Navigating assumptions about my identity taught me to embrace visibility with confidence, ensuring my leadership is defined by courage, competence, integrity, and results.
Vanessa Parker-Lewis, Ph.D. · In Her Own Words
The habit that transformed my life was choosing to keep going, even when it wasn’t easy. Through loss, setbacks, and uncertainty, I stayed committed to investing in myself. That consistency is what carried me to my PhD.
The Habit That Transformed Her Life
Explore moreHer Story
As the Chief Human Resources Officer with McCormack Baron Companies, I have more than 25 years of experience driving enterprise-wide organizational change, strategic workforce planning, people system optimization, and cultural transformation. Known for data-driven and a people-centered approach, I deliver measurable impact, including significant cost savings, improved employee retention, and successful workforce transitions during periods of disruption. I hold a PhD in Industrial and Organizational Psychology, along with dual master’s degrees in human resources management and human resources development. I am a certified Senior Professional in Human Resources (SPHR) and SHRM-SCP.
While I am proud of my professional accomplishments, I remain equally grounded in the experiences that shaped me. My background is a core part of how I lead, and I believe it is important to understand both the journey and the results. I left home at 17 and became emancipated from my father and stepmother. My early home life was difficult, and I made the decision to leave in order to protect my future and create stability for myself. My mother passed away when I was 10, and I received Social Security survivor benefits in my name, which helped provide a foundation of support as I worked to build independence. That experience shaped my sense of responsibility, resilience, and determination. I was committed to creating a stable path forward and understood early that my choices would directly shape my outcomes.
Before entering the field of human resources, I spent nearly a decade with Frito-Lay, what I often refer to as my “chip lady” years. I started as a route salesperson and progressed into a district sales leader, which gave me a strong operational foundation and a deep respect for frontline work. Much of my leadership development came from observing other leaders, learning directly from the teams I led, and navigating a male-dominated environment at the time. I was also fortunate to have a female mentor who helped me navigate corporate dynamics and encouraged me to further my education.
After completing my dual graduate degrees and reaching the peak of my district sales performance, I transitioned into human resources. That operational foundation has remained central to how I lead today, I still think like an operator. I also believe in exiting roles while performance is strong, when possible, rather than waiting for decline or difficulty, as intentional transitions create better outcomes for both the individual and the organization.
Her Interview
01What do you attribute your success to?
I attribute much of my success to a willingness to both learn and unlearn. Growth has required me to challenge my own thinking, adjust behaviors, and remain open to evolving over time.
One of my proudest accomplishments has been financing my education through to my doctorate after leaving home at a very young age. Without parental guidance, I had to learn self-advocacy and determine who I wanted to be without external validation. That experience required discipline, creativity, and a strong sense of personal accountability. I had to research, make thoughtful decisions, and fully own the outcomes that followed. I believe that we are a sum of our choices, experienced through natural consequences.
Throughout my career, I’ve intentionally leaned into uncomfortable situations, recognizing that meaningful growth rarely happens in familiar territory. I’ve also carried forward an important lesson: when patterns continue to show up, across situations or relationships, it’s worth asking whether you are the common denominator. That level of introspection, paired with action, has been a defining factor in how I navigate challenges and continue to grow as a leader.
02What’s the best career advice you’ve ever received?
One of the most valuable pieces of advice I’ve ever received came from my godmother early in my career. I had a particularly difficult day at Frito-Lay. It was one of those days when it felt like I was in conflict with nearly everyone I encountered. As I walked her through each situation, she listened carefully and then said something simple but impactful: “There’s only one common denominator in your day…you.”
That perspective required real reflection. And she was right.
When patterns recur, it’s worth asking where we may be contributing to them. Introspection is only useful if it leads to action. That lesson, owning your role in situations and adjusting accordingly, has stayed with me throughout my career.
03What advice would you give to young women entering your industry?
Be open to learning and be willing to challenge your own assumptions, perspectives, and experiences. Growth often requires stepping into uncomfortable situations and navigating the emotions that come with them.
It’s important to build the capacity to experience emotion without allowing the emotion to dictate direction. Discomfort is often part of meaningful progress. Avoiding necessary conversations or decisions because of potential reactions, our own or others, can limit both individual and organizational growth. Most believe delivery is important, and I agree; however, messages must be stated clearly, without corporate spin.
Patience also matters. Not everything unfolds immediately, and some of the most meaningful development comes from working through challenges rather than around them. There is a focus on mental health nowadays, which is important, but tenacity, capacity building and resilience carries people further because each are rooted in both thought and action. Many of my greatest growth moments came from situations that required me to think differently, push beyond my initial instincts, listen intently to alternate views, and regroup.
04What are the biggest challenges or opportunities in your field right now?
Artificial Intelligence (AI) is often framed as a challenge, but I see it more as an inflection point. It has clear value in driving efficiency and streamlining routine work. That said, it is not a replacement for critical thinking, sound judgment, or human connection. Capabilities like empathy, relationship-building, and nuanced decision-making remain distinctly human essential.
A more pressing challenge is the talent gap emerging alongside these advancements. As technology evolves, so must skills and people systems. Organizations and individuals alike need to be willing to adapt, continuously learn, and embrace new ways of working. Evolving ways of working demand a deliberate shift in both how leadership is exercised and who is entrusted to lead talent. Human Resources must operationalize this shift and act as a strategic challenger to the business.
There are growing concerns with talent retention, engagement, and burnout. Human Resources plays a key role in creating visibility around these key organizational health signals, strategically working with leaders to understand the impact on business performance and sustainability.
05What values are most important to you in your work and personal life?
I value courage, candor, integrity, and humor. Courage should be used to build by challenging the status quo, not to gaslight. It should also come from those who have truly conducted a self-check.
Candor, delivered with care, creates clarity and trust. Addressing issues directly, rather than avoiding or communicating indirectly, oftentimes leads to better outcomes and stronger relationships. There are times when relationships are damaged by candor, and that is okay if the message was conveyed with respect and a willingness to reconcile. It is when communication becomes passive-aggressive that progress stalls. Being vulnerable enough to admit faults matters because none of us are perfect. It is hard to learn when assumptions or perspectives cannot be challenged. I think data is equally important in personal life and in professional life.
I also believe that humor has an important place in leadership. Laughing with others, not at them, can break down barriers and relieve pressure. In many ways, we take ourselves too seriously in business. A well-placed moment of levity can create connection, build trust, and make challenging work palatable.
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