Rebecca Cottrell on Leadership in the Fenestration Industry

In recognition of International Women's Day, Fleetwood is proud to recognize General Manager Rebecca Cottrell, who discusses her journey as a female leader in the fenestration industry.

Q1: Can you tell us about your work experience and how you arrived at your current role as General Manager of Fleetwood Windows & Doors? 

I’ve always been someone who raised my hand. Growing up, I took on every odd job I could find — it’s simply in my nature to learn, stretch, and take on more. 

I began my professional career in finance before earning my MBA and transitioning into marketing. From there, I moved into brand strategy and eventually into general management and business unit leadership roles. Each step built on the last, expanding both my perspective and my confidence. 

I didn’t come from the window and door industry — and I believe that’s been a strength. I trusted that my experience in strategy, operations, and team leadership would translate. About a year into this role, I’m still learning every day and feel truly honored to lead such an exceptional team. 

Q2: What has your career journey been like so far, and were there any pivotal moments that shaped your path? 

One of the most pivotal — and difficult — moments in my career was leaving Mattel. I loved the people, the creativity, and the purpose behind making toys that positively impacted children’s lives. 

Leaving meant stepping away from familiarity and deep relationships. It required trusting that fulfillment and impact weren’t tied to one company or one industry. That leap of faith ultimately pushed me to grow in ways I never would have otherwise. 

Q3: What challenges have you faced in your career, perhaps a time when you felt underestimated or hit a barrier? How did you handle it? 

One of the more challenging experiences has been when the expertise of my team wasn’t fully recognized or leveraged. I’ve had the privilege of leading incredibly capable, well-prepared teams — people who deeply understand their products and markets. 

When that level of preparation isn’t acknowledged, it can be frustrating. But I’ve learned to stay grounded in objectivity. Let the data speak. Show your work. Be clear, be prepared, and be professional. 

Sometimes the answer will still be “no.” And that’s okay. If you’ve done everything you can to demonstrate value, you move forward. Leadership requires resilience — and there’s always another challenge ahead. 

Q4: Can you share a breakthrough moment in your career and how you overcame the obstacles to reach it? 

My first General Manager role stands out as a defining moment. I was transitioning back to the United States after living in Asia, navigating a major personal move while stepping into a significantly expanded leadership role. 

I shifted from a marketing-focused career into full general management — overseeing operations, HR, Sales, Finance, and a factory. While I had studied operations, I had never actually run a manufacturing facility. The scope was far greater than anything I had done before. 

The true breakthrough wasn’t just the promotion — it was the trust placed in me by my supervisor. His belief, guidance, and empowerment gave me the confidence to learn in real time. With the support of my team, we built a thriving division during an incredibly demanding season of life. 

That experience reinforced something I carry with me today: growth rarely feels comfortable, but it’s always worth it. 

Q5: What advice would you give your younger self, or other women aspiring to leadership roles in your field? 

Say yes. 

The most transformative opportunities in my career came when I didn’t have every answer. Growth happens when you step into the unknown and commit to figuring it out. 

At the same time, surround yourself with people who challenge and support you. Leadership is never a solo effort. Recognize the contributions of your team — what may seem like a small task can have a significant impact. Celebrate it. Empower it. 

Q6: How do you see the future for women in this industry, and what changes would you like to see? 

The future for women in the window and door industry is wide open. This industry is evolving and being shaped by more design influences. The blending of relationship-driven sales, increasingly technical product expertise, aesthetic vision, and modern brand building, are areas where women excel every day. There is tremendous opportunity for fresh perspectives, modernization, and diverse leadership styles. I hope to see continued celebration of diverse voices and ideas. Innovation happens when different viewpoints are welcomed to the table. 

Q7: Are there particular mentors, experiences, or strategies that helped you succeed that you’d like to share? 

I firmly believe in work-life balance — for everyone, including yourself. Sustainable leadership isn’t about burnout; it’s about longevity, perspective, and making space for both professional ambition and personal fulfillment. 

Q8: How do you balance personal growth, leadership responsibilities, and supporting other women in the workplace? 

Balance is not static — it’s a constant reprioritization. 

There are seasons when one area requires more focus than another. What matters most is intentionality. I strive to ensure the people around me feel supported and know that I’m making the effort. 

Ultimately, balance isn’t something you declare — it’s something reflected back to you by the people you lead.