The New Portrait Of Leadership: Abigail Buckwalter Of Nestlé Health Science U.S. On Which Legacy Ideas About Leadership Need To Be Discarded, And Which New Approaches To Leadership Should Be Embraced
An Interview with Karen Mangia
Communicate transparently and effectively
We are living in the Renaissance of Work. Just like great artists know that an empty canvas can become anything, great leaders know that an entire organization — and the people inside it — can become anything, too. Master Artists and Mastering the Art of Leadership draw from the same source: creation. In this series, we’ll meet masters who are creating the future of work and painting a portrait of lasting leadership. As part of this series, we had the pleasure of interviewing Abigail Buckwalter.
Abigail is Chief Executive Officer of Nestlé Health Science U.S. (NHSc). Leading a team of more than 6,000 employees, Abigail is responsible for driving the strategic direction and growth of NHSc with a focus on developing nutrition solutions rooted in science. Throughout time at NHSc over the last decade, Abigail has developed a strong belief in the organization’s purpose of empowering healthier lives through nutrition.
An integral leader at NHSc since its inception, Abigail brings a depth of experience to her role. She has built a proven track record of success, taking on increased leadership responsibilities in strategy and general management roles across Europe, Oceania, and the U.S. Under Abigail’s leadership, NHSc has accelerated product development, geographic expansion, and brand-building initiatives. Her diverse background, people-first approach, and entrepreneurial mindset fuel her ability to drive results for the business.
Abigail most recently served as U.S. President of Active & Medical Nutrition and Global Head of Strategy, Marketing, and Innovation at NHSc. In these capacities, she led the strategic direction for key brands including BOOST®, Vital Proteins®, Carnation Breakfast Essentials®, Pure Encapsulations® and Compleat®.
Abigail’s in-depth understanding of the businesses across the NHSc portfolio uniquely positions her to drive cross-category growth for the organization.
Prior to joining Nestlé, Abigail gained expertise early in her career at marketing and creative firms serving major brands and businesses across CPG, healthcare, non-profit and food service categories. She currently serves as Vice Chair on the Board of Directors for Healthcare Nutrition Council.
Abigail holds a bachelor’s degree from the University of Wisconsin and an MBA from Columbia University in New York.
Beyond her professional life, Abigail’s role as a mother continually reinforces the significance of her work in promoting healthier lives and shaping a better future for her three children. She is also a travel and adventure enthusiast and lover of all food and sports.
Thank you for joining us. Our readers would enjoy discovering something interesting about you. What are you in the middle of right now that you’re excited about personally or professionally?
My return from maternity leave coincided with taking on the role of CEO at Nestlé Health Science U.S., making it an exceptionally exciting time. What I am always “in the middle of” that gives me invaluable perspective and insight is being a parent. I have three young children, and being their mother grows and tests my leadership and listening skills — knowing when to lead and knowing when to be led. Personal and professional blend in my world, which inspires me to be attentive, motivated, authentic, and curious at home and at work.
I have been fortunate to be a part of Nestlé Health Science since its inception; and have seen firsthand the remarkable growth and positive impact we’ve had on health, nutrition, and people’s lives. I’m grateful for the opportunities I’ve had to help shape the organization over the past decade, and thankful for how this journey has shaped me. At Nestlé Health Science I’m excited about our potential. Nutrition is now widely recognized as essential for optimal health, wellness, prevention, and recovery. We are committed to leading the way in nutrition innovation to shape the future of health, and we are uniquely positioned to do so. We recognize that nutrition is an evolving, dynamic field, and we embrace the challenge of staying at the forefront of scientific advancements and consumer trends. With our team, portfolio, and commitment to our purpose, we can make a significant impact on people’s lives.
We all get by with a little help from our friends. Who is the leader that has influenced you the most, and how?
Influence in leadership comes from many sources — your teams, your family, other leaders, anyone you can learn from and use that knowledge to develop yourself.
Throughout my career, I have been fortunate to work with teams that have consistently inspired me. I’ve had the unique opportunity to guide other leaders, an experience that has profoundly impacted my leadership style. I learned that leadership involves nurturing team growth through a reciprocal relationship of both guiding and learning.
I owe much of my values and principles to my parents, who are both accomplished professionals dedicated to advancing health science and serving others. They instilled in me the importance of prioritizing people and experiences, as well as the significance of authenticity. My father, a physician, teacher, and scientist, has a passion for continuous learning that has motivated me to contribute to ideas in a thoughtful manner and appreciate the wisdom found in the experiences of others. Meanwhile, my mother, a Veteran and innovative geriatric mental health nurse, taught me the value of advocating for others, finding purpose in my work, and never compromising on care. These principles guide both my personal and professional life.
Sometimes our biggest mistakes lead to our biggest discoveries. What’s the biggest mistake you’ve made as a leader, and what did you discover as a result?
In the past, I easily accepted the views and opinions of those with more experience. I doubted my own judgment and intuition, assuming more experience meant “being right.” Over the years, I have grown more confident and decisive in my style and approach. I’ve learned to trust my instincts and supplement them by maintaining an open mind and actively listening to others. I still value the opinions of people with more experience, but now I seek information from many sources and have the confidence to assume responsibility for making my own decisions.
Working in various countries and cultures has taught me not to be limited by my own ideas and perceptions, to avoid assumptions, and recognize the power of observation and listening. I realized that not having expertise in every area can pave the way for discovering better strategies or solutions.
Embracing a diversity of thought has become the cornerstone of my leadership approach.
How has your definition of leadership changed or evolved over time? What does it mean to be a leader now?
To be effective, leaders can no longer focus only on their enterprise, competitors, and on continuing to refine and improve what they are doing. While these aspects are important, the rate of change in societies, economies, technology, science, and access to information and communication is accelerating, often in unpredictable ways. Successful, value-oriented organizations require leaders who are continuously learning, adaptable to change, and proficient in effectively communicating their mission while remaining flexible.
Building on that, applying a “continuous learning” mindset to your organization will also allow the business itself to improve. For example, at Nestlé Health Science, our commitment to innovation extends to growing the field of nutrition. We have several brands focused on various areas of nutrition, and we harness the collective strength of those brands with a unified vision of the future of health to drive our business forward. By thinking of the bigger picture, staying curious, and investing in research and development, we not only lead the way in nutritional innovation but also solidify Nestlé Health Science as an industry leader in health and nutrition.
Success is as often as much about what we stop as what we start. What is one legacy leadership behavior you stopped because you discovered it was no longer valuable or relevant?
Success isn’t just about what we stop and start but knowing when to stop and start. Initially, I dedicated time to understanding, managing, and optimizing daily operations, recognizing their value and relevance to the success of a company. However, I came to the realization that as a leader, it is essential to identify and empower the best individuals to handle these functions, rather than attempting to do everything myself. It became clear that I needed to redirect my time and energy toward understanding significant challenges and opportunities. I could then focus on implementing productive changes and innovations to grow and strengthen the company, ensuring its future success.
Also, being able to strike the balance of when to be available is not only important for me but for my team. While accessibility is essential, constant availability hampers personal and team growth. Empowering trusted team members is a win-win-win — for our team, for our company, and for my own balance.
What is one lasting leadership behavior you started or are cultivating because you believe it is valuable or relevant?
Early in my career, I learned that despite my best efforts, I will inevitably make mistakes and face unpredictable failures. For this reason, I have focused on developing resilience, perseverance, and mental toughness.
A favorite mantra of mine is “the mind fails before the body.” I have dedicated time and effort to strengthen my mindset, developing the ability to stay focused, maintain clarity under pressure, and bounce back from setbacks. This mindset enables me to confront challenges head-on and positively influence those around me.
With those challenges, I’ve learned to see failure as a valuable teacher rather than being afraid to fail. This perspective enables our team to take calculated risks, embrace innovation, and build a culture where learning from failures is celebrated. We foster a growth-oriented environment where both individuals and the organization evolve and thrive. If you are afraid to fail, you will never succeed.
Finally, I like to look at each day with the understanding that we don’t know what the future holds. Give everything you’ve got today and don’t take time for granted. This behavior encourages a proactive and wholehearted approach to each day, fostering a sense of urgency and purpose. I find that my personal productivity grows and inspires our Nestlé Health Science team to also recognize and leverage their energy and passion into the day. The result is a more motivated and resilient team that collectively faces challenges with determination.
What advice would you offer to other leaders who are stuck in past playbooks and patterns and may be having a hard time letting go of what made them successful in the past?
As leaders, we need to acknowledge the dynamic and ever-evolving world we live in. Change is inevitable, growth is optional. There is no playbook, but no matter what, embracing a growth mindset is crucial.
A growth mindset means welcoming feedback, including insights from all team members, and using those insights to reflect on what the future may look like. Stay in touch with teammates and people whose opinion you value — share your ideas and concerns, encourage unfiltered conversations and critical feedback, and study those you respect who have made changes in their methods. If you are continuously focusing on growth and improvement, letting go of past styles will feel more like growing into new ones.
Many of our readers can relate to the challenge of leading people for the first time. What advice would you offer to new and emerging leaders?
Put people first — including yourself. As they say, you cannot pour from an empty cup.
Look at mistakes as a “perspective growth spurt” — packing in lessons and opportunities that would have taken much longer to learn without the mistake itself.
Stay curious, embracing a mindset of continuous improvement. People will notice and appreciate your resilience.
Last, remember to nurture and continuously strengthen your relationships with family and friends or people outside of work. They are the ones who will keep you grounded and serve as a reminder that your work does not solely define you.
Based on your experience or research, what are the top five traits effective leaders exemplify now?
- Lead with empathy
- Strong self-awareness
- Embrace curiosity: “Finding the Yes”
- Communicate transparently and effectively
- Build an inspiring vision rooted in values
And, above all — integrity. To me, integrity encompasses all the traits above with the umbrella of choosing to do the right thing and doing what you say you will do. With a bedrock of integrity, you can build trust in yourself, your team in you, and serve as a pillar of consistency and dependability.
What is the legacy you aspire to leave as a leader?
I want to use my time and opportunities to benefit people — those who work at Nestlé Health Science and the patients and consumers we support. I am committed to empowering and enriching their lives while inspiring them to do the same for others.
How can our readers connect with you to continue the conversation?
You can find me on LinkedIn at: https://www.linkedin.com/in/abigailbuckwalter
Thank you for giving us the opportunity to experience a leadership master at work. We wish you continued success and good health!
About The Interviewer: Karen Mangia is one of the most sought-after keynote speakers in the world, sharing her thought leadership with over 10,000 organizations during the course of her career. As Vice President of Customer and Market Insights at Salesforce, she helps individuals and organizations define, design and deliver the future. Discover her proven strategies to access your own success in her fourth book Success from Anywhere and by connecting with her on LinkedIn and Twitter.
