Maggie Kruse

Chief People Officer

NABIS

Jul 2026 - Current (3 months)

EVP, People & Culture

Nusano

May 2024 - Aug 2026 (2 years 4 months)

People and Culture Advisor

Future Family

Mar 2021 - Jul 2023 (2 years 5 months)

Served in an advisory capacity focused on leadership effectiveness, organizational alignment, and helping support the company through a critical stage of growth and evolution. Partnered with leadership teams on strengthening communication, decision-making, and leadership capabilities as the organization scaled within a rapidly growing and emotionally complex healthcare space.

EVP, Chief People Officer

Nav Inc

Oct 2018 - Jun 2023 (4 years 9 months)

Nav is a high-growth fintech company focused on helping small businesses access and manage financial health through credit insights, financing tools, and business data solutions.

I partnered closely with executive leadership and the board during a period of significant transformation that included navigating the impact of COVID as both sides of the company’s marketplace experienced major disruption. During this time, I helped support the organization through multiple leadership changes, acquisitions, operational shifts, and the evolution of a new business strategy that significantly expanded and scaled the company’s revenue model.

My work focused heavily on building a high-performing remote-first organization capable

Head of People - Ecomm Customer Care

Walmart Global Tech

Jan 2017 - Jun 2018 (1 year 6 months)

After Jet.com's remarkable $3.3 billion acquisition by Walmart, was promoted to spearhead the people strategy for Walmart's eComm Customer Care division. This division encompassed eight dynamic teams spread across multiple states and three countries, serving the entire family of brands, including Jet.com, Modcloth, Bonobos, Hayneedle, Shoes.com, Parcel, JetBlack, and Walmart.com.

Head of People - Customer Care

Jet

Mar 2016 - Jun 2018 (2 years 4 months)

At Jet.com, a tech unicorn acclaimed for its innovative pricing model and exceptional customer service, I had the privilege of leading the Customer Care Division during a period of extraordinary growth. My role was integral to the division’s transformation, expanding the team from 40 to a remarkable 1,200 employees in under 10 months.

My key responsibilities in this role were critical to the division’s success and, by extension, the company’s growth. I spearheaded the development of a scalable people infrastructure, focusing particularly on recruiting practices to attract top talent aligned with Jet’s ethos. My commitment to leadership coachi

Sr. Human Resource Manager

ICU Medical

Nov 2014 - Mar 2016 (1 year 5 months)

At a fast-expanding startup in the medical device sector, I steered the leadership and business transformation, demanding a significant degree of strategic collaboration and change management with operations C-Suite executives. My role involved a blend of high-level planning and hands-on execution, encompassing the development of policies, implementation of effective performance management systems, and crafting of strategic staffing strategies. Additionally, I focused on the development of leadership competencies, skillfully managed relocation and VISA processes, and maintained robust relationship management, ensuring a cohesive and dynamic organizational growth trajectory.

Regional Talent Acquisition Manager

Discover Financial Services

Jan 2013 - Nov 2014 (1 year 11 months)

In a pivotal role at Discover Financial, I oversaw Talent Acquisition for two key locations (Delaware and Utah) during the critical phase of launching the company's banking division and the introduction of the 'It' product. Leading a team of 23 Talent Acquisition professionals, my focus was on aligning our recruitment strategies with the evolving needs of these new ventures. This period demanded a strategic shift in our talent profile to meet the elevated customer expectations inherent in the banking sector and innovative product offerings. I guided workforce strategies, HR technology implementations, and both digital and non-digital employment branding, tailoring these elements to attract and retain talent capable of driving success in the

Director Talent Acquisition

DANONE

Jan 2012 - Sep 2012 (9 months)

At Danone, I played a crucial role in scaling the Greek and Activia products, key initiatives that involved not only expanding the product but also strategically building teams poised to drive Danone into the future. My responsibility centered around crafting and executing the talent strategy for North American Operations, encompassing Manufacturing, Sales and Service Delivery (SSD), Supply Chain, Engineering, and Quality. A significant part of my role was to initiate and lead a grassroots movement aimed at recruiting talent that embodied the entrepreneurial spirit central to Danone’s unique culture. This involved engineering recruiting, conducting strategic impact analyses, and implementing succession planning. I focused on building a stro

Sr. Human Resource Manager

DANONE

May 2011 - Jan 2012 (9 months)

I spearheaded the People Strategy, during the acquisition of YoCream, playing a crucial part in seamlessly integrating this new venture into our existing framework. My responsibilities were multifaceted, focusing on the design and implementation of Total Rewards, including Compensation and Benefits, to align with the overall objectives of the merger and acquisition (M&A). A key aspect of my role was organization design, ensuring that the structural integration of YoCream was both efficient and effective. This task required a high degree of change management and project management skills, as it was essential to navigate the complexities and sensitivities of the acquisition process. My approach centered on innovative solutions and complex pro

Sr. Human Resource Manager

DANONE

Apr 2007 - May 2011 (4 years 2 months)

I was brought on board to facilitate a transformative journey for the Utah plant, shifting it from one of the least efficient factories globally to a model of excellence. This transformation was achieved through a series of strategic initiatives: the introduction of high-speed packing lines, the integration of robotic equipment, a complete overhaul of operating processes, the implementation of an autonomous management system, and a thorough assessment of our talent to maximize their potential. As the Plant HRM, my responsibilities were integral to this turnaround. I led the organization design, ensuring that the structure was optimized for the new operational model. A significant focus of my role was on leadership development, empowering ou

Human Resource Manager/Safety Manager

PepsiCo

Jan 2004 - Jan 2007 (3 years 1 month)

In the formative phase of the Pepsi Bottling Group (PBG), after its separation from Pepsi America, I served as the HR Business Partner for the Utah Market Unit, a significant segment of the business with 500 employees spread across four locations. In this role, I supported a diverse workforce, including hourly and salaried employees in sales, merchandising, logistics, market equipment management, operations, and transportation. My responsibilities were crucial in aligning HR strategies with the newly established business's objectives. I focused on enhancing business and financial acumen among the leadership and workforce, ensuring a deep understanding of how each role contributes to the company's overall success. Leadership development was

District HR Business Partner

Target

Jan 2003 - Jan 2004 (1 year 1 month)

As the HR leader for Target's Colorado/Arizona district, I oversaw the human resources function across 32 locations, effectively managing a workforce of 5,000 employees. In this role, my ability to drive results and develop leaders was crucial in meeting the diverse needs of a large and varied district. My responsibilities included devising and implementing staffing ramp plans, a critical element in ensuring that each store had the right talent to meet its operational goals. A significant part of my role involved turning around poorly performing stores, a challenge that required a combination of strategic HR interventions and strong leadership influence.

My approach was grounded in a thorough auditing and standardization of HR pr

Sr. Executive Team Lead Team Relations (Generalist)

Target

Jan 2001 - Jan 2003 (2 years 1 month)

In a landmark move at Target, I led the opening of the first and largest SuperTarget in Colorado, a store generating $90 million in sales and employing 1,000 staff members. This pioneering role in Denver was just the beginning, as I went on to play a pivotal part in the launch of over 15 new SuperTargets across various states. My success in these ventures led to my appointment as the HR trainer for new generalists within the company, where I was responsible for imparting the skills and knowledge necessary for effective HR management in Target's dynamic retail environment.

My key responsibilities in this expansive role included overseeing new store build-outs, a task that required meticulous project management and the ability to s

Executive Team Lead Human Resources (Generalist)

Target

Jan 2000 - Jan 2001 (1 year 1 month)

Joining Target during an exciting phase of expansion with the launch of the SuperTarget model, I took on the role of HR Generalist for Target's first SuperTargets. This position placed me at the forefront of a rapidly scaling operation, where I was instrumental in opening stores, ramping up employee count from zero to 900 within an incredibly short span of eight months. My role demanded a dynamic blend of building, scaling, and leading the HR function, all while acquiring hands-on experience in store operations and striving to meet aggressive business objectives. Key to my responsibilities was implementing tactical HR strategies, ensuring adherence to employment laws and maintaining strict compliance across all HR functions. I was deeply i

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Maggie Kruse

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