Most analytics careers don’t stall because of skill.

They stall because people get quietly boxed into being “the data person.”

The one who pulls the numbers.
The one who builds the deck.
The one who answers the question.

Useful, trusted…and rarely part of the actual thinking.

The difference between being a data reporter and a thought partner isn’t technical.
It’s about how you’re involved, not how advanced your skillset is.

Reporter mode is how most of us enter the field, and honestly, how many roles are designed.

Someone brings you a question, you pull the data, you send the output, and you move on to the next request.

Sometimes the data gets used. Sometimes it doesn’t. Sometimes you get a quick “thanks”. And sometimes you hear nothing at all.

There’s nothing wrong with this, it’s not a failure. It’s just the default shape of the work.

But over time, this way of working can start to feel limiting.
Like you’re doing a lot, but not really shaping the strategy. Like you’re close to the decision, but not actually having impact.

That’s usually the first sign that you’re ready for something more.

It’s less about answering the exact question that was asked and more about understanding why the question exists in the first place. It’s the difference between “here’s the number” and “here’s what this means for the choice you’re trying to make.”

In practice, it shows up in small ways:
You ask what decision this is meant to support.
You want to know what would change depending on the outcome.
You get curious about the context instead of jumping straight into execution.

It’s subtle, but it shifts how people see you.

You stop being a data deliverer and start being someone they actually think through problems with.

It means having an opinion.
It means naming tradeoffs.
It sometimes means saying, “I’m not sure this is the right question,” even when it would be easier to just pull the data and move on.

If you’ve built a reputation for being fast, reliable, and easy to work with, this adjustment can feel huge. Like you’re overstepping or making things harder than they need to be.

You’re not being difficult. You’re stepping into impact.

The people who get pulled into the room early, who leaders call before decisions are made, who are trusted in messy conversations — they’re not just technically strong. They’re engaged with the decision, not just the data.

When someone brings you a request, what’s your default?

Do you immediately switch into execution mode, or do you pause to understand what they’re really trying to figure out?

There’s no right answer here. Just information. And that information usually tells you exactly where you are.

You don’t need a new title. You don’t need a big rebrand. You don’t need permission.

That’s it.

That’s how reporter mode starts to loosen.
And that’s how thought partner mode starts to form.

Being useful is easy.
Being trusted is earned.

More next week.
- Michelle