The average tenure of a data leader is just 2.5 years.

Not because they’re fickle or unskilled... but because the playing field is stacked against them.

Most don’t fail on technology or tools. They fail because they don’t know where they’re steering, or can’t get others to follow. In the end, it’s the constant fight against the current that burns them out.

The leadership paradox

Step into a data, analytics, or AI leadership role and you’ll notice something quickly: you’re not the true “owner” of your domain. Unlike finance or logistics, you don’t control all (or even most of) the levers.

Your resources are scattered across the organization and you need to negotiate or ask permission to use them. Everyone has a stake, and no one is waiting for you to barge in and take over.

Now imagine the same dynamic in finance:

Finance lead: “We’ll book this as an investment over three years.”
Manager: “No, I don’t agree. Do it as a cost center.”
Finance lead: “…that’s not how accounting works.”
Manager: “Not my problem. Just get it done.”

Absurd? Of course. Yet this is exactly the type of debate data leaders face every day.

Finance leaders get the benefit of gravitas. When they speak, we assume they’re steering us correctly — and we follow. Data leaders rarely get the same trust. They live in a no-man’s land: not IT, not business. Should they sit with finance? Marketing? The CEO?

To make it worse, your domain is the “hot topic” of the day... and suddenly everyone has an opinion. That’s a problem the CFO hardly ever faces.

Why a framework matters

In this environment, expertise alone isn’t enough. You need a coherent plan and a storyline the organization can rally behind... and that you can stand behind with conviction.

That’s why I built the 4C framework: a navigational tool designed for real transition moments, when clarity is fragile and momentum can stall.

The 4Cs

Crew
Your people, their trust, alignment, and capabilities. Not just your direct reports — your stakeholders and the C-suite are part of your crew too. Inspire them, give them a story they can believe in... lead them into the future even if that means going through the mud for a while.

Course
The direction you’ve chosen, anchored by a North Star. I believe in planning for the short term (1–3 years) and the long term (5–10 years). Never the messy middle. The short term keeps you agile. The North Star keeps you honest. The middle is too unpredictable and it always turns into the short term soon enough.

Compass
The instruments, frameworks, data, and governance that keep you on track. Not one-size-fits-all... they should be tailored to your maturity, culture, and objectives. The right compass is one you’ll actually use.

Cadence
The rhythm of execution: meetings, feedback loops, decision cycles. Agreeing on this rhythm avoids endless admin debates. You don’t want to be stuck in circular discussions. You need to focus on delivering. So clarify once and set clear anchor points when those topics can come back up.

Why it matters

When one C is weak, your system wobbles. You may move fast... but in a hundred different directions. Or you may know where you’re going, but no one else remembers because you only told them once.

But when the 4Cs reinforce each other, something powerful happens:

- Clarity creates momentum.
- Momentum compounds into results.
- Success becomes a flywheel that spins on its own.

Where to start

If you’re stepping into a new role — or you feel your flywheel wobbling — start by mapping yourself against the 4Cs.

- Try the Compass Lite Diagnostic to see where your strengths and gaps lie.

- Or, if you’re ready for a deeper reset, my Navigator program helps you build clarity and turn your team into an execution engine.

That's why I built these tools: because you’re too important to become another 2.5-year statistic.