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Hilary Schneider has a long-standing monitor report for driving development and sparking artistic innovation at giant client know-how corporations. As a five-time CEO, Schneider has efficiently led corporations by way of a big transformation, guided by her dedication to empathetic management, relentless optimism, and an ever-present athletic stance.
Nevertheless it wasn’t all the time that method for Schneider.
In actual fact, she credit two easy phrases with serving to her tackle new alternatives with gusto: why not?
“Early in my profession, once I was an funding banker at Drexel Burnham, I took on a job inside Company Growth,” stated Schneider. “Not lengthy after, I used to be supplied a chance in an working position for which I had zero expertise.”
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Schneider added: “I’ll admit, I didn’t know if I might do it! And it might have been straightforward to remain in my present position with a slim remit. However I stated to myself, ‘why not?’ The worst case is I fail, and I study one thing. So, I accepted the position and by no means seemed again. These two little phrases – why not – have been guideposts for pushing myself out of my consolation zone ever since.”
Transferring in the direction of optimistic motion and embracing change has been a trademark of Schneider’s profession and, most just lately, throughout her time at Shutterfly the place she has served as CEO since January 2020.
“As a long-time buyer, I’ve all the time identified that this was an unimaginable group with two highly effective manufacturers in Lifetouch and Shutterfly, and that it had a powerful tradition and values completely aligned with my very own,” stated Schneider. “However I additionally knew that these highly effective belongings might be advanced to serve the altering wants of customers and to create extra worth for workers and shareholders alike.”
As CEO, she now had oversight of the Lifetouch, Shutterfly and Snapfish manufacturers, in addition to its vertically built-in manufacturing throughout six manufacturing and achievement services. The Shutterfly infrastructure is purpose-built for the complexities of customized design which permits its household of manufacturers to ship personalised objects to prospects at a speedy tempo.
Schneider stepped into her CEO position at Shutterfly simply weeks earlier than the pandemic started. She rapidly halted her in-person listening excursions, meet-and-greets with staff and visits to manufacturing services and as an alternative pivoted to a 24/7 warfare room along with her management crew.
Not solely did Schneider must maintain the corporate’s manufacturing websites operational and mitigate the pandemic’s influence on college pictures, however she additionally needed to meet an unimaginable surge in demand inside its client enterprise. The speedy tempo of change and the necessity for trusted communications required clear and deeply hands-on management.
Schneider kicked off what would change into the corporate’s now extremely regarded Snapshot collection, a reside, weekly 30-minute broadcast the place any worker has the flexibility to ask any query that the manager crew will reply in real-time. It’s change into her signature management car for serving to groups navigate change and keep linked to the long-term imaginative and prescient of serving to folks create merchandise and seize moments that replicate who they uniquely are.
She discovered from a mentor early in her profession that vulnerability is a useful management asset. She’s carried that lesson by way of her varied govt roles, and it stays on the core of how she leads right now, usually sharing her private mobile phone quantity with staff if they’ve questions that their direct managers can not reply.
“Over the past two years, the pandemic has change into a strong clarifying power,” says Schneider. “It compelled me and my govt crew to essentially hone our function and imaginative and prescient for the Shutterfly household of manufacturers. We have strategized and reorganized; divested and invested. And I really imagine we’ve come out of it stronger for the longer term.”
The pandemic has blurred almost each line between the private and the skilled – and Schneider has weaved many classes from her private life into how she leads. She compares maneuvering by way of a disaster to one thing her youngsters have been taught in crew sports activities – to all the time be in “prepared place,” an upright stance that enables an athlete to maneuver in any path as rapidly as doable. In instances of change, as in an athletic endeavor, you need to transfer rapidly and pivot in a brand new path if wanted.
As Shutterfly efficiently navigates the post-COVID restoration, Schneider has made a
strategic wager with the acquisition of world design market, Spoonflower, doubling the full addressable marketplace for Shutterfly and deepening the corporate’s attain into residence decor. She additionally launched Shutterfly’s first-ever Vacation Crypto Card NFT assortment in partnership with Iris Apfel with gross sales benefiting the Boys and Women Membership of America. It’s all a part of Schneider’s always-on athletic stance as she seeks to go searching corners for what’s subsequent.
So what’s subsequent for Shutterfly and Schneider?
Shutterfly and its household of manufacturers are agency stewards of the facility of self-expression, serving to customers create merchandise and seize moments that replicate who they uniquely are.
Shutterfly’s distinctive model portfolio allows all dimensions of personalization and customized design, from pictures (Lifetouch) and enterprise (Shutterfly Enterprise Options) to premium residence décor and a design market (Spoonflower) and from the reasonably priced (Snapfish) to the mainstream (Shutterfly).
And the Shutterfly household of manufacturers is poised to do exactly that.