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

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

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

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

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

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.'

We tend to treat eating and diets as one size fits all. But the human body is very personalized.

The personal mission statement was important for me because I believe that you can't lead others unless you have a strong sense of who you are and what you stand for.

The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.

Not every great idea needs to be Campbell-generated. It's clear that partners and vendors and other external sources will generate innovative ideas for us.

We're all different ages, sizes, shapes, genders, and we all have different lifestyles. We're quickly moving to bespoke diets that enable tailored and informed nutritional food choices.

I do think the position I play is a powerful position.

I was so results-oriented.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

My parents had job jars because my father would say, 'Kids today have too much time, too much money and no responsibility. You're going to have no time, no money and a lot of responsibility.'

If you want a CEO role, you have to prepare for it with a vengeance.

When Dad came home from work, he'd turn our family dinners into tutorials on business, money, sales, and profit margins. He shared fascinating stories about his customers, marketing, and my favorite topic when I was a kid - new product launches. Our father also took us to his office before the advent of 'Take Your Child to Work Day.'

For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.

Set ambitious goals and don't be afraid to declare and aim for them. You need to know where you want to go in order to get there. It is important to have a destination in mind.

There is power in helping people get excited about what they do and inspiring and motivating them to unleash their full potential.

The world of marketing has changed. You can lead the change or be a victim of change.

With the growth of both urbanization and globalization, consumers are becoming increasingly disconnected from their food.

Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.