KEY WORKING PARAMETERS

Focus & Scope

• Lead the OU Capability development plan and deliver strategies and processes that help improve system execution and team capabilities for the OU. This capability development plan needs to clearly define our OU vision and should be deeply rooted in the insights drawn from our current reality, assessments/diagnostics, and the gap versus our vision.
• Lead the creation of an annual capability development program that helps progress capability & development of commercial skill sets that will accelerate delivery of the OU CCL objectives. This would entail undertaking team assessments, understanding capability requirements and creation of the OU capability calendar and complete curriculum that supports this development. This calendar needs to be fully aligned & executed with in market/online workshops as per the aligned schedules.
• Lead the planning, alignment, communication, and implementation of Project Spark (New joiners induction program). Plan all workshops and update content as required. Ensure seamless alignment of the program with all key stakeholders.
• Support all CCL functions on planning and implementation of function specific capability interventions and workshops (Collaboration for value, Negotiation for Value, Shopper training, Growth acceleration, Category Vision etc).
• Lead and define the OU CDE strategy and plans for the ASP OU and support all alignment and implementation of these plans with key stakeholders and bottling partners. Create the ASP OU CDE playbook & tools that help deliver on the ASP OU CDE vision by defining a clear methodology & process to help create cluster/market level CDE plans (Purchase, Execution & Management). Work closely with the Frontline CCL team as well as bottling partners in the implementation of the aligned CDE strategy.
• Work closely with the GCCL and other OU Channel & CCL teams to accelerate learnings through sharing of best practices and approaches that could be mutually relevant and aid in the OU capability improvement journey.

• Accelerate overall Execution Metrics (RED Scores, Quality distribution, CDE & SFE measures) to impact NSR growth, system margins as well as value share across all key channels in the OU.
• Step change our capability with digital tools & playbooks to accelerate better segmentation and system execution; enabling the right portfolio in the right outlets for the right Consumers and their key Occasion - in close partnership with global C&CL as well as Platform Services: Outcome: Better Field Sales Efficiency in Bottlers, higher strike rates, better product rotation, higher NSR at lower cost to serve.

• 10+ years of leadership experience in Commercial planning and execution with good understanding of Commercial and Channel Strategy, RGM, Segmentation, VTM, Innovation and Portfolio strategy.
• Proven Strategic and Analytical Skills as well as outstanding influencing skills.
• Ability to think from planning to execution and identify capability gaps and opportunities.
• Desirable to have bottler experience.

• This role requires very solid system experience and perspective, strong system business fundamentals across a broad range of markets and business dimensions - combined with the ability to understand complex business concepts.
• To succeed, the role requires a strong combination of analytical and strategic thinking capabilities, strong Consumer- and Customer understanding, as well as a hands-on mentality- the ability to conceptualize capability development plans from scratch and implement the same.
• The role will be wired closely in a networked approach with Senior Leaders and Operators in the Operating Units C&CL as our Bottling Partners.
• Ability to drive cross-functional support and cross-system alignment, in support of the capability agenda.

• Communicate with internal stakeholders and key Bottling partners.
• Internal: Communication of capability opportunities, priorities and plans to the OU leadership team and other Senior Management
• System: Communication and alignment of key capability initiatives as well as their targeted output and results with system stakeholders.
• External: Communicating with senior leaders of major customers, key advisors, and other stakeholders to progress and successfully deliver on key capability development initiatives.