“So much of what we do as marketers depends on moving people, because the most powerful way to persuade or inspire action is to make someone feel something. You know the feeling when a story gives you goosebumps, or when a message lingers with you long after you’ve heard it? That’s creativity at work.”
As Chief Marketing Officer at design, engineering and construction software company Autodesk, Dara Treseder is making a splash, bringing her career-defining creativity to a highly technical field.
Since taking the role in 2022, she’s helped the B2B brand tap into the pop culture zeitgeist with attention-grabbing ads and secured a ground-breaking partnership with the LA28 Olympic and Paralympic Games and Team USA, securing Autodesk the role of its Official Design & Make Platform. The company’s software is being used in LA28’s ~$7 billion construction effort to retrofit 40+ venues across Southern California ahead of the next summer games.
This outside-the-box approach will serve as not only a brand-defining moment for Autodesk but also as a commercial strategy over the next several years.
We asked Treseder — a winner of Chief’s 2025 New Era Of Leadership Awards — to share her advice for women leaders who want to bring creativity into their own work, even as AI is redefining business as usual. Read on for her insights.
You’ve pivoted across industries, from finance to tech, from GE to Peloton to Autodesk, all while staying rooted in creative leadership. How did creativity play a role in you making non-linear career moves?
“Creativity is what has set my work apart time and again and is ultimately what propelled my career. Every time I’ve entered a new industry — whether it was finance, fitness, tech — it was the first time I’d worked in that space. What differentiated me wasn’t industry expertise, but the ability to approach problems differently: to bring bold ideas, translate complexity into something human, and inspire people through storytelling.
“That creative edge has consistently driven impact and results for the businesses I’ve worked for, because creativity isn’t bound by sector; it's fully transferable and is about thinking differently to connect with people. And that art doesn’t change, whether you’re speaking to a customer, a client, or a community. At the end of the day, we’re all human.”
What advice would you give leaders trying to build creatively diverse thinking into their workplace culture?
“Make it safe to do what’s never been done before (NBDB). Encourage and challenge people to seek out the NBDBs and then create the psychological safety that gives them the freedom to fly. When people know they won’t be punished for doing the unexpected and experimenting, they’re more willing to push boundaries, try new ideas, and share perspectives that elevate your outcomes exponentially.”
A partner once told you that you were a good investment banker, but a great marketer. How did that shift your thinking?
“At first, it hurt. I was working hard, delivering results, and proud of the job I was doing, so hearing that I was a “good banker but a great marketer” stung. But as I sat with it, I realized why it rang true: I was better at marketing because it was what my heart was drawn to. And there’s no world where you can be exceptional at something you don’t truly care about.
“The lesson I’d share is this: Be brutally honest with yourself about what you’re excellent at. Notice when you’re withering on the vine and have the courage to make a change so you can actually bloom.”
What advice would you give women leaders who feel pulled in a new direction but have yet to take the leap?
“If you feel that pull in a new direction, the worst thing you can do is to ignore it. That tug is usually a signal from your gut, and I always trust my instincts. But the first step is simply being honest with yourself that you’re ready for change.
“The truth is, moving toward that pull often requires courage, because it usually means letting go of something else — whether it’s a role, an identity, or even other people’s expectations. Severing that tie can feel scary but staying where you no longer feel alive is even scarier.
“What helped me make those leaps was grounding myself in what I could control and letting go of what I couldn't. I couldn’t control other people’s perceptions, but I could control my preparation, my expertise, and how I showed up. And when you know you’ve done the work, it gives you the confidence to take that next step.”
AI is the defining innovation of our time, much like the launch of the internet in the 90s. You’ve said that ‘Creativity is the pixie dust that makes everything fly,’ but how can creativity enable leaders to navigate these coming technological changes.
“Creativity is one of the most important functional skills leaders need to navigate this transition, because it’s how you work through ambiguity. When there’s no mold or blueprint to guide you, you have to rely on your own expertise (and apply it creatively) to solve problems that have never existed before. That’s exactly what’s required in a world being reshaped by AI.
AI is moving so fast that no one has all the answers. Leaders who lean into creativity will be best positioned to navigate that change, because it gives you the capacity to reframe challenges and imagine new ways forward. It's also what helps you guide your teams through uncertainty with confidence.
“At Autodesk, that’s how I’ve approached AI adoption. Expectations on marketers keep rising, but resources never keep pace — that tension is as old as our industry. My creative solution has been to invest in upskilling: by the end of next year, 100% of my marketers will be AI-proficient. We’re shifting the mindset from “AI is something to fear” to “AI is how I deliver for the business.”
How do you believe women leaders should be thinking about AI?
“If we want AI to serve everyone, women have to be part of building it because when any group isn’t at the table, new technology reflects the blind spots of those who are. We’re already seeing early impacts with AI: voice-recognition software that struggles with women’s voices, credit algorithms that disadvantage women, and image tools that reinforce outdated stereotypes. If women aren’t influencing how AI is designed, governed, and applied, those inequities will only scale.
“At the same time, AI is one of the biggest career opportunities of our generation, but women risk being left behind. Today, women make up only about 30% of the AI workforce, just 22% of technical roles, and they’re less likely than men to use generative AI day to day. That matters because the people leveraging AI to accelerate their work will advance faster, which means AI could widen the gender pay and wealth gaps that already exist.
“So my advice is simple: Get in the game, whatever that looks like for you. Shape, use, and profit from AI. If women aren’t building, adopting, and leading with AI, we’re missing an enormous opportunity to build a future that works for everyone.”
What’s one tip you’d give to women who have yet to embrace AI?
“AI is a tool for you, not a replacement for you. It’s here to augment your human strengths and give you time back. My tip: Treat it like exercise. You don’t have to start by running a marathon, you can start with a short workout, feel the results, and build strength over time. The same is true with AI: Start small, see the impact, and then scale from there. The more you use it, the more confident and capable you’ll become.”
