I know there are no sure bets or overnight miracles.

Bolthouse is a great strategic fit with Campbell.

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

I talk to my parents a couple of times a week. I talk to my daughters every day.

I see the world through Irish eyes, and they are smiling.

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.'

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.

It is not about finding a work-life balance, but, rather, it's about work-life integration. I've learned to integrate my work and life so that the two exist as harmoniously as possible and priorities can be set.

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

At Campbell's, we're listening to consumers. We recognize that real and healthier food is better for our consumers and our business. Our goal is to be the leading health and well-being food company.

I'm from a generation of women that shattered the glass ceiling. We didn't wait for doors to open. The lesson I learned is that you need to open some doors for yourself in pursuit of career advancement.

The next frontier in nutrition will be about reconfiguring diets according to individual specific physiology, lifestyle, and health goals.

There are going to be priorities and multiple dimensions of your life, and how you integrate that is how you find happiness.

Innovation requires an experimental mindset.

You need to be strategic about how you define your leadership journey and where that takes you.

I think of feedback as constructive, not positive or negative. You choose to do what you want with it.

The entrepreneurial spirit has moved from the garage in high-tech to the kitchen in food.

Leadership is service to others.

The path to diversity begins with supporting, mentoring, and sponsoring diverse women and men to become leaders and entrepreneurs.

It's okay to fail if you learn from it.

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

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've navigated a lot of change at Campbell's. The best thing for me to be able to do is to discuss that change with people.

We are exploring creative models to pursue innovation outside the confines of our normal process, taking calculated risks and learning from them.

I've been preparing to run a big company all my life.

I think leadership is service and there is power in that giving: to help people, to inspire and motivate them to reach their fullest potential.

I am one of four girls and was inspired by my father to dream big. Some girls want to be doctors, but I wanted to run a company.

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.

People are literally tracking everything. People are becoming more empowered and knowing what's going into their body.

Being an iconic food company can be both a blessing and a curse. It can be a curse if, amidst change, you maintain the status quo. It is a blessing if you leverage the change coupled with capability to seize new opportunities.

Women often are so focused on getting their jobs done well that they forget that building relationships is a key part of being a leader - and increasingly so, the higher you go.

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.'

As the leader, you're empowering talent. Once you've given the direction, it's a joy to see it put into action, to see people on every level of the company carrying out the strategy.

Trust implies that both parties participate in the relationship with both 'gives' and 'gets.'

You can't become a CEO without working hard and delivering results, but that will only take you so far. Building and leveraging strong relationships with mentors and sponsors will take you the rest of the way.

Consumer preferences for food have changed... Changed radically. I call them seismic shifts.

Networking is working.

I was so results-oriented.

I don't know if it's unique to women or not, but I do know that women think that they join a company, and the company will take care of them, as opposed to taking charge.

Life's a balancing act. You have multiple roles and goals, and you can do it all - just not all at once.

I feel strongly about the need for diversity, and with good reason. I'm from a generation of women that found it exhilarating to shatter the glass ceiling. We viewed obstacles as opportunities and earned our seat at the leadership table.

Through the Internet of things, 'connected kitchens' will alert consumers if they're running low on broth and when their salad dressing needs to be replenished.

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

Transparency doesn't mean much if the consumer doesn't understand what they're looking at.

Health and wellness does mean different things to different people.

Don't just let your career happen to you.

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

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

I think you have to see two steps ahead of things. That's just the way I roll.