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From Analyst to Executive: My Unconventional Path

There's no straight line to the C-suite. Here's how I navigated career transitions, imposter syndrome, and the challenges of leading at scale.

MW
Mal Wanstall
📊

People often ask me how I got from analyst to VP. The truth is, there’s no straight line. My path was messy, unconventional, and full of self-doubt. But that’s actually more normal than the polished LinkedIn profiles suggest.

The Early Days

I didn’t start out wanting to be an executive. I just wanted to solve interesting problems with data. I was an analyst at a non-profit, doing reporting and basic analytics.

What changed? I realized I could have more impact by helping others use data than by doing all the analysis myself.

The First Leadership Role

My first management role was terrifying. I went from being judged on my individual output to being judged on my team’s output. That’s a massive mental shift.

I made every mistake in the book:

  • Micromanaging
  • Not delegating enough
  • Trying to be everyone’s friend
  • Avoiding difficult conversations
  • Taking on too much myself

Eventually, I learned that leadership is about enabling others to be successful, not about being the smartest person in the room.

The Technical-to-Strategic Shift

The hardest transition wasn’t from individual contributor to manager—it was from technical expert to strategic leader.

As you move up, you spend less time in the code and more time in meetings, strategy sessions, and stakeholder management. For someone who loved the technical work, this was painful.

I struggled with imposter syndrome. Was I still relevant if I wasn’t writing code? Could I lead technical people if I wasn’t hands-on anymore?

Eventually I realized: executive leadership requires different skills than technical excellence. Both are valuable. Both are hard. They’re just different.

Key Lessons

1. Build Relationships Early

Your network is everything. Not in a cynical, transactional way—but genuine relationships with people across your organisation and industry.

Every major opportunity I’ve had came through relationships, not job postings.

2. Learn the Business

Technical skills are table stakes. What differentiates leaders is business acumen. Learn how your company makes money. Understand the competitive landscape. Connect technical work to business outcomes.

3. Develop Your Voice

Early in my career, I was afraid to share opinions publicly. I didn’t feel “senior enough” or “expert enough.”

But thought leadership doesn’t require perfection—it requires perspective. Share what you’re learning. Be honest about challenges. People connect with authenticity.

4. Find Mentors (and Be One)

I’ve had incredible mentors who helped me navigate difficult decisions and political situations. I try to pay it forward by mentoring others.

The best mentors don’t tell you what to do—they ask questions that help you figure it out yourself.

5. Stay Technical Enough

As you move into leadership, you can’t stay hands-on in every technology. But you need to stay technical enough to:

  • Understand architecture decisions
  • Ask informed questions
  • Spot BS in technical discussions
  • Maintain credibility with your team

Advice for Aspiring Leaders

If you’re an analyst or data scientist hoping to move into leadership:

  1. Volunteer for cross-functional projects - Leadership is about influence, not authority
  2. Practice communication - Writing and presenting are critical skills
  3. Seek feedback actively - Don’t wait for annual reviews
  4. Build something from scratch - Nothing teaches like building
  5. Be patient - Career progression isn’t linear

The Uncomfortable Truth

Not everyone should aspire to be an executive. Individual contributor paths can be just as rewarding and impactful. Some of the best data scientists I know have no interest in management—and that’s great.

Know yourself. Know what energizes you. Choose the path that aligns with your strengths and interests, not just the one with the fancier title.

Where I Am Now

At Cochlear, I’m VP Data & AI. It’s a senior role with significant responsibility. But I still feel like I’m learning every day. I still make mistakes. I still have imposter syndrome moments.

The difference is I now know that’s normal. Growth happens at the edge of your comfort zone.

If you’re on a similar journey, remember: your path doesn’t have to look like anyone else’s. The messiness is part of the process. Keep learning, keep growing, and don’t be afraid to take the unconventional route.

It might just be the best decision you ever make.

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Topics

Career Data Leadership
MW

About Mal Wanstall

VP Data & AI at Cochlear

Leading data strategy and AI implementation across enterprise healthcare. Former Westpac, where I scaled the data team from 20 to 1,000+ people. I write about AI, data leadership, and building high-performing teams.

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