I loved multi-tasking. I loved being involved in a lot of things. To me, the more complex the better, and so being a leader of a business to me was like, 'Wow, that's what I want to be.'

People need to be in charge of their development plan. They need to seek out their sponsors and their mentors and be very strategic.

We are moving closer to a future where quantified lives will become the norm.

Working with some outside consultants or people that really can bring you an external perspective or a benchmarking to identify opportunities is a really good way to work.

We need to be in front of consumer trends and translate those trends into insights and foresights.

I've always believed consumers have a right to know what's in their food.

I purposely put myself in new, stressful situations so that I can continuously learn.

The things that worked for us in the past wasn't going to work the same way going forward.

What people look for in their leaders is authenticity. You say, 'I'm not going to ask you to do anything that I'm not going to do myself.'

The first step in changing a culture, I believe, starts with the senior leadership team - and with the CEO.

You need to walk the talk, because you can't expect your organization to behave a certain way that you're not willing to behave.

The entrepreneurial spirit has moved from the garage in high-tech to the kitchen in food.

Consumer preferences for food have changed... Changed radically. I call them seismic shifts.

Sustainability is important because we all are responsible to nourish our planet. And real food should be delicious, safe, affordable, and accessible to all. All without compromise.

You can't become a CEO without working hard and delivering results, but that will only take you so far. Building and leveraging strong relationships with mentors and sponsors will take you the rest of the way.

Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.

We are exploring creative models to pursue innovation outside the confines of our normal process, taking calculated risks and learning from them.

I don't know if it's unique to women or not, but I do know that women think that they join a company, and the company will take care of them, as opposed to taking charge.

I learned marketing at my dinner table.

My mother taught us that ambition is part of femininity and really taught us to have substance but also style.

Women need to think about where they've been, where they are, where they're going, and how they're going to get there.

I've bought companies in response to the seismic shifts - the consumer preference for food and health and well-being and a gravitation toward more fresh and natural and organic.

We believe GMOs are safe.

When I was a manager, I was incredibly results-driven - on a mission at all times.

Bolthouse is a great strategic fit with Campbell.

It is not about finding a work-life balance, but, rather, it's about work-life integration. I've learned to integrate my work and life so that the two exist as harmoniously as possible and priorities can be set.

Life's a balancing act. You have multiple roles and goals, and you can do it all - just not all at once.

The business world needs the best talent from both genders to compete in an ever-changing environment and drive innovation.

I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.

There's no one way to the top. Make your own opportunities. See around corners. Raise your hand for assignments.

As the leader, you're empowering talent. Once you've given the direction, it's a joy to see it put into action, to see people on every level of the company carrying out the strategy.

I talk to my parents a couple of times a week. I talk to my daughters every day.

The best thing you can do as a leader when people are pressed is get the obstacles out of their way.

You embrace disruption. I think it's a good thing.

I know there are no sure bets or overnight miracles.

Moving with the times is an important idea for strategy today.

At Campbell's, we're listening to consumers. We recognize that real and healthier food is better for our consumers and our business. Our goal is to be the leading health and well-being food company.

You need to be strategic about how you define your leadership journey and where that takes you.

Don't just let your career happen to you.

There are going to be priorities and multiple dimensions of your life, and how you integrate that is how you find happiness.

I want to treat people the way I like to be treated and be very straight with them.

We've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

When I was growing up, my father helped kindle my passion for innovation and technology. He was a high-ranking executive at AT&T and used our family dinner table as a focus group.

The best companies will build culturally diverse leadership teams and workforces with divergent backgrounds, perspectives, and ideas.

Trust implies that both parties participate in the relationship with both 'gives' and 'gets.'