MBA with specialization in marketing (Tier I/II institute)
Key Responsibilities
As the Senior Manager – Innovation, you will be responsible for delivering robust, strategic, and scalable innovations, ranging from core brand extensions to potentially New-to-world brands and strategic partnership. Grounded in deep customer, consumer, and cultural insight, you will play a pivotal role in shaping Diageo's future ambition.
We're Looking For Someone Who Can Demonstrate
- Creating Focus and Ownership: Shape Diageo's future ambition and take ownership of driving innovation within the organization.
- Inspiring Entrepreneurial Spirit: Inspire cross-functional teams to take entrepreneurial risks and drive desired results.
- Restlessness to Win: Inject a sense of restlessness to win and act quickly in a competitive market.
- Demanding Brilliant Execution: Ensure brilliant execution to guarantee success at the point of purchase.
- Creating an Inclusive Environment: Foster an inclusive environment where everyone can contribute their best and thrive.
- Influencing Decision Making: Use your influence to guide decision-making with senior stakeholders and cross-functional teams.
Experience Required: -
- 7-10 years of experience in brand marketing and/or new product development, with a proven track record of innovation success.
- Experience in the development and commercialization of brand extensions/variants and/or new-to-world brand creation is highly desirable.
- Proven ability to lead cross-functional teams delivering large-scale/complex projects.
- Ability to develop innovative solutions to business challenges that maximize financial impact while mitigating potential risk.
- Prior experience in concept creation and developing product bundles backed by consumer, customer, and cultural insights.
- Experience in disciplined project leadership, commercial acumen, and business management, delivering superior plans that lead to sustainable innovations.
- Analytical rigor around Measurement & Evaluation and sustained product launches.
