Todd Snyder’s career arc is one of intentional growth, crisis-tested leadership, and an unwavering commitment to doing meaningful work at scale. With two Rensselaer degrees and decades of experience at UPS, Todd embodies the RPI ethos: resilience, rigor, and relevance. His story traces a path from student manager to executive leader overseeing one of the most complex healthcare logistics operations in modern history.
RPI Foundations: Grit, Confidence, and Early Momentum
Todd began his undergraduate career studying mechanical engineering before shifting to systems and industrial engineering. This reflected his growing interest in how systems connect, scale, and evolve. Even as a student, he stepped into a management role at UPS, a decision that would shape the rest of his professional life.
“RPI was where I learned how to think. It gave me a framework for solving problems, and more importantly, it taught me how to work hard,” he recalls. “That credibility followed me into the corporate world. At UPS, when people heard ‘RPI,’ they knew I was serious.”
Todd’s dual identity as both student and manager created a unique trajectory. The rigor of RPI academics combined with the intensity of evening shifts at UPS gave him a work ethic and confidence that accelerated his growth early on.
Leadership: From Capability to Character
Todd’s leadership journey did not begin with a title. It began with an approach. As he transitioned into full-time roles and rose through the ranks, he found himself grappling with what kind of leader he wanted to be.
“Early on, I was managing engineers older than me. That forced me to figure out what kind of influence I wanted to have. Technical skill was table stakes. What mattered was how I could align, motivate, and empower people.”
Education remained central to his growth. An MBA from Syracuse and a second master’s at RPI’s Lally School expanded his strategic and IT capabilities, giving him a broader toolkit to lead cross-functional teams and systems.
Leaving and Rejoining UPS: Owning the Mission
After a successful first chapter at UPS, Todd stepped away to explore consulting roles with EY, PwC, and a startup. These experiences allowed him to see supply chains from diverse perspectives.
“Those years were a whirlwind. I learned fast, but I also realized I missed owning something. I missed having a long-term stake.”
When UPS called with a rare invitation to return, despite a strict no-rehire policy, he jumped at the chance. “It felt right. The culture fit. The mission aligned. And there was more impact I wanted to make.”
Mission-Critical Logistics: Collaboration Under Pressure
Todd’s defining career moment came in 2020 when he was unexpectedly tapped to lead UPS’s logistics response to the COVID-19 pandemic. He became a key liaison to Operation Warp Speed, collaborating directly with U.S. government leaders, the military, Pfizer, Moderna, McKesson, FedEx, and other major logistics players.
What followed was an extraordinary effort that defied traditional boundaries. Competitors became collaborators. Corporate silos dissolved. Industry veterans and military generals sat at the same table with one goal: deliver life-saving vaccines and supplies as quickly, safely, and reliably as possible.
“We all understood this wasn’t about profit or market share,” Todd explains. “It was about the mission. It was about protecting lives.”
In record time, Todd’s team established a command center in Louisville, launched on-site dry ice production, developed a national vaccine delivery model, and created new cross-functional communication systems. They also responded to daily changes, unexpected obstacles, and unprecedented urgency.
“There were no playbooks,” he says. “We built systems while already in motion. It took constant coordination across sectors. You had scientists, logisticians, government officials, and military personnel all learning from one another in real time. It was intense. And it worked.”
Leading Through Delegation and Clarity
Recognizing the demands of the crisis, Todd delegated critical business functions to his leadership team and empowered them to operate with full autonomy.
“I told them, ‘You’ve got this. I’m focused on vaccine logistics. You lead the rest, and use this as your opportunity to grow.’”
That trust paid off. His team delivered beyond expectations, developed new leadership strengths, and gained firsthand experience working with top UPS executives during the most pivotal moment in recent company history.
Delegation, in Todd’s words, was not just about managing capacity. “It was about growth. Mine and theirs.”
Calm in the Storm: The Strength of Focused Leadership
For Todd, the experience validated a core part of his leadership identity. “I’ve learned I do my best work in crisis. But leading in crisis doesn’t mean doing it all. It means staying calm, being decisive, and building trust quickly.”
He also credits his time at RPI with giving him the foundation to think analytically under pressure and to lead diverse teams in high-stakes environments.
“In Warp Speed meetings, we didn’t all speak the same language. There was a learning curve between industries. But if you listened, if you respected each other’s strengths, you could build something stronger than any one company could alone.”
Mentorship, Legacy, and Looking Ahead
Todd credits his own mentors — within RPI, UPS, and beyond — for shaping his approach. Even in retirement, he continues to serve as a senior advisor at UPS and actively mentors emerging leaders.
“Leadership is a cycle. You grow, you teach, and then you make space for others.”
Measuring Success Differently
Today, Todd defines success less by outcomes and more by influence.
“In college, I measured success by grades or job offers. Now, I measure it by the people I’ve helped grow, the missions I’ve supported, and the impact that outlasts me.”
For students and professionals alike, his advice is simple: “Challenge yourself. Seek mission-driven work. And when the moment comes, don’t hesitate. Step forward.”