From Logistics to Digital Innovation: Cameron Urevick’s Journey at Mondelēz

Wednesday, August 19, 2026

Cameron Urevick is a Digital Solutions Manager at Mondelēz International specializing in digital supply chain transformation, logistics technology, and operational efficiency across CS&L (Customer Service & Logistics). His approach to innovation starts with understanding how people work; then building the technology that makes their work better. Every solution he creates is shaped by the belief that the best tools are the ones people actually want to use, and that is exactly how you make MDLZ.

What does it take to transform logistics in a fast-moving, global snacking business?

For Cameron Urevick, Digital Solutions Manager at Mondelēz International, the answer lies in understanding operations from the ground up and then reimagining them through digital innovation. Over the past several years, Cameron has built his career by moving across roles in logistics, customer operations, and capability building, gaining a 360-degree view of how products move from factory to shelf.

Starting as a Logistics Associate and progressing through leadership roles across multiple regions, Cameron has consistently focused on improving efficiency, enhancing customer experience, and enabling smarter ways of working. Today, he sits at the intersection of logistics and technology, driving digital solutions that are shaping the future of distribution.

In this conversation, Cameron shares his career journey, the evolving role of digital in the supply chain, and how hands-on experience can become a powerful foundation for innovation.

How can young professionals prepare for roles that combine operations and technology?

1. Start on the ground. The most valuable foundation you can build is direct exposure to how operations actually work. The physical flows, the people, and the friction points will teach more than any dashboard ever will. Sit with a warehouse manager or a foreman, understand their pain, and then think about how you could solve their problem without requiring them to change how they think.
2. Be an early adopter of new technology. New innovations are being released daily to the public. It's so important to have a basic grasp of what's out there. Find ways to integrate new technology into your daily life. If you aren't willing to try something new, don't expect your stakeholders to either.
3. Practice storytelling. Even the best solutions can get bogged down by a bad story. Think about a specific person and their current process, talk about the new solution, and then make the contrast impossible to ignore.

What skills are essential for someone looking to build a career in digital supply chain?

Technical skills are great o have, but they can be learned. What separates people is curiosity, agility, and the ability to build trust with the people around you. Active listening and change management will determine whether your solutions succeed. The best technical solution means nothing if nobody believes in it or the person behind it. Get comfortable with ambiguity. Supply chain environments move fast and the goalposts shift. The people who thrive are the ones who can adapt without losing momentum. Finally, leverage AI wherever you can. Use it to build your skillset faster, challenge your assumptions, and make complex topics accessible without needing a decade of experience first. It's the great equalizer for early-career professionals who are willing to use it.

What does effective leadership look like in a tech-enabled logistics environment?

It looks like clarity and a safe "no bad ideas" culture. In fast-moving, tool-heavy environments, people need to know what problem they're solving and feel safe surfacing when something isn't working.

Effective leaders in this space set direction without micromanaging the solution. They trust their teams to build, fail, and improve. They also stay connected to ensure their tools are pragmatic and solving real-world problems. The moment a digital leader loses touch with what happens on a warehouse floor or in a delivery cab, their solutions start solving the wrong problems. Lead with curiosity, protect your team's time from noise, and make accountability feel motivating rather than punitive.

What role does data play in optimizing logistics and decision-making?

At its best, data is an accurate representation of what's going on in the field. All digital tools need data, but the real asset isn't raw data. It's data that's accessible and actionable. The goal is getting the right information to the right person at the right time in a format they can act on immediately. In CS&L, that means things like visibility of delayed deliveries for leadership, labor planning tools for managers, and exception-based reporting that surfaces problems before they compound. The shift I push for is from data as a reporting artifact to data as a decision trigger. We build systems where the data doesn't just inform you what happened; it tells you what to do next.

Can you share an example of a digital solution that significantly improved operations?

One of the most impactful solutions we built started with a simple observation: inventory compliance was being managed through email chains and spreadsheets, which meant exceptions were getting lost, response times were slow, and accountability was nearly impossible to track. We migrated that process into a structured database, standardizing how variances were submitted, reviewed, and resolved across regions. The impact was immediate; faster resolution times, clearer ownership, and a level of visibility that simply did not exist before. What made it work was how it was designed. It was built knowing how teams actually operated and lowering the barrier to adoption. The best digital solutions don't ask people to change how they think. They meet them where they are and make the right behavior the easy behavior.

What did you learn from working in different locations like Denver, Minneapolis, and Georgia?

In Aurora, I ran warehouse operations. In Brooklyn Park, delivery. In Georgia, I ran the whole branch. Each time, I spent countless hours getting to know the people and their specific pain points before touching anything else. What that progression taught me is that operations culture varies more than people expect. Each location had different team dynamics, different constraints, and different levels of readiness for change. But the constant was that I had to earn trust before driving any change. Parachuting in with a solution doesn't work. Listening does. As my scope expanded from one function to the full operation, I gained a picture I couldn't have built any other way. That ground-level perspective is the foundation everything else is built on.

How did your early on-the-ground experience influence your leadership style today?

It taught me to question any solution that looks good in a slide deck but creates friction for the people using them. When you've worked alongside drivers, warehouse staff, and branch managers, you focus on designing for the human doing the job at 5 a.m. That experience also made me direct. Frontline teams don't have time for vague feedback or unclear expectations. I try to lead the same way: clear on direction, honest about constraints, and focused on removing obstacles rather than adding them.

How did your early on-the-ground experience influence your leadership style today?

Collaborative. It's a culture built on relationships, and the right partners amplify everything you're trying to build.

Cameron's journey highlights how building a strong foundation in operations can unlock new pathways into digital innovation. By combining hands-on logistics experience with a forward-looking mindset, he is helping shape smarter, more efficient ways of delivering products to consumers.

At Mondelēz International, careers are not defined by a single path; they are built through exploration, learning, and the courage to evolve. Cameron's story is a testament to the opportunities that come from embracing change and leveraging experience to drive meaningful impact.

Because in a world that moves fast, it's those who can connect operations with innovation who truly help move the business forward.