AI and digitalisation are changing how we work, make decisions and deliver services. With the creation of the new role of Senior AI & Data Governance Manager, Congrex is taking the next step in building a structured and responsible approach to these developments. We spoke with Frank Wächter about why the role was created, what governance means in practice and why it should support innovation rather than slow it down.
Frank, why did Congrex create this new role – and why now?
AI and automation are moving very quickly from experimentation into everyday business. Today, almost anyone can test a new AI tool, automate a task or connect data and systems within a very short time.
That creates enormous opportunities, but it also means that questions around data, responsibilities, security and the right use of technology need to be considered much earlier.
The new role reflects this change. It is about creating a framework that helps Congrex use new technologies confidently and responsibly, without making things unnecessarily complicated.
How did the role develop from Data Protection?
It was really an evolution rather than a completely new topic.
Over the past years, we have increasingly professionalised Data Protection at Congrex. But with the rapid adoption of AI and new digital tools, it became clear that looking at Data Protection alone is no longer enough.
The question is much broader now: How do we as a company use data, AI, digital tools and automation responsibly and effectively?
That includes Data Protection, but also business purpose, responsibilities, vendors, security, processes and ultimately whether a solution really makes sense for Congrex.
What does AI & Data Governance mean in day-to-day business?
In practical terms, it often starts with a very simple question: What are we trying to achieve?
Someone may have an idea for an AI solution, a new tool or an automation. Before implementing it, we should understand what problem it solves, what data it uses, who is responsible for it and whether the chosen solution is really the best fit.
The aim is to create clear and repeatable processes for these questions instead of reinventing the decision every time.
That also makes life easier for employees: they should know where to bring an idea, when a review is needed and where they can get support.
Doesn’t governance risk slowing down innovation?
It can – if governance is introduced too late or becomes unnecessarily bureaucratic.
That is exactly what we want to avoid.
For me, good governance means getting involved early enough to help find a workable solution. It is not about saying “no” to every new idea. It is about asking the right questions early, so that we do not discover major problems only after a solution has already been implemented.
In that sense, governance should actually make innovation easier to scale. Governance is not about preventing progress. It is about creating the conditions for responsible progress.
Why is this particularly important for Congrex?
Congrex works with a large amount of data across associations, congresses, participants, clients and partners. At the same time, our work involves many platforms, external providers, registration systems, communication tools and increasingly AI and automation.
For our clients, technology should not simply work. They also need to be able to trust how it is being used and how their information is handled.
That makes governance part of service quality. Done well, it can help us reduce unnecessary tools, clarify responsibilities, avoid duplicate solutions and make better technology decisions, while strengthening the trust our clients place in Congrex.
You moved into this role from Digital Marketing. Does that background influence your approach?
Definitely.
Digital Marketing taught me to think very practically: solutions need to work, people need to understand them and they ultimately have to support a real business objective.
That perspective is very useful in Governance. Governance cannot exist only on paper or from a purely legal perspective. It has to work in daily operations.
I see the development as quite logical: from digital implementation, to increasing responsibility for data, and now to the broader governance of digital systems and AI.
What would success look like?
Not the number of policies we create.
For me, it is about helping good ideas move forward in the right way, with the right people, the right tools and a clear purpose. In many ways, that is also our Progress Spirit: embracing new opportunities and turning them into smart, reliable solutions.
AI and technology will continue to evolve, so Governance will never be a finished project. The goal is to create principles and processes that can evolve with them, allowing Congrex to benefit from innovation while remaining responsible, efficient and trusted.
