Senior Director, IE

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 forIreland, 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 strategyfor Irelandand 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 plan(s), ensuring disciplined trade‑offs, rapid decisions, and focused execution.

Lead a Unified System with Bottling Partners

• 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.

Lead the Brand, Portfolio & Marketing Strategy for the Market

• Own the portfolio strategyfor Irelandacross global, regional, and local brands, ensuring strong in‑market relevance, long‑term brand health, and clear consumer connection.

• Lead the development and approval of annual and multi‑year Local Marketing Plans, ensuring they are commercially robust, grounded in consumer insight, and aligned with OU and bottler priorities.

• Ensure full localization of global and regional brand strategies into executable market plans that deliver meaningful consumer recruitment, customer value, and system profitability.

• Make portfolio and investment trade‑offs, linking marketing spend directly to P&L outcomes and system value creation in partnership with the bottler.

• Ensure innovation, pack‑price architecture, and brand plans translate into excellent in‑market execution and measurable performance, driving availability, visibility, relevance, andmeasurable commercialresults.

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, reinforcing urgency, transparency, and ownership across partners.

• Leverage data, insights, and digital tools to drive visibility on execution, performance, and outcomes, enabling better and faster decisions.