Eighteen fictional executives, 13–22 years deep, built to stress-test a four-month leadership arc

Asked:

“I'm simulating a UCLA executive 4 month program cohort. Could you please create a table with people profiles, their interest, backgrounds, career traction and information important for simulation”

A synthetic 18-person cohort calibrated to UCLA Anderson’s Fall 2026 Executive Program — a four-month blended certificate running 3 Oct 2026 to 8 Feb 2027. Experience spans 13 to 22 years (average 17.2) across 18 distinct industries, with career traction, pressure behavior and stakes written for simulation use.

All people, employers, events, and career outcomes in this simulation are fictional composites — not actual UCLA participants. No affiliation, enrollment, or endorsement by UCLA is implied, and no real personal data is used.

Cohort landscape: experience against career-traction archetype

What the landscape cannot say alone

Two nine-person perspective sets balance the design: set A averages 15.6 years (13–19), set B averages 18.8 years (15–22) — neutral design buckets, not demographics. anderson.ucla.edu

Each of the 18 participants comes from a different industry, so every peer pairing crosses a sector boundary by construction. anderson.ucla.edu

Seven profiles carry breakout momentum while six sit in plateau or high-stakes transitions — enough friction to make Month 3 crisis work land differently across the room. anderson.ucla.edu

The real program the simulation is calibrated to asks for a minimum of 10 years’ experience, lists a $24,000 fee, and runs 13 weekly live-online sessions plus three 3-day immersions. anderson.ucla.edu

Program calibration

Full profile table

Participant	Role · industry	Yrs	Leadership scope	Career traction	Interests	Four-month goal	Under pressure	Stakes	Best peers	Source

Participant cards

Facilitator guide: running the four-month arc

Month 1

Diagnostic and trust

Surface each signature strength and development edge in low-stakes work. Seed the listed peer pairings early — e.g. finance-to-GM and operator-to-people pairs — so trust exists before pressure arrives.

Month 2

Strategy and economics trade-offs

Run capital-allocation and pricing cases that force staff-track profiles to claim decision rights and breakout profiles to defend adoption, not just analysis.

Month 3

Crisis and stakeholders

Trigger each profile’s simulation stakes — the breach at deal close, the labor action, the founder reversal — and watch the documented pressure behaviors collide. Debrief against development edges.

Month 4

Board presentation and career action

Each participant presents against their own success measure — a ratified charter, a funded roadmap, a GM sponsorship plan — and commits to a 90-day career action reviewed by peers.

Synthetic simulation dossier: 18 fictional composite profiles (one row each), calibrated to the public description of UCLA Anderson’s Fall 2026 Executive Program (start 2026-10-03, finish 2027-02-08, $24,000 fee, minimum 10 years’ experience). Years of experience and cohort averages come from the precomputed calibration and summary tables. Location time zones and full success measures are shown in cards, trimmed from the table for space. All names, employers and events are invented; nothing here describes a real person.

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