Driving Culture and Performance: Amanda Perry’s Manufacturing Leadership Journey

Monday, January 26, 2026

Transformational leadership in manufacturing is more than achieving operational excellence. It’s about shaping culture, building trust, and creating environments where people and performance thrive, even in the most challenging times.

In this blog, Amanda Perry, Senior Manufacturing Director for the UK Chocolate Cluster at Mondelēz International, reflects on her leadership journey, the moments that have shaped her approach, and what it truly means to lead with purpose in the manufacturing industry.

Tell us about yourself and your journey at Mondelēz International.

I joined Mondelēz International in August 2024 as Plant Director at Sheffield. The role offered an opportunity to strengthen ways of working while supporting the team to deliver consistent performance.

Over the next 16 months, Sheffield made steady progress, with positive improvements across performance and engagement.

I have since moved into the role of Senior Manufacturing Director, leading the UK Chocolate Cluster, including Bournville, where the focus is on continuing to build a strong culture and sustainable performance.

As a woman in manufacturing leadership, what experience has most shaped your journey?

Early in my career at another CPG firm, Total Productive Maintenance (TPM) formed the cornerstone of our continuous improvement framework. I inherited a highly dysfunctional team that no one else wanted to lead. The team was highly dysfunctional and operated a poorly performing production line.

I earned their respect by building credibility through consistent daily actions. Together, we deployed the Autonomous Maintenance steps and became the first production line in Europe to achieve AM Step 6, meaning the team became fully autonomous.

Trust, teamwork, and effective communication became the foundations of my leadership style, and I have carried these principles with me throughout my career.

What do you value most about the teams you work with?

Diversity. Working with people from different backgrounds, viewpoints, and opinions helps everyone grow. Diversity is what drives innovation.

How would you describe the culture within manufacturing?

Every day is a school day. There are always opportunities to learn and develop. Manufacturing is fast-paced and constantly challenging.

What motivates you each day in your role?

I enjoy a challenge, and I enjoy driving change. Most importantly, watching people grow, develop confidence, and start believing in themselves is incredibly rewarding.

What does work life balance really mean in manufacturing?

Manufacturing demands significant personal commitment. Early starts for a 6 a.m. shift, night work, and weekend rosters often do not align with traditional working hours or school schedules. As a result, important family moments can be missed.

Over time, I have learned the importance of being fully present when I am at home. The laptop stays in the bag, and I only take emergency calls. Maintaining work life balance is essential to avoid burnout. In manufacturing, we need all the energy we can get.

What advice would you give to those aspiring to senior leadership roles?

Deliver strong performance in your current role. Find a good mentor. Be open to mobility, whether through new roles, projects, or locations. Above all, you need ambition, belief in yourself, and a great deal of energy.

Amanda’s journey reflects what leadership at Mondelēz International is truly about: driving transformation while putting people at the heart of everything we do. Through trust, diversity, and a commitment to continuous learning, she continues to shape cultures where teams can succeed today and grow for the future.