Marcus Stiehler

Ex-Disney Solutions Consultant | Native German | AI & Digital Transformation

Build Dashboards Executives Actually Decide From

The Walt Disney Company

The one question that determines what belongs on a dashboard — and why most teams answer it backwards.

Start From the Decision, Not the Data

Completeness, vanity metrics, no threshold, no owner — spot which of the four killed yours in under a minute.

Diagnose Why a Dashboard Died

Take a real 20-widget executive dashboard down to the three views a leader actually needs, on screen.

Watch a Cluttered Dashboard Get Rebuilt, Live

Shape the future of business. Develop the vision, strategy, and influence to make design a critical driver of transformation.


Chief Experience Officer | Advisor

Samsung

Amazon

Bank of America

Expedia Group

PayPal

Rachel Kobetz

Chief Experience Officer @ Salesforce


DLSE07 – Q1 2026

DLSE08 – Q2 2026

A two-week cohort program for Senior Directors, VPs, SVPs, and CDOs ready to lead at the strategic level — not catch up to it. Build the position, influence, and operating model that AI and organizational pressure now demand from design leaders at the top.1. Lock in your strategic positionAlign design to business priorities so your role as a strategic driver (not a service function) is unambiguous.2. Drive high impact business outcomesConnect design decisions to measurable outcomes. Demonstrate design impact in the terms that drive budget and investment.3. Lead organizational change, not just design workBuild the cross-functional influence and stakeholder relationships that let you drive transformation.4. Build an operating model that scalesStructure your team, systems, and rhythms so design delivers at scale — without the whole thing depending on you.5. Lead into what’s nextLead in territory that didn’t exist before, where roles are blurring, design is moving upstream, and human and AI systems are working side by side.Includes 2 Office Hours with Rachel for personalized guidance on your leadership challenges.

The leadership bar has moved. DLS: Executive is built for what it requires now.

Lead the next evolution of design

Turn design decisions into business results

Drive transformation across the organization

Build an operating model for what’s next

Lead your career with the same intention

Senior Design Leaders: Senior Directors and VPs ready to lead beyond the work and position design as a strategic business driver.

Senior Design Executives: VPs and SVPs leading large teams through AI, shifting org structures, and rising C-suite expectations.

Design C-Suite: SVPs and CDOs using design to lead the business through what’s next — not just respond to it.

Stop being the “number explainer.” Build the stories, systems, and credibility to lead with clarity and confidence in the age of AI.

Data & AI Leader, 19yrs of scaling data

Wayfair

Scotiabank

Wunderflats

ZEAL Network SE

Pier Martin

Data & AI leader with 19+ years scaling global teams, Executive coach 

Cohort 9

Cohort 10

Do you lead a data or analytics team and you keep asking yourself:<ul><li>How do I get executives to act on my insights instead of nodding and moving on?</li><li>How do I influence Product, Marketing, and Finance when none of them report to me?</li><li>How do I build real credibility on AI without just demoing tools?</li><li>How do I get my team seen as a trusted partner, not a ticket shop?</li></ul>If those are your questions, you're in the right place. The work is strong. You are just not in the room yet when the decisions get made.Here you fix that by building your own AI Operating System. A working system that keeps supporting you long after the course ends. It remembers every stakeholder you map, drafts in your voice, pressure-tests your decisions before the room, and gets sharper every time you use it. One person, operating like a team.So you turn data into stories executives repeat. You turn AI pilots into business cases that win support. And the system keeps compounding, carrying more of your load as you take on more. You own it for life.

Get in the room with the decisions - taught by a VP who still runs a data team.

How to Make Executives Act on Your Insights

How to Lead AI Change Without the Fear

How to Run a Data Team That Scales

How to Decide What Matters Under Pressure

Folks who are early in their career, focused only on technical execution, or looking to break into data/analytics should not enroll.

This course is NOT FOR everyone

It is designed for data managers, analytics leads, and heads of data already managing teams and facing leadership challenges.

This is NOT a beginner-level technical course

The Overlooked Data Manager: you ship dashboards but get talked over in strategy rooms, and want to be trusted for impact, not output.

The Stretched Head of Data: you lead 5 to 15 people, firefight all week, and need a system that shows control and builds credibility.

The New Data Leader: just promoted from IC, strong technically but light on storytelling and presence, ready to lead in the AI era.

Stop over-explaining and start guiding decisions. You'll become the professional who walks into senior rooms and walks out with a yes.

Cohort 7

24-Year Banker -> Presentation Expert

JPMorgan Chase & Co.

Commerzbank

Royal Bank

Mary Beth Hazeldine

24 years at JPMorgan, PwC, RBS. Now training executives to win decisions.

Cohort 6

Cohort 8

You've done the work. You know the material. You've prepared the slides.And yet the decision stalls.Polite nods. Reasonable questions. Then: "Let's take this offline." "We'll circle back." "Good discussion."Translation: No decision today.If this keeps happening, it's not because you lack expertise or presentation skills. It's because the way you're structuring your message doesn't match how senior people decide.Here's what nobody tells you: executives make their decision in the first few minutes, then spend the rest of the time looking for reasons to trust that instinct—or doubt it. When you lead with context, build to your recommendation, and back it up with extensive data, you're triggering doubt, not confidence.The unspoken question in their mind: "If they need this much explanation, is the recommendation actually solid?"This course gives you a different approach—a system built on how decisions actually happen in senior rooms. You'll learn to structure your message so that "yes" feels like the obvious, low-risk choice.Not through tips you'll forget under pressure. Through a repeatable system that works even when you're tired, rushed, or facing pushback.

Executives decide before your presentation ends. Structure accordingly

Structure presentations that win decisions

Remove the anxiety before you even start

Build credibility without over-explaining

Choose proof that reassures, not proof that defends

Handle pushback without becoming defensive

Use AI tools without sounding generic or losing authority

<code>You present to executives, boards, or steering committees—and need decisions, not "good discussions." Your credibility is on the line.</code>

You pitch to clients and present recommendations for a living. Stalled decisions cost you deals, revenue, and repeat business.

You're in relationship management, business development, or sales—presenting to win deals, budgets, or strategic alignment.

4xCEO, ex-global COO, Strategic Advisor

HEC Paris

RSM US LLP

Judit Petho

4xCEO, ex-global COO of RSM, Strategic Advisor (SMEs, startups, PE-backed)

September 26

Every senior leader I work with has at least one decision they've been sitting on for too long. They are not indecisive, but that particular decision is genuinely hard, and the usual tools (more data/advice, another meeting) aren't built for the most complex and consequential calls. This isn't a talk about decision-making. You bring a real, live decision that you are actually stuck on right now, and we work it together, using the same diagnostic I use with the CEOs and boards. You will leave with a one-page map of exactly where the decision is stuck and what to do about it. Attention: this is not another framework to be forgotten later. After this workshop, you will look forward to making that tough decision without regret. "What I've always appreciated about Judit is not just the peer relationship, but her depth as a management thinker and coach. She cuts through noise, challenges assumptions constructively, and brings clarity to complex leadership issues." — Tony Veverka, PE-Backed CEO / Chairman / NED

You Must Make that Call 

After this workshop, you will look forward to making even the tough decisions without regret. 

Get clarity on the one tricky decision you brought

Get your own Decision Risk Map to use later

Gain decision making muscle 

You're a CEO/CXO/founder sitting on an irreversible decision that will have a massive impact on the business

You're a senior leader who has to make a call that will impact culture or P&amp;L, such as an expensive hire or exit of a key team member

You're a leader who has to make a decision when there are NO GOOD OPTIONS

Agentic AI

Coding with AI

AI Workflows

Claude Code

OpenClaw

Vibe Coding

AI Evals

AI Transformation

RAG & Search

AI for PMs

AI for Engineers

AI for Designers

AI for Marketers

AI for Founders

Product Sense

Product Discovery

User Research

Prototyping

Growth

Analytics

Tech Foundations

Strategy

Influence

Leadership

Career Growth

Machine Learning

LLM Ops

Context Eng

Security

System Design

Figma

Design Systems

Visual Design

Design Strategy

Automation

Content Marketing

Demand Gen

Go-to-Market

Product Marketing

Positioning

Social Media

Brand

B2B Marketing

SEO & AEO

AI for Leaders

AI Governance

Communication

Management

People Operations

Exec Presence

Storytelling

Goal-setting

Personal Brand

Fundraising

Everyone

Operators

Data Scientists

Business Analysts

User Researchers

Customer Success

Project Managers

HR Professionals

Sales People

Lawyers

Finance

Investors

Real Estate

Educators

Creators

Executives and senior leaders who set strategy, lead teams, and drive organizational outcomes.

Operations professionals who optimize processes and manage day-to-day business functions.

Executive communication — presenting to boards, writing memos, running all-hands, and high-stakes messaging.

Using data and metrics to measure performance, run experiments, and inform decisions.

Business analysts defining requirements and bridging business and technical teams.

Build Dashboards Executives Actually Decide From

What you'll learn

Why this topic matters

You'll learn from

Marcus Stiehler