Her Story
About Jean
I am a learning and talent development leader with 25 years of experience in consumer products. Currently, I serve as Senior Director of Global Leadership Development at PepsiCo, where I am responsible for leadership development from our first-time managers up to our executives. My focus is on ensuring that we're building the right skills for our leaders across the organization to be successful.
I started my career in sales, holding various sales positions for around 10 years before I was tapped to train other salespeople. That experience morphed over time to include sales, marketing, supply chain, and strategy across different functional areas, and then ultimately evolved into leadership development.
I hold a Master's degree in Learning and Organizational Change from Northwestern University and an undergraduate degree in Marketing and Business from Illinois State University. I am an active member of professional share groups including The Learning Forum and the Conference Board, where I connect with other executives who do the same work I do in the industry.
One of the biggest challenges I see today is ensuring that our leaders can make the pivot to a more AI-driven workplace. This involves understanding how the workforce and workforce requirements are changing, while also focusing on change leadership and leading change with agility. I believe there's a critical balance between the technical side of how work is changing and the human side of things, which has become so critically important for leaders in the future.
Her Interview
Ten minutes with Jean
01What are the biggest challenges or opportunities in your field right now?
I think one of the biggest challenges is ensuring that our leaders can make this pivot to a more AI-driven workplace. There are two elements to that. One is really understanding how the workforce is changing and how workforce requirements are changing in order for organizations to be successful. The other piece is really about change and change leadership - leading change with agility. I think there are two elements: your basic work is changing, but also the human side of things has become so critically important. So I think it's a balance between the two that becomes really critical for leaders in the future.
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