Leadership Transition at The Walt Disney Company: Josh D’Amaro Named New CEO
Why Josh D'Amaro becoming Disney CEO is a big leadership moment for the company
Disney has named Josh D'Amaro as its next chief executive officer, with the handover set for March 18, 2026. Multiple outlets report the appointment. For example, CNN and BNN Bloomberg covered the announcement, while local and trade outlets such as KTVU and Pursuitist filled in details about timing and titles.
On the surface, this looks like a fairly orthodox succession. What makes it consequential is who D'Amaro is and what he runs today. He heads Disney Experiences, the division that includes parks, resorts, cruises and immersive experiences. That business has been a cash engine for Disney, and the new CEO comes from the part of the company that turns intellectual property into physical, revenue-generating experiences. That is a signal. It points to continuity in the company’s instincts and to the importance of experience-based revenue as Disney navigates streaming, content, and global markets.
There is also the human dimension. Bob Iger remains in the picture as a senior adviser and board member through December 31, 2026. That staged transition matters. It lowers the risk of a sudden leadership vacuum and gives D'Amaro time to settle in while Iger stays available. Outlets report this overlap. See CNN and Pursuitist for the formal notices.
How D'Amaro's parks experience frames the company strategy and the numbers to watch
D'Amaro’s career at Disney goes back to 1998. Several stories point to his deep operational background: president roles at Disneyland Resort and Walt Disney World Resort and then leadership of the global experiences arm. These are not small operational jobs. They are complex, capital‑intensive, and tied directly to customer emotion and time spent with the brand.
The financial context is important. Different outlets highlight different metrics. For instance, Pursuitist reported the Parks, Experiences, and Products division recorded a "record $10 billion in operating profit last fiscal year." Elsewhere, San Diego Union-Tribune and the Brandon Sun cited broader revenue for the Experiences division and noted figures such as $36 billion in annual revenue and large employment numbers tied to the unit. Those numbers are signals: parks are both a profit centre and a strategic lever for the rest of Disney’s creative work.
Put simply, D'Amaro arrives with a track record in the most tangible expression of Disney IP: immersive guest experiences. That experience matters because Disney will continue to monetise characters and stories in parks, resorts, cruises and licensing. Expect investors and analysts to watch park revenues, capital spending plans, and the performance of experiential projects much more closely than they might have before.
What the board, Iger and others publicly said about the succession and why that matters
The public messaging around a CEO handover tells you both the tone the company wants and the reassurance it intends to give stakeholders. Disney’s board chair, James Gorman, is quoted in several pieces praising D'Amaro’s vision and leadership. For example, KTVU quoted Gorman saying D'Amaro "possesses that rare combination of inspiring leadership and innovation, a keen eye for strategic growth opportunities, and a deep passion for the Disney brand and its people."
Bob Iger's comments are similar in tenor. Multiple sources cite Iger saying, "Josh D'Amaro is an exceptional leader and the right person to become our next CEO." You can find that quote in articles such as Pursuitist and CNN. Points like these are not just goodwill. They are signalling mechanisms for employees, partners and markets: continuity, endorsement, and a hands-on transition window.
It also matters that the board ran a formal search. According to reporting, the succession planning process intensified in 2024 when James Gorman led the effort and D'Amaro and Dana Walden emerged as front-runners. That procedural detail matters to governance-minded observers. It says the company did not make the choice in haste and that internal talent was prioritised over an outside hire.
Why Dana Walden’s promotion to president and chief creative officer is part of a deliberate creative balance
This is a two-person leadership move, not a single appointment. Dana Walden, co-chair of Disney Entertainment, was promoted to president and chief creative officer effective March 18, according to reporting such as KTVU and WTMX. Her elevation is a clear message: operational excellence and creative leadership will sit side by side at the top.
Why is that relevant? Because Disney is not simply a theme-park company. It is a storytelling company that monetises its stories across film, TV, streaming, parks and licensing. Appointing a parks operator as CEO and a creative executive as president and chief creative officer is an institutional choice to keep both strands—commercial and creative—visible at the top. That is reassuring for creative teams, talent partners and content investors who worry that heavy operational focus can crowd out creative risk-taking.
What the succession says about Disney’s immediate strategic priorities
Read the move as both continuity and emphasis. Continuity because D'Amaro has been leading the large parks investment programs and will likely continue those capital plans. Emphasis because the company chose a leader whose core competence is turning IP into real-world experiences.
Media reports highlight ongoing investments and development. For example, several outlets referenced a multi-year, multibillion-dollar parks investment program. BNN Bloomberg and San Diego Union-Tribune mentioned the $60 billion investment figure tied to parks, resorts and cruise projects. That shows that capital allocation toward guest-facing business will be closely watched.
There is a second implication: monetisation of IP across platforms matters now more than ever. Reports note box office strength with titles such as "Zootopia 2" and "Avatar: Fire and Ash" providing tailwinds. See the Brandon Sun summary for that context. In short, the company appears to be positioning itself to squeeze more economic value from stories, both on screens and in parks.
What risks and external headwinds are already on the board’s radar
No company operates in a vacuum. Several reports mentioned industry challenges that will require attention. For example, the Brandon Sun and San Diego Union-Tribune touched on declining foreign tourism to U.S. parks linked to stricter immigration rules and trade tensions. International travel volumes matter to Disney’s theme parks and resorts, and that exposure cannot be wished away.
There is also reputational and operational risk. The company had a turbulent leadership episode in the previous years when an earlier succession choice did not go smoothly and led to Iger’s return in 2022. Reporting across outlets references that period of clashes and missteps. See BNN Bloomberg for background. That history raises the bar for any new CEO: stakeholders will be watching execution closely, and the internal temperature around governance and communication will be high.
Finally, competition across streaming, theatrical and experiential businesses remains intense. The company must manage cash, creative output, and a long capital plan while the media landscape evolves. The board’s decision to keep Iger around for a year is a hedge against those risks, but there is no substitute for strong first 12 months under the new leadership.
What investors, employees and partners should reasonably expect in the next 12 months
First, expect continuity in capital projects tied to parks. Reporting indicates the company will proceed with growth in parks and experiences. Watch announcements about new resorts and park expansions, plus updates on cruise fleet investments. Financial results for the Experiences division will be a focal point because this is where D'Amaro built his career and credibility. For specifics on results and reporting, read pieces such as Pursuitist and San Diego Union-Tribune.
Second, expect a leadership cadence that tries to balance creative risk and operational discipline. With Dana Walden promoted into creative leadership and D'Amaro running the overall company, you will probably see fresh emphasis on cross-functional projects that link streaming launches to park experiences and merchandising. The communications from Gorman and Iger about D'Amaro’s "vision" and "appreciation of the Disney brand" suggest a pivot to connecting content and experience more tightly. See KTVU for quotes from James Gorman and Bob Iger.
Third, expect more cautious but public-facing governance. The board’s careful search and the staged transition tell stakeholders that the company is managing optics. That should calm some investor nerves, at least in the short term.
Lessons for leaders: why executive visibility and narrative control matter during succession
If you run programmes where leaders must influence multiple stakeholder groups, Disney’s public handover is a useful case study. The company managed the message by aligning board comments, the outgoing CEO’s endorsement, and the promotion of a creative co-lead. That is narrative control: shaping the story so employees, customers and markets see an orderly, strategic transition.
That is exactly the sort of leadership behaviour we stress with clients. Executive visibility is not vanity. It is a strategic tool for shaping perceptions, reducing uncertainty and creating forward momentum. When a company faces a leadership change, visible, consistent, and credible communication from the board and the outgoing CEO matters. It reduces friction across hiring, investor relations and employee morale.
If you want practical support to help leaders get that visibility right on platforms that matter to stakeholders, consider tested programmes and tools. We run executive LinkedIn coaching and profile optimisation to help leaders tell their story in a way that builds credibility with investors, employees and partners. See our executive LinkedIn programme at https://www.emari.co.uk/linkedin-profile-optimization-and-coaching-program.
How to translate Disney’s strategic communications into organisational action
Three practical steps follow from this event that any organisation can adopt when a senior change happens.
1) Map your audiences and core messages. Disney aligned internal and external stakeholders with a simple set of messages: continuity, investment in experiences, and creative leadership. You can adapt that: be clear about what is changing and what is staying the same.
2) Stage the transition. Iger staying on as senior adviser until the end of the year is a purposeful staging move. It gives time for handover and reassures markets. If your organisation can do a phased handover, it reduces operational risk and supports cultural stability.
3) Enable leaders to tell their stories thoughtfully and often. Executives are watched. They do not need to be everywhere, but they must be credible where it counts. Thoughtful, data-backed content and consistent social presence help leaders shape the narrative around a transition. If that is something you need, our thought leadership and social selling programmes can help. See the corporate blogging and content offering at https://www.emari.co.uk/thought-leadership-copywriting-1 and our sales-focused social training at https://www.emari.co.uk/social-selling-webinar-training-series.
How succession planning and leadership development connect to measurable business outcomes
Succession is not just HR theatre. It is a business competency that affects valuation, customer confidence and employee retention. Disney’s approach—selecting an internal operator with a proven commercial track record, pairing them with a creative co-leader, and maintaining continuity through an adviser role—illustrates how succession can be aligned to performance goals.
At EMARI we think of executive visibility as a measurable competency. When leaders communicate credibly and consistently, they reduce talent acquisition costs, influence buyer decisions and create tangible value for the organisation. If you want to diagnose how visible and influential your executive team is, the first step is a measured audit of their digital presence and the company’s go-to-market signals. Our digital marketing audit is designed for that kind of diagnostic work. See https://www.emari.co.uk/digital-marketing-audit-moment-of-truth for details.
What to watch in six and 12 months after D'Amaro takes the helm
Here are three concrete indicators stakeholders should monitor to judge how the new leadership is settling in.
1) Experiences division performance. Given D'Amaro's background, quarterly results for parks, resorts and cruises will be scrutinised. Media coverage highlighted both profit and revenue metrics. For example, Pursuitist cited a record $10 billion operating profit, while the San Diego Union-Tribune and Brandon Sun referenced revenue and employment figures linked to the Experiences division. Watch for how those numbers evolve under D'Amaro.
2) Creative-commercial integration. Look for announcements tying new films or franchise launches to park activations, merchandising or cross-platform storytelling. Dana Walden’s creative role suggests such integration will be a priority.
3) Communication cadence and tone. The first year under a new CEO often establishes how candid leadership will be with investors and employees. The staged handover with Iger as adviser can help, but the new voice and tone matter. Will Disney be more conservative, or will it take visible bets on innovation and experience? The answer will show up in public statements, investor day presentations and creative release schedules.
Practical advice for leaders preparing for their own succession or visibility moment
If you are preparing leaders to step into broader roles or to manage a transition, a few practical pieces of advice, grounded in how Disney handled this, are useful.
First, profile the successor early. A successor who has public credibility and a clear track record reduces the "unknown" factor. D'Amaro’s decades of hands-on experience in high-profile operational roles gave stakeholders measurable evidence of capability.
Second, align creative and operational talent publicly. Promotions that balance technical competence and creative leadership create confidence across departments. Disney promoted Dana Walden into a creative leadership role at the same time it named D'Amaro CEO. That’s deliberate signalling that both capabilities will be emphasised.
Third, coach executives on the channels that matter. If you want leaders to reassure investors, staff and partners, they need clear, consistent messages and a presence on platforms where those audiences listen. Our LinkedIn coaching and leadership programmes are built for that kind of sustained visibility work. See https://www.emari.co.uk/linkedin-profile-optimization-and-coaching-program and our social selling programmes at https://www.emari.co.uk/social-selling-support-program.
Why this moment is relevant beyond Disney for executives and boards
There are three cross-cutting lessons here that apply to many organisations.
1) Board-led succession is stabilising. A transparent search led by an engaged chair reduces uncertainty.
2) Operational leaders can be effective CEOs if the strategy requires discipline and capital execution. D'Amaro’s parks pedigree makes him a fit for an agenda heavy on capital projects and experiential monetisation.
3) Creative leadership needs to be visible at the top. Promoting Dana Walden alongside D'Amaro signals that the company is not pivoting away from creative investment. For companies that monetise intellectual property, that kind of balance is a governance feature, not an afterthought.
Questions people ask
Q: When does Josh D'Amaro officially become CEO of The Walt Disney Company?
A: Multiple reports state D'Amaro will officially take over on March 18, 2026. See coverage such as CNN and Pursuitist.
Q: What role will Bob Iger play after the transition?
A: Reporting says Bob Iger will remain as a senior adviser and a board member until December 31, 2026. See CNN and Pursuitist for that detail.
Q: Who is Dana Walden and what role will she take?
A: Dana Walden, co-chair of Disney Entertainment, has been promoted to president and chief creative officer effective March 18, 2026. Coverage appears in outlets such as KTVU and WTMX.
Q: What financial scale does the Experiences division represent for Disney?
A: Different reports highlighted different figures. Some outlets cited a record $10 billion in operating profit for the Parks, Experiences, and Products division last fiscal year, as noted by Pursuitist. Others referenced $36 billion in revenue and employment figures tied to the Experiences unit in coverage such as San Diego Union-Tribune and Brandon Sun.
Q: What should organisations do to manage a visible leadership transition?
A: Keep messages simple, stage the handover where possible, and enable leaders to communicate consistently. Use structured coaching and a content plan to help leaders influence investors, employees and customers. If you need help with executive visibility work, our LinkedIn training and thought leadership services are designed for exactly that purpose. See https://www.emari.co.uk/linkedin-profile-optimization-and-coaching-program, https://www.emari.co.uk/thought-leadership-copywriting-1, and https://www.emari.co.uk/digital-marketing-audit-moment-of-truth for diagnostics and programmes.
Q: Where can I read the original reporting on this succession?
A: Key pieces include reporting from BNN Bloomberg, CNN, KTVU, Pursuitist, and others cited in this piece.
If you would like a short, practical checklist to prepare your leadership team for a public transition, I can draft one tailored to your organisation in a follow-up note. It can include message maps, stakeholder timelines, and a short LinkedIn playbook to help your leaders show up purposefully during the handover.
Resources
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Josh D’Amaro named Bob Iger’s Successor As Disney CEO - mxdwn Movies
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Josh D’Amaro Named New Disney CEO
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Disney names parks boss Josh D’Amaro as new CEO to replace Bob Iger | CNN Business
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Disney names Josh D’Amaro CEO, Dana Walden president and chief creative officer – 101.9fm The MIX – WTMX Chicago
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Disney parks chief Amaro named successor for Bob Iger
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Disney parks chief Josh D’Amaro will take over for Bob Iger as CEO – Brandon Sun
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Josh D’Amaro Named Next CEO Of The Walt Disney Company
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Josh D'Amaro Officially Named The Walt Disney Company's Next CEO, Will Replace Bob Iger in March 2026 - IGN
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Josh D'Amaro named next Walt Disney Company CEO to succeed Bob Iger | KTVU FOX 2
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Disney parks chief Josh D’Amaro will take over for Bob Iger as CEO
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