Mazen Kanaan’s Post

Bacardi promotes new leaders 👏 The global spirits company have announced two changes to its leadership team in the UK and Ireland. Steve Young has been promoted to the newly created role of Business Unit Director UK&I, he was most recently Senior Director for Western Europe. Amanda Almond has been promoted to the new role of Managing Director for Northern Europe having formerly served in the same role but for Iberia and Greece. Young commented: "My experience of working across Europe means I know better than ever what a tough and competitive market we have in the UK. Where Bacardi has an advantage is our family ownership. It’s allowed us to look beyond the next quarter or the next fiscal year and instead develop long-term partnerships with key customers. We value these relationships more than ever and I’m committed to making them even stronger as we grow our businesses together.” Almond added: "In the four years I’ve been away from the UK, the industry has changed more than anyone could imagine. What’s not changed is the value of our portfolio. We have premium brands that consumers recognize for their quality and continue to demand however challenging the economic climate. And the premiumization trend is not slowing down which is only good news for our portfolio especially when drinks like the PATRÓN Margarita and the ST-GERMAIN Spritz are still at the beginning of what will be a long and successful future.” #News #Drinks #Beverage #Director #Executive #Strategy #Leadership

Breaking Barriers in the Liquor Industry🤩 Stepping into a role traditionally held by men in the alco-bev industry’s on & off-trade sales division was a new challenge for me. I encountered some initial resistance as a woman in Sales, but I always firmly believed that effective leadership isn't defined by gender Drawing on my experience, assertiveness, and focus on emotional intelligence, I worked to foster a positive team environment📌 Implementing goals was crucial, but so was creating an inclusive culture, demonstrating empathy, and understanding my team's challenges📈 By offering training programs and encouraging improved performance, we were able to transform resistance into progress, building a dedicated and motivated team💪 Our journey of transformation didn't just address gaps; it connected them, leading to improved efficiencies🎯 Together, let's continue to break barriers and shape a future where leadership is defined by skills and impact🥂 What’s your story behind breaking stereotypes? DIAGEO India #PeopleOfDiageo #leadership #DiageoIndia #Inclusiveness #WomenInSales #LIPostingChallengeIndia #LinkedInNewsIndia #sales

Getting the right leader in the right role at the right time is not an easy task when hiring an external person. Some would think that promoting somebody internally would significantly decrease the risk; but Campari's current situation shows that it is not the case. And to make things more difficult: the candidate you want to promote into the role can be a great one, but if they are not "the right person at the right place at the right time" your organisation will start drifting away, and you may not realize it before a few months, even years. At Mercuri Urval our mission is to improve organisations' results through effective leadership. We do so by assessing every candidate, internal or external, as objectively as possible, according to various short-term and long-term objectives and according to your company's specific situation. The result? We recommend the best person for the role in the current contact and according to your objectives, and we do not "destroy" careers by sending the wrong candidate into the wrong role for them. Contact me to learn more about the MU difference!

You MUST WATCH this until the end... No job is too small when approached with passion and pride. Even tasks that might seem minor, like placing reduced stickers on items, contribute to a larger purpose. It’s about recognising the value in every role and understanding that every contribution makes a difference. When we bring our best to whatever we do, we elevate not just our work, but the impact we have on others. Whether it’s helping someone find a bargain, reducing waste, or simply ensuring things run smoothly, every job has its worth. Embrace the importance of your role, and let your passion shine through. After all, it’s the attitude we bring to our work that truly defines its value. Tesco, you have awesome employees! Well done! #leadership #retail #management #india #marketing Ashwin Prasad Terry Leahy Matt Simister Trevor Masters David Morris Sumit Mitra Tesco Emma Botton Alicia Southgate Mat Haywood Laura Halse Tom Nash Jack Brabin David Wheeler Richard Branson

My journey with Gelato has come to a close. It has been an incredible experience leading the charge in a new region as the General Manager for APAC and I am truly grateful for the opportunity of being part of a hyper-growth company. Reflecting on my time, I've made mistakes and embraced valuable lessons that have shaped my approach to leadership. Here are a few key takeaways I'd like to share : 1. Embrace leadership : "People want to be led." This mantra at Gelato resonates strongly with me. For someone new to the industry, new to the company, and new to the role, it was daunting to step up right away and lead the change. Was I able to do this? Was I even allowed to do this? The doubts crept up but I learned that waiting for permission to lead wasn't an option, and nothing would happen unless I make it happen for my markets. By shifting my mindset and "just do it," and that's when I started to see traction and results. 2. Persistence pays off : "A message must be repeated 7 times to be heard." Regardless of how sound the science is behind the rule of 7, it's true that advocacy and education are key in garnering support and resources, especially in uncharted territories. Be persistent in championing for customers' needs and engage stakeholders effectively. I have found sometimes the best way is to invite your stakeholders to visit the market or meet the customers in person. 3. Early wins matter : "Building credibility is difficult at the start, so it is important to secure early wins." says Michael Watkins in The First 90 Days. Seems obvious, right? But it could be overwhelming to start from scratch in a new region, and if you are like me, someone who need to be deliberate in strategizing before execution, this could be easily overlooked. Remember securing early wins helps build trust and attracts further backings and resources, so don't forget to prioritize quick wins and areas with existing tractions and product/market fit. Throughout my journey, connecting with fellow GMs in APAC has been invaluable in navigating challenges and growth. I'm eager to pay it forward. If you're keen on discussing leadership, team building in new markets, or career growth, feel free to book a session with me : bit.ly/4cUAxkl #generalmanager #leadership

🌟 Can pressure be a positive force? I had another inspiring workshop with a leader in the wholesale HORECA sector, and I was amazed by the energy of the top management team. Even under constant deadline pressure, the team was smiley and chatty—not what you’d expect in such a fast-paced environment! 😊💬 Our conversation touched on the idea of negative vs. positive pressure. Despite the high demands, the team sees their pressure as positive because it’s tied to clear, objective goals, while having the meaning of it all on their minds.🎯 What really struck me was their organization and ability to stay upbeat while working with tight deadlines. It’s clear—they know their targets and exactly how to meet them. ✔️ As I was leaving, I noticed something that tied it all together—a Via Bona Award for fair play in the market. Seeing that reminded me how success under pressure often comes from a commitment to integrity and clarity. #Leadership #WorkUnderPressure #HORECA #FairPlay #ViaBonaAward

Focusing on company culture is crucial for achieving higher levels of success, a belief that echoes the sentiments expressed by the CEO of Beam. He highlighted, "From the beginning, I firmly believed that culture was critical to delivering on business objectives and that the unique culture at Beam could be superpower. When culture lost its way or was deprioritized, it significantly impacted our success. Culture and values should become not just the way of thinking but also approach to the business and to each other." This message resonates with my own views on the integral role of culture in driving a company's success. #CompanyCulture #BusinessSuccess #Leadership #CorporateValues #BeamCulture #StrategicManagement #OrganizationalDevelopment https://lnkd.in/dexSVHXw

We are thrilled to share a heartfelt testimonial from the esteemed leadership team of Bank of America, praising our unique experiential centre and food services. With a shift in the way companies approach engagement & workplace experiences, here is why We The Chefs offers a great alternative: 1. Creativity Unleashed: Move away from the ordinary and unlock your team's creative potential in a vibrant environment. 2. Team Bonding Redefined: Strengthen professional relationships through engaging activities that go beyond the boardroom. 3. Culinary Excellence: Pair your experiential sessions with our top-notch food services, offering a feast for the senses. Ready to redefine your team-building experience? Join We The Chefs in creating memorable moments that resonate long after the activity concludes. Elevate your team dynamics with us! Vishal Sinha Radhika Mandhar Shambhavi Bajaj Rakshit Vats Srobona Das #TeamBuilding #ExperientialCentre #WeTheChefs #innovationinleadership

Should you pay a potential customer for the opportunity to sell to them? Actually this is not exactly what is on offer here ..it is actually the opportunity to meet the buyer, not sell to them In someways yes.... I think £490 (for yes that is how much the ticket costs) doesn't seem like a massive investment to get the full insight into a target customer's strategy and maybe meet the buyer to build the network But on the other hand, it doesn't feel ethical - charging potential suppliers for the opportunity to meet your buyers especially the smaller ones who add value to Ocado ranges with exclusivity. Doesn't seem right. Especially as it could be better invested in brand marketing. Remember £490 is a big chunk of cash! So do YOU pay to play in your industry?