Introduction

We had the opportunity to gain pre-summit insight from Heather ahead of her participation on the Women in Leadership Panel at the American Chemical Manufacturing Summit, taking place December 9–10, 2025, in Houston, TX. She shared her thoughts on leadership, mentorship, and advancing inclusion across the global manufacturing landscape.

As global manufacturing continues to evolve, visionary leaders like Heather Campe, Senior Vice President of International Growth at H.B. Fuller, are shaping what innovation, inclusion, and leadership look like on the world stage.

A 16-year veteran of H.B. Fuller and member of its Executive Committee, Heather has played a pivotal role in driving the company’s international expansion and operational excellence across multiple regions and business segments. Before assuming her current role in 2021, she held senior leadership positions, including SVP of Personal Care, SVP of Americas Adhesives, and VP of Asia Pacific—each contributing to the company’s growth and global reach.

Her career began at National Adhesives (now Henkel Corporation), where she spent 13 years building a deep foundation in chemical manufacturing and business strategy. Beyond her corporate achievements, Heather has made a lasting impact across the industry through her leadership and advocacy. She serves as a Board Member and past Chair of the Adhesive and Sealant Council, and holds board positions with Huber Engineered Woods, The Bakken Museum, Share My Fortune, and others.

Heather holds a B.S. in Chemical Engineering from Purdue University, an MBA from the University of Cincinnati, and has completed the Advanced Management Program at the Wharton School of Business.

What’s one leadership lesson you’ve learned that has stayed with you throughout your career?

One enduring lesson is the power of collaboration. Whether leading cross-cultural teams or entering new markets, success comes from listening deeply, building trust, and empowering others to contribute their unique strengths. At H.B. Fuller, collaboration is one of our core values—and it’s central to how we connect what matters. It’s about creating an environment where diverse voices are heard and where collective intelligence drives better outcomes.

What has been one of the most significant barriers you’ve faced as a woman in leadership—and how did you overcome it?

Early in my career, I was often the only woman in the room. Overcoming that required confidence in my expertise, the courage to speak up, and the willingness to seek out mentors who believed in my potential. Just as importantly, I’ve made it a priority to create opportunities for other women to rise. I’m proud to be part of an organization that actively supports gender equity and has signed the UN Women’s Empowerment Principles, reinforcing our global commitment to inclusion and diversity. I'm also proud to be the executive sponsor for Women @ Fuller, an employee networking group that provides a forum for women to connect and discuss career and professional development topics and promote inclusivity.

What advice would you give to young women pursuing careers in manufacturing, operations, or the sciences?

Be curious, be bold, and don’t wait for permission to lead. These industries need your perspective and passion. Seek mentors who will challenge and support you, ask questions without hesitation, and say “yes” to opportunities that stretch your capabilities. At H.B. Fuller, we see curiosity, technical expertise, and diverse thinking as key drivers of innovation—and we’re committed to helping the next generation thrive.

How does your organization empower and support the next generation of female leaders and technical professionals?

We invest heavily in mentorship, leadership development, and inclusive culture-building. Our "Women@Fuller Employee Network" fosters connection, advocacy, and empowerment. Through our global mentorship platform, we facilitated more than 400 mentor-mentee pairings last year. We also prioritize gender diversity in governance—our Board is 50% women—and align our internal practices with global standards such as the UN Women’s Empowerment Principles. These initiatives are helping us build a stronger, more equitable leadership pipeline.

What role have mentorship, sponsorship, and peer networks played in your leadership journey?

Mentorship has been instrumental to my growth. I’ve been fortunate to have sponsors who championed my advancement and peers who offered candid advice and encouragement. At H.B. Fuller, mentorship isn’t just a formal process—it’s part of our culture. From everyday coaching to structured programs, we intentionally create spaces where people can learn from one another and grow together. That sense of shared purpose strengthens our organization at every level.

How have you seen the culture around women in the chemical manufacturing sector evolve over the years?

There’s been a meaningful shift. More organizations are recognizing that diverse leadership is not just a moral imperative—it’s a business advantage. At H.B. Fuller, this has been reflected in our inclusive hiring practices, leadership development programs, and external recognition, including being named one of Time’s World’s Best Companies. While there’s still work to be done, it’s inspiring to see more women in technical and operational leadership roles across the industry.

What practical strategies can companies adopt to build a more inclusive leadership pipeline?

Start with intentionality—recruit and develop with purpose. Build mentorship and sponsorship programs, set measurable diversity goals, and create a culture where belonging is felt by all. Transparency, accountability, and leadership commitment are essential. Inclusion can’t just be a corporate value—it must be a strategic growth driver that influences how decisions are made and how success is measured.

Can you share a moment where your leadership made a measurable impact on a team or initiative?

One highlight was leading H.B. Fuller’s expansion into new international markets, including the launch of our high-efficiency adhesives plant in Cairo. This initiative not only grew our global footprint but also aligned with our sustainability goals—expanding access to innovative, high-performance adhesives in emerging markets made in a LEED Gold certified plant. It was a team effort that showcased how strategic leadership, collaboration, and purpose-driven innovation can deliver tangible business and social impact.

Conclusion

Heather Campe’s career exemplifies the transformative power of inclusive leadership and strategic vision. Through her work at H.B. Fuller, she continues to break barriers, expand global opportunities, and champion the next generation of leaders in chemical manufacturing.

As she joins the Women in Leadership Panel at the American Chemical Manufacturing Summit, Heather brings both experience and inspiration to the conversation—reminding us that when leaders lead with collaboration, curiosity, and courage, innovation and inclusion go hand in hand.

Register now: chemmansummit.com