From Knowing “a Little About a Lot” to Confident AI Leadership: Michael Hosler’s Journey
- Marisa Crous
When AI starts showing up in boardroom conversations, many senior professionals find themselves in a familiar position: involved, informed, but not always fully equipped to influence decisions with confidence.
For Michael Hosler, Director of Global Sales Learning at FIS, that moment came as AI initiatives began to move from curiosity to operational reality inside his organisation.
“A lot of people knew a little about a lot of different things… [I wanted to] bring a bit of structure and clarity to be able to be more informed and involved in those conversations and decisions that we were starting to make.”
This is where the LSE AI Leadership Accelerator, an LSE Online programme developed in collaboration with FourthRev, entered the picture. The aim for Michael was not to go deep into technical detail, but to give structure to what he was already doing and help him contribute more confidently in important discussions.
In a recent Ask Me Anything webinar, Michael explained how the programme helped him move from listening in to contributing confidently in AI conversations, using practical frameworks he could apply straight away.
Before the programme: Involved but not anchored
Michael wasn’t new to AI. With over a decade in fintech and responsibility for enabling a 2,000-person commercial organisation, he was already close to transformation efforts.
But proximity isn’t the same as influence.
“I was confident in having those more casual conversations, but when it came to the decision-making, it was very hard to keep up with.”
The challenge wasn’t access to information – it was too much of it.
“100 newsletters… 100 YouTube channels… it was pretty complicated to keep up with all of it, especially within the business sense that I was trying to.”
Like many senior leaders, Michael wasn’t looking to become technical. He needed structure and the frameworks to help him filter noise, ask better questions, and contribute meaningfully at the right level.
During the programme: Structure, relevance and immediate application
One of the defining features of Michael’s experience was how quickly learning translated into action.
“I read something that morning that I immediately brought to a meeting that afternoon.”
This wasn’t purely theoretical learning. It was designed for live business environments where decisions are being made in real time.
The most immediate programme impact for Michael came within change leadership.
“What has been most practical application right away has been the change management piece… immediately relevant to projects I’m working on… there’s been some very quick-hit tips… that I’ve applied immediately.”
In large organisations, AI is as much a people opportunity as it is a technology one. When leaders align stakeholders, build confidence and embed new ways of working, initiatives are far more likely to scale and deliver lasting value.
The LSE AI Leadership Accelerator helped Michael bring structure to that complexity. “It’s given some very practical tips… just to give some structure to that, because change management is a really big question.”
Gaining confidence without becoming technical
A common concern for senior professionals is whether they need to become technical to lead AI initiatives. Michael’s experience confirms they don’t.
“I didn’t want to come to the table and say, ‘just wave the magic wand at the data’ to the people who actually have to build it. I needed to understand what’s realistically possible. The sessions with facilitators helped me go deeper on that, and gave me much better exposure to how it all works in practice.”
For Michael, the goal was to understand enough to ask the right questions, make informed decisions and work effectively with technical teams.
That shift built real confidence.
“It’s been able to help me level set with industry best practice… so even when I’m not the ultimate decision maker, at least I can represent my function and why I’m at the table quite well.”
In practice, that means earning your seat at the table not through technical depth, but through clear strategic thinking, structured approaches and the ability to contribute meaningfully to significant decisions.
Learning through real work, not abstract theory
Another defining aspect of the LSE AI Leadership Accelerator is its emphasis on real-world application.
Rather than hypothetical assignments, learners are encouraged to work on live business challenges.
“The project encouraged us to work on live things that we’re working with within our companies…”
This makes the output more than academic – it becomes usable. “It’s not just ‘throw some thoughts on paper’, it actually makes you think about [the challenge]… it’s good because it leads to a strong outcome and something that’s usable in the future.”
For busy leaders, this practicality matters. Time invested in learning needs to translate into tangible value quickly.
Formalising what you already do
One of the most valuable outcomes of the LSE Accelerator is validation.
Many senior professionals are already involved in AI-related work. What’s often missing is a clear structure to support and explain their contribution.
With that structure in place, it becomes easier to contribute with clarity and confidence. It’s not about reinventing your career. It’s about strengthening your leadership and building on the experience you already bring.
Support that adapts to you
Beyond the programme curriculum, Michael found value in the flexibility of the learner support teams, particularly the leadership career coaching.
“I’m using it more for my career, which has been great because I can use it for my specific need.”
Rather than a rigid framework, leadership coaching is applied on the learner’s terms, whether that is advancing internally in their organisation, exploring new roles or refining leadership direction.
The outcome: Clarity, credibility and contribution
For Michael, the transformation was practical and grounded in real-world application.
He didn’t switch careers. He didn’t become a data scientist.
Instead, he became more effective in the role he already held.
- More structured in his thinking.
- More confident in conversations.
- More credible at the table.
“Even when I’m not the ultimate decision maker, I can clearly represent my function and explain why I’m at the table in a way that aligns with those driving the decisions.”
That alignment between function, strategy and leadership is what enables individuals to contribute more effectively and helps organisations make better, more informed decisions.
A programme built for where leaders actually are
Michael’s story reflects a broader reality.
AI transformation isn’t waiting for specialists. It’s happening across organisations, requiring leaders who can bridge business, technology and change.
The LSE AI Leadership Accelerator is designed for exactly that moment, helping experienced professionals move from awareness to influence without stepping away from their careers or becoming overly technical.
For those already in the room but looking to contribute with greater clarity and confidence, Michael’s journey offers a clear signal of what’s possible.
Explore how the programme could support your next step: Download the programme brochure.
