In a recent MBA conversation with Michelle Gelinas, Senior Director of Sales at Nestlé Purina, students heard firsthand how people-first leadership, courage, and clarity can shape a long-term career in one of the world’s most competitive industries. Below, Mansargun Kaur (MBA’26) reflects on the conversation and what it taught her, not just about business, but about the mindset behind meaningful leadership.
In the days leading up to the session, I looked up Michelle on LinkedIn. Her credentials were impressive. As Senior Director of Sales at Nestlé Purina, she leads national strategy at one of the world’s largest consumer packaged goods (CPG) companies. In my mind, I had built up this image of someone formidable, perhaps distant. Could I really connect with someone at that level?
That assumption quickly dissolved when she arrived with a backpack and bright, warm smile. Over lunch, she was grounded, thoughtful, and incredibly present. It was clear that she leads by supporting others—someone who sees leadership as a way to serve and create shared purpose. And that same energy filled the classroom when she began to speak.
"This isn’t a TED Talk or a lecture” Michelle told us, “It’s a conversation.” Instead of rigid slides and frameworks, she shared real stories – real experiences from her time at Kellogg’s, Nestlé Purina, and her life as a parent and a colleague. She made it clear that “business lessons” aren’t just about balance sheets or strategies. Growing in your career, she said, means building relationships, staying grounded, and showing up with humility and persistence.
A recurring theme throughout the conversation was the importance of relationships. Michelle talked about creating a workplace where people feel safe, supported, and seen. She emphasized that feedback, when delivered clearly and constructively, is one of the most powerful tools a leader has. Not the vague or sugar-coated kind, but feedback rooted in care and growth. As MBAs entering the workforce, we know how rare and powerful that kind of feedback can be.
One of the stories that stuck with me was about how she got her start at Nestlé. Early in her career, she found herself in a room full of senior executives. Despite being the least experienced, she raised her hand, walked up to the whiteboard, and shared her idea anyway. That moment of boldness, a mix of clarity and “you don’t know what you don’t know,” impressed the VP, who later offered her a job. That moment opened a door that would shape her career. For us in the room, it was a reminder that growth often beings when we’re willing to act before we feel fully ready.
Michelle also encouraged us to rethink what leadership really means. One example she shared was the idea of earning “buy-in” from your team—not by directing, but by showing up consistently and building trust through action. Before a team can commit to you, she said, you need to commit to them. That kind of steady, genuine presence is what creates the foundation for trust.
Her reflections on leading through uncertainty were equally compelling. During the height of COVID disruptions, when remote work and supply chain chaos were the norm, her approach wasn’t to control every outcome, rather it was to stay present. She checked in, showed up, and made sure people felt they mattered. It was a powerful reminder that in moments of crisis, leadership is less about control and more about connection.
At its heart, the session was a reminder that career growth isn’t defined by linear progression. It’s often shaped by nonlinear moments—times when we pivot, take risks, or even start over—and by how resilient we are in the process. She also urged us to observe the people we admire, notice what they do differently, and reflect on our development gaps without judgment. That early exposure, she said, becomes a long-term advantage.
Perhaps the clearest sign of how meaningful the conversation was? We never even got past the first slide.
