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Women in Data · Key takeaways

Growing into leadership before you feel fully ready

Arina Izmailova and Patricia Mitterova explore how data careers are changing, what makes the move into leadership sustainable and how future leaders can build readiness through experience.

Data leaderArina IzmailovaDirector of Data & Insight
Building towards leadershipPatricia MitterovaSenior Product Analyst

What stood out

Ideas worth carrying forward.

01

Modern analyst careers can cross traditional boundaries

Analytics roles increasingly touch product thinking, analytics engineering, data science and data engineering. That breadth gives people more ways to discover where they add value and what kind of career they want to build.

02

A gradual transition makes leadership more sustainable

Arina began with one direct report, stretch goals and a manager who challenged her assumptions. Starting small created room to learn the responsibility of supporting another person before the size and complexity of the role grew.

03

Leadership is not a one-way door

Trying management and deciding it is not the right role or the right moment is a valid choice. A supportive organisation should make it possible to return to an individual-contributor path and revisit leadership later.

04

Good management depends on adapting to the individual

Every person brings different ambitions, needs and circumstances, so people leadership cannot be perfected through one fixed playbook. Communication tools help, but curiosity and adjustment remain part of every relationship.

05

Hire people who are better than you

Building a team of people with deeper strengths keeps a leader humble and continually learning. The leader’s contribution is not to be the best at every discipline, but to create the conditions in which specialists can do their best work.

06

Protect the team when the organisation becomes noisy

During hypergrowth and a sudden leadership gap, Arina learned to lean on senior technical colleagues, clarify priorities and shield the team from competing demands. Focus and psychological safety come before sustainable impact.

07

Build readiness through deliberate exposure

Interview regularly, connect technical work to business goals, learn how the wider technology operates and ask for contextual feedback. Step beyond a narrow remit and take worthwhile opportunities even when you do not yet feel completely ready.

08

Look for evidence that inclusion is taken seriously

Representation across senior technical and management levels, development programmes, pay reporting and dedicated ownership reveal more than broad diversity statements. Candidates should remember that they are interviewing the company too.

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