An Interview with New AWESOME Leader, Tara Tarazi

 I was at IBF’s S&OP & IBP Global Conference earlier this year, that’s the Institute of Business Forecasting. It was a supply and demand planning conference, and I gave a presentation and participated on a panel. One of the other panelists told me about AWESOME. She said, “They host events for women in supply chain leadership, you’d really like it.” So I looked into it and saw there was a Chicago chapter. The timing worked out perfectly because you had an AWESOME Morning Coffee event coming up the next week, so I decided to go check it out. It really happened through word of mouth, women in supply chain looking out for each other.

Yes, that was my first one. I’ve actually been to two Morning Coffee events now, one in the spring and another about two months ago.

I went to the University of Michigan for undergrad and studied business with a minor in environmental sustainability, focusing on food systems. I had a fellowship where I researched the local food economy in Detroit, and I found it fascinating… especially how access to food and supply chains intersected. That’s really where my interest in supply chain began, understanding food scarcity and thinking about how to move products more efficiently.

After college, I joined Accenture as a consultant, focusing on procurement and logistics strategy projects, mainly for CPG clients. I spent about two and a half years there, mostly in the CPG supply chain practice.

Then I joined Califia Farms, where I handled international supply and demand planning. That’s where I learned the tactical, hands-on side of supply chain, like forecasting, supplier relationships, and the analytics behind planning. I loved that blend of data and human connection.

Now I’m the VP of Supply Chain at Dude Products. I oversee our co-manufacturing relationships, demand and supply planning, and IBP functions. It’s been an incredible journey.

Definitely. I’ve always been in roles that sit somewhere between finance and operations, and I like that balance. It keeps me engaged in both the numbers and the day-to-day realities of how things get made and moved.

I’ve always been intrigued by innovation and product development. I get a taste of it now through planning for product launches, but I’ve always been curious about how companies decide what to bring to market… how buyers identify the next big thing. That innovation space really interests me.

Exactly. The brand has completely reshaped the wet bath tissue market. It’s grown so much in recent years, and being part of that journey from a supply chain perspective has been exciting.

In supply chain, you’re constantly connecting the dots across the business. When someone asks a question, my brain immediately starts mapping out the implications and how everything fits together. That can be a strength, but I’ve learned it’s important to pause,  to take a breath, listen to other perspectives, and not jump straight to an answer.

Another lesson has been shifting from giving directives to providing information. Supply chain plays a key role in informing decisions, such as here’s what’s happening, here are the options, and here’s the impact. It’s most effective when the whole team makes decisions collaboratively, considering sales, finance, and operations together.

Exactly. You’re still leading, but you’re empowering others too.

Becoming VP of Supply Chain has been a big milestone for me. I just hit ten years since graduating college — I started at Accenture in September 2015 — so reaching this level in a decade feels amazing. I’m really grateful to the Dude Products team for giving me the opportunity. I started as Director and moved up to VP, and it’s been such a rewarding experience.

It’s still a male-dominated field. Most of the senior leaders I interact with at manufacturing partners are men. Being a relatively younger woman in that space can be challenging at times, but I focus on being knowledgeable, confident, and prepared. You can’t let that dynamic intimidate you because we’re all people trying to move the business forward.

Absolutely. Having a network like this helps you stay grounded and supported.

 My first and most important mentor is my mom. She started her career as a computer engineer, later worked in procurement at Motorola, and faced challenges as a woman in engineering. She’s retired now, but I still go to her for advice.

At Califia Farms, I also had an incredible manager who later became a mentor. She was logical, realistic, and supportive… the kind of mentor who advocates for you but also tells you the truth. Those relationships have been so valuable.

I’ve also mentored others through Naturally Chicago’s associate board. They have a mentorship cohort program, and I’ve worked with participants for five-month cycles, helping them navigate their roles. I try to do the same for my own team, to be approachable, supportive, and someone they can trust.

I’d say I’m serious when I need to be, but not when I don’t. I focus on empowering my team to make decisions and work independently. I don’t want to be a micromanager. I want them to feel ownership and confidence.

For example, if a project gets delayed a couple of days, I don’t stress over it. There are bigger things to focus on, like my team’s morale or whether they feel successful in their roles. I try to save my energy for what really matters.

Yes, supply chain teaches you to anticipate challenges, so I try to bring that same mindset to leadership and even my personal life.

I think it’s all about knowing when to push and when to pause. There are times when work needs to take priority, and times when family and personal life come first. I’m married and have family nearby in Chicago, so I make sure to check in and stay connected.

I set both professional and personal goals and find value in achieving both. I’ll even check in with my husband sometimes and ask, “Am I working too much lately?” It’s important to be aware and intentional about balance.

It’s easy to get consumed by work. I’m still learning, but setting goals in both areas helps. It gives you something to strive for while keeping perspective.

Don’t let anyone take away your confidence. You’ll get feedback throughout your career, and not all of it will be fair or useful. Learn to assess it objectively. Ask yourself, “Does this make sense? Is it constructive?” Take what’s valuable, grow from it, and let the rest go.

Earlier in my career, I received feedback that didn’t sit right with me. I talked it through with mentors and colleagues, compared perspectives, and realized not all feedback comes from the right place. You have to stay grounded in your abilities and keep your confidence intact.