Jennifer Lawrence

Senior Strategic Advisor at Fountain House

Jennifer Lawrence has a diverse work experience spanning various roles and companies. Jennifer began their career as a Financial Analyst at Morgan Stanley from 1989 to 1991 and later worked as a Financial Analyst at SmithKline Beecham Consumer Healthcare Japan from 1992 to 1993.

In 1995, Jennifer joined Pottery Barn as a Buyer, where they were responsible for managing the $25 million retail Tabletop business. Jennifer developed overall category positioning, created individual product and promotion strategies, and led new product development initiatives until 1997.

Jennifer co-founded Visualize in 1998, serving as the Executive Vice President. Jennifer successfully launched this consumer products company focused on disrupting the fine art market, growing revenue to $5 million in just over two years. However, Jennifer's tenure at Visualize ended in 2000.

Afterward, Jennifer became an Independent Consultant through their own company, Jen Lawrence Strategy Consulting, in 2008. Jennifer provided strategic advice and customer-centric focus to clients such as Harvard Business Publishing, New Balance, and C Space. Jennifer'sservices included market analyses, competitive landscape analysis, product and marketing strategies, customer segmentation, and strategy narratives. Jennifer's consulting career lasted until 2014.

From 2014 to 2018, Jennifer worked at Vistaprint, first as a Customer and Competitive Insights, Senior Manager, and later as a Strategy and Planning, Senior Manager. In these roles, they led teams to deliver insights and recommendations that shaped product, site, and corporate-level strategies. Jennifer also led initiatives for greater collaboration and improved UX research processes.

Jennifer's most recent position is with Fountain House, where they started in 2021. Jennifer has held various roles, including Consultant, Interim Chief of Staff, and currently serves as Chief of Staff. Jennifer'sresponsibilities involve working closely with senior leadership on implementing a new strategy, refining strategic plans, and developing operating models and business plans.

In summary, Jennifer Lawrence has a comprehensive background in finance, consulting, strategic planning, and leadership roles, with experience at notable companies such as Vistaprint, Pottery Barn, and Visualize. Jennifer brings expertise in market analysis, product strategy, customer-centric focus, and strategy implementation.

Jennifer Lawrence attended Smith College from 1985 to 1989, where they pursued a Bachelor of Arts degree in Economics. From 1991 to 1992, they studied at the Inter-University Center for Japanese Language Studies, focusing on the Japanese language. Lastly, Jennifer Lawrence enrolled at Stanford University Graduate School of Business from 1993 to 1995, where they obtained a Master of Business Administration (MBA).

Location

Lexington, United States

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Fountain House

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Millions of Americans living with serious mental illness are denied access to care and support in the community, and end up cycling through our streets, shelters, emergency rooms, and jails. For far too long our punitive, ineffective and costly approaches have taken away their capacity, dignity, and humanity. For more than 70 years, Fountain House has believed in people living with serious mental illness - who are our sons, daughters, mothers and fathers, friends and neighbors - and has proven that they can reach their goals and aspirations for a better life. Fountain House works. Our members are hospitalized and experience crisis significantly less than others with serious mental illness, resulting in 21% lower Medicaid costs. Of the 40% of our members experiencing homelessness or unstable housing when they arrive at Fountain House, 99% are housed within a year. Of the 24% of Fountain House members with a history of incarceration and justice involvement, rates of recidivism are less than 5%. Our members complete their education, find paid work, and achieve health and wellness goals at significantly higher rates than people living with serious mental illness who don’t have access to our programs. This is a model that is working in Mental Health Clubhouses across the country.


Employees

201-500

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