Maranda Leigh in

Maranda Leigh

Initiator · DISC type Di
Operations Planning & Analytics Manager at The Spice House
📍 Chicago, Illinois, United States

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Current Role
Operations Planning & Analytics Manager
Location
Chicago, Illinois, United States
Personality Overview

How Maranda shows up

Impact-Oriented
Conviction Driven
Risk-Accepting

They don’t mind taking a stand if they believe in something. They usually prefer to drive the conversation. They respond well to objective pitches but also attach some value to relationships.

Priorities

Topics Maranda cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

9-2024
Operations Planning & Analytics Manager
The Spice House
2-2023 - 9-2024
Planning Manager
The Spice House
1-2023
Board Chair
Chicago Fair Trade
4-2022 - 2-2023
Planner
The Spice House
2-2021 - 4-2022
Planner
Crate and Barrel
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
2010 - 2014
Bachelor of Science (BS)
Indiana University Bloomington
2013 - 2013
Spanish Language and Literature
Institute for the International Education of Students (IES) Madrid
Social presence
in
Behavioral profile

DISC profile (public)

D

Dominance (D)

Dominance (D) reflects how goal and task oriented a person is, and their ability to accomplish results irrespective of how demanding the circumstances might be. Those scoring high tend to be motivated by winning, competition, and success.

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