Enterprise Talent Architect · Speaker · Leadership Strategist

Jacqueline (Jackie) Lowery is an enterprise talent architect and leadership speaker known for helping organizations and leaders navigate the moments where growth outpaces infrastructure — and where leadership is tested in real time. With nearly two decades of experience across complex, global organizations including Air Liquide ($31B), Mitsubishi Chemical ($26B), and Southwire ($9B), she has built a career at the intersection of strategy and execution, designing talent systems that enable businesses to scale while equipping leaders to rise with them.

Jackie's work has consistently focused on what happens when organizations grow faster than their systems, and when leaders are asked to operate in environments that demand more than traditional playbooks can provide. She partners with senior executives to design and implement talent strategies that drive measurable business impact — spanning organizational design, leadership development, succession planning, and the integration of AI-driven talent solutions.

But beyond the systems and strategy, Jackie's work is deeply personal. She understands what it means to be the one in the room holding the heat — the leader others look to when stakes are high, expectations are unspoken, and the path forward is unclear. It is from this lived experience that she developed her leadership framework: Eat Fire. Chase Tornadoes.

At its core, the framework is built on a simple but powerful truth: leadership is not proven in moments of comfort — it is revealed under pressure. "Eating fire" represents the ability to hold intensity without losing clarity. "Chasing tornadoes" is about moving toward uncertainty with intention — stepping into the moments others hesitate to face, recognizing that growth and opportunity are often found in the very situations that feel the most unclear.

Through her speaking, Jackie delivers grounded, actionable insights that help leaders rethink how they show up, navigate complexity, and move forward when the path is not fully defined. Her message is clear: the fire you have been managing is not a liability — it is your greatest leadership asset.