Natalie Shpiegel Calls for More Cross-Functional Leadership in Modern Business
Director of Sales and Marketing Natalie Shpiegel of the United States highlights the growing need for adaptable, cross-functional leaders in fast-scaling industries.
Natalie Shpiegel, Director of Sales and Marketing at RIGID Industries, is speaking out about a leadership gap she believes is slowing down many growing companies: the lack of cross-functional thinking.
Drawing from a career that spans brand marketing, program management, and market operations, Shpiegel is raising awareness about the need for leaders who understand both strategy and execution.
“Sales, marketing, and operations can’t operate in silos anymore,” Shpiegel said. “If those teams are not aligned, growth becomes harder than it needs to be.”
Her comments come at a time when businesses are facing rapid change. According to a 2023 McKinsey report, companies that break down functional silos and improve cross-team collaboration are up to 25% more productive. Meanwhile, a Deloitte study found that 83% of executives believe siloed structures limit growth and innovation.
Shpiegel believes the issue starts with how leaders are trained.
“Many professionals grow up in one lane,” she said. “They become excellent marketers or strong operators. But they don’t always learn how the full system connects.”
Why cross-functional leadership matters
Shpiegel’s own career reflects the value of range. She began in brand marketing at Miller Coors, working on Blue Moon and Saint Archer Gold. She later moved into program management at Redfin and then into market operations and last-mile execution at Carvana.
Each role gave her a new lens on growth.
“Marketing teaches you how to create demand,” she said. “Operations teaches you how to deliver on that promise. You need both.”
Research supports her view. Harvard Business Review has reported that companies with strong cross-functional collaboration are 1.5 times more likely to report above-average financial performance. Yet many organizations still operate with limited coordination between departments.
“Last mile is where the brand promise meets reality,” Shpiegel said, reflecting on her time at Carvana. “If execution breaks down, everything else suffers.”
She argues that leaders who understand multiple parts of a business are better equipped to navigate change, manage turnarounds, and scale effectively.
“High-growth companies are messy,” she said. “You build structure while moving. That requires understanding more than just your own department.”
The adaptability factor
Shpiegel traces her adaptability back to her childhood. Born in Israel, she moved internationally every two years due to her father’s role at Motorola. She lived in France, Arizona, Texas, South Korea, and China before returning to Israel at age 14.
“When you grow up changing countries that often, you learn how to read a room fast,” she said. “You listen first. You adjust.”
Today’s workforce reflects similar levels of change. According to the U.S. Bureau of Labor Statistics, the average person changes jobs about 12 times during their career. Industries evolve quickly. Technology shifts markets overnight.
“Learning new industries quickly is a skill,” Shpiegel said. “You ask better questions when you’re not stuck in old assumptions.”
She believes adaptability and curiosity are no longer optional traits for leaders. They are core requirements.
What professionals can do now
Rather than focusing on corporate mandates, Shpiegel encourages individuals to take ownership of their growth.
“Don’t wait for someone to give you a cross-functional role,” she said. “Volunteer for projects outside your comfort zone. Ask how decisions in your department impact others.”
She suggests simple steps:
Sit in on meetings outside your function.
Learn how revenue flows through your organization.
Build relationships across teams.
Focus on how strategy connects to execution.
“Understanding the full system makes you a better leader,” she said. “It changes how you make decisions.”
Industry surveys show that professionals with cross-functional experience are more likely to advance into executive roles. A 2022 LinkedIn Workforce Report found that leaders with diverse functional backgrounds were promoted 20% faster than peers with single-track careers.
For Shpiegel, the takeaway is clear.
“Growth isn’t magic,” she said. “It’s discipline. It’s alignment. It’s doing the basics well, over and over.”
A call for broader leadership thinking
As companies face ongoing economic shifts and technological disruption, Shpiegel believes cross-functional literacy can strengthen resilience.
“At the end of the day, it’s about impact,” she said. “Are you helping the business grow? Are you building something that lasts?”
She hopes more professionals will broaden their skill sets and more organizations will reward leaders who bridge gaps rather than deepen silos.
“Range matters,” she said. “The more parts of the system you understand, the more value you can create.”
