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A Global Mindset, Built to Scale

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A Global Mindset, Built to Scale

What does it take to lead growth inside fast-moving companies?

For Natalie Shpiegel, it starts with learning how to adapt.

Born in Israel, she spent much of her childhood moving every two years. Her father worked for Motorola, and the family relocated often. She lived in Toulouse, France. Scottsdale, Arizona. Austin, Texas. Seoul, South Korea. Beijing, China.

At 14, she moved back to Israel.

Those early years shaped how she sees the world. And how she leads.

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“When you grow up changing countries that often, you learn how to read a room fast,” Shpiegel says. “You learn how to listen first. You learn how to adjust.”

Today, she is the Director of Sales and Marketing at RIGID Industries. Her career spans brand marketing, operations, and large-scale program management. But the thread running through it all is simple: growth through smart execution.

Early Life and Global Perspective

Shpiegel describes her childhood as both exciting and grounding.

Each move meant a new school. A new language. A new culture.

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“You don’t get comfortable for long,” she says. “You figure out how to build relationships quickly. That’s a skill I still use every day.”

After returning to Israel as a teenager, she finished high school at Maagan Michael. She later earned a BA in Economics and Business Management from Tel Aviv University.

She knew she wanted to work in business. But she also wanted range.

That desire led her to the Kellogg School of Management at Northwestern University, where she earned her MBA.

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“Kellogg helped me think bigger,” she says. “It pushed me to connect strategy with execution.”

Starting in Brand Marketing at Miller Coors

Shpiegel began her career at Miller Coors, now Molson Coors.

She worked as a Marketing Manager on the Blue Moon brand. Later, she became Project Manager for Saint Archer Gold.

Brand marketing gave her a strong foundation.

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She learned how products are positioned. How campaigns are built. How teams align around growth goals.

“Blue Moon was about protecting and growing an established brand,” she says. “Saint Archer Gold was different. It was about building something new and figuring out product-market fit.”

She saw both sides of the equation. Defend the core. Test the edge.

That mix would define her career.

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Moving Into Operations at Redfin

After brand marketing, Shpiegel shifted into program management at Redfin.

It was a big change.

Instead of focusing on brand voice and campaigns, she was managing systems, teams, and cross-functional projects.

She became a Program Manager and later a Manager of Program Management.

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“Real estate is complex,” she says. “You’re dealing with agents, customers, technology, and local markets all at once.”

At Redfin, she worked on scaling processes. Improving coordination. Driving consistency across regions.

It was here that her ability to “learn new industries quickly,” as she puts it, became a strength.

“I like walking into an industry I don’t know well,” she says. “You ask better questions when you’re not stuck in old assumptions.”

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Market Operations at Carvana

Shpiegel later joined Carvana as Associate Director, focusing on Market Operations, Carvana’s the Last Mile Division.

Carvana operates at speed. It blends logistics, customer experience, and digital platforms.

Her role required both strategic thinking and hands-on problem solving.

“Last mile is where the brand promise meets reality,” she says. “If the car shows up late or the experience feels off, nothing else matters.”

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She worked on market-level execution. Team alignment. Operational improvements.

This phase deepened her understanding of turnaround environments and fast-scaling models.

“High-growth companies are messy,” she says. “You can’t wait for perfect conditions. You build structure while moving.”

Leading Sales and Marketing at RIGID Industries

Today, Shpiegel serves as Director of Sales and Marketing at RIGID Industries.

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The role brings together everything she has done before. Brand. Operations. Growth. Cross-functional leadership.

She leads teams focused on growth strategy, brand development, and customer engagement.

“Sales and marketing can’t operate in silos,” she says. “They have to move as one engine.”

Her approach is practical.

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She focuses on clear goals. Clean execution. Feedback loops.

“RIGID required a deep look inwards at what made the brand what it was, and what it lost along the way” she says. “We had to redefine the brand mission and build it back from first principles.”

Leadership Style: Adaptability and Range

Across every role, Shpiegel emphasizes adaptability.

Her career moves show a pattern. Marketing to operations. Established brands to scaling companies. One industry to another.

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She calls it a “holistic background.”

“I never wanted to be boxed into one lane,” she says. “Understanding the full system makes you a better leader.”

Colleagues describe her as calm under pressure. Structured in chaos. Comfortable learning fast.

That mindset traces back to her childhood.

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“When you’ve changed countries six times before high school, change doesn’t scare you,” she says.

Life Outside the Office

Outside of work, Shpiegel stays active.

She skis and snowboards. She travels as often as she can.

She is also a self-described foodie.

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“Food is one of the best ways to understand a culture,” she says. “I’ve moved around my whole life. That curiosity never left.”

She is a mother of three and says family remains central.

“No matter how busy work gets, family keeps you grounded,” she says.

What Natalie Shpiegel’s Career Shows About Modern Leadership

Shpiegel’s career reflects a broader trend in business.

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Leaders today are not defined by one function. They are defined by range.

They move between marketing and operations. Between strategy and execution. Between industries.

They scale systems. They fix gaps. They build alignment.

“At the end of the day, it’s about impact,” Shpiegel says. “Are you helping the business grow? Are you building something that lasts?”

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From global childhood to boardroom leadership, her path has not been linear.

But it has been consistent.

Adapt fast. Learn quickly. Build systems that scale.

And keep moving forward.

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Edwards Lifesciences: More Appeal For The Heart (NYSE:EW)

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Edwards Lifesciences: More Appeal For The Heart (NYSE:EW)

This article was written by

The Value Investor has a Master of Science with specialization in financial markets and a decade of experience tracking companies via catalytic company events.
As the leader of the investing group Value In Corporate Events they provide members with opportunities to capitalize on IPOs, mergers & acquisitions, earnings reports and changes in corporate capital allocation. Coverage includes 10 major events a month with an eye towards finding the best opportunities. Learn more.

Analyst’s Disclosure: I/we have no stock, option or similar derivative position in any of the companies mentioned, and no plans to initiate any such positions within the next 72 hours. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

Seeking Alpha’s Disclosure: Past performance is no guarantee of future results. No recommendation or advice is being given as to whether any investment is suitable for a particular investor. Any views or opinions expressed above may not reflect those of Seeking Alpha as a whole. Seeking Alpha is not a licensed securities dealer, broker or US investment adviser or investment bank. Our analysts are third party authors that include both professional investors and individual investors who may not be licensed or certified by any institute or regulatory body.

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Lynas strikes rare earths supply deal with Pentagon

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Lynas strikes rare earths supply deal with Pentagon

Lynas Rare Earths has struck a deal with the United States Department of War to supply US$96 million worth of its sought-after critical mineral at a premium floor price.

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Treasury Bond Yields Don't Lie: But Wars Don't Drive Them

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Treasury Bond Yields Don't Lie: But Wars Don't Drive Them

Treasury Bond Yields Don't Lie: But Wars Don't Drive Them

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The Campbell’s Co. is seeking to find the right snacks formula

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The Campbell’s Co. is seeking to find the right snacks formula

Company challenged by evolving consumer preferences.

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Dolly Parton Opens Up About Health Setbacks and Grief Over Late Husband Carl Dean

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US singer Dolly Parton has tweaked her hit 'Jolene' to support the Covid vaccine

PIGEON FORGE, Tenn. — Country music icon Dolly Parton addressed fans candidly about her recent health challenges and the profound grief following the death of her husband of nearly 60 years, Carl Thomas Dean, during her first major public appearance in months on March 13, 2026.

US singer Dolly Parton has tweaked her hit 'Jolene' to support the Covid vaccine
US singer Dolly Parton
AFP / Robyn Beck

Speaking at the opening day celebration for the 41st season of her beloved Dollywood theme park, the 80-year-old superstar delivered a keynote that blended optimism, reflection and reassurance. Parton explained that a combination of minor health issues and the emotional toll of Dean’s passing on March 3, 2025, had left her “worn down and worn out,” prompting her to step back from touring and public engagements.

“I’ve not been touring, as you know,” Parton told the crowd. “I’ve had a few little health issues, and we’re taking good care of them. I just kind of got worn down and worn out, grieving over Carl and a lot of other little things going on. I needed to build myself back up spiritually, emotionally, and physically.”

The remarks, reported by outlets including People, USA Today, Variety, ABC News, Fox News, The Hollywood Reporter and Cosmopolitan, marked a rare moment of vulnerability for the typically upbeat performer. Parton emphasized that she is now “back to normal” and focusing on recovery, with medical professionals helping manage her unspecified conditions.

Dean, 82 at the time of his death in Nashville, had been Parton’s steadfast partner since their 1966 wedding. The couple met outside a laundromat in Nashville when Parton was 18 and Dean was 21; he famously avoided the spotlight throughout their marriage, once joking that he was “just the husband.” Parton has often credited him with providing quiet stability amid her whirlwind career.

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Following his passing, Parton shared a heartfelt statement on social media: “Carl Dean, husband of Dolly Parton, passed away March 3rd in Nashville at the age of 82. He will be laid to rest in a private ceremony with immediate family attending.” No cause of death was disclosed publicly.

The loss came during a period of personal and professional transitions for Parton. She postponed a planned Las Vegas residency, originally slated for late 2025, to September 2026 to prioritize her well-being. Fans expressed concern online and in media as public sightings dwindled, with some speculating about her health based on canceled appearances.

At Dollywood, Parton struck an uplifting tone, assuring supporters she remains committed to her projects. She highlighted ongoing work at the park, including new attractions and expansions, and teased future music and creative endeavors. “I ain’t dead yet,” she quipped in one lighthearted moment captured in video clips shared by local outlets like WVLT News.

The appearance underscored Parton’s resilience. Known for her philanthropy through the Imagination Library, her work in film and television, and her enduring catalog of hits like “Jolene” and “9 to 5,” she has long balanced personal trials with public generosity. In recent years, she has spoken about aging gracefully, maintaining her signature style and wigs while advocating for health awareness.

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Industry observers note that Parton’s candor could resonate with fans facing similar grief and health challenges. The country legend has previously discussed the importance of self-care, family and faith in navigating life’s hardships.

Dollywood, which Parton co-founded in 1986, remains a cornerstone of her legacy. The park’s 2026 season kickoff drew crowds eager to see her, with many praising her strength in social media reactions. Videos from the event show Parton radiant in her trademark sparkle, waving to fans and sharing laughs.

As she continues rebuilding, Parton reiterated her gratitude for support. “All is good,” she said, signaling readiness to re-engage with her audience. Upcoming plans include the rescheduled residency and potential new releases, though specifics remain under wraps.

The emotional address serves as a poignant reminder of Parton’s humanity behind the larger-than-life persona. After a year marked by profound loss and physical setbacks, her return to Dollywood symbolizes hope and perseverance.

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Fans worldwide continue to rally around the star, sending messages of love and healing. With her trademark optimism intact, Dolly Parton appears poised for a renewed chapter, honoring Carl Dean’s memory while embracing life’s next notes.

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Adani Power shares jumps 5% after MSEDCL awards 1,600 MW long-term supply contract

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Adani Power shares jumps 5% after MSEDCL awards 1,600 MW long-term supply contract
The shares of Adani Power gained around 5% on Monday after the company announced that it had secured a letter of award (LoA) from the Maharashtra State Electricity Distribution Company (MSEDCL) for the supply of 1,600 MW of thermal power.

The Adani Group company said the power will be supplied from one of its upcoming ultra-supercritical thermal power projects (USCTPP). The LoA comes after the company emerged as the lowest-tariff bidder in the competitive bidding process, offering power at a combined tariff of Rs 5.30/kWh. The supply of power under the proposed 25-year Power Supply Agreement (PSA) is scheduled to commence in the financial year 2030–31, the firm said.

“This achievement marks yet another PSA win for APL during a period of renewed surge in investments in the thermal power sector. Adani Power has established itself as a leading provider of new generation capacity, supporting the nation’s goal of adding 100 GW of thermal power capacity by 2032. During FY25–26, APL has won five long-term PSA bids with a combined capacity of 10,400 MW,” the company said in its exchange filing.

With India’s power demand continuing to rise steadily, long-term and reliable capacity addition is critical to ensuring energy security, said SB Khyalia, CEO of Adani Power.

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“This LoA from MSEDCL reflects the competitiveness of Adani Power’s cost structure, our ability to deliver dependable baseload power, and our commitment to supporting India’s growing electricity needs through long-term partnerships. As India’s leading private power producer, we are keen to support Maharashtra’s and the nation’s ambitious development goals with reliable and affordable electricity supply,” the CEO added.


With the latest LoA, Adani Power has now tied up long-term PSAs of 13.3 GW out of its 23.8 GW under-implementation pipeline. The company said this marks a significant step towards its stated objective of securing almost its entire capacity under such contracts. More than 95% of Adani Power’s current operating capacity of 18.15 GW is now tied up under medium- to long-term PSAs, while over 55% of its upcoming capacity of 23.8 GW is secured under 25-year PSAs.
“The MSEDCL bid incorporates a pre-determined coal linkage, ensuring long-term fuel security and supporting reliable and cost-effective power supply. Adani Power is undertaking India’s largest private-sector thermal power capex programme, expanding its capacity from the current 18.15 GW to 41.87 GW by FY31–32, with investments of approximately Rs 2 lakh crore.These projects are aligned with India’s rapidly growing electricity demand, driven by economic expansion, urbanisation, industrial growth, and increasing household electrification. During the project phase, they are expected to generate employment for tens of thousands of people and stimulate industrial demand across multiple sectors,” Adani Power said.

Adani Power shares have gained more than 8% in the past five days.

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times.)

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Theo Paphitis becomes interim CEO of Robert Dyas to revive struggling homewares chain

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Theo Paphitis becomes interim CEO of Robert Dyas to revive struggling homewares chain

Retail entrepreneur Theo Paphitis has stepped in as interim chief executive of Robert Dyas as the high-street chain battles declining sales and changing consumer habits.

Paphitis, who owns the business through the Theo Paphitis Retail Group, said he had taken a more direct role in the company’s leadership in recent months in an effort to stabilise operations and reshape the brand’s strategy in what he described as a “testing time” for the retailer.

The 66-year-old businessman, widely known for his appearances on the BBC programme Dragons’ Den, said he increased his involvement last summer to “steady the ship and refocus the strategic direction” as the company faces a tougher trading environment on the UK high street.

Robert Dyas, which operates 93 stores across the UK, has been grappling with declining footfall and softer consumer demand. Like-for-like sales fell by 5 per cent in the year to the end of March, with the company blaming reduced shopper traffic and unusually mild seasonal weather that dampened demand for some of its core products.

The retailer also experienced a slowdown following a surge in sales the previous year during the height of the cost-of-living crisis. At that time, customers had flocked to purchase energy-saving products such as air fryers, dehumidifiers and related accessories, boosting demand across the sector. As household spending patterns normalised, however, sales momentum faded.

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In response, the company said it has begun implementing a series of strategic changes aimed at revitalising the brand. These include reviewing its product ranges, sharpening its focus on traditional home and garden categories, and expanding in-store services designed to drive customer engagement.

Although Robert Dyas has faced a more difficult trading period, other businesses within the group have reported stronger performance. The stationery chain Ryman delivered improved results, with earnings before interest, tax, depreciation and amortisation rising 20.5 per cent to £1.94 million in the most recent financial year. The company expects that figure to grow further to around £3 million in the current year.

Ryman’s recovery has been driven by improved margins, the expansion of its own-brand arts and crafts ranges and the introduction of additional services across both physical stores and online platforms. The retailer is also experimenting with new store formats, including combined outlets with Robert Dyas, partnerships with the Post Office and the rollout of a new “Ryman Design” concept.

Meanwhile, lingerie brand Boux Avenue has also delivered improved results, reporting a significant increase in profitability. Earnings improved by £6.4 million following a 6.9 per cent rise in sales and stronger profit margins. The company expects EBITDA to reach at least £4 million in the current financial year after a strong Christmas and Valentine’s trading period that delivered double-digit growth.

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Paphitis has built a reputation over several decades for turning around struggling retail businesses. He first rose to prominence after rescuing the stationery chain Ryman from administration in 1995. He later moved into the lingerie sector by acquiring the UK arm of La Senza in 1998, successfully reviving the business before selling his stake in 2006 for a reported £100 million.

He subsequently founded Boux Avenue before expanding further into the homewares sector by acquiring Robert Dyas in 2012 for approximately £10 million. The purchase came after the 140-year-old ironmongery and homewares retailer had been put up for sale by its lenders.

Reflecting on the challenges facing traditional retailers, Paphitis said heritage brands must constantly adapt to remain relevant in an era when consumer behaviour is rapidly shifting toward online shopping and digital marketplaces.

“We are in a time where other heritage brands, such as WH Smith, have disappeared from the high street,” he said. “It’s a stark reminder to retailers that they must constantly evolve, remember their purpose and give customers a reason to visit their stores.”

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He added that modern consumers are more willing than ever to switch between brands and retailers because of the abundance of online choices available.

Despite the difficult trading environment, Paphitis said he believes Robert Dyas can regain momentum through sharper product positioning, stronger store experiences and a renewed focus on its core home and garden categories.

The appointment signals a more hands-on approach from the entrepreneur as he attempts to steer the retailer through what he described as one of the most challenging periods for high street businesses in recent years.


Jamie Young

Jamie Young

Jamie is Senior Reporter at Business Matters, bringing over a decade of experience in UK SME business reporting.
Jamie holds a degree in Business Administration and regularly participates in industry conferences and workshops.

When not reporting on the latest business developments, Jamie is passionate about mentoring up-and-coming journalists and entrepreneurs to inspire the next generation of business leaders.

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Perseus divests Sudan stake for US$260m

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Perseus divests Sudan stake for US$260m

Civil unrest has played a role in Perseus electing to divest its 70 per cent stake in the Meyas sand project in Sudan.

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How a charity founded by farmers’ wives helps children in the Borders

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How a charity founded by farmers' wives helps children in the Borders

“We have relied on word of mouth for support up to now, but we’ve decided in our 60th year to get out there and raise awareness, to try to attract more referrals from all areas of the Scottish Borders and more funding to help us meet these needs,” she said.

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Court grants access to Nicheliving-linked entity’s records

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Court grants access to Nicheliving-linked entity’s records

Books and records of a Nicheliving-linked entity will be inspected by companies mulling a legal action against the founder of the troubled builder, a recent judgment shows.

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