Cristina Farr
Director, Talent & Organizational Development Core Molding Technologies
Cristina Farr is an award-winning Talent and Organizational Development Director with over 20 years of experience driving growth, capability, and culture in complex manufacturing environments. She is known for transforming organizations into learning-driven cultures where development is seen not just as a program, but as a strategic advantage. Cristina has designed and led enterprise-wide initiatives across leadership development, succession planning, talent acquisition, performance management, onboarding, and employee engagement. Her leadership has shaped global programs for companies like Core Molding Technologies and Commercial Vehicle Group, supporting teams across multiple countries and business functions.
She is the author of Be Intentional, a practical guide that reflects her people-first philosophy and passion for helping individuals lead with purpose and clarity. Cristina is also the creator of Core’s Leadership Essentials program and a company-wide curriculum used to develop people leaders at every level. Throughout her career, Cristina has consistently applied emotional intelligence, cultural fluency, and hands-on execution to build inclusive, high-performing workplaces. She is a trusted partner to executives, plant directors, and frontline teams—connecting strategy to action through coaching, training, and intentional design.
She has been recognized as a “Champion of Diversity” by Columbus CEO and has received three honors from the Ohio Governor’s Office. Cristina has served on regional boards and continues to be a voice for inclusive leadership, workforce readiness, and sustainable talent growth.
Seminars
- Where are performance, safety, or retention issues being driven less by individual leaders and more by structural flaws, such as spans of control, unclear expectations, or inconsistent enablement?
- How can organizations align leadership structure, selection, and day‑to‑day tools so plant leaders are set up to succeed rather than compensate for system gaps?
- What role should data and technology play in clarifying expectations, reinforcing consistent behaviors, and reducing variability across sites without over‑engineering solutions?
- How can HR, TA, and Operations jointly define what “good” plant leadership looks like in practice and ensure it is tested before hire, reinforced early, and sustained over time?
