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Coca-Cola Appoints Henrique Braun As The New CEO

Henrique Braun has been elected CEO and will succeed James Quincey in March 2026, with Quincey transitioning to Executive Chairman.

MM Desk by MM Desk
December 11, 2025
in Business, People Spotting
A A
Coca-Cola Appoints Henrique Braun As The New CEO

The Coca-Cola Company today announced that its board of directors has elected Executive Vice President and Chief Operating Officer Henrique Braun as CEO, effective March 31, 2026. Braun will succeed James Quincey, who will transition to Executive Chairman after serving as CEO for nine years.

The board also plans to nominate Braun, 57, to stand for election as a director at the company’s 2026 Annual Meeting of Shareowners.

Quincey, 60, will step down as CEO after his tenure. He has led the transformation of the business as a total beverage company, driven by a focus on staying closely connected to consumers. Under his leadership, the company has added more than 10 additional billion-dollar brands.

Quincey has reshaped the company’s strategy and operating model to create a more agile, networked company, including a focus on digital transformation and modernised marketing. He also led the company through the COVID-19 pandemic.

As CEO, Braun will focus on opportunities to build on this foundation. His priorities include seeking the best growth opportunities worldwide, driving the company to stay closely connected to consumer needs, and leveraging technology as an enabler of business performance and growth.

Braun has served as EVP and COO since January 1, 2025, overseeing all the company’s operating units worldwide. He has served as EVP since 2024. From 2023 to 2024, Braun served as Senior Vice President and President, International Development, overseeing seven of the company’s nine operating units.

Prior to that, Braun served as President of the Latin America operating unit from 2020 to 2022 and as President of the Brazil business unit from 2016 to 2020. From 2013 to 2016, Braun was President for Greater China and South Korea.

Braun joined Coca-Cola in 1996 in Atlanta and progressed through roles of increasing responsibility in North America, Europe, Latin America and Asia. Those positions included supply chain, new business development, marketing, innovation, general management and bottling operations.

Quincey became CEO in 2017 and Chairman of the board in 2019. He joined the company in 1996 and has held leadership roles around the world.

Before becoming CEO, Quincey served as COO from 2015 to 2017 and as President from 2015 to 2018. From 2013 to 2015, he was President of the company’s Europe Group. Quincey also played a role in the creation of Coca-Cola Europacific Partners, one of the largest independent Coca-Cola bottlers in the world. Quincey served as President of the Northwest Europe and Nordics business unit from 2008 to 2012.

Quincey joined the company in Atlanta in 1996 as director of learning strategy for the Latin America Group. He went on to serve in a series of operational roles in Latin America, eventually leading to his appointment as President of the South Latin division in 2003.

He was President of the company’s Mexico division from 2005 to 2008. Prior to joining Coca-Cola, Quincey was a partner in strategy consulting at The Kalchas Group, a spinoff of Bain & Company and McKinsey.

“James Quincey is a transformative leader,” said David Weinberg, Coca-Cola’s lead independent director. “James set and executed a strategy that has built Coca-Cola’s status as a global leader. James will continue to be very active in the business through his role as Executive Chairman. We are confident that Henrique Braun will build on the company’s existing strengths to unlock more growth opportunities and increase the power of the incredible Coca-Cola system.”

“I’m honored to take on this new role and have tremendous appreciation for everything James has done to lead the company,” Braun said. “I will focus on continuing the momentum we’ve built with our system. We’ll work to unlock future growth in partnership with our bottlers. I’m excited about the future of our business and see huge opportunities in a fast-changing global market.”

“I’m stepping down as CEO after a 30-year career with the company, and I have an appreciation of what a privilege it has been to serve this great and enduring business,” Quincey said. “Henrique is a trusted and highly experienced business partner, and he’s the right leader to steer the company and the Coca-Cola system for future growth and success.”

“On behalf of the board, I thank James for his outstanding leadership,” Weinberg said. “James has done what a strong CEO should do – he has focused on the future and developing and empowering the next set of leaders who will take Coke forward. Henrique has shown that he is the right leader for the future of Coca-Cola.”

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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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