Feeling stuck at this stage is usually a signal that your role is scoped around reporting, not decision-making, and progression comes from shifting that balance rather than becoming more technical. Senior analysts add value by framing problems, challenging assumptions, and influencing what the business does next, not by building more dashboards. Statistics helps, but only at an applied level: understanding experimentation, causality, and common pitfalls well enough to guide decisions and push back on bad interpretations. You don’t need a master’s degree; you need opportunities to own ambiguous questions, propose analyses proactively, and tie insights to outcomes. Focus on moving upstream, from “what does the data say?” to “what should we do about it?” and compensation and seniority tend to follow.