For FMCG Leadership Teams
I work with sales, trade marketing and execution leaders at beverage and FMCG companies. Productivity, channel growth, capability, execution rhythm — the work itself, not a deck about it.
What operators bring me
A second pair of eyes on what the field is actually telling you, separate from what the dashboard is.
The productivity-per-outlet, beat-rhythm and pack-mix questions that hide behind a healthy-looking coverage number.
A pre-mortem from someone who has rolled out a few. Where the rollout will quietly break, and what to design in before it does.
Concrete, on-ground capability work — not a workshop, a rhythm.
How we work together
A 30-60 minute conversation on a specific question. Often used by sales heads and trade marketing heads heading into a planning cycle, a budget conversation, or a market visit they want to think out loud about first.
A standing relationship — a regular cadence — where I work alongside the leadership team as a thinking partner. Useful for a function head who wants an honest external read across the year, not a project-based one.
A 2-4 week diagnostic on a defined zone, channel or category, producing a Readiness Index™ on the Six Rights of Readiness™. Most useful when a sub-business is underperforming and you want a clean external diagnosis before you commit a fix.
From the Six Rights of Readiness™
Operator teams almost always have a clean answer on pack, outlet and economics — these are tracked, planned and reviewed. The two Rights that quietly drift in even disciplined organisations are the ones that don’t show up cleanly on a dashboard.
Cooler density is tracked. Cold purity rarely is — and when I do an audit, the gap is almost always wider than the team thought. Branded coolers running 30-40% non-category or competitor stock is not unusual. That is a margin and share leak that no above-the-line spend can close. Cooler economics — what does the cooler earn for the retailer this summer versus last — is the conversation that closes it.
Beat plans exist. Whether they are being run is a separate question. The drift between the planned beat and the actual beat, between the planned daily call list and the actual one, between the productivity targeted and the productivity earned at salesman level — this is where I have seen the most volume hide. Fixing rhythm is not a campaign. It is a Monday template, a daily morning meeting structure, and a coaching cadence that holds for ninety days.
A Growth Strategy Sprint can put numbers behind both. In most engagements, this is where the surprise is.
Discuss an opportunity
A short note is enough. Replies within two working days. NDA available on request before any work starts.
Your message is ready
Or just email hello@vikrammalik.co directly with the same details — works from anywhere.
Or skip the form
A 30-minute advisory call is often the right starting point. Send a brief note and I’ll suggest a time.