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After A Two Decade Long Association With Unilever, Kedar Lele Parts Ways

MM Desk by MM Desk
September 9, 2024
in Marketing, People Spotting
A A
After A Two Decade Long Association With Unilever, Kedar Lele Parts Ways

Being associated with Unilever for a period of about two decades, of which he spent the last three years serving the role of Executive Director- Hindustan Unilever and Head of Sales and Customer Development- South Asia, Kedar Lele has now decided to call it quits at the FMCG major.

Announcing the same on LinkedIn, he mentioned, “Goodbye, HUL. Today, for the first time in over 20 years, I am not able to say that I work for Hindustan Unilever. Friday, 30th Aug I walked out of the Mumbai head-office as its employee for the last time. Only to become a life-long admirer of what this organization stands for– Integrity, Respect, Pioneering spirit, and Responsibility.”

“With amazing brands and unmatched quality of people, there couldn’t have been a better combination creating a winning recipe. As I write this last note, I am filled with gratitude and memories of the time I have spent with this organization,” he added.

Furthermore, he also mentioned, “HUL is not a company but an institution. One that builds leaders. One that shapes character and personality, gives confidence and courage, teaches resilience and discipline. It fills its people with a sense of responsibility towards their teams, community, and environment. It also provides all the training, support, and opportunities to help the employees achieve their own potential and become the best version of themselves. So much that one can never repay the debt of this company. Only way is to pay it forward. Everyday.”

Before taking up the role of ED- HUL and Head of Sales and Customer Development- South Asia at Unilever, he served as Chairman and Managing Director of Unilever Bangladesh from January 2018 to June 2021. And apart from being the Chairman of Unilever Bangladesh, he also served on the board of Unilever Consumer Care (erstwhile GSK Bangladesh) during this time.

Prior to that, for a brief period of about six months, between June 2017 and December 2017, he also worked in the capacity of Chief Operating Officer at the company. As part of the same, he led the business operations, sales and customer development function and oversaw the go-to-market organisation involving marketing, customer and trade management, media, marketing research and activation at Unilever Bangladesh.

From June 2014 to May 2017, Lele was associated with Hindustan Unilever as Vice President and was responsible for leading the FMCG major’s eCommerce, Modern Trade (including Global & National banners across Retail and Cash & Carry business), Government’s Defense (CSD) and Police (CPC) channel as well as overseeing the Sales and Customer Development’s technology and Analytics nerve-center for India.

Previously, from November 2010 to May 2014, he served as General Manager- East, HUL, and as part of the same, was responsible for leading the overall HUL business with a multi-functional, 500+ member team across 12 states of Eastern India and setting the regional agenda, leading sales and customer development strategies and operation management.

Before joining Unilever, he served as Head- Sales and Marketing at Kimberley Clark Lever (a Joint Venture between Kimberley Clark and Hindustan Unilever) from December 2008 to November 2010. Based out of pune, Lele, in this role was responsible for managing the brand team for infant and feminine care businesses with end to end marketing responsibility and played an active role in building functional capability of the marketing resources across the South and East Asian Developing and Emerging Countries (SADEC) in Kimberly Clark network.

He had joined Unilever as Branch Sales Manager- Ice Cream in April 2004 and was elevated to the role of Marketing Manager- Ice Cream in August 2006.

Apart from Unilever, Lele also spent about two years working as Brand Manager (B2B) at Monster.com between 2001 and 2003, a year as Product Manager at bplnet.com from 2000 to 2001 and as Account Supervisor at Mudra Communications from April 1998 to July 2000.

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.
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Consumers Are Our Biggest Advertisers: Pernod Ricard India’s Debasree Dasgupta On Surrogate Advertising

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has...

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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