Main Responsibilities Of A Senior Vice President At Starbucks
Michael's 20-year Starbucks career included significant leadership roles, "being a member of the senior legal leadership team" and "on the business leadership team," managing large budgets, strategic planning, and teams across eight countries. The current role is a shift to an "individual contributor role," focusing on real estate projects and advising, marking a change from extensive people management responsibilities.
Executive Leadership, Strategic Planning, Team Management, International Business, Legal Expertise
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Michael Fink
Senior Vice President
Starbucks Corporation
University of California Berkeley
Harvard Law School JD
Economics
Food, Beverages & Alcohol, Law
Legal
International Student, Honors Student
Video Highlights
1. Managing large teams and budgets: Michael oversaw teams of up to 250 people and budgets of $50-$60 million, highlighting the scale of responsibilities in senior leadership roles.
2. Strategic planning and business leadership: He participated in strategic decision-making for Starbucks' international business, demonstrating the importance of strategic thinking in executive positions.
3. Mentorship and people development: Even in his current role, Michael emphasizes mentoring, showcasing the value of leadership skills beyond direct management responsibilities.
Transcript
What are your main responsibilities within your current role?
I'm going to talk a little about my past role, my 20 years at Starbucks, serving as an executive. I think this will be broader and more interesting for everyone who may watch this.
My broad responsibilities were within the legal department, as a member of the senior legal leadership team. I was responsible for exciting things like the department's budgets, which at that time was about 250 people and $50–60 million. I was also responsible for strategic plans, though people under me executed them.
Another significant responsibility was being on the business leadership team, meaning the team that ran the business. I had been on a number of these teams. Seven years before I retired, I was involved with the international business, covering everything outside the U.S.
The international business was run by a president, who had leaders from each main function: marketing, finance, legal, and supply chain. We all sat on a team to run the business. While the countries operated day-to-day, the leadership team and the president held overall responsibility. A lot of that work was strategic.
I also had my own teams. At different times, I managed six teams within the legal department. The international teams were spread across about eight different countries. For the domestic U.S. side, most people were in Seattle, but we also had staff in regional offices, so I had a diverse team.
My responsibilities included managing and developing people, building skill sets for successors, retaining staff, and ensuring work completion. I'd say those were probably my biggest areas of responsibility.
My current job is much more of an individual contributor role, at an expert level. I work in real estate, collaborating with university executives, including the president, the head of facilities, the head of real estate, and the head of construction. I'm involved in projects and advising, but I no longer have direct reports. While I don't manage people, I do mentor them.