IIAR> AR Pro of the Year 2025 Americas:
Today’s IIAR> Around in 10 questions interview is with Stephanie Look / Head of Analyst Relations at Google (LinkedIn).
1. What has been your career path to becoming an AR pro?
Like many folks in this profession, I didn’t wake up in college saying, “I want a career in Analyst Relations”—it simply wasn’t something taught in universities. I double-majored in Rhetoric and Mass Communications, originally pursuing a career in broadcast journalism. My early working years were with a local news station and CBS, before I transitioned into broader corporate communications for tech companies for the next 20 years. Over time, I found myself drawn to the role analysts play in shaping product strategy and messaging, and I developed an appreciation for work and relationships that prioritize long-term impact over the story of the day. What it means to be “an AR pro” today isn’t the same as it was even a few years ago, but at the end of the day, the core foundation of AR hasn’t changed: it’s still about building trust, credibility, and real relationships. How we apply those principles, while challenging the norm in this era of AI, is what will shape the future of AR.
2. What are your opinions of the IT Analyst Marketplace and where do you see it going?
We’re certainly in the middle of an interesting shift. The traditional model built around static reports and extensive evaluations is being tested in the era of AI. Products and markets are moving too fast for a 12-to-18-month research cadence. That said, cranking out more research and competitive evaluations at higher frequency isn’t the answer. Buyers want practical implementation guidance, peer feedback, and nuanced technical insight. I think the firms that thrive will be the ones blending credible research with agile, easily digestible formats, delivering insights directly into existing workflows, and can offer fast-turn advisory. They should have a direct connection to the buyers you’re targeting, not just be the loudest on community platforms. I think success among industry analysts will come down to who can best serve as agile, active sounding boards for their clients, while also being open to evolving legacy business models.
3. What’s your typical day like?
There really is no “typical” day when change is the only constant. Given the number of markets Google operates in and how fast everything is moving with AI, the volume of inbound requests has never been higher. But I look at it as a great problem to have; it means internal teams value our counsel, and the analysts believe we’re bringing something to market that is interesting enough that it makes them want to learn more. But every morning is an exercise in prioritization. It’s important to remember that our job isn’t to clear our inbox every day; it’s to be a force multiplier for the business. I try to focus my energy on the big rocks. A lot of my day is spent driving strategic engagements, clearing roadblocks so my team can do their best work, and getting hands-on with the tech itself. It ends up being a mix of advisory, strategic decision making, and nurturing internal and external relationships.
4. In your experience, what’s the best way to get more engagement with the executives that you support?
Executives don’t have time for briefings just for the sake of briefings. They care about product adoption, revenue, competitive blind spots, and customer reality. Garnering more executive engagement has a lot to do with simply establishing the right connections. That means understanding the business needs and having a strong filter for which analysts will bring credible insight to the table so when your executive leaves the meeting, they believe it was a good use of time.
It also means grounding conversations in customer perception. What are analysts actually hearing in their inquiries, and just as importantly, where are you absent from the conversation? You probably already know what your existing customers think. An analyst’s real value is often pointing out the blind spots and opportunities you might not see from the inside.
5. What is your approach to striking the right balance between major analyst firms and independents?
I’m a firm believer that an analyst’s credibility isn’t based on the firm they work for, but the quality of their insights and how directly connected they are to your target market. It’s also important to diversify your analyst relationships. It gives you a well-rounded perspective and helps eliminate the bias that can live within specific pockets of the market. You start to see where true consensus lies versus just one person’s strong opinion, which keeps you from over-rotating based on a single piece of feedback. With 2027 planning already underway for many teams, it’s a great time to assess where you allocate your time and resources, particularly given the evolving analyst landscape.
6. Which analyst firm do you miss that’s been acquired or an analyst that’s left the industry?
Several, actually. Donald Feinberg’s retirement from Gartner, while well deserved, was the end of an era. Frank Gens and Phil Carter from IDC (thankfully Phil has not gone too far and we catch up when he’s in town). A few years ago, I would have also said Nick McQuire from CCS Insight, but we all gladly welcomed him back to analyst life when he joined Gartner last year.
7. Do you have a favorite specialty analyst firm and why?
I have a lot of respect for many of the boutique firms and independents out there. One specialty firm that stands out is RedMonk. They carry strong credibility with the developer community, and their feedback is always direct, no-BS, and grounded in real-world insights. When they offer constructive criticism, it’s never about posturing or upselling services; it comes from a genuine desire to help their clients. Plus, James and the crew are a fun bunch to work with.
8. Is there an insightful or thought provoking analyst report you’ve read recently, and why?
Gartner recently published a new series of research on the “AI Frontier Vendor Landscape” that is worth reading. Each report in the series is based on a collaboration of over 45 Gartner analysts, but synthesized into an analysis that assesses AI offerings across 10 capability layers. What I like about it is that it helps clients understand vendor AI offerings with a bigger-picture view of strategic purchasing decisions in mind; this is very different from comparative evaluations that assess features within a broader solution set. Those often have a limited shelf life in terms of relevance and do not necessarily always reflect the way buyers purchase or the way vendors go-to-market. The AI Frontier Vendor Landscape series is worth checking out (and by the way, there was no vendor RFI submission involvement either. Just core analysis from the analyst authors).
9. Any hobbies or favorite restaurant that you’d like to share?
Valley Goat is a Google AR team favorite. Every dish has such a great blend of flavors. Pro tip: get the roasted cauliflower, it doesn’t disappoint. (Credit to our IDC friends who always have the best restaurant recommendations).
10. What’s your best ever AR tactic and why?
Good Analyst Relations is a craft. It’s no secret, but I think it comes down to having sharp intuition, asking thoughtful questions, and active listening. You don’t have to be the loudest person in the room. Being a really good listener enables you to interpret market signals while also discerning the unspoken details that shape a more effective engagement strategy.
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