Senior Director, Global Strategic Planning & Business Insights

Coca-Cola•Atlanta, GA

About The Position

The Senior Director, Global Strategic Planning & Business Insights position provides leadership to the global business planning process to achieve The Coca-Cola Company’s Plan for top quartile growth. Our growth plans coordinate Center/ OU/Category/Platform Services/Bottler perspectives on consumer insights, customer landscapes and opportunity assessments (including competitive & regulatory environments) relative to our quality leadership position in each geography (i.e., headroom for growth vs. capability, ability-to-win) to arrive at our global growth ambition.

Requirements

10-15 years of experience in in Strategy, Business Insights, Financial Planning or similar function
Bachelor’s degree in Strategy, Finance or related discipline; Master’s degree preferred
Interpretation of performance will require diving deep into complex data to draw insightful conclusions regarding performance drivers and recommend bold action going forward (in collaboration with other members of our FP&A and Strategy teams).
Demonstrated understanding of multi-disciplines and functions, either through work experience in different areas or in a collaborative position that has required you to understand the big-picture based on cross-functional input
Experience building a strategic business plan for OU/Group or global function
Ability to influence others to galvanize behind a shared outcome
Demonstrated comfort with high-stakes, high-stress situations
Industry & System knowledge (e.g., key bottlers, key competitors, fastest-growing competitors, etc.)
Demonstrated understanding of inter-dependencies of key financial metrics: net sales revenue, COGS, direct marketing expense, operating income, equity income/expense, profit before tax, earnings per share, free cash flow, free cash flow per share, dividends, share repurchase, etc.
Demonstrated understanding of key consumer and commercial leadership metrics: incidence, transactions, outlet penetration, cold drink equipment, distribution of priority SKUs, etc.
Led large-scale project involving live gatherings to share information and/or align objectives (e.g., trade show appearance, departmental training event or bottler/customer meeting)
Analyzed or modeled to answer a business question, using complex sets of data
Led brainstorming / designing thinking workshops to address specific business issues (challenges or opportunities)
Digitized business processes, leveraging technology to be more effective and efficient
Developed capabilities and talent through one-on-one mentoring relationships and networking

Responsibilities

Provide leadership to the global business planning process to achieve the Company’s plan for top quartile growth by coordinating the network’s perspectives on insights and opportunity assessments relative to our quality leadership position in each region to arrive at our global growth ambition.
Lead the evolution of planning to become more dynamic, continuous, and iterative, and move from scenario planning to scenario management.
Drive the convergence of the planning process with the realization of the company’s growth flywheel (Including RGM, Innovation, etc.,)
Synthesize input from a variety of sources (ELT, Global Categories, Finance, Strategy, etc.) to design a process that will create, consolidate, and prioritize strategies to capture growth opportunities, including “size of the prize”, our actions and investment/resources required.
Communicate to organization’s leadership what is expected from them in each planning cycle in support of our Company’s growth disciplines (e.g., summary of strategies and tactics, key performance metric templates, etc.) and in support of justifying their growth ambition.
Turn Plan outputs into performance management routine inputs with intention to monitor & evaluate plan execution, course correct and rapidly respond with contingency plans, if warranted.
Ensure that performance management reports and routines support senior leadership’s monitoring of highest priority business plan activities, specifically related to our choices of “Where to Play, How to Win and What Can Go Wrong?”
Analyze if changes in the operating environment present upside performance potential or downside risk to the company’s business plan objectives.
Create a networked planning organization by identifying the various input and users of the planning cycle and creating platforms for information sharing.
Provide thought leadership to the Industry Estimates Process by working with OU representatives and external experts to codify industry performance so that we have a clear view of our headroom for growth and our history of capturing that opportunity.
Educate others on the Company’s growth strategy and show how their day-to-day work can support the achievement of our growth ambition as business plans from across the enterprise come together.
Scale good ideas by stealing success from one country/OU and facilitating showcasing at global Company or global System meeting. Connecting-the-dots to arrive at big-picture recommendations for accelerated growth
Raise our hand when activities or results are off track, risking the Company’s ability to deliver our business plan (either a shortfall impacting current year rolling estimate by collaborating with the Director, Financial Performance Management, or activity counter to long-term strategic objective, such as recruitment).
Ensure that innovation agenda is synthesized with other sources such that innovation strategies are prioritized alongside all business growth / investment opportunities.
Determine if playing in right categories (i.e., large industry profit pool or large retail value with potential to enhance profit margins). Why or why not? By partnering with Strategy and Industry Insights teams.
Collaborate with the FP&A broader team to analyze if changes in the operating environment present upside performance potential or downside risk to our business long term strategic objectives.
Collaborate with the FP&A broader team to turn plan outputs into performance management routine inputs with intention to monitor & evaluate plan execution, course correct and rapidly respond with contingency plans, if warranted.
Collaborate with FP&A broader team to ensure that performance management reports and routines support senior leadership’s monitoring of highest priority business plan activities, specifically related to our choices of “Where to Play, How to Win and What Can Go Wrong?”
Be the cultural carrier of curiosity, empowerment, inclusiveness and iterative improvement within business planning processes and performance management routines (e.g., submission requests, check-in conversations, leadership reviews, etc.), recognizing that these routines touch the vast majority of associates and will either positively support or negatively impact how quickly these desired growth behaviors are embedded in our culture.