling innovation while ensuring safeguards. Instead of blocking projects, CPOs shape them by reframing privacy from an obstacle into a strategic enabler.

Skills and certifications needed to become a Chief Privacy Officer

Making the step from DPO to CPO requires a broader skill set. Alongside deep knowledge of data protection laws and regulatory compliance, aspiring CPOs should build:

• Certifications such as CIPP/E, CIPM, or CIPT are widely recognized by the International Association of Privacy Professionals (IAPP), a global leader in privacy training
• Technical awareness of cybersecurity and information systems
• A foundation in computer science or law (often supported by a bachelor’s degree)
• Demonstrated work experience leading projects across functions
• Strong soft skills to manage stakeholders and communicate with the board

This mix of technical expertise and leadership ability ensures credibility at the executive level

For salary specifics see our UK data protection salary guide

Building leadership visibility in the c-suite

To step into the CPO role, privacy professionals must demonstrate they can operate as business leaders. That means:

• Driving privacy programs that reduce risk of data breaches while enabling growth
• Building coalitions across legal, IT, compliance, and HR
• Developing a voice in strategic conversations with senior-level executives
• Showing how privacy supports not only compliance but long-term business resilience
• Understanding how privacy teams are structured and scale, as outlined in How to build your data protection team

This visibility is what transforms a DPO into a recognised privacy leader

Why organisations need Chief Privacy Officers today

Data is no longer just a back-office concern, it powers AI, drives customer engagement and underpins cross-border trade. With trust under scrutiny, organisations must treat privacy as a strategic function. Industry think tanks like the Centre for Information Policy Leadership (CIPL) are actively shaping global privacy frameworks, reinforcing the need for senior leadership roles like the Chief Privacy Officer.

A mature privacy program reduces regulatory risk, protects against costly data breaches, and strengthens reputation with customers, regulators, and investors. By giving CPOs the mandate and resources to lead, organisations move privacy from obligation to opportunity and turn compliance into competitive advantage.

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The journey from Data Protection Officer to Chief Privacy Officer is not about changing job titles. It is about reframing privacy: from oversight to leadership, from legal requirement to business opportunity.

Those privacy professionals who can demonstrate vision, build trust and align data governance with business growth will be the ones recognised as true leaders in the c-suite.