Rosalind Brewer: Leading with Operational Clarity and Courage
Explore the impactful leadership of a trailblazer who merges operational excellence with a commitment to diversity and inclusion in corporate settings.
Rosalind Brewer is one of the most influential leaders in the corporate world and a trailblazer as one of the few Black women to lead a Fortune 500 company. From her roles as CEO of Walgreens Boots Alliance, COO of Starbucks, and CEO of Sam’s Club, Brewer has consistently driven change by combining operational precision with a people-focused approach.
Key Takeaways
- Breaking Barriers: Brewer was the first Black woman CEO at Sam’s Club and Walgreens Boots Alliance, and Group President and COO at Starbucks.
- Bold Leadership: She prioritised values over profits, such as closing 8,000 Starbucks stores for racial bias training.
- Operational Expertise: From transforming Sam’s Club’s e-commerce strategy to launching Walgreens Health, Brewer excels in balancing daily operations with long-term vision.
- Driving Inclusion: Brewer integrates diversity, equity, and inclusion (DE&I) into business strategies, ensuring fair pay and amplifying diverse voices.
- Hands-On Approach: From unloading trucks at Walmart to working behind Starbucks counters, she connects with employees at every level to improve operations.
Brewer’s leadership philosophy focuses on creating inclusive workplaces, delivering results, and driving societal change - all while maintaining operational excellence.
Career Milestones and Business Impact
From Kimberly-Clark to Walmart
Roz Brewer's journey into retail leadership began in 2006 when she joined Walmart as Vice President of Operations for Georgia, managing 140 stores during a critical time of change. Within just four months, she advanced to President of Walmart's Southeast division, a role that highlighted her exceptional operational expertise.
By 2010, Brewer had climbed further to become President of Walmart's Eastern Business Unit. In this position, she oversaw operations for 1,600 stores, generating approximately £86 billion in revenue annually. To put this in perspective, if her division were a standalone company, it would have ranked as the 52nd largest in the United States.
In 2012, Brewer achieved a historic milestone by becoming the CEO of Sam's Club, making her the first Black woman to hold a CEO title at Walmart. Under her leadership, Sam's Club generated around £42 billion in revenue, accounting for about 12% of Walmart's overall business.
"What she's been able to accomplish is huge... Coming from a consumer packaged goods environment, where else could you go and manage that scale of business?" – Marlon Cousin, managing partner for The Marquin Group
At Sam's Club, Brewer adopted a data-driven strategy to better understand customer needs while also expanding e-commerce and membership services. She also championed micro-lending initiatives, granting approximately £1.6 million to support women- and minority-owned small businesses. This success set the stage for her next significant role at Starbucks.
Starbucks: Operational Excellence Meets Customer-Centric Leadership
As Chief Operating Officer at Starbucks, Brewer brought her structured, results-driven approach to one of the most recognisable brands worldwide. Her leadership demonstrated how operational efficiency can directly enhance customer satisfaction.
Brewer was instrumental in creating agile teams to tackle complex challenges. For instance, when Starbucks faced mounting pressure to reduce sugar content in its products, she formed cross-functional groups that combined data analytics with product development.
"It was really interesting for us to put together an agile team … for this problem to solve because it ran the risk of impacting the brand and what we stood for." – Roz Brewer
She also spearheaded advancements in Starbucks' digital strategy, strengthening its loyalty programme and driving an 18% increase in digital and mobile order sales. Her innovation lab introduced concepts like pick-up-only stores and redesigned kitchen layouts to enhance efficiency. By automating scheduling and centralising planning, Brewer ensured that employees could focus more on engaging with customers. This approach led to customer connection scores exceeding pre-pandemic levels.
Brewer's leadership extended beyond operations. Following a racial profiling incident at a Philadelphia Starbucks, she played a pivotal role in closing 8,000 stores to conduct racial bias training - an action that underscored Starbucks' commitment to its values. These accomplishments paved the way for her transformative leadership at Walgreens Boots Alliance.
Transforming Walgreens Boots Alliance
In March 2021, Brewer took on the role of CEO at Walgreens Boots Alliance, stepping into a challenging position as the company navigated the intersection of retail and healthcare during a global pandemic.
By October 2021, Brewer had launched Walgreens Health, a bold initiative supported by strategic investments in VillageMD, Shields, and CareCentrix. This marked a shift from the traditional pharmacy model to a more comprehensive healthcare service approach.
Walgreens' extensive network amplifies Brewer's vision. With 9,100 stores across the United States and 78% of the population living within five miles of a location, Walgreens serves 8 million customers daily. During the pandemic, the company administered over 56 million COVID-19 vaccines and nearly 23 million tests. Notably, 40% of stores offering Pfizer vaccines for children aged 5–11 were located in areas identified as highly vulnerable.
"Our community didn't believe in vaccinations, but we were dying at a disproportionate rate due to the coronavirus... We were able to do some fantastic work and we [got] close to 70 million shots in arms and 50% of that were people of colour." – Rosalind Brewer, CEO of Walgreens Boots Alliance
Brewer's leadership also extended to workforce improvements, including raising the minimum wage to £11.70 per hour. Her approach exemplifies how large-scale businesses can address both operational challenges and broader societal issues simultaneously.
Hands-On Leadership: Learning from the Frontline
Working Directly in Operations
Rosalind Brewer’s leadership approach is deeply rooted in firsthand experience. She believes in understanding every layer of the business by stepping out of the boardroom and into the heart of operations.
At Walmart, Brewer’s commitment to this philosophy was evident when she spent nights unloading delivery trucks. This wasn’t a symbolic gesture - it was her way of grasping the physical demands faced by employees working overnight shifts.
"I've thrown trucks at Walmart, which means unloaded midnight. I've done that. And I wouldn't enjoy getting behind the bar. I don't make the best latte but I try my best to do latte part as best I can … looks a little weird sometimes, but I try to meet them where they are because I feel so responsible that there's probably something that we did at the home office that's creating a bad outcome at the store." - Rosalind Brewer
Her hands-on approach goes beyond just physical tasks. While visiting Walmart stores, she would gauge the operational health by observing employees. Their body language and engagement levels often revealed whether they felt proud of their workplace.
At Starbucks, Brewer took this mindset behind the counter, experiencing the challenges baristas face during peak hours. This allowed her to see how corporate policies translated into real-world scenarios, helping her understand the direct impact of strategic decisions on daily operations.
Building Decisions on Direct Experience
Brewer’s leadership is built on the principle of identifying challenges through direct observation rather than relying solely on reports. This method allows her to uncover issues that might otherwise go unnoticed.
For example, during her tenure at Starbucks, she noticed a consistent drop in store traffic around 2 PM. Instead of accepting this as a given, she delved into the operational flow, customer behaviour, and menu options. Her analysis led to adjustments in both the menu and service approach, driving growth during the quieter hours.
This approach reflects her broader philosophy of meeting employees "where they are" rather than imposing top-down solutions. Brewer is especially focused on supporting team members who face the greatest challenges, believing that solving their problems benefits the entire organisation.
"I try to meet the most vulnerable person in the room; if we get it right for them, everyone benefits." - Rosalind Brewer
This mindset has been particularly impactful in her role at Walgreens, where frontline pharmacy staff and retail workers serve communities with diverse and complex needs. By understanding the challenges faced by employees in high-pressure environments, Brewer ensures that policies and procedures are shaped to improve operations across all locations. Her direct involvement in frontline tasks highlights gaps in corporate initiatives, allowing her to make strategic adjustments that resonate throughout the organisation.
Driving Inclusion and Cultural Change
Tackling Systemic Inequities
Rosalind Brewer’s dedication to diversity, equity, and inclusion (DE&I) is rooted in addressing deep-seated systemic challenges to drive meaningful change. Following the 2018 incident at a Philadelphia Starbucks, where two Black men were wrongly arrested, Brewer, then the Chief Operating Officer, joined CEO Kevin Johnson in personally apologising to those affected. In response, Starbucks took unprecedented steps by closing all 8,000 U.S. stores for four hours to conduct racial bias training for employees. The company also rolled out 12 additional sessions focusing on empathy, team building, and inclusion, while updating its policy to welcome non-paying guests.
"Hearing about the steps she personally took after the racially-charged incident at the Philadelphia Starbucks store in 2018, and how she both took personal responsibility as well as took immediate and strategic action, shows me that she is serious about anti-racism." - Kailei Carr, CEO of leadership development firm The Asbury Group
Brewer’s commitment to equity extends beyond public gestures. In a 2015 CNN interview during her tenure at Sam’s Club, she openly stated that she "demanded" diversity within her team and among suppliers. This approach wasn’t just talk - she took decisive action when reviewing pay scales at one organisation, uncovering that women in vice president roles and above earned only 70 pence for every pound earned by their male colleagues. Within a month, she corrected these disparities. Her leadership consistently prioritises fairness in pay and opportunity, embedding equity into every decision.
Amplifying Diverse Voices
Brewer’s leadership philosophy goes beyond hiring diverse talent - she ensures that varied perspectives actively shape strategic decisions. For her, true inclusion means moving past numbers and creating systems where every voice matters.
"As a leader, you have the opportunity to set the culture of the company. And I think where we have fallen down, once we get our numbers in order, we tend to leave those people of differences standing alone by themselves. Sometimes they're not seen, they're not heard, they're not given the top projects, they're not promoted, and they're not invested in. But you have to create an environment where their voice is heard so they can show off their wares and give them the spotlight." - Rosalind Brewer
Brewer believes diversity initiatives should guide a company’s moral direction rather than exist as standalone programmes. At Walgreens, she has applied this principle by forming agile teams that bring together individuals with diverse backgrounds to tackle complex challenges. These teams reflect her belief that true innovation stems from a mix of perspectives. She also champions active listening, encouraging leaders to be fully present when employees share their experiences. This practice not only builds trust but also helps identify and dismantle barriers to inclusion.
"I hope people realise that diversity, equity, and inclusion have now expanded far beyond reaching numbers because this is not a numbers game... This is about equity and value. This is about a true meritocracy. This is about earning your way, regardless of your background." - Rosalind Brewer
Brewer’s influence extends beyond her own organisations. As one of only two Black female CEOs of Fortune 500 companies as of December 2021, she understands the weight of her position and actively shares her insights with peers. Her leadership style not only prioritises inclusivity but also inspires others to adopt similar practices, demonstrating how equity-driven leadership can shape industries for the better.
Walgreens CEO Roz Brewer to Leaders: Put Your Phones Away and Listen to Employees
Leadership Lessons from Rosalind Brewer
Rosalind Brewer’s leadership style blends a deep understanding of operations with a strong sense of purpose, creating a framework for impactful and inclusive leadership. Her approach highlights the power of authenticity, strategic insight, and purpose-driven action, offering valuable lessons for anyone looking to lead effectively.
Listen Closely to Employees and Stakeholders
At the heart of Brewer’s leadership is an emphasis on active listening - not just hearing, but truly understanding and acting on what is shared. She goes beyond conventional management techniques, ensuring she is both physically and mentally present in her interactions.
"The next level of leadership is about becoming great listeners, acting on the information, and making your people feel included." - Rosalind Brewer
One of her initiatives at Walgreens demonstrates this philosophy perfectly. She encouraged leaders to set their phones aside when entering the workplace. This seemingly small action fosters genuine, respectful conversations, creating an environment where employees feel valued and heard.
Balance Daily Operations with Future Vision
Brewer’s leadership stands out because of her ability to balance immediate operational needs with long-term strategic goals. She doesn’t simply delegate operational tasks; instead, she immerses herself in the details to ensure her strategic decisions are grounded in reality.
"I've got to go high and create strategy and multi year, create the vision, create a roadmap, give people something to aspire to, create hope. But then I've gotta be able to kind of live in their shoes to know that when I make these changes and I suggest big major growth initiatives I have to understand what is it gonna take to get this team to follow me." - Rosalind Brewer
This hands-on approach allows Brewer to bridge the gap between leadership and frontline teams. By understanding the day-to-day challenges her teams face, she ensures that her ambitious growth plans are not only inspiring but also achievable. Brewer also recognises that even the most well-crafted strategies can fail without proper execution. Her focus on breaking down silos and creating agile, cross-functional teams at Walgreens helps tackle complex problems while maintaining operational efficiency. This operational insight strengthens her ability to lead with purpose, aligning business goals with broader societal values.
Lead with Purpose Beyond Profit
For Brewer, leadership is about more than just meeting financial targets. She integrates social responsibility into the core of her business strategy, ensuring it is a driving force rather than an afterthought.
Her dedication to equity extends beyond surface-level metrics like hiring quotas. She builds systems where diverse perspectives actively influence decision-making. At Walgreens, she has championed the creation of agile teams that bring together individuals from varied backgrounds to develop innovative solutions. Brewer also uses her platform as one of the few Black female CEOs in the Fortune 500 to mentor and advocate for future leaders.
"I need to make sure that all of the CEO community recognises how critical it is to bring others like me along. So I have spent quite a bit of time sharing my story with other CEOs and exposing my background to various industries." - Rosalind Brewer
Conclusion: Rosalind Brewer as a Model for Courageous Leadership
Rosalind Brewer stands out as a leader who merges operational success with a strong sense of social responsibility. As of 2022, she was one of only two Black women at the helm of Fortune 500 companies. Under her leadership, Walgreens evolved from a traditional retail pharmacy into a more integrated healthcare provider. At the same time, she tackled disparities in pay and representation by implementing detailed salary reports and making necessary adjustments.
"Throughout my career, I've had to navigate tough situations, but those challenges have resulted in huge transformations."
What sets Brewer apart is her ability to challenge entrenched systems without causing disruption. Her actions reflect a consistent dedication to both high performance and ethical principles, showing how bold leadership can drive meaningful change on multiple fronts.
Brewer’s belief that "profits are an outcome of doing the right thing" has shaped her approach to decision-making and long-term success. This philosophy was evident in Walgreens Boots Alliance’s £6 billion investment in VillageMD, a move that not only broadened healthcare access but also opened up new revenue opportunities. Her personal journey towards being her authentic self - letting go of the pressure to act as "two different people" at work - illustrates how embracing one’s identity can fuel both individual and organisational growth.
"I really think about doing the right thing when no one is listening, when you don't have an audience, when it's just you, and you're not influenced by, you know, will I get a promotion?" [17]
FAQs
How does Rosalind Brewer's hands-on leadership style shape her decision-making and inspire employee engagement?
Rosalind Brewer's approach to leadership stands out for its hands-on nature and deep engagement with every layer of the business. Whether it's stepping into a Starbucks drive-thru or delving into logistics operations at Walmart, she immerses herself in frontline roles to gain practical insights. These experiences shape her strategies and decision-making, keeping her closely aligned with both employee realities and customer expectations.
A strong advocate for diversity, equity, and inclusion (DEI), Brewer integrates these values into the very fabric of organisational culture. By cultivating a workplace where employees feel respected and heard, she enhances morale and sparks creativity. This leadership style not only strengthens operational performance but also builds a committed and inspired workforce, eager to play a role in the company’s achievements.
How did Rosalind Brewer integrate diversity, equity, and inclusion into Walgreens Boots Alliance's operations?
Rosalind Brewer introduced several strategies to weave diversity, equity, and inclusion (DEI) into the fabric of Walgreens Boots Alliance's operations. One notable approach was tying part of senior leaders' incentive pay to meeting diversity goals, creating a tangible link between DEI progress and leadership accountability. This ensured diversity wasn't just a talking point but a measurable priority.
She also worked to create a workplace culture where employees felt respected and empowered. Open communication was key, with a strong emphasis on listening to staff feedback and fostering an environment where everyone could contribute. Brewer placed significant focus on diversifying hiring practices, working to increase the number of women and people of colour in leadership roles.
Beyond internal efforts, Brewer championed community-focused initiatives. These included expanding access to healthcare services and tackling health disparities, aligning the company’s operations with a broader commitment to inclusion and equity.
How did Rosalind Brewer improve operations at Starbucks while enhancing customer satisfaction?
Rosalind Brewer made a noticeable impact at Starbucks by refining operations and prioritising customer engagement. She implemented automation in inventory management and simplified daily in-store tasks, cutting down on administrative work for baristas. This shift gave employees more time to interact meaningfully with customers.
Brewer also emphasised better staff training to improve the overall customer experience. These changes not only streamlined operations but also boosted customer loyalty and satisfaction, demonstrating her skill in balancing efficiency with a focus on people.