Part-Time
Manufacturer of snacks and confectionery brands
No salary listed
Reading, PA, USA
Remote
Remote position; must travel to store locations within the territory; mileage reimbursed at $0.62/mi (no car allowance).
Hershey makes and sells snacks and confections under many well-known brands, such as HERSHEY’S, REESE’S, KIT KAT, JOLLY RANCHER, ICE BREAKERS, and SkinnyPop, earning billions in revenue each year. Its products are created by baking, molding, and packaging chocolate bars, candy, and snack foods so they can be enjoyed by consumers and distributed through retailers around the world. What sets Hershey apart is its large, diverse brand portfolio and its long-standing commitment to responsible business practices and community support, including education initiatives like the Milton Hershey School. The company’s goal is to create more moments of goodness for people by delivering trusted snacks while supporting its people and communities through sustainability and social programs.
Company Size
10,001+
Company Stage
IPO
Headquarters
Derry Township (Dauphin County), Pennsylvania
Founded
1894
Help us improve and share your feedback! Did you find this helpful?
People at Hershey who can refer or advise you
Health Insurance
Flexible Work Hours
Hershey honors Christian Pulisic with hometown tribute bar. The Hershey Company announced a limited-edition Christian Pulisic chocolate bar this week, timed for the 2026 World Cup. Now Chocolateconnoisseurmag is not known for covering BIG CHOCOLATE news, but this is a bit too heartwarming to pass up. On the surface, this reads like standard celebrity endorsement theater: beloved hometown kid makes good on the global stage, hometown mega corporation capitalizes on the warm & fuzzy angle You know the playbook. But something about this particular move reveals something genuinely interesting about how legacy brands think about authenticity in an era where authenticity means more than ever. The thing about coming home. Here's what made me pay attention: Hershey's didn't just slap Pulisic's face on a bar and call it marketing. They actually collaborated with him, and the wrapper features his printed signature. The company distributed 8,000 free bars - 5,000 at Hershey's Chocolate World and 3,000 at the Times Square location - which is a meaningful commitment of both product and logistics. They're even hosting a multi-day pop-up in Philadelphia during the World Cup itself. This isn't some pure licensing deal, it's a structural investment in the narrative that Pulisic never left Hershey, PA, and Hershey never stopped claiming him. The marketing language here is precise in a way that suggests someone actually thought about what makes this story work: "We love him because he's one of us." Not because he's talented... not because he scores goals (he does, spectacularly, for AC Milan)... but because he's one of Chocolateconnoisseurmag. That's the actual product being sold. It's not chocolate, it's belonging. Meanwhile, Pulisic is a legitimate global superstar. He plays for one of Europe's most prestigious clubs and will likely feature prominently in the 2026 World Cup - even more relevant since it will be hosted in North America for the first time since 1994. Why this matters more than it should. I would pretty much never write about a chocolate bar release from a major multinational corporation. Hershey's isn't exactly operating with the transparency standards Chocolateconnoisseurmag care about here at Chocolate Connoisseur. Their supply chain carries the same complications as every other mass-market chocolate manufacturer. But this story slipped past my editorial resistance because it highlights something real about how regional identity still carries weight in consumer culture, even in (or should I say or especially in) an age of algorithmic personalization. Of course, with big chocolate, there's always the uncomfortable part: this play helps Hershey focus consumers' attention on the local connection more than supply-chain ethics. They know that the feel-good story of a hometown hero returning to honor his roots will keep their mass market audience away from questions about cocoa sourcing, labor practices, or the environmental cost of industrial chocolate production. I don't say that accusingly - here at CC Chocolateconnoisseurmag know what's actually happening. And Hershey knows that celebrating Pulisic's return creates emotional throughput that bypasses the critical thinking most consumers don't have the energy for anyway. That's not villainous, it's just marketing. The free distribution strategy is shrewd too. 8,000 bars costs them maybe $50,000 in product and logistics - nothing for a company of Hershey's scale - but it creates physical artifacts that people will keep, photograph, and share. That's earned media in its purest form. Someone buys the bar at a stadium concession stand, gets it framed, puts it on Instagram with #HersheysPride. The algorithmic reach becomes essentially free. Is change coming for Hershey? I suppose the real question is whether limited-edition nostalgia can reshape Hershey's brand perception in any meaningful way moving forward. The company's core market has been eroding for years - younger consumers gravitate toward premium chocolate, craft brands, and companies with clearer ethical positioning. A Pulisic bar won't reverse that trend, but it might remind people why Hershey's mattered to them in the first place, which is a different kind of business objective. Regardless, it's another positive move for Hershey, who recently received the Inaugural Farmer Health Award at Chocolate Scorecard. It was a surprising win, and here's a quick note on the award: "This award recognizes a company that understands caring for cocoa farmers means caring for their health - not only as a business strategy, but because it's the right thing to do." The company still only scores a 49% on the scorecard (the best companies score in the 80s), so there is plenty of work to do, but Chocolateconnoisseurmag is happy to give Hershey props not only for honoring their hometown hero Christian Pulisic, but more importantly for finally honoring the farmers they purchase cacao from by providing some real support. Featured Image Credit: Hershey Chocolate World Discover more Candy & Sweets
Heir to Reese's chocolate accuses Hershey of altering recipes. The grandson of HB Reese, the inventor of Reese's Peanut Butter Cups, is accusing Hershey of faking their pledge to investors to switch back to recipes of its most popular products to the original milk and dark chocolate ones. Besides Reese's, this pledge also included reverting back to the original KitKat recipe. Hershey, a $42 billion company, and Brad Reese began having conflict in February after Reese, 70, accused the chocolate giant of "quietly replacing" the ingredients in his grandfather's invention with "cheaper compound coatings and peanut butter style crèmes," according to reports. At a recent Hershey investor conference, the company made the pledge stating that they would change about 3% of select products back to the original recipes, but also emphasized that they never altered Reese's Peanut Butter Cups. Stacy Taffet, the company's chief growth officer, stated that Hershey was "transitioning our sweets portfolio to colors from natural sources, and ensuring that all Hershey's and Reese's offerings are consistent with their brand's classic milk and dark chocolate recipes." Reese has accused Hershey of "ingredient drift across flagship brands," describing their move as a "board level accountability problem," causing shareholders to sell stock. "Your consumers are revolting," Reese stated. Reese told the New York Times that he "is not satisfied" and the changes they promised aren't coming quickly enough. "This is just a PR stunt; there's no victory here. If they were serious, they would do it right away." The company made their own statement, not in direct response to Reese, claiming that the changes were already under way and they had already decided to revert to classic recipes before his complaint. Hershey said that they saw a 25% increase in research and development to fund talent, technology, and nutrition science. Reese is alleging that Hershey changed the recipe to Reese's Cups when they initially bought the brand in the 1960s. Reese's first complaint was posted on LinkedIn, in which he claimed that the recipes were "being rewritten, not by storytellers, but by formulation decisions that replace Milk Chocolate with compound coatings and Peanut Butter with peanut-butter-style crèmes." He went on to say he first noticed the difference between the current recipe and his grandfather's after he tried Reese's Unwrapped Chocolate Peanut Butter Creme Mini Hearts. "I opened it up, and I had about two of them, and I had to spit them out. I dumped the entire contents into my kitchen garbage can, and I kept the pouch. I checked it and it wasn't milk chocolate, it wasn't real peanut butter." "I've never in my entire life spit out a Reese's product." Other members of the Reese family, however, do not support Brad's complaints. In a statement provided to USA Today by Hershey, the family said that Brad's "statements and opinions are entirely his own and do not reflect the view or position of our family." "We continue to respect The Hershey Company, its leadership, and its longstanding role in our community," they said. "We believe HB Reese would take great pride in the products produced under his name today and in the integrity with which the brand continues to be managed." Brad Reese responded by stating that he didn't accept his family's statement and accused Hershey of trying to "shoot the messenger." "Hershey can issue all the statements it wants. They changed the REESE'S product. They got caught. And now they're trying to manage perception instead of fixing the problem. The evidence chain isn't going away," Reese exclaimed. Eric Mastrota is a Contributing Editor at The National Digest based in New York. A graduate of SUNY New Paltz, he reports on world news, culture, and lifestyle. You can reach him at [email protected].
Ankit Desai appointed Senior Director of Marketing at Mondelez International. Before this move, Ankit Desai spent nearly seven years at The Hershey Company Ankit Desai has joined Mondelez International as Senior Director of Marketing, concluding a nearly seven-year association with The Hershey Company. At Mondelez, Desai will take on a key responsibility, overseeing marketing and P&L for the company's $1 billion-plus India chocolates and tablets portfolio. His remit includes some of the country's most well-known brands such as Cadbury Dairy Milk, Cadbury Silk, Bournville, Crispello, and Nutties - brands that continue to lead India's chocolate consumption space. Desai brings extensive cross-market expertise along with a proven record in building and scaling confectionery and food brands across regions. During his tenure at Hershey, he held several leadership positions across India and the Asia-Pacific region. Most recently, he served as General Manager for APAC, managing markets including China, Australia, and New Zealand from Singapore. Before that, he headed South Asia as General Manager and also worked as Chief Marketing Officer for Hershey India between 2021 and 2024, where he played a key role in strengthening the brand portfolio and driving growth across categories such as chocolates, spreads, syrups, and cocoa-based products. His earlier roles at Hershey included AVP Marketing and Category Head, where he contributed to product innovation and global strategy through the company's Global Innovations Council. Prior to joining Hershey in 2017, Desai built a strong base in marketing and sales across leading FMCG firms. At Kellogg Company, he worked on the muesli and hot cereals segment, supporting category growth and brand positioning in India. Earlier, at Perfetti Van Melle, he progressed through roles in sales, trade marketing, and brand management, gaining deep expertise in both on-ground execution and strategic brand building.
The Hershey Company reaffirmed its 2026 outlook at a recent investor day, projecting mid-single-digit sales growth and significant earnings per share growth. The confectionery maker also outlined its "ONE Hershey" commercial model, targeting US$50 million in productivity gains and US$100 million in lower inventory over two years. The company committed to reverting Reese's to its classic recipe and transitioning major brands to natural colours by 2027, responding to consumer backlash. Hershey's narrative projects US$12.2 billion in revenue and US$1.8 billion in earnings by 2028, implying 4.3% annual revenue growth. However, investors face ongoing risks from cocoa price inflation and tariff uncertainty. The stock's recovery hinges on margin repair after earnings declined in 2025, with analysts' fair value estimate at US$229.65 representing an 11% upside.
ONE Hershey consolidates US operations, streamlines portfolio. * 24 Mar 2026 BY: Annie Hollon HERSHEY, PA - In a move designed to propel itself forward, The Hershey Co. launched ONE Hershey, a consolidated US commercial operating model that combines the CPG company's Sweet, Salty and Protein brand portfolios. Under this new model, the 130-year-old business is centralizing its commercial activity for the first time, leveraging the capabilities of its confection brands with the speed and agility that define its Salty and Protein portfolios. This also creates a global brand marketing arm for the company. "Our brightest moments come from talented people working together across functions to deliver bold thinking," said Kirk Tanner, president and CEO of Hershey. "By activating our full portfolio as ONE Hershey, we're better positioned to meet consumers wherever they are, create more moments of goodness, and lead next-generation snacking with speed and purpose." As ONE Hershey, the business unit will invest in omni-channel capabilities, away-from-home, retail partnerships, R&D and innovation to push the company forward in all three categories. This also places brand strategy, consumer and category insights, and commercial execution under one operation, streamlining aspects of the business such as innovation and customer partnerships. For shoppers, this unification means more product variety and diversity, whereas Hershey's retail customers will reap the benefits of more efficient planning, category know-how and fortified execution across channels. To back the integrated model, the company has adjusted its leadership team accordingly. Andrew Archambault, US president, will now oversee the entire US portfolio, including commercial planning and execution, category leadership, customer relationships, and retail execution. As chief growth and marketing officer, Stacy Taffet's tasks now include oversight of demand creation capabilities, portfolio strategy, innovation, consumer connections and brand leadership. These changes also include some new members on the executive leadership team. Nitin Jain, chief strategy and transformation officer for Hershey, is now part of this team and will report directly to Tanner. Jain's tasks will include integrating enterprise and business unit strategy, prioritization and resourcing. In the newly created role of chief brand officer, Vero Villasenor will join the Hershey growth and marketing team and take charge of activation for the company's global brand portfolio.