The Group Director of Portfolio Strategy is responsible for driving optimal alignment of resources across our business, including on which categories, which consumers, and which channels to focus. Working closely with marketplace analysis resources on the Integrated Strategy & Planning team, the Portfolio Strategy Lead develops an objective, 360 degree view of the North American Beverage Market and identifies our best options to outgrow the market. The Portfolio Strategy Lead also recommends how to allocate investments across various types of spend. This role requires significant interaction with and influencing of the North American leadership team.
Position Overview
Leads development of consumer/category/channel/geography insights to identify priority growth opportunities for the North American business and inform portfolio deployment against those opportunities across SSD, Still and VEB units; overlays competitive insights to refine understanding of opportunity and ability to win in close concert with Group Director – Competitive Strategy
Works with CBU and brand leaders to develop aligned portfolio growth strategy and resource prioritization guidelines for DME, Capex, Shelf/Cooler access, R&D resources, Talent, etc.
Informs Financial Planning, Brand Planning and target setting, reflecting roles for CBUs, SOGs, and netting out cannibalization across the portfolio
Facilitates the stewardship and hand-off of prioritized category roles to portfolio strategy/innovation leaders within each Business Unit for development of innovation pipeline, specific brand roles, etc.
Works with Business Units, Knowledge & Insights, Reporting COE and Performance Management to monitor effectiveness of Portfolio Strategy execution
Identifies on selective basis implications of portfolio strategy for M&A, partnerships, and new capabilities
Function Specific Activities
Build 3-year view of growth opportunities (revenue and profit) by geographies, channels, and consumer segments/cohorts, and categories reflective of socioeconomic and population shifts
Prioritize opportunities based on value opportunity, ability to win, aligning organization to optimal deployment of Portfolio against said opportunities at the category levels
Define metrics for winning consistent with Category’s portfolio role and our MY Business Plan, defining incidence, transaction, revenue, gross margin and volume growth targets
Break down these views into 3-year Sources of Growth (SOG) category by category, cross referenced by product form/Route-to-Market (to reflect implications of mix shifts particularly in Still and with adoption of transaction packages in SSD) and reflective of cannibalization across the portfolio; translate to 3-year SOG by geography and channel to guide relative executional prioritization – used to align System investments
Develop 1-3 “Backup scenarios” that can be triggered if a major opportunity fails to materialize so that we do not miss our targets over 3-year period
Identify Implications Of Portfolio Strategy For The Following
-Innovation stance (e.g., level/type of innovation, areas of focus, and priority within innovation pipeline)
-DME and media prioritization
-Capex prioritization
-Access to shelf/cooler space
-OBPPC
Work with CBU portfolio and/or brand leads to ensure Portfolio Roles backed by strategic initiatives grounded in clear PITA goals, supported by appropriate resources
Work with CBU portfolio and/or brand leaders monitor performance against targets and adjust portfolio strategy as needed
Evaluate and recommend common portfolio frameworks, financial concepts, practices, processes, programs, strategies, measures etc. to be used both across the business and in a vertically aligned manner
Promote standard evaluation tools for assessment of business strategies and programs and recommend actions to optimize value creation potential in context of Portfolio Strategy
Steward process that leads to approval of portfolio strategy changes on behalf of key decision-makers; specifically engagement of CBU leaders, feeding into Brand Planning and Long-Range Plan process
Work with finance to build, review and approve output of financial models to incorporate into Financial Plans
Lead discrete strategic, value creation projects of cross-portfolio nature in absence of natural owner within CBUs or functions
Requirements
Qualifications
Education:
Bachelor's Degree or equivalent work experience; MBA preferred
Related Work Experience:
At least 12 years related work experience; consulting or strategy experience desirable
Technical Skills
Strategic Thinking and Decision Making: ability to obtain and distill information to identify key issues and relationships relevant to achieving a long range col, objective or vision; committing t o a course of action to accomplish the goal after developing alternates based on logical assumptions, facts, and resources.
Thought Generation: Ability to generate new ways of thinking about consumers and our business (e.g. experiential marketing, trend forecasting, and innovation.)
Advanced Financial Analysis: Ability to perform financial analyses to assist in exploring strategic options, developing creative solutions to complex business issues, and/or supporting decision-making. This includes the ability to design and perform unique analyses and analyses that require the application of single or multiple financial and non-financial concepts and tools (e.g., NPV, IRR, Discounted Cash Flow, statistical analyses, contribution, economic analyses, loss projection, exposure analysis, risk assessment, implications to strategic position) and the ability to understand and explain data relationships.
Advanced Forecasting: Ability to identify and understand patterns and interconnectivity of relevant data (i.e., customers, consumer trends, marketplace information, economic information, industry trends, future business trends, soft drink and other industry information) in order to predict business performance and market trends (e.g., a customer portfolio or a specific geographic territory).
Business Planning / Rolling Estimate Process: The ability to apply forecasting techniques and skills to develop and evaluate business goals and strategies, analyzing information to derive insights and implications to initiate planning and/or re-planning, and controlling actual results versus budget.
Determining Financial Impact: Understanding the financial consequences of decisions; understanding economic value for the system; acting as an owner of the business and making decisions that ensure long-term value
Due Diligence: Knowledge of the areas involved in due diligence (e.g., Financial, Risk Management, HR, Marketing, Environmental) to incorporate into the due diligence process.
Exposure Thresholds: Knowledge and understanding of the Company's risk parameters and/or exposure thresholds in order to resolve due diligence findings and negotiate reps and warranties, purchase/sale contracts, and/or lease agreements, and determine implications on operations.
Leadership Behaviors
DRIVE INNOVATION: Generate new or unique solutions and embrace new ideas that help sustain our business (encompassing everything from continuous improvement to new product and package innovation)
COLLABORATE WITH SYSTEM, CUSTOMERS, AND OTHER STAKEHOLDERS: Develop and leverage relationships with stakeholders to appropriately stretch and impact the System (Company and Bottler)
ACT LIKE AN OWNER: Deliver results, creating value for our brands, our System, our customers and key stakeholders
INSPIRE OTHERS: Inspire people to deliver our mission and 2020 Vision, demonstrate passion for the business and give people a reason to believe anything is possible
DEVELOP SELF AND OTHERS: Develop self and support others’ development to achieve full potential
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