I’m writing this on the very first day of Josh D’Amaro stepping into the role of CEO, a moment that feels less like a routine leadership change and more like the start of something with real potential.
I don’t want Josh to step into the role simply as a steady hand who keeps shareholders satisfied and navigates corporate red tape. That’s the baseline. What Disney needs (and what it deserves) is a visionary leader. Someone who isn’t just managing the present, but actively shaping the future. This job shouldn’t be about the next quarter, the next earnings call, or even the next year. The guiding principles should be rooted in what will matter 5, 10, or even 20 years from now.
And the exciting part? Josh feels like someone who could be that leader.
We should want a CEO who isn’t just reacting to problems or cutting against ideas, but someone who is boldly for something. A clear creative vision. A belief in storytelling as legacy, not just content. That means pushing the studios to take real swings again. Of course, sequels like Toy Story 6, 7, or 8 would make money; that’s not the question. The question is: do they matter? Do they define a generation? Do they become the stories kids carry with them for the rest of their lives?
Disney’s legacy wasn’t built on safe bets. It was built on risks that paid off culturally, not just financially. And even when those risks didn’t land, films like Chicken Little or Strange World, the audience didn’t abandon Disney. People came back because the brand stands for something bigger. That’s the trust Disney has earned, and it’s a trust worth reinvesting in.
That same philosophy has to extend to the parks. Legacy over convenience. Impact over capacity. This doesn’t necessarily mean building a fifth gate at Walt Disney World tomorrow, but it does mean creating lands, attractions, and shows that feel timeless. Not placeholders. Not replacements that quietly erase beloved experiences, but bold additions that expand what’s possible. Build things that people will talk about decades from now, the same way they still talk about the classics.
And just as important, if not more so, is accessibility. A true legacy isn’t just what you build, it’s who gets to experience it. If Josh can champion meaningful pricing strategies that bring middle-income families back into the parks in a real, sustainable way, that alone could redefine how his leadership is remembered. Being “a man of the people” at Disney isn’t just a nice idea – it’s foundational to what made the company special in the first place.
Because in the end, this isn’t about stock price, it’s about story.
When we look back 100 years from now, what will define this era? Bob Iger will rightly be remembered for massive strategic wins like acquiring Pixar, Marvel, and Lucasfilm. But there’s also a growing narrative around pricing and accessibility that will shape how people feel about his tenure. Bob Chapek played a role in that too, but history tends to remember trends, not transitions.
Meanwhile, Michael Eisner, despite clear missteps (especially at the beginning and end of his run), is often remembered with a kind of fondness. Why? Because there was a sense that he believed Disney should be special for everyone. He pushed for bold creativity, original storytelling, and even when sequels existed, they didn’t dominate the identity of the company.
That’s the balance Josh has the opportunity to strike, and maybe even surpass.
So if there’s one idea to leave him with, it’s this famous proverb:
A society (or in this case a company) grows great when old men plant trees in whose shade they know they shall never sit.
That’s what great Disney leadership has always been about, starting back with Walt Disney himself. And if Josh embraces that mindset, there’s real reason to be excited, not just for what Disney becomes next, but for what it means decades down the road.
