Not only did Schneider need to keep the company's manufacturing sites operational and mitigate the pandemic's impact on school photography, but she also had to meet an incredible surge in demand within its consumer business. Related: 5 Secrets to Success in Business She quickly halted her in-person listening tours, meet-and-greets with employees and visits to production facilities and instead pivoted to a 24/7 war room with her leadership team. Schneider stepped into her CEO role at Shutterfly just weeks before the pandemic began. The Shutterfly infrastructure is purpose-built for the complexities of custom design which allows its family of brands to deliver personalized items to customers at a rapid pace. "But I also knew that these powerful assets could be evolved to serve the changing needs of consumers and to create more value for employees and shareholders alike."Īs CEO, she now had oversight of the Lifetouch, Shutterfly and Snapfish brands, as well as its vertically integrated manufacturing across six production and fulfillment facilities.
"As a long-time customer, I've always known that this was an incredible organization with two powerful brands in Lifetouch and Shutterfly, and that it had a strong culture and values perfectly aligned with my own," said Schneider.
Moving towards positive action and embracing change has been a hallmark of Schneider's career and, most recently, during her time at Shutterfly where she has served as CEO since January 2020. Those two little words – why not – have been guideposts for pushing myself out of my comfort zone ever since." So, I accepted the role and never looked back. But I said to myself, 'why not?' The worst case is I fail, and I learn something. Schneider added: "I'll admit, I didn't know if I could do it! And it would have been easy to stay in my existing role with a narrow remit.
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