Value Creation Head

About us
With over 200 brands sold in nearly 180 countries, Diageo is home to some of the world's most iconic drinks.
From Johnnie Walker and Guinness to Tanqueray, Smirnoff and Don Julio, we craft brands chosen for life's moments — from everyday connections to landmark celebrations.
Job Description
Bring your talent, curiosity and ambition, and strive for your personal best alongside people who challenge, support and learn from each other.
Together, as one outstanding team, we keep learning, improving and raising the bar for our brands, our business and each other.
Join us and play your part in making life's moments mean a little more.
About The Function
Supply Chain & Manufacturing is where our brands are made, moved and delivered to the world.
With over half of our people working across more than 100 sites, this is a complex, large-scale operation that brings together production, logistics, engineering and supplier partnerships.
It's fast-paced and hands‐on, with teams working together to ensure quality, efficiency and sustainability at every stage.
From sourcing ingredients to getting products into customers' hands, you'll play a role in delivering the brands people know and love.
About The Role
Role Profile
Value Creation Manager – LAC
Channel / Scope
Regional (LAC) – Brazil, Mexico, Colombia, South LAC and CCV.
COGS competitiveness, network sourcing, localisation and value‐creation programmes across Core, value spirits and RTDs
Team
Individual contributor; leads through cross‐functional squads and PMO governance (no direct reports)
Location
Preferably based in a LAC hub – Brazil, Mexico, Panama
Purpose of the Role The Value Creation Manager exists to unlock sizeable, structural volume and value growth that positively impacts the LAC P&L.
The role identifies, sizes and drives the "big bets" that can reshape the region's cost base and competitiveness — from network sourcing redesign and localisation of the imported portfolio to competitor cost benchmarking and capacity unlocks — and turns them from ideas into funded, delivered programmes.
In the new operating model, the role is the regional engine for structural value creation in Supply Chain.
It complements the LAC productivity (ERACE) team: while ERACE drives the recurring productivity pipeline, the Value Creation Manager focuses on larger, cross‐market and cross‐functional opportunities that require scenario design, business cases, stakeholder alignment and programme management.
It also leads the agenda to free up organisational capacity (Stop, Simplify, Automate, Reduce), so that teams can focus on the work that creates value.
Market Context LAC is a diverse and price‐sensitive region, with markets ranging from large, locally‐producing operations (e.g. Brazil) to import‐dependent, multi‐country clusters (South LAC, CCV).
Value spirits, local standard spirits and RTDs are growing segments where local competitors operate with structurally lower cost bases, while a significant part of the portfolio is imported and exposed to FX volatility, tariffs and long lead times.
In this context, sustained growth depends on the ability to compete on cost and service in the segments that matter — making cost competitiveness, smart sourcing and localisation a strategic lever, not only a productivity exercise.
Decision Making Value creation pipeline & prioritisation Decides the methodology, business‐case standards and prioritisation criteria for the regional value‐creation pipeline.
Recommends which big bets to pursue, their sequencing and resourcing.
Final prioritisation and investment approval sit with the LAC Supply Chain Director and LAC Supply Chain LT; aligns with Market CS Directors and Finance on P&L phasing.
Network sourcing & localisation
Recommends sourcing and localisation scenarios (own, TPO, partner) based on cost, service and dependency‐reduction criteria, including transition plans.
Decisions with cross‐market, capex or global network impact are escalated to the LAC Supply Chain Director and aligned with Global Supply, Technical and Procurement through formal governance.
Cost competitiveness & target costing
Decides the analytical approach for competitor reverse cost engineering and proposes target COGS for priority categories (RTDs, value whisky, local standard spirits).
Validates targets and pricing assumptions with Market Commercial and Finance teams; BOM and specification changes follow Global Technical and Procurement standards.
Capacity release (Stop, Simplify, Automate, Reduce)
Decides the agenda, cadence and tracking of the capacity‐release programme; recommends what to stop, simplify or automate.
Changes to internal controls, policies or systems require approval from Internal Controls, Finance and process owners.
Functional & Leadership Responsibilities
In partnership wi