From Junior Manager to Global Director
The Situation
A global tea manufacturer was searching for a highly capable Director-level Project Manager with experience in natural and international consumer packaged goods (CPG). This search posed unique challenges because the company was located in a region with limited international CPG manufacturers specializing in natural products.
Acumen leveraged their expertise in data analysis, knowledge of CPG and biotech sectors, creative thinking, and an extensive network in Oregon and Washington to identify multiple Director-level candidates. Among the prospects was a talented Manager who stood out as a rising star.
This candidate accepted the role of Senior Project Manager at the globally respected and well-established manufacturer, which urgently needed improvements in several key areas:
- Centralized project management
- Greater visibility into commercialization timelines
- Unified global coordination
- Standardized processes to foster innovation, especially in new product development (NPD)
At the time, Project Managers at the company often worked in isolation and acted more as administrative support than strategic leaders. There was no standard process for NPD, and global teams—particularly in North America and Europe—had minimal awareness of each other’s initiatives. Supply chain and demand planning relied on just one individual, who was disconnected from wider operations.
The Result
The candidate was rapidly promoted twice: first to Global Director of Project Management, and then to Global Director of Integrated Business Planning. He is now poised for another advancement, with aspirations to move further into innovation and branding strategy—an area of personal passion.
During his tenure, notable achievements included:
- Centralizing and professionalizing project management, unifying all project managers under one framework, and introducing standardized launch timelines, cost tracking, and resource planning.
- Enhancing global visibility by connecting EU and NA teams through shared processes and communication tools.
- Refining the commercialization process, resulting in all product launches under their leadership being delivered on time or ahead of schedule.
- Establishing a new supply chain and demand planning department, which aligned sales forecasts with supply chain capabilities and implemented financial reconciliation to reduce delays and support strategic priorities.
- Increasing speed to market, directly impacting innovation and operational flexibility.
Working with Acumen
The candidate attributes a large portion of his success during the interview/hiring phase to Acumen’s guidance: “I love the support and insights Molly gave me before going into the MANY interviews I had for the original opportunity—it really set me up for success.” – Guy W., Global Director, CPG Manufacturing