Andrew Warner – Ferrero

Founded in 1946 in Alba, Italy, Ferrero has grown into one of the world’s most beloved manufacturers of branded chocolate and confectionery products. Known for icons like Nutella, Kinder, Keebler, Tic Tac, and Ferrero Rocher, the company has become synonymous with quality and delight. Today, Ferrero operates as a global powerhouse, headquartered in Luxembourg and with a growing presence across North America. The company’s vision goes beyond sweets—it focuses on bringing joy through quality products, continuous innovation, and responsible growth.

Andrew Warner | Ferrero | General Counsel, Industrial, Supply Chain, Procurement & Sales

As Ferrero continues to expand its North American operations—adding new manufacturing, logistics, and R&D facilities as well as new brands and businesses —the legal function plays an increasingly strategic role in balancing growth with compliance, efficiency, and operational excellence. A key part of that evolution is Andrew Warner, Ferrero North America’s general counsel for industrial, supply chain, procurement, and sales.

When Andrew joined Ferrero North America six years ago, he was the company’s only in-house attorney supporting these growing functions. At that point, the regional business was still relatively small, generating revenue of under a billion dollars. Today, with Ferrero’s rapid expansion, Andrew oversees a steadily expanding legal team that now supports the industrial, procurement, supply chain, and sales operations across the United States, Canada, and Puerto Rico.

“The role has really grown parallel to the growth of the business,” Warner explains. “When I started, I was building the foundation from scratch. Now, we’re aiming to be one of the largest sweets companies in North America, so the legal function has had to evolve to match that.”

That evolution has required Andrew to take a proactive, embedded approach to legal work. Instead of operating as a backstop or a reactive partner, his team works closely with business leaders to anticipate challenges, manage risk, and design scalable solutions. He describes much of his role as triaging problems, balancing the needs of more than 200 stakeholders who might seek his advice on any given day.

This involves establishing recurring cadences with cross-functional partners, gaining a detailed understanding of the business to identify risks, and managing expectations amid competing priorities.

“You balance the risk of the company with the expectations of stakeholders,” Warner says. “Some people are always crying wolf, but part of my job is to make sure they feel heard while guiding them toward solutions that serve the long-term interests of the business.”

Embedding legal into daily operations

Andrew’s approach to legal leadership is rooted in building systems that empower the business. One of his most impactful initiatives was leading the overhaul of Ferrero’s contract management system. He collaboratively updated the company’s legal templates to be “best in market” and developed accessible playbooks that allow business teams to handle certain matters more independently.

“We didn’t just impose a system on the business,” Warner notes. “We worked with our partners to make sure the tools and templates met their needs and that they were happy with the result.”

This emphasis on collaboration ensures that legal guidance isn’t just technically correct, but also practical, usable, and aligned with Ferrero’s business objectives.

Warner is particularly proud of the efficiencies his team has introduced. By streamlining processes, empowering teams with playbooks, and negotiating long-term vendor relationships that emphasize sustainability and quality, he has helped Ferrero scale without compromising its reputation.

“Quality has to be at the heart of everything we do,” he says. “That means finding solutions that aren’t just quick fixes, but that last and support the business over time.”

This balance—between risk management and business enablement—has made Warner and his team a trusted partner to leaders across the company. Gaining that trust, he adds, requires more than just expertise.

“When a new manager joins, I make it a point to meet with them, learn their personality, and show them that my role is about balancing legal risk with the best result for the business,” he says.

Kinder, Bueno & Ferrero’s U.S. expansion

Another of Warner’s defining projects was Ferrero’s decision to bring production of Kinder Bueno to the United States—a four-year journey that transformed both his role and the company’s North American operations.

The initiative required building two new facilities in Bloomington, Illinois: a chocolate factory and a dedicated Kinder Bueno plant. For Ferrero, this marked the first time one of its legacy products would be produced domestically. Both business and consumer priorities drove the decision: producing Kinder Bueno in the U.S. improves shelf life, enhances quality control, reduces supply chain complexity, and demonstrates Ferrero’s commitment to the North American market.

Warner was involved at every stage, from ideation through completion. He negotiated contracts with contractors and equipment suppliers, managed environmental compliance issues, and coordinated with local governments to secure tax credits and incentives.

“That project really reflected the breadth of my role,” Warner says. “It wasn’t just about legal review—it was about making sure every piece of the process aligned with the company’s long-term goals.”

Today, Warner takes pride in seeing Kinder Bueno packages marked “Made in the USA” on store shelves.

“It’s a tangible reminder of the work we put into making that happen,” he reflects.

Legal as a policymaker

As Ferrero continues to grow in North America, Warner sees his role expanding beyond problem-solving and risk mitigation to helping set the policies and standards that shape both the company and the broader industry.

“In the next couple of years, I’d like to take some of the best practices we’ve developed in North America and spread the word to our colleagues in other markets,” he says. Already, some of his team’s initiatives—such as contract playbooks and updated templates—are being seen as models across the organization.

“We want to be a policymaker within the company and within the industry. That means leading with best-in-class practices that others can follow.”

That vision reflects not only Warner’s own trajectory but also the story of Ferrero in North America: a company that has grown from a niche player into a major force in the confectionery market, all while maintaining its commitment to quality, innovation, and people. Warner’s legal leadership ensures that as the business grows more complex, its foundation remains strong.

“It’s been incredibly rewarding to build this role and function alongside the growth of the company,” Warner says. “Legal isn’t just about avoiding risk—it’s about enabling the business to thrive.”