Establishing Governance and Management Roles involves two key steps: Identification of Key Roles and Definitions of Roles and Responsibilities. Federated data governance involves roles such as the federated data governance body (i.e. the Digital Policy Committee), data-centric governance boards, data/process owners, stewards, custodians and data management offices (DMO). These roles aim to establish and ensure the implementation of central principles and policies, with individuals representing the corporate value of data and addressing specific needs and IT systems. The Digital Policy Committee (DPC), responsible for policy setting, principles determination, and investment prioritization, ensures alignment with operational needs by collaborating with data owners, stewards, and custodians at the domain level. This collaboration prevents central governance committee failures and maintains quality standards. Identifying common roles, establishing the federated data governance body (i.e. DPC/NATO Information Management Authority) and creating the NATO Chief Data Officer (CDO) role are critical to drive the delivery of data-centricity requirements and management policies, required for fostering a data-centric organization. Responsibilities include implementing data management policies, ensuring coherent data architectures, and leading critical data management efforts such as establishing a federated NATO Data and API Catalogue. Defining the detailed organizational structure(s) and responsibilities for the NATO CDO function ensures alignment with overarching data governance objectives and facilitating effective data management and exploitation across the Alliance. The NIMA in Alliance format acts as the federated data-centric governance board for the Alliance which is composed of a designated group of allied key data leaders (e.g. CDOs) who are overseeing the implementation and alignment of national data governance practices with NATO’s strategic objectives, driving enhancements in federated data management, policy compliance, quality, and security, while fostering a culture of continuous improvement to adapt to changing operational needs, technological advancements and policy requirements. NDS would act as the supporting DMO. Similarly, each NATO Nation and the NATO Enterprise are encouraged to establish data-centric governance boards at their respective level (e.g. the NIMA in NATO Enterprise format could act as the data-centric governance board for the NATO Enterprise). The DPC and NIMA provide critical venues for collaborating with national and NATO Enterprise’s CDOs who will be responsible for directing and overseeing the data governance effort. Additionally, assigning data sponsors for data spaces—senior executives versed in data's strategic impact—fosters collaboration and champions domain establishment. These sponsors play a vital role in steering the data governance initiative. Within operational domains or data spaces, roles like Data Sponsors and Data Stewards are established to represent data needs, enforce policies, and address sharing challenges. Stewards engage in quick wins, influence decision-makers, and share best practices, empowering each functional area to complete data stewardship activities effectively. Interested stakeholders from operational communities collaborate with data stewards and provide input into prioritization and decision-making processes. Agreed definitions and responsibilities for data related roles (e.g. data owner, data steward, data custodian, data management office, data architects, data engineer …) are needed to ensure clear accountability and ownership of critical data governance and management efforts across the Alliance. In addition, dedicated support groups are required for providing Master Data Services such as creating and operating Master Data Management (MDM) tools, and an Information/Data Architecting Group that analyses Information Exchange Requirements and maintains architecture models, taxonomies, ontologies, and data dictionaries. In addition to establishing key roles within the data governance framework, several additional considerations are vital for its success. Clear communication channels and collaborative mechanisms among all stakeholders involved in data governance must be ensured, fostering an environment conducive to effective coordination and cooperation. Furthermore, the implementation of training programs and resources is essential to equip personnel with the necessary skills required for their roles within the data governance structure, ensuring proficiency and competence in managing data assets. It is imperative to regularly review and update roles and responsibilities to adapt to evolving data governance needs and challenges, ensuring alignment with organizational goals and objectives to maximize effectiveness and value delivery. By adhering to such a structured approach, organizations can establish robust governance and management roles, effectively managing their data assets and driving strategic initiatives forward with precision and efficacy.