RGM Product Manager

About the Role

Revenue Growth Management (RGM) is one of The Coca-Cola Company’s most important commercial capabilities, and not simply a pricing discipline. Coca-Cola positions RGM alongside brand building, innovation, and integrated execution as a core capability for topline growth, and our growth strategy names it a key commercial capability for determining where to play and how to win.

RGM connects consumer demand to the economics of the system. It determines what we sell, in which packages, at what price points, through which channels and customers, and with what promotional investment, all in service of balanced growth across transactions, volume, and price/mix. Done well, it finds incremental revenue pools and converts them into commercial action, improves the economics of every price, pack, assortment, and promotion decision, builds the affordability and premiumization ladders that bring more consumers into the portfolio, and gives Coca-Cola and its bottlers a common fact base for growing customer revenue and profit rather than simply negotiating price.

We are now reimagining RGM for the agentic AI era, and we are building it ourselves. Our Global RGM Product is evolving from a suite of analytical solutions into an intelligent decision platform where AI agents interact directly with enterprise data, invoke advanced analytics and optimization models, run and compare scenarios, and hand commercial teams a recommendation with the reasoning attached. Work that once took an analyst a week (pulling the data, running the model, writing the story, defending the number) is being compressed into a conversation.

Few companies are attempting this at this scale, and fewer are still against decisions this consequential: real pricing, promotion, and portfolio moves, made across markets and bottlers. The work sits at the frontier of the CPG industry, spanning agent orchestration, retrieval over enterprise data, and the evaluation of non-deterministic and deterministic systems, and none of it is a research exercise. What we build ships to commercial teams who use it to make decisions the same week.

This is an opportunity to build, not just design, the next generation of commercial decision intelligence at Coca-Cola, and to establish the operating model for agentic RGM at global scale. The patterns set here will shape how one of the world’s largest commercial systems makes its most important decisions. If you want your work in front of real users, at real scale, from the first release, this is that role.

As Product Manager, RGM, you will own the what and the why of the Global RGM product: which problems it solves, for whom, in what order, and how success is measured. You will work within a persistent, cross-functional product team alongside Data Science, Engineering, UX, Architecture, and RGM experts. Engineering owns how the product is built; you own everything that determines whether it is worth building.

Product direction starts in market. You will spend time with RGM teams at operating units and bottlers to understand how pricing, promotion, and portfolio decisions are actually made, where current ways of working break down, and which problems are worth solving next. You will convert that discovery into direction: clear problem statements, a prioritized roadmap, and requirements that tell the team not just what to build, but why it matters commercially.

Day to day, this is a product ownership seat. You will write user stories and acceptance criteria, prioritize the backlog against commercial value, define what “good” looks like for each release, and sign off that what shipped does what the business needed. It demands genuine fluency in what the product produces (elasticities, uplift against baseline, share math) and in the commercial world those recommendations land in. You will stay engaged across the full product lifecycle, from discovery and pilot design through launch, adoption measurement, and continuous improvement — because adoption is the truest test of whether you defined the right product.

The role is global across a commercial system that spans more than 200 countries and territories, roughly 200 bottling partners, and 30 million retail customer outlets — few products anywhere offer a larger canvas. It is also a first seat: the product discipline you establish here becomes the pattern for how the Global RGM Product scales to every market.

• Own the product roadmap for the Global RGM suite: define the problems worth solving, sequence capabilities by commercial value, and present the roadmap and the value delivered to OU leadership and bottler executives.
• Run continuous discovery with users: sit with RGM managers and walk a run end to end (which price moves to take, which to skip, and why) to understand where the product creates value and where it falls short.
• Translate discovery into direction: turn user pain into written requirements with clear problem statements, examples, and acceptance criteria, and retest with the same users once a fix ships.
• Write user stories the engineering team can build against, and represent the voice of OUs and bottlers in prioritization and roadmap decisions with the Global RGM Product Owner.
• Own and prioritize the product backlog against commercial value, with the judgment to say no, sequence competing requests, and defend a prioritization call to senior stakeholders.
• Define the success measures for each release, participate in backlog refinement and sprint reviews with the pod, and give business sign-off that shipped functionality does what the market actually needed.
• Guard the product’s credibility by catching recommendations that would not survive scrutiny in front of a bottler, before the bottler sees them.
• Embed the closed-loop RGM workflow in the product (insight generation and opportunity sizing, strategy setting, guardrail definition, in-market execution, and post-implementation evaluation) so markets operate a consistent, repeatable process.
• Design for governance: make RGM rules of engagement (price floors and ceilings, discount depth and promotion frequency, and price-gap and price-index thresholds) capabilities the product enforces rather than policies applied around it.
• Support pilot design and test-and-learn discipline with market teams: hypothesis framing, control groups, and incrementality measurement.
• Partner with the AI engineer on insight quality, rating generated insights and flagging output the underlying data does not support.
• Partner with the UX designer on launch communication, naming, and demo material so each release lands with the business.
• Build the business case for significant capability requests: size the commercial opportunity, weigh it against effort and alternatives, and make the call on what is worth building.
• Lead each release to adoption: launch planning, capability building, and short playbooks (how to read an elasticity, when to trust a recommendation), with the goal of users opening the product without you.
• Track adoption honestly per market (who uses the product, for what, and where usage stalls), report numbers rather than impressions, and feed what stalls back into the backlog.

• Bachelor’s degree in Business, Economics, Marketing, Engineering, or a related field; MBA or equivalent postgraduate qualification preferred.
• 8+ years in Revenue Growth Management, commercial, or category roles at a CPG company or bottler, including direct ownership of pricing or promotion decisions. Experience at a top-tier management consulting firm (e.g., McKinsey, BCG, Bain) or the strategy practice of a leading professional services firm is strongly preferred, particularly where it involved pricing, revenue management, or commercial excellence engagements with CPG or retail clients.
• Strong understanding of Revenue Growth Management concepts across pricing, promotion, assortment, and mix, plus commercial analytics and value creation drivers.
• Working knowledge of global RGM best practices across the core RGM levers: headline pricing, price-pack architecture, trade promotion optimization, assortment, mix management, and trade terms/margin management.
• Strong understanding of how bottling partners go to market, including route-to-market models (direct store delivery, distributors, wholesalers), channel and outlet segmentation, and how pricing and promotion decisions cascade through the bottler P&L to execution at the point of sale.
• Ability to read the product’s numbers (elasticities, uplift against baseline, and share math) and to explain their limits as clearly as their conclusions.
• Demonstrated experience taking digital or analytics products from discovery through launch and adoption in a matrixed, franchise environment — stakeholder mapping, launch planning, and embedding new ways of working; influence without authority is the daily job.
• Ability to write short, clear one-pagers (the deliverable users actually read) and to tell an insight story from analyst level up to leadership.
• Demonstrated product management experience: framing problems and outcomes, writing requirements, user stories, and acceptance criteria, owning and prioritizing a backlog, and working with an engineering team through agile delivery ceremonies.
• Experience translating business needs into digital product capabilities, including the judgment to say no, sequence competing requests, and defend a prioritization call to senior stakeholders.
• Demonstrated experience mapping workflows and processes end to end: documenting how work actually gets done today, designing the future-state process around the product, and pinpointing the handoffs, bottlenecks, and decision points in between.
• Willingness to tell the product team when the model is wrong, and a skeptical user when the model is right, with the data for both.
• Strong pilot design and test-and-learn discipline: hypothesis framing, control groups, incrementality measurement.
• Working fluency in Excel, Power BI, and PowerPoint, and the confidence to operate the RGM Pricing, Promotion, and Portfolio applications day to day.
• Basic SQL, sufficient to pull and check your own numbers; preferred.
• Practical experience using LLM-based tools for real work, including a clear view of where they fail; preferred.
• A global role supporting operating units and bottlers in every region requires working across time zones, including early and late calls, availability outside standard business hours, and travel to markets.