Navigating Complexity in E-Commerce Leadership with Stephanie Lea Baker

I was fortunate to work alongside incredibly talented colleagues and had access to a wealth of customer insights—everything from purchase behavior to site engagement and demographic data. Our focus on meeting monthly and quarterly targets demanded that we make data-driven decisions, stay agile, and be accountable to outcomes. Performance metrics were our compass; they guided where we invested our time, resources, and creativity.

The program challenges leaders to use data not just to inform decisions—but to strengthen intuition, sharpen judgment, and elevate leadership.

User sentiment—specifically, how to interpret it and act on it. As one of our analysts used to say, “We only hear from customers when they’re unhappy.” While that feedback was valuable, it skewed our understanding. We needed to spend more time listening to our satisfied buyers and learning what was working for them so we could replicate and scale it.

The assessment we took summarized this perfectly. As a leader, you gather as much information as possible—but at some point, you have to decide. You can’t wait for perfect data or complete consensus. In high-stakes environments, where time, money, and risk are all factors, leadership means synthesizing the information available, trusting your intuition, and moving forward with conviction. That’s how you inspire confidence and drive momentum.

Leading in a Data-Driven World: Developing Quantitative Intuition™ program was part of the Introduction to Venture Capital Private Equity Program I enrolled in. After 13.5 years in my last role—and more than 15 years in the entertainment and ticketing industries—I wanted to expand my perspective and deepen my understanding of investment strategy, M&A, and valuation. Having led the integration of more than seven acquisitions, I saw this as a natural next step to strengthen the analytical foundation behind the strategic decisions I’d been making for years.

That real leadership isn’t about summarizing data and passing it along—it’s about engaging with it. The best leaders ask thoughtful questions, invite others to share perspectives, and synthesize insights into action. It’s about collaboration, curiosity, and accountability.

I loved this part of the program—it’s so applicable to founders, executives, and anyone pitching ideas or seeking investment. Storytelling isn’t just about persuasion; it’s about clarity, confidence, and courage. When you deliver your message with authenticity and enthusiasm, people don’t just hear it—they believe in it and want to be part of it.

Absolutely. The simulation underscored how lack of communication or misaligned goals can lead to chaos. In business, while the stakes may not be life or death, the consequences of poor communication can be significant. The exercise reinforced how alignment, shared objectives, and transparent information create trust and dramatically increase your chances of reaching the summit—together.

I’m leaning even more into curiosity—asking better questions, challenging assumptions, and paying attention to outliers rather than ignoring them. I want to bring that mindset into my next leadership role, encouraging teams to be more collaborative, inquisitive, and data-informed in how they make decisions.

I’ve become more intentional about how I use AI—to visualize data, test hypotheses, and find new insights that might otherwise remain hidden. Visualization, in particular, has become a key tool for communication—it makes data accessible, actionable, and easier for others to engage with.

I’ve met an incredible group of peers—leaders from diverse industries with great perspectives. While no direct opportunities have come up yet, the ideas, discussions, and relationships have been invaluable. It’s a strong network I know I’ll continue to learn from.

Do it. The opportunity to step back, learn, and gain perspective is invaluable. Through coursework and peer discussions, you’re exposed to new ideas and different ways of thinking. It’s also a great way to rebuild momentum, reconnect with your curiosity, and bridge from one chapter of your career to the next.

It gave me the confidence to leap. That may sound bold, but hearing from other executives facing similar challenges was both validating and empowering. It reminded me that ambiguity is universal—and that courage, curiosity, and a willingness to act amid uncertainty are what define real leadership.

To stay curious—and to embrace AI as a partner in how I think, visualize, and communicate. Using data to see patterns, ask better questions, and synthesize insights will continue to be a critical part of how I lead and make decisions.