At Newell Brands, high performance starts with our people. It’s reflected in how we work, how we lead, and how we innovate. Across the organization, teams are building a culture rooted in shared values, collaboration, and inclusion. The result is a workplace where people feel empowered to deliver results, solve challenges, and grow together.
What High Performance Looks Like
High-performing teams at Newell Brands are known for:
Delivering consistent results through innovative solutions
Fostering inclusive collaboration and resilient practices
Creating value by aligning purpose with performance
We spoke with several leaders whose teams are bringing this vision to life.
Meet the Leaders
Schroeder – Learning & Development R&D
“Our team focuses on technical excellence and curiosity. Engineers are encouraged to explore new technologies and benchmark against industry leaders. This approach helps us evolve and strengthen our organization.”
Yu – Newell Technical Center
“Our team operates with unity and discipline. We approach challenges together, with clarity around roles and expectations. This enables us to move quickly and deliver impactful solutions.”
Smith – Product Development
“Our people are what makes Newell Brands unique. Their skill, dedication, resolve to get things done, and willingness to go above and beyond always humbles me as a leader. I always try to lead by example. I believe a leader sets the tone of behavior in their organization. If you want your team's best, you must behave and lead as the best.”
Cooney – Consumer Insights
“I’ve been told our team stands out because of our vibe. We have great camaraderie—spending time together, respecting each other’s contributions, and enjoying a good laugh or two along the way. We consider ourselves lifelong learners, and that mindset requires innate curiosity. We constantly seek knowledge and remain open to new ideas, experiences, and perspectives.”
Leadership That Enables Performance
High-performing teams thrive when leaders foster trust, accountability, and shared values. Here are some of the ways our leaders support their teams:
Modeling behaviors that inspire others
Encouraging autonomy and strategic thinking
Creating space for open feedback
Setting long-term goals and tracking progress
Smith shared, “One of the things I work hard on is always having a long-term plan that we work towards. It’s easy to get caught up in short-term reactions, which can become highly stressful and, at times, demotivating. A master plan that stretches at least two years ensures that people see a positive future they are working towards. Setting a regular review and tracking rhythm is essential for all team members to take ownership of to ensure things move forward, change the longer-term picture, and fix the short-term issues.”
Cooney added, “High performance starts with how we all show up—and I show up with intention, consistency, and care. I encourage my team to lean into their strengths while also pushing each other to grow. This is where a love of lifelong learning really works to our advantage. I genuinely recognize and appreciate each person’s efforts, and I make it a point to seek as much (if not more) feedback as I offer in return. Teamwork is essential, and a shared growth mindset can keep you moving forward. Leadership, to me, is about serving others, staying rooted in values, and empowering people to see what’s possible—and go after it.”
What High-Performance Teams Achieve
When teams feel valued and supported, they unlock their full potential. Here are examples of high performance in action at Newell.
Schroeder – Expo® Dry-Erase Innovation
“This past year, the standout project was the launch of the new and improved Expo Dry-Erase markers. As category leaders, we delivered a major upgrade in visibility and vibrancy across a range of surfaces, including glass, while maintaining best-in-class erase-ability. The team overcame significant challenges, making this a strong example of innovation delivered under pressure.”
Yu – Product Development Excellence
“We developed and implemented a comprehensive process map to guide everyone in the 15+ initiatives we launched last year. This ensured we didn't just focus on individual improvements but systematically addressed all tasks and factors throughout the entire product development and production lifecycle. A key achievement has been delivering all innovation projects on schedule with zero design or qualification failures.”
Smith – Global Supply Chain Collaboration
“We have driven a very high level of productivity across the APAC & EMEA regions. This has been done in many ways. Some of the biggest projects were completed in India, where we have insourced seven product families. In addition, we have demonstrated the power of a One Newell supply chain by having our factories interconnected and helping each other succeed.”
Cooney – Consumer Segmentation and Illumination
“My team has accomplished a lot in the past year. Starting with conceptualizing and deploying two global consumer segmentations to identify distinct consumer segments for our brands to target and position themselves to win. This work was showcased as best-in-class [across various internal and external Newell events]. Reflecting on the first half of 2025, I’m especially proud of the consumer illumination work delivered across Home Fragrance and Kitchen. Through in-home interviews, we immersed our brand teams in consumers’ lives, deepening their empathy for key customers.”
Moving Forward, Together
High performance at Newell Brands is a shared journey. It is built on values, shaped by leadership, and powered by teams who believe in what they do. When leadership is intentional and teams are empowered to make an impact, performance becomes a natural outcome.