Svetlana Blazhnova

Vice President, P&O, Royal Canin North America
Mars

Svetlana builds the human infrastructure that allows complex global organizations to transform — turning talent strategy, leadership succession, and organizational capability into competitive advantage.

Svetlana is a senior people and organization leader with nearly two decades of experience driving business transformation through talent. Her career spans British American Tobacco and Mars — two of the world’s most operationally complex consumer goods companies — across Russia, Europe, Central Eurasia, and now North America.

At Mars, she has progressed from P&O Director for Mars Wrigley Russia to Regional Talent and People Strategy Director across Europe and Central Eurasia, and most recently to Vice President of People and Organization for Royal Canin North America. Her work has consistently focused on leadership succession, capability building, and the organizational mindset shifts that make transformation stick — not just on paper, but in how people actually work and lead.

Before Mars, she spent nearly a decade at British American Tobacco building HR expertise across supply chain operations, talent management, organizational effectiveness, and compensation — giving her a technical foundation in people strategy that spans the full HR lifecycle. She completed the Senior Human Resource Strategist Program at Cornell University and holds a degree in World Economy.

Found her interesting? Connect with Svetlana on LinkedIn

What I’d love to discuss during the event

  • Agentic AI is beginning to reshape how organizations recruit, onboard, and develop talent. Where does the human element remain irreplaceable, and where are organizations genuinely ready to let AI lead?
  • Leadership succession is one of the hardest challenges to get right in large organizations. What separates the companies that build genuine leadership pipelines from those that simply fill seats?
  • Skills-based talent strategies are gaining traction, but most organizations are still managing people by role rather than capability. What does it actually take to make that shift operational instead of theoretical?

Area of Expertise
AI in Talent ManagementCapability BuildingHR Business PartneringLeadership SuccessionOrganizational TransformationPeople & Organization StrategyTalent Development

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