Senior Director, Belarus

Job Title:Senior Director, BY

Location:Belarus

Reports to:Senior Director, CCH

Direct Reports: 1direct report

At The Coca‑Cola Company, we are not just refreshing beverages — we are refreshing careers. Join our organization and become part of a global system that values innovation and integrity. This Country Leadership roleis a critical enterprise leadership position, responsible for uniting the Company and bottling partners around a shared growth ambition, owning end‑to‑end country performance, and translating strategy into decisive local execution.

WhatYou’llDo for Us:

Own End‑to‑End Country Strategy, Decision Rights, and P&L Performance

• Act as the enterprise leader forBelarus, owning the long‑and short‑term growth agenda, strategic choices, and performance outcomes.

• Hold full end‑to‑end P&L accountability, with clear ownership across marketing, commercial, execution, and system economics.

• Serve as the primary decision‑maker for country‑level trade‑offs, including portfolio priorities, investment allocation, resource deployment, and execution focus, within agreed system guardrails.

• Define and steward the country strategyforBelarusand must‑win priorities, translating OU direction into locally relevant, action‑oriented choices that unlock growth and profitability.

• Mobilize and align system partners around a single, integrated country plans, ensuring disciplined trade‑offs, rapid decisions, and focused execution.

Lead a Unified System with Bottling Partner

• Serve as the primary system orchestrator, aligning Company and bottler leadership on shared ambitions, investment priorities,route-to-marketapproachand execution plans.

• Establish strong, senior, trust‑based relationships with bottler leadership to drive speed, alignment, andexecutionexcellence.

• Orchestrate cross‑functional decision‑making across Finance, Categories, Supply Chain, Marketing,Public and Government Affairsand Commercial to deliver integrated, end‑to‑end outcomes.

Deliver the Annual Business Plan with Predictability, Pace, and Action

• Lead the annual business planning cycle, ensuring bold ambition, clear strategic choices, and disciplined resource planning.

• Own end‑to‑end performance management, moving beyond reporting to insight‑driven action, with accountability for revenue, volume, share, transactions, and profit delivery.

• Drive predictability and pace through robust, action‑oriented business routines, leadingtimelyinterventions and course corrections with system partners and OU leadership.

• Ensure business reviews focus on root causes, decisions, and next actions, rather than retrospective reporting.

Shape and Steward the Brand and Portfolio Strategy

• Own the country portfolioforBelarus,across global,regionaland local brands,ensuring strong in‑market relevance, long‑term brand health, and clear consumer connection.

• Translate brand strategies into locally relevant propositions by channel, occasion, and consumer segment.

• Make clear portfolio and investment trade‑offsin partnership withthe bottler to maximise consumer recruitment, customer value, and system profitability.

• Ensure innovation, pack‑price architecture, and portfolio choices are prioritised and executed effectively in‑market, delivering measurable commercial results.

Drive Commercial Excellence andStep‑Change Market Performance

• Lead the local commercialagenda, focusing onhigh impactinterventionsthat materially improve growth, profitability, and system performance(e.g., RGM, OBPPC, channel strategy, shopper marketing).

• Own the route‑to‑market approach, adapting channel and customer strategies to improve coverage, execution speed, and long‑term profitable growth.

• Drive execution excellence end‑to‑end,translating commercial plans into better availability, affordability, visibility, and activation in the market.

• Step into critical customer negotiations and top‑to‑top engagements when needed, working with bottlers to unlock growth opportunities and resolve complex commercial issues.

Govern the System with Discipline, Data, and Accountability

• Lead core system performance and financial routines, ensuringfact-baseddecision-making, clear accountability, and rapid correctiveaction baseddecision making, clear accountability, and rapid corrective action.

• Shift system governance from reporting to performance management, rein