Congratulations to Spaulding Ridge’s Claire Anderson, who was recently named a Rising Star by Consulting Magazine for her work in Analytics and AI Innovation.
Claire, a Director at Spaulding Ridge, has built a strong reputation for her impact across analytics and AI. She’s known for taking emerging AI capabilities and turning them into practical, well-governed solutions that actually work in real environments. Her work helps teams move faster while still maintaining quality and trust. We sat down with Claire to talk about her journey, how she’s thinking about AI, and what it takes to turn experimentation into something that really sticks.
Tell us about yourself and your role at Spaulding Ridge.
I’m Claire Anderson. I’m originally from the suburbs of Chicago and a DePaul alum. Outside of work, I enjoy traveling, trying new restaurants, fitness, and spending time with friends around the city.
My role at Spaulding Ridge has changed a lot since I started. I began in client delivery, leading projects and helping implement solutions tailored to our clients’ needs. That gave me a really strong foundation in how we work, both internally and with clients. What pulled me toward AI was how much it can change that model. For years, we’ve relied on similar systems and ways of working, and now there’s a real opportunity to rethink it all. Things that used to take hours can now happen in seconds, allowing teams to focus on more meaningful, higher-value work.
Today, I focus on leading our internal AI transformation. I spend a lot of time connecting how we operate with what’s possible through AI and modern tools, and making sure what we build is scalable and actually gets adopted across the organization.
What does being named a Rising Star in Analytics and AI Innovation mean to you?
It’s meaningful, but I don’t just see it as an individual achievement; it really reflects the environment I’m part of. Spaulding Ridge gives people space to explore new areas, take on different challenges, and grow into roles they may not have originally planned for. AI and data weren’t where I started, but I was able to move into this space thanks to the support, trust, and opportunities I received. That’s something I’m very grateful for. It also represents the broader team behind the work—none of this happens in isolation.
On a personal level, being a woman in AI and tech is something I’m really proud of. There’s still a lot of opportunity to bring more perspectives into this space, and I hope recognitions like this help reinforce that.
How do you balance innovation with practicality when scaling AI solutions across the organization?
At a certain scale, innovation needs structure. You want to give people room to try new things, but you also need guardrails and a way to measure what’s working. Companies are getting more familiar with AI, and they’re starting to expect real impact, not just experimentation.
For me, it's about giving teams the right tools, time, and encouragement, while making sure what gets built can be shared and scaled. A common challenge is when great ideas stay siloed. Something valuable gets created, but it never makes it beyond one team. The goal is to make innovation repeatable, accessible, and responsible across the organization.
How do you bring others along when introducing new AI capabilities or ways of working?
A lot of it comes down to perception. There’s still some uncertainty around AI, especially what it means for people’s roles. It’s important to position it as something that helps people do their jobs better, not replace them. In fact, recent data shows that many organizations that implemented AI-driven layoffs are already second-guessing those decisions, with more than half reporting regret. That really reinforces the importance of a people-first approach, something that has always been core to Spaulding Ridge’s mindset, where AI is viewed as a multiplier that works alongside people.
It also needs to fit into how people already work. If it feels separate, people might try it once and then move on. The most effective solutions are practical, integrated, and tied to real use cases. At the same time, people need space to experiment. Some of the best ideas come from environments where that kind of exploration is encouraged and truly helps drive long-term adoption.
What experiences or challenges have most shaped your leadership and growth?
A lot of my growth has come from working through complex situations, whether that’s leading global teams, navigating tough client challenges, or operating during uncertain times. What I’ve learned is that most challenges come down to understanding the root issue and getting the right people involved to solve it. I try to lead with empathy and take a servant-leadership approach because when people feel supported and set up for success, they’re more engaged and do better work, ultimately leading to stronger outcomes.
What’s next for you — what are you excited to explore or build?
I’m focused on continuing to mature how we operationalize AI across the firm. That includes advancing our internal AI strategy, building out platform capabilities, and enabling teams in a way that is scalable and sustainable. There’s still so much opportunity to improve how we work, and I’m excited to see what that unlocks for both our teams and our clients.
If you could pick any song to play when you walk into the office, what would it be?
“Moves” by Suki Waterhouse or “Great Heights” by Caamp, depending on the day.
Thank you for your time today, Claire. Congratulations!
Thank you!
