When Kathryn Campbell arrived on Marquette’s campus, she had a career goal in mind: make $40,000 a year. “I remember thinking that if I could just make $40,000 per year, I would be set for life,” Campbell says. “Let’s just say inflation and experience changed that perspective.”
It was nonetheless a motivating goal for a young woman from a household of eight people in which neither parent had a college education. What Campbell did have, however, was a strong sense of values, handed down by those same parents: hard work, humility and a responsibility to others.
Campbell reinforced those values at Marquette Business, where she earned both an undergraduate degree and an MBA. Those formative years set her on the path to the job she has today: vice president of investor relations at Clarios, a Milwaukee company that accounts for one-third of the world’s vehicle low-voltage battery output. Along the way, Campbell has exemplified servant leadership and ethical impact.
You started in accounting and grew into leadership roles in important new areas — communication, government relations, investor relations. What gave you the confidence to keep taking on new roles?
I often say my career has been more of a lattice versus a ladder. The path hasn’t always been linear, but every move was influenced by a key relationship — someone who saw potential in me, encouraged a new direction or opened a door. In each case, it was a leader or mentor who gave me the confidence to take on a new role I hadn’t initially envisioned for myself.
What’s guided me consistently is a desire to make meaningful impact. I’ve always looked for roles where I could apply my core skills, add value and continue learning. My foundation in public accounting gave me a strong understanding of how organizations work — from financials to operations to strategy — and exposure to a range of cultures and industries, which helped me identify the kind of company I wanted to grow with.
As I advanced, I realized that many business challenges aren’t just financial; they’re about how effectively you communicate ideas, build relationships and align people toward common goals. That insight gave me the confidence to expand into areas like communications, government relations and investor relations — all of which are deeply connected with strategy and leadership.
For each transition, I leaned on the expertise of mentors and colleagues. I approached every new challenge with curiosity, a willingness to learn, and commitment to putting in the work. One leader I worked with used to say, “Integrity, motivation, capacity and understanding are innate — knowledge and experience can be acquired.” That mindset has stayed with me. It’s not only given me the courage to keep growing, but it’s also shaped how I evaluate and support talent around me.
Ultimately, change isn’t just about managing messages — it’s about building belief, reinforcing purpose and creating real engagement. Done well, change becomes a moment of acceleration, not disruption.
Kathryn Campbell
You’ve navigated leadership roles during major transitions — at Johnson Controls, Clarios and Brady Corp. How do you approach communication and strategy during times of organizational change?
I believe communication and strategy are inseparable during times of change — one doesn’t work without the other. One leadership principle that’s shaped my approach is the Golden Circle: Start with why, then move to how, and finally, what.
When working to inspire change I’ve found that people need to understand the why before they’ll commit to action. That “why” must be clear, compelling and tied directly to the organization’s long-term vision. Once people are grounded in purpose, you can move to the how — the values, behaviors and process expected — and finally, the what, or the specific results you’re working to achieve. From there, communication must be both intentional and two way.
Ultimately, change isn’t just about managing messages — it’s about building belief, reinforcing purpose and creating real engagement. Done well, change becomes a moment of acceleration, not disruption.
You shepherded the brand and investor relations launch for Clarios as it was spun off from Johnson Controls, and under a tight time frame. What are you most proud of from that experience?
How we showed up on Day 1. We literally converted all our main locations overnight! We launched with a brand that truly reflected the company’s purpose and future vision, and an investor story that positioned us well to support that sale but has also positioned us for market leading execution in the capital markets going forward.
But more than that, we created a sense of internal belief and excitement around becoming Clarios. Employees felt proud, aligned and excited about our future — and that’s what ultimately drives long-term value.
Clarios places a strong emphasis on sustainability leadership — why is that important in today’s investor relations landscape?
Sustainability has become an integral part of how investors assess company value. It’s now viewed as a core indicator of long-term value, risk management and corporate resilience.
At Clarios, where we have one of the best examples of a circular economy, demonstrating leadership in sustainability is part of our DNA and what we do every day. We see it as both a responsibility and a competitive advantage. Our closed-loop collection system enables up to 99% of our battery materials to be responsibly recovered, recycled and reused to make new batteries or other products. That creates a very sustainable supply chain, a competitive cost advantage and ensures the ongoing supply of critical minerals.
Investors — particularly long-term institutional ones — want to understand not just what you do, but how you do it.
In today’s IR landscape, that means we have to clearly articulate how sustainability is integrated into our strategy, governance and performance metrics. It’s about telling a cohesive story — one that aligns financial performance with purpose and shows that we’re thinking about the next decade, not just the next quarter.
What about your Marquette experience stays with you today in your work and in your life?
The deep sense of purpose and service that’s woven into everything — the idea that success isn’t just about what you achieve, but how you show up in the world and who you lift along the way. Be The Difference isn’t just a brand tagline; it’s an ongoing mindset and continuous reminder for me of the way I want to live my life and a standard to which I want to hold myself accountable.
Marquette challenged me to think not only critically, but ethically — to ask not just, “What’s the right answer?” but “What’s the right thing to do?” That foundation has shaped how I lead, how I mentor and how I show up for others, especially during challenging or high-stakes moments.
You serve on the College of Business Administration Leadership Council and recently hosted a large group of Marquette Business alums at Clarios. How do you see the power of the Marquette network come alive?
The Marquette Business alumni community is a powerful force. When we stay connected and engaged, we create a ripple effect — not just within our own organizations, but across Marquette and the broader business ecosystem.
I believe that strong partnerships between academia and business generate real value for both. Events that bring our MU community together create space for shared learning, inspiration and impact — and they help shape the next generation of leaders. At Clarios, we’re proud to be part of that dialogue and to support the future talent pipeline through continued collaboration with the Marquette Business School and university more broadly.
What are ways that a mentor has helped you navigate growing responsibilities in your career?
I’ve been fortunate to learn from many great mentors — some in formal roles above me, others beside me as peers, and even from those I’ve mentored myself. It’s hard to single out just one, but a piece of advice that has stuck with me and has made an impact on me: “It’s better to be effective than to be right.”
As leaders, especially as we take on more responsibility, it’s tempting to push hard for our perspective — especially when we’re confident in our vision or solution. But I’ve learned that true influence comes not from convincing others to see things exactly as we do, but from taking the time to understand how they see it, then working together to find a shared solution to moves things forward.
What advice would you give students and young professionals who are interested in executive leadership roles?
First, develop a strong understanding of your organization’s strategy — not just at a surface level, but what truly drives the business forward. Then consistently ask yourself: Is the work I’m doing helping my leader advance those priorities? If your efforts are aligned with what matters most to your boss and the broader company, you’re more likely to have impact and be recognized for it.
Second, invest in relationships — and be intentional about it. It takes effort, but the return is invaluable. The truth is, people will often see potential in you before you see it in yourself. When you build trust and take the time to know people, they’re more likely to recommend you for roles, champion your growth, and open doors you didn’t even know existed.
So my advice is this: Align your work to what matters most and build relationships that are rooted in authenticity. That combination can accelerate your path to leadership more than any title or to-do list ever will.
Can you share a quote you have pinned to your bulletin board or etched in your mind?
One quote that has always stuck with me is from Ruth Bader Ginsburg: “Fight for the things that you care about but do it in a way that will lead others to join you.”
What inspires you?
What inspires me is the opportunity to leave a legacy I can be proud of — one rooted in creating lasting, positive impact. I’m deeply motivated by being a role model for my kids, and especially by helping to shape a world where my daughter doesn’t face the same barriers I’ve encountered. That’s part of why I’m so passionate about women’s leadership and equity. Ultimately, I want to leave things better than I found them — for my family, for others, and, in my own small way, for this world.
