Michelle Stacy
Most consumer businesses can describe their strategy. Far fewer can execute one that takes them from a category curiosity to a category leader. The gap is rarely about ideas. It is about portfolio discipline, the right partnerships, and a leadership team that can hold focus while the business multiplies in size.
Michelle Stacy is the former President of Keurig and a serving public-company board director who helps consumer and growth businesses scale through portfolio discipline, customer segmentation, and engaged leadership.
Full Profile
Why organisations work with Michelle Stacy
- She has personally run the playbook she teaches. Keurig went from $200M to $2.5B in revenue on her watch, with category-defining partnerships built around Starbucks, Dunkin’, and Folgers.
- She brings sitting board director judgement, not retired-executive nostalgia. iRobot and Skullcandy are her current rooms; she speaks about commercial decisions she is still being held accountable for.
- She works with named operating frameworks, OGSM for strategic alignment and the Superconsumer model for customer prioritisation, so audiences leave with a structured way to attack the problem on Monday morning.
- Her 25 years inside P&G and Gillette give her a deep view on global brand building, including leading Gillette’s Oral Care across 70 countries and the launch of Mach3.
- She is one of a small group of speakers who can move credibly between a CEO offsite on growth strategy and a women’s leadership keynote without changing register.
Biography highlights
- Former President, Keurig: grew revenue from $200M to $2.5B and built partnerships with Starbucks, Dunkin’, and Folgers
- 25 years at Procter & Gamble and Gillette, including leadership of Global Oral Care across 70+ countries and the launch of Gillette Mach3
- Current board director: iRobot, Skullcandy, Milton’s Baking Company
- Prior board roles: Coravin, Hydrafacial, Tervis Tumblers, Young Innovations
- Advisor to growth-stage brands including Bellwether Coffee and Adventure Ready Brands
- MBA, Kellogg School of Management, Northwestern; BA, Dartmouth College
Biography
Keurig was a $200M business when Michelle Stacy took over as President. Five years later it was a $2.5B category leader, with Starbucks, Dunkin’, and Folgers running their coffee through its system. That story is the basis of nearly every keynote she gives, but it is not nostalgia. It is the case study she uses to teach portfolio choice, partnership design, and the operating decisions that separate growth from scale.
Before Keurig she spent 25 years inside Procter & Gamble and Gillette, including a global Oral Care role across more than 70 countries and the launch of Mach3, one of the most successful product introductions in shaving category history. That background gives her a view of consumer business most speakers cannot match: how a global parent operates, how a category challenger competes, and where the two playbooks differ.
She is still in the rooms where these decisions get made. As a current board director at iRobot, Skullcandy, and Milton’s Baking Company, with prior service at Coravin, Hydrafacial, Tervis Tumblers, and Young Innovations, she works on live commercial questions every quarter. Her advisory clients, including Bellwether Coffee and Adventure Ready Brands, get the same operating lens.
What she brings to a stage is named, structured method. OGSM as a strategic planning tool. The Superconsumer model to find the 10% of customers driving most of the value. A view of engagement built on the premise that disengaged teams cannot execute a growth plan, regardless of how good the plan is. Senior audiences leave with a playbook they recognise, because she has run it.
Key speaking topics
- Scaling consumer brands
- Strategic partnerships and category creation
- Superconsumer segmentation
- Innovation portfolio management
- Engagement-driven leadership
- Board-level commercial judgement
- Women in senior commercial roles
Ideal for
- CEOs and commercial leaders of consumer, retail, and CPG businesses scaling past $200M
- Boards and executive teams setting innovation and growth strategy
- Heads of marketing and customer experience working on segmentation and brand prioritisation
- Senior women’s networks inside large commercial organisations
Audience outcomes
- A clearer view of which customer segments warrant the largest share of investment and why
- A structured strategic planning approach (OGSM) audiences can apply to their own businesses
- Specific lessons from category-defining partnerships, told from the inside of the deal
- A practical model for how engaged leadership translates into commercial execution
Talks
A keynote on how disengaged teams quietly undermine even the best growth strategies, and what senior leaders can do to change that.
Key takeaways:
- How engagement compounds into commercial performance over a multi-year horizon
- The leadership behaviours that build trust and pull discretionary effort from teams
- The role of authenticity and mentorship in building a high-performing culture
A working keynote built around the OGSM framework and the partnership choices that took Keurig to category leadership.
Key takeaways:
- How to use OGSM to align senior teams behind a small number of strategic priorities
- What separates partnerships that build categories from partnerships that absorb resource
- How to design an innovation portfolio that funds itself
A practical session on identifying the 10% of customers who account for 30 to 70% of category value, and reorganising commercial decisions around them.
Key takeaways:
- How to identify superconsumers in your own category
- What product, pricing, and channel decisions look like when superconsumers lead
- The brand-building consequences of getting segmentation right
A keynote drawn from her own career as one of a small number of women running a billion-dollar consumer business and serving on public-company boards.
Key takeaways:
- How to make intentional career choices at the senior executive level
- Where balance is real and where it is a euphemism for trade-offs
- What senior women can ask of their organisations, and what they should expect of themselves