Growing up in India, products by HUL like Lux, Surf and Clinic Plus, were not just brands but synonyms to the words soap, detergent or shampoo. Through the years, Hindustan Unilever has been more than a mere brand; it’s woven into the fabric of everyday life, especially for middle-class Indian families. It has shaped our childhoods with products that have been part of our daily routines for generations. However, HUL’s influence goes far beyond household goods; it has also been a cradle, nurturing some of India’s most impactful leaders. Just as you can find an HUL product in every home, you can find the HUL mark, on the leaders shaping today’s business landscape. From global giants like Nestlé and Colgate to new-age disruptors like Plum and Mamaearth, many of the CEOs and founders behind these brands have one thing in common: their roots trace back to HUL. They are not just industry leaders—they are HUL-made, exemplifying the company’s legacy of excellence both on store shelves and in the corporate world.
Sudhir Sitapati, CEO of Godrej Consumer Products writes in his book – The CEO Factory, “Almost every major company in India boasts an HUL man or woman in its top management. So successful and in demand are HUL alumni in the Indian corporate world that many see it as the ultimate finishing school for the ambitious executive. But it is more than that.”
He also mentions a unique ritual – The HUL retired directors’ meet, where the former COO of HUL, Harish Manwani once spoke about the secret sauce that makes HUL a unique company: a middle-class soul, a meritocratic culture, managers who are as comfortable in dusty Indian villages as they are in London or Rotterdam, and finally unchanging core values. “These aren’t just the ingredients of what makes HUL great, but also the four qualities that make HUL executives such successful CEOs when they run other companies,” he writes.
IMPACT turns the page, to explore the inspiring journeys of top executives who have charted remarkable paths from Hindustan Unilever Ltd. (HUL) to starting their own company, or leading positions in the FMCG sector and beyond. From driving innovation and growth to fostering inclusive cultures and spearheading digital transformations, these leaders share invaluable insights, lessons learnt, and future aspirations. Join us, as we re-open the books and uncover the stories of today’s leaders, and the role HUL played in shaping the future they live today.
Suresh Narayanan is one of the biggest names in the FMCG world. Known as the ‘turnaround man’ for Nestlé India, the Chairman and Managing Director had humble beginnings as a management trainee at Hindustan Unilever. While the number of years (17 years) he spent there may pale in comparison to those spent in his current organisation Nestlé, it clearly laid the foundation for great professional integrity and the compassionate leadership that Narayanan is known for today. He proudly tells IMPACT that he has always referred to the three ‘I’s-- Inayat, Ibadat, and Insaniyat at work, because of which he has strived to give individuals in the organisation ample management opportunities, recognised the shared humanity in work, and focused on maintaining professionalism along with mutual respect and humility in all interactions—values that he imbibed during his early days, partly at HUL, and subsequently passed on to his team at Nestlé too.
Q] Nestlé has a long-standing history in India dating back to 1912. How has the company evolved its product offerings and business strategies over the years to adapt to changing consumer preferences and market dynamics in the Indian context?
Any food and beverage meant for a man, woman, boy, girl, or a dog or cat is made by Nestlé. We have a long history of more than 150 years of nourishing the world and providing brands for different stages of people’s lives. In India, we started in 1912 with the import model. We imported Milkmaid in those days and began with it. Then, in 1961, we established our first manufacturing location in Moga. With that, we pioneered Milkmaid, instant coffee, KitKat Chocolate, and instant noodles in India. All of these were introduced by the company to Indian consumers. The strategy has always been long-term; making a food brand work is not just about investment, but also about effort and diligence over time.
Q] Your leadership during the MAGGI crisis was instrumental in navigating Nestlé India through a challenging period. What were some of the key leadership qualities you relied on back then?
In times of crisis, leadership extends far beyond one individual. It involves the collective efforts of numerous stakeholders, including partners, stakeholders, distributors, suppliers, and others. While I appreciate being recognised for navigating our company through challenging times, it’s essential to acknowledge the collaborative effort of everyone involved. In crisis management, several key principles come into play like prioritising people over personal interests, taking responsibility, maintaining emotional stability and self-awareness, asking the right questions rather than having all the answers, fostering collaboration and problem-solving within the team.
Q] What strategic initiatives are you currently focusing on to sustain the company’s growth and further enhance your market position in India?
Over the past five years, our company has achieved significant growth, with an annual top-line turnover increasing by approximately 11-12% and operating profits by a similar rate. Net profits have surged by about 13% annually, resulting in a substantial rise in market capitalisation from `500 billion in 2018 to around `2.5 trillion. Despite economic challenges, our performance has remained robust. In terms of capacity expansion, we announced an investment of `2,500 crores in 2020. By 2022, we committed an additional `3,000 to `4,000 crores. From 2022 to 2025, we will invest a total of `5,000 to `6,000 crores to expand our capacities. This includes the establishment of our ninth factory in Gujarat’s Sanand, with a substantial number of female employees. Additionally, plans are underway for a 10th factory in Orissa, representing further investment of about `800- 900 crores. Our investment strategy aligns with India’s growth trajectory, with Nestlé playing a pivotal role in contributing to the nation’s development initiatives.
Q] With the increasing focus on health and wellness, what steps is Nestlé India taking to align its product portfolio with consumer demands for nutritious food, while still maintaining the taste and quality that consumers expect from Nestlé brands?
At Nestlé, we believe there’s no such thing as inherently good or bad nutrition. Anything in excess is not beneficial, and anything in sub-optimal levels isn’t either. It’s all about balanced nutrition. Therefore, enjoying a portion of KitKat, Maggi, or any of our other products occasionally poses no harm; these items complement the taste and consumer experience.
As a company, Nestlé invests significantly in research and development for food, with an annual expenditure of almost $2 billion across more than 30 R&D centres worldwide, including one in India. We are also signatories to the Eat Right campaign, spearheaded by FSSAI. Consequently, we’ve made substantial progress in reducing salt, sodium, fat, and sugar content in our products. We’ve introduced a range of nutritious products containing millets, atta, and other ingredients to provide consumers with a more balanced dietary profile.
It’s easy for us to launch a product with zero sugar, but if it tastes terrible, nobody will want to buy it. Therefore, the essence of our technological innovation lies in optimising the nutritional profile while ensuring excellent taste, which I believe is the core competency of the Nestlé organisation. For e.g., Milo harnesses the power of whey protein and jaggery instead of sugar.
Prashant Peres, Managing Director, Kellanova South Asia (formerly Kellogg’s), leads the American breakfast cereal giant across India and South Asia. With over 25 years in the FMCG sector, Prashant’s passion for food stems from his deep connection to consumers’ lives. His extensive career includes 15 impactful years at HUL, followed by leadership roles at Mondelez and Kellanova. Speaking to IMPACT, he emphasizes that a career is a marathon, not a sprint. “In every role, aim to leave a legacy. If you can look back years later with pride, knowing your impact endures, that’s a legacy you’ll carry for life,” he says.
Q] How did the rebranding of Kellogg India to Kellanova India in 2023 align with the company’s overall vision and growth strategy in the Indian market?
Kellanova’s branding marks a significant transition for our organisation. Despite our 118-year history as a brand, we’re essentially starting anew. It’s a rare opportunity to blend the legacy of established brands, people, and culture with a fresh start. This change reflects our strategic pivot towards achieving a more balanced portfolio, expanding beyond breakfast cereals into the world of snacking. While Pringles remains a popular snacking brand in India, globally we boast renowned brands like Pop Tarts and Cheez-It. This shift in vision opens doors for new possibilities, allowing us to introduce novel offerings tailored specifically for the Indian market.
Q] With a rich history spanning 100 years in India, pioneering the breakfast cereal category to meet diverse consumer needs; how has Kellanova’s journey evolved over the years, and what role has innovation played in driving its success in the Indian market?
Looking back, the Kellogg’s brand has a rich 118-year history, showcasing its global appeal. While its presence in India is comparatively younger, spanning around 27 to 28 years, we’ve played a pivotal role in shaping the breakfast cereal category. Recognising the universal need for convenient yet nutritious morning meals, we’ve tailored our offerings to meet these demands. Our products are fortified to address macro and micronutrient deficiencies, as seen in our iconic ‘Protein and Fibre, One Roti’ campaign. Additionally, we have introduced products like fills and mueslis, which have become integral parts of our portfolio. Sustaining these innovations over the years reflects our dedication to meeting evolving consumer needs and preferences.
Q] How is Kellanova India addressing the growing emphasis on health and wellness through its product offerings, and what role do you see health and wellness playing in shaping the future of the company’s portfolio?
Our approach, is rooted in unlocking the power of grains! By combining grains with milk, we create a nutritious foundation for our products, making it inherently healthy. Building on this, we’ve focused on enhancing nutritional value through multigrain formulations. For instance, our Multigrain Chocos, made with whole grains like wheat, sorghum, rice, and corn, is completely maida-free and packed with essential nutrients. Just one serving with milk delivers protein, fibre, iron, calcium, and vitamins, provides sustained energy. This is part of our broader effort, as seen in our Muesli, a cornerstone of our 12-in-1 Power Breakfast platform. While nutrition is paramount, we never compromise on taste. It’s a comprehensive and convenient breakfast option.
Q] The FMCG industry today is adopting digital technologies and analytics to enhance consumer engagement. How is Kellanova leveraging tech and data to strengthen its market position?
We operate on several fronts within the digital ecosystem to optimise our processes. We prioritise data accessibility and analytics, consolidating data from various sources into a unified platform for easy access & insights generation. This empowers users across the organisation to extract meaningful insights efficiently. In terms of market execution, we leverage handheld devices carried by sales personnel to enhance product sales, collect data, and ensure proper store merchandising. Behind the scenes, we’re refining our supply chain operations to maintain optimal inventory levels and efficiently deliver products to consumers.
Q] As the Managing Director of Kellanova India, what are your priorities and aspirations for the company in the coming years, particularly in the highly competitive FMCG industry?
One of our primary goals is to significantly expand our business. We aim to double our business size within the next four to five years. However, beyond just growth, we aspire to cultivate a culture of excellence within our organisation. Our aim is to be recognised not only for our scale but also for being the best in every aspect. Additionally, optimising our supply chain operations is a key focus area for us.
Geetika Mehta, Managing Director of NIVEA India, is steering the brand towards becoming a leader in the skincare industry. A distinguished alumna of HUL, Geetika brings over two decades of diverse experience across Food, Home Care & Personal Care sectors, with a proven track record of nurturing small businesses and driving growth for large corporations. In conversation with IMPACT, she reflects on how her diverse roles at HUL have shaped her leadership style and strategic vision at NIVEA. She passionately believes that the key to enduring success lies in the relentless pursuit of learning, unlearning, and relearning—an approach that has defined her journey and continues to shape her path as a leader.
Q] Leading NIVEA India’s team and overseeing a complex portfolio, what strategies have you implemented to accelerate the company’s growth?
NIVEA has been focused on addressing the skincare needs of emerging India, embodying our guiding principle to offer expert skincare and promote self-confidence. Our focus on expanding market penetration has been resolute, with over 1 million samples distributed in 2023 alone, cementing our status as India’s most trusted skincare brand. Moving forward, I aim to build on this rich legacy by emphasizing consumer centricity, listening to their feedback, and innovating to meet their evolving expectations. This entails fostering an innovation culture to enhance our portfolio and brand evolution, ensuring continuous improvement and relevance.
Q] What personal values and work principles do you attribute to your success, and how do you strive to instil these values within your teams?
For me, continuous learning is the key. It entails a process of learning, unlearning, and relearning. Stagnation leads to regression, hence the importance of lifelong learning. Curiosity and inquiry play vital roles. I strive to cultivate a familial environment within my team, where everyone’s input is appreciated, and trust is fundamental. Success isn’t just about numbers; it’s about-facing challenges together, making victory sweeter.
Q] How do you plan to leverage digital transformation to enhance NIVEA’s competitive edge and consumer engagement in the Indian market?
For me, the pivotal aspect is the digital realm. It’s imperative to pinpoint entry points and curate pertinent content to amplify brand resonance. There’s a significant emphasis on digital platforms, evident in our increased investment in online channels. We’re adopting a holistic, full-funnel marketing approach. Looking ahead, leveraging digital is paramount. It’s an evolving space, so continued experimentation is key.
Q] With the skincare market in India experiencing significant growth, how is NIVEA adapting its strategies to capitalise on this opportunity while also addressing the challenges posed by increasing competition?
To be honest, I don’t see it as competition. Instead, I view it as a collective effort to address emerging skincare needs. As for how NIVEA fits in, we leverage our extensive global skincare expertise from our century-old brand. We aim to learn from our global portfolio and enhance our product offerings. For instance, NIVEA is the top sun care brand globally, and we recently launched sunscreens in the Indian market. We aim to apply our global expertise to meet the needs of Indian consumers.
Q] Given your successful track record in driving growth across different businesses, what are your key priorities and goals for NIVEA India in the coming years?
We recognise the dynamic nature of the industry and aim to remain agile enough to stay connected to our consumers and meet their requirements. We’re focused on creating products that consumers love and exploring other solutions beyond just our product portfolio to adapt to these new market dynamics. From a distribution standpoint, we prioritise e-commerce and modern trade channels, as they align with where the new age consumer is. Additionally, we’re deepening our distribution in general trade to ensure we’re present wherever our consumers are.
Q] Reflecting on your career journey from HUL to NIVEA India, what advice would you offer to aspiring professionals in the industry?
For me, two lessons stand out. Firstly, life is not just a sprint but a marathon, with its pace fluctuating like in a 42-kilometer race. Your only competition should be yourself. Work hard, embrace both success and failure, and stay committed to your journey. Secondly, understand the importance of values. Define your core values and let them guide your actions, ensuring that you build a legacy you’re proud of. That’s the advice I would offer anyone.
Vikas Gupta, Managing Director & Group CEO of VLCC, is a seasoned leader with over two decades of experience at HUL, where he rose from a management trainee to an executive director. Vikas has been instrumental in driving VLCC’s growth and unlocking new avenues for expansion in India. In conversation with IMPACT, he talks about the foundational role HUL played in shaping his illustrious career, emphasizing how its lessons have empowered him to lead and drive growth at VLCC. Vikas believes that building a successful business requires patience, as brands evolve over generations. He stresses that financial success is not guaranteed by investment alone but is achieved by prioritising value creation for consumers.
Q] VLCC has evolved into a comprehensive wellness & beauty brand, offering a wide range of products. What key strategies have contributed to VLCC’s success over the years?
VLCC’s founding mission, established in 1989 by Vandana Luthra, remains unchanged: empowering individuals to reach their full potential by addressing insecurities. Offering a wide range of transformative services and products, including body sculpting, slimming, skincare, and salon services, VLCC operates a profitable business model built on trust and effectiveness. Targeting the top 10% of Indian households, VLCC plans to expand its clinic network to 500 locations within three to four years, focusing on metros, tier 1, tier 2, tier 3 cities, and towns. This expansion aims to increase accessibility and awareness of VLCC’s offerings.
Q] What challenges have you encountered in expanding VLCC as a brand globally, and how do you ensure consistency and quality across markets?
Ensuring consistency with products is relatively straightforward as quality can be controlled. However, when it involves over 3000 interactions daily, providing personalised services to consumers is a challenge. Clarity on the brand’s identity is essential. This is achieved through clear principles reiterated via storytelling, and a top-down cultural approach. We emphasize the importance of lifestyle changes for sustainable results. This authenticity is maintained across all advertising, promoting transparency about what consumers can expect and their role in achieving results.
Consistency and quality are paramount, reflected in our high NPS scores. We aim to systematise processes further through technology, ensuring a continuous feedback loop for improvement. This is critical for delivering consistent results.
Q] VLCC has established itself as a household name over its 35-year journey. Despite its prominence, VLCC advertisements aren’t as prevalent on television. Please shed some light on your media mix and advertising strategy?
When Carlyle invested in the company and I was in the process of joining VLCC, I had a thesis based on my previous role at Nykaa. We categorised VLCC as an underserved brand, meaning its potential outweighed its performance. Even a slight change in approach could lead to significant outcomes. In the past few years, the brand may have been underinvested in, explaining its low visibility. However, our marketing strategy now heavily leans towards digital channels, allowing for personalised, data-driven campaigns. Approximately 90% of our marketing efforts in the last six months have been focused on digital platforms. This approach aligns with our target audience, which consists of younger, digitally savvy consumers. While we still engage in some mass marketing efforts, the majority of our spending will continue to prioritise personalised marketing campaigns.
Q] As the CEO, what are your aspirations for VLCC in the future, and how do you see VLCC’s role in shaping the future of the beauty and wellness industry, both in India and globally?
Our mission is to assist individuals in their transformational journey towards becoming their best selves. We aim to achieve this by providing highly effective and innovative products & services. Furthermore, we aspire to extend this mission to a broader audience, particularly targeting younger consumers who are exploring their identities and seeking confidence. We’re dedicated to supporting individuals who may struggle with self-assurance, helping them regain confidence in themselves. Our vision is straightforward: to expand our transformative journey to reach more people. We plan to achieve this by establishing additional clinics in accessible locations and by educating individuals. Many people may not realise that they have the power to change their circumstances, and we aim to change that perception.
Shankar Prasad, Founder & CEO of Plum Goodness, began his journey at HUL, dedicating eight years in manufacturing & product development. Shankar, a chemical engineer, combined his passion for science & technology with a drive to offer clean products. In 2014, he launched Plum Goodness, a D2C beauty brand with just 15 products. Today, Plum has grown into a leading vegan beauty brand in India. Shankar tells IMPACT how his HUL experience shaped his approach to building Plum Goodness into a leader in conscious beauty. He emphasizes that effective leadership focuses on nurturing your team, balancing their aspirations, providing mentorship, and maintaining clear communication.
Q] Plum Goodness has gained recognition as the ‘Best Vegan Cosmetic Brand’ by PETA India. What unique strategies or philosophies do you attribute to this success, and how do they reflect your personal values and vision?
Plum was founded on the principle of ‘be good,’ a simple yet profound ethos that resonates deeply with me. While some may view these words as generic, I firmly believe that embodying goodness amidst the challenges of daily life, competition, and diverse stakeholder expectations is no easy feat. As a brand, we are committed to shaping ourselves around this principle, not just in words but in actions. Transparency, compassion, environmental stewardship, and veganism without compromising efficacy are values we hold dear.
Our early success stemmed from like-minded individuals, who value these principles, whom we fondly refer to as Plumsters! Building on this foundation, we expanded geographically, diversified our product offerings, and deepened our engagement with like-minded communities. This approach has guided our growth journey.
Q] Establishing a brand presence requires a multifaceted approach. What challenges did you encounter in expanding Plum’s reach in India, and how did you overcome them?
It’s still a work in progress. While we are currently present in 350 towns and cities, our retail presence is still in its infancy. Initially, we focused on ensuring the brand had the right product-market fit, demand, and acceptance, before venturing into retail. We proceeded cautiously in 2017, experimenting and learning from both failures and successes. Our focus has always been on prioritising accuracy and quality over speed.
In 2017, awareness about our brand and the concept of veganism was low. Despite this, our team did an excellent job of evangelising the brand and its value proposition to retailers, distributors, and consumers. They persevered through the challenges of the pandemic, prioritising the brand’s integrity and demonstrating a strong sense of commitment and ownership.
These factors – prioritising the brand and the dedication of our team – have been instrumental in our success in retail.
Q] As someone with a passion for science and technology, how do you leverage innovation in product development to differentiate Plum’s offerings in a competitive market, and what role does sustainability play in your product formulations?
Science and technology have always been close to my heart, as they offer endless opportunities for innovation, especially in the beauty and personal care industry. What I find fascinating is that there’s always room for improvement, no matter how perfect a product seems. Our industry welcomes innovation, but also demands excellence. At Plum, we are committed to delivering innovative products that not only meet high standards but also delight consumers. For instance, our last product launch underwent rigorous testing to ensure its stability and quality, even though it led to delaying the launch. This dedication to thoroughness is ingrained in our team culture, where we prioritise doing the right thing over rushing to market. While we aspire to be leaders in sustainability, we acknowledge the challenges of balancing it with consumer expectations and competitive pricing. However, we are taking steps every day to minimise our environmental footprint, from reducing plastic usage to exploring refill options.
Q] The digital landscape has transformed the way brands engage with consumers. Tell us a bit about Plum Goodness’s digital marketing strategies?
Over time, our digital marketing strategy has evolved significantly. We initially lacked an Instagram presence until 2015. Since then, we’ve progressed to collaborating with hundreds of influencers monthly, starting 2016-17. Our approach to Facebook has shifted from performance marketing to a full-funnel strategy. This reflects the changing digital landscape, where platforms like Meta and Google are crucial. E-commerce platforms have also become a key for brand building. Mastering digital marketing remains a challenge, with various specialisations emerging.
Samir Singh, former CMO of Global Personal Care at Unilever and Chair of Unilever Asia, began his distinguished career at Hindustan Unilever Limited (HUL) as an Area Sales Manager in 1998. Over his remarkable 27-year tenure at Unilever, nearly half of which was spent at HUL, Singh excelled in various senior and global roles, driving significant growth. He notably revitalized the $6 billion Global Skin Cleansing category and led the Beauty and Personal Care business in India from 2014 to 2016, envisioning it as the ‘Wikipedia of Beauty.’ As he transitions from HUL, Singh takes us through his career, emphasizing key learnings and strategies for navigating the dynamic FMCG landscape.
Q] Looking back at the 27 years you spent at HUL, are there any particular achievements or projects that you take the most pride in?
I’m proud that I have managed to transform Lifebuoy’s image from a ‘cheap’ red soap bar to a trusted germ protection brand that genuinely cares for people’s health. We integrated purpose into the business model through the ‘Help a Child’ campaign. An entire cross-functional team deserves the credit, what we did in India with simplicity, power, and consistency, helped power growth globally to make the brand billions of dollars.
Over the decades, I’m proud of the work that the Skin Care and Beauty teams did. In 2015 we set a vision for the Beauty and Personal Care category to become the ‘Wikipedia of beauty’, providing consumers the information and solutions for all their needs. The emphasis on innovation, craftsmanship, execution of beauty brands at retail, and expansion into e-commerce, helped transform brands like Glow & Lovely, Vaseline, Pond’s, Lakme, etc.
Q] You have been involved in various categories like Skin Care, Bath & Body, and Makeup. How did HUL foster innovation across these categories?
Through my Beauty & Personal Care journey at Unilever, I’ve learnt the importance of understanding and empathising with consumers. As Indians working in an Indian organisation, our social strata represent only about 10% of the population. Success in FMCG, especially at HUL, requires immersing yourself in the lives of those who use your products. It’s about understanding their daily joys and challenges; and how your products, like a shampoo or a skin cream, can add small, but meaningful value in their lives.
True innovation comes from combining deep consumer understanding with the knowledge of trends and technology, and staying ahead of the curve! For example, when I led Glow & Lovely, we shifted from traditional fairness creams to a multivitamin cream focused on glow. We ended up reinventing the shelf with its breakthrough vertical design. These changes influenced the entire market to change.
Q] How did the international exposure at HUL, in major global markets and different roles, enhance your strategic and leadership skills?
When I left HUL in 2005, I learnt the importance of maintaining a well-rounded, family-oriented life. In FMCG, bringing joy to consumers is key, but that joy must also exist in your work and team culture. With each passing year, I have realised the value of close-knit teams and a holistic lifestyle. It shows up in better work performance and less stress. This lesson aligns with Unilever’s culture and values.
Additionally, understanding global trends, from Korea and Japan, and managing customer relationships with the likes of Walmart and Target, helped me enhance my work for India and vice versa. There were so many lessons from India and HUL’s culture that worked wonders in global markets.
Q] What were some of the biggest challenges you faced during your tenure at HUL, and what were the key learnings?
The biggest challenges in leadership arise when performance falters, especially with sales or market share. It’s easy to lead when things are going well, but true leadership is tested during tough times. Early in my sales career, I sometimes resorted to short-term fixes under pressure, which weren’t always in the best long-term interest of the business. Over time, I learnt the importance of doing the right thing, listening to data, admitting failure, and playing the long game.
Q] The FMCG industry is constantly evolving. How did HUL stay relevant and adapt to changes in consumer behaviour and market dynamics during your tenure?
Winning in FMCG is about mastering what I call the small ‘p’ of purpose—bringing everyday joy to consumers across billions of experiences every day. While grand visions like saving the planet and saving lives are important (purpose with a big ‘P’), the real power lies in ensuring that every interaction with your brand, from opening the cap to finishing a tube of toothpaste is joyful, easy and rewarding. In our categories, consumers never articulate why they abandoned a brand, or reduced usage, so deep consumer insight and empathy is critical.
Q] As you move on from HUL, what are your plans for the future?
I’m leaving HUL and Unilever for personal reasons, as my family needs to be in Singapore for some time. For my next role, I will join an organisation that I admire for its brands, values, and people. I’m excited about learning and contributing in a new culture and bringing my experience and skills into a new organisation, learning from it, and also meaningfully contributing to it.
OTHER NOTABLE HUL ALUMNI
Sudhir Sitapati
MD & CEO, Godrej Consumer Products Limited
(22 yrs at HUL, left in 2021)
Sudhir Sitapati is the Managing Director and CEO of Godrej Consumer Products Limited (GCPL). He is responsible for guiding the purpose and ambition of the company; to bring the goodness of health and beauty to consumers in emerging markets. Before Godrej, Sudhir worked at Unilever for 22 years and led teams across several categories and functions in India, Europe, South East Asia, and Africa. His last job was as an Executive Director - Foods and Refreshments at Hindustan Unilever. He is the current Co-chair of the CII FMCG Committee and a past Co-chair of the CII National Committee of Food Processing. Sitapati was awarded the ‘Young Alumni Achiever’ by his alma mater, the Indian Institute of Management, Ahmedabad, in 2017. He is also the author of the best-selling book ‘The CEO Factory: Management Lessons from Hindustan Unilever’. He has an MBA from the Indian Institute of Management, Ahmedabad and a B.Sc. in Math with Economics Honours from St. Xavier’s College, Mumbai.
Prabha Narasimhan
MD & CEO, Colgate-Palmolive India Ltd.
(15 yrs at HUL, left in 2022)
Prabha Narasimhan is the MD & CEO of Colgate-Palmolive, India. Narasimhan became the first to be hired from outside the company as the Managing Director in the last 12 years. In her previous role, she was the Executive Director – Home Care for Hindustan Unilever and Vice President – Home Care, Unilever South Asia, responsible for Home Care business spanning India, Pakistan, Bangladesh, Sri Lanka and Nepal. Her key responsibilities included business delivery on the top line and bottom line by creating and delivering a strategic plan for the business. Narasimhan joined HUL in January 2006 as a Regional Marketing Manager before becoming a Regional Brand Director for the company’s Lipton & Brooke Bond brands the next year. An Indian Institute of Management-Bangalore alumni, she rose through the ranks in HUL in over 15 years to become Executive Director for Home Care and Vice-President, Home Care for Unilever, South Asia in early 2020. Before HUL, she had a brief stint at Madura Garments as General Manager of Strategy.
Sangeeta Pendurkar
CEO, Aditya Birla Fashion and Retail Ltd – Pantaloons
(7 yrs at HUL, left in 2003)
Sangeeta Pendurkar is the CEO of Pantaloons, Marigold Lane, and Style Up at Aditya Birla Fashion and Retail Limited (ABFRL). She has had a successful career of almost 35 years spanning four diverse sectors i.e., FMCG, pharmaceuticals, financial services and retail. Before joining Pantaloons, she was the Managing Director for Kellogg - India and South Asia. Before joining Kellogg India, she held senior positions at Coca-Cola India, HSBC Bank, Hindustan Unilever, and at Novartis (then Hindustan Ciba-Geigy), where she started her career. She has received the Aditya Birla Group’s Chairman’s Award for Leader of the Leaders for her exceptional contribution to business. Sangeeta has held various industry positions, during her career. She was the Chairperson of the FICCI - Food Processing Committee for two consecutive years when she was part of the food industry. She is currently the Whole-time Director of ABFRL.
Anand Kripalu
Managing Director & Global CEO, EPL Limited
(22 yrs at HUL, left in 2005)
Anand Kripalu is the MD & Global CEO at EPL Limited with over 30 years of experience in the fast-moving consumer goods (FMCG) industry. Before joining EPL, Anand spent seven years as the MD & CEO of Diageo India, additionally, he is a member of Diageo’s Global Executive Committee. His leadership approach and focus helped in growing businesses and brands through innovation, transforming sales and driving productivity, with the right structure, talent, and culture. Kripalu spent almost eight years with Mondelez International (earlier, Cadbury) as the President of India and South East Asia business, where he played a key role in leading Mondelez after the Cadbury acquisition by Kraft in India. He spent 22 years in the Unilever Group where he held various senior sales and marketing roles. Kripalu received his Bachelor of Technology in Electronics from IIT, Madras and holds an MBA from IIM, Calcutta, where he received the Distinguished Alumnus Award. He has also completed the Advanced Management Program from Wharton Business School.
Sandeep Kohli
CEO, Aditya Birla’s Novel Jewels
(31 yrs at HUL, left in 2024)
Sandeep Kohli is the CEO of Novel Jewels by Aditya Birla Group. Before Novel Jewels, Sandeep was the General Manager, and Beauty & Wellbeing Director at Unilever Indonesia. He was associated with Unilever for over three decades in various capacities and has also served on the Unilever board in markets including India, Indonesia, North Africa, the Middle East, Turkey, and Russia. In 1993, he began his journey with Unilever as a Sales Manager and Management Trainee, progressing through various positions in London and diverse Asian regions. His areas of expertise include strategy development, digital marketing, organisational design, people management, and P&L management.
