Francesco Ottaviano on why great leaders start by listening
“To be a leader, you need to be willing to listen.”
Born and raised in Rome, Francesco Ottaviano always had his sights set on a career in marketing within the FMCG sector. It’s a career that has taken him across Europe, from Italy to the Netherlands and Belgium and from Sweden to the UK and France. But it could have been so different had he followed his mother’s wishes.
After finishing his studies, an internship at a state-owned bank led to a job offer, but Francesco turned it down in favour of another internship at Colgate. Tongue-in-cheek, Francesco says: “My mother cried for two days – she thought I was giving up a ‘golden ticket’ to display toothpaste on a supermarket shelf, but I was determined to pursue FMCG from the start.”
Having joined Pernod Ricard in 2012, Francesco has recently taken up the role of Vice President of Marketing for Gins and Aperitif within the recently formed Crystal Brand Unit, Pernod Ricard’s clear spirits and ready-to-drink (RTD) division. We caught up with him at his Paris office to discuss his career, management style and career highlights so far.
My mother thought I’d given up a ‘golden ticket’ to display toothpaste rather than become a banker.
What is your current role?
My role as Vice President of Marketing for Gins and Aperitif is a newly created function at Pernod Ricard. Previously, gins and aperitifs had separate marketing leads, but now there’s one head managing the full portfolio. It’s funny, as throughout my time at Pernod Ricard, I have often taken on roles or built teams that didn’t previously exist. For example, I had a role with Pernod Ricard Benelux before a formal structure was in place to unify the marketing function across Belgium, the Netherlands and Luxembourg. Later, I moved to ready-to-drinks just as the now thriving business unit was in its early stages. And today, I have this new role overseeing gins and aperitifs globally.
What are your three key areas of focus in your role at the moment?
My mission is to build and launch brands, especially in the fast-growing aperitif segment, with a focus on making them relevant and ensuring they have a meaningful presence. The aperitif market is growing, but it varies markedly. It’s historically big in places like Italy, France and Germany, but smaller elsewhere. What stands out, in addition to the growth rate, is the shift in the occasion for aperitifs. Originally tied to pre-meal traditions in Italy and France, the aperitif is now a growing desire for a light, refreshing drink in the early evening or late day, regardless of mealtimes. This change is fuelling growth, as people increasingly seek lighter, lower-ABV drinks for flexible occasions – and there is more than a spirit base to respond to that need if you can build a proposition around it.
What made you decide to join the drinks industry?
After years working on products hidden under kitchen sinks or on pharmacy shelves, I felt I had learned what I wanted to from FMCG. I wanted to work on something I had a personal affinity for and to exercise different skills. It was a completely different culture. Reckitt was highly entrepreneurial – marketers were like general managers, responsible for the full P&L. When I joined Pernod Ricard, marketing was more focused on brand building than on business management, but that has since changed. While I love building lifestyle brands, they have to deliver business results – otherwise, I am an artist, not a businessperson!
How would you describe your management style?
I try to be flexible and adapt my management style to the needs of the situation as much as I can. Training, experience and emotional intelligence, both good and bad, have taught me that no single leadership style fits every moment. I strongly believe that everyone has almost limitless potential. While some may start with an advantage, much can be nurtured. Everyone has a lot to give. There’s no real limit to what you could do. But to be a leader, you need to be willing to listen and try to get a sense or the vibe of where a person or group is.
I love building lifestyle brands but they have to deliver business results.
What are the important behaviours to be successful in an international group like Pernod Ricard?
Having hopped around countries, I have learned the hard way. My principle, which I would not change, is that some attitudes – such as sharing a vision and bringing the team along on a journey – are essential everywhere. However, how you implement these principles must adapt to the culture.
For example, when I worked in Benelux, I spent two days in Brussels and three in Amsterdam. My Belgian team saw me as a boss [I had an office bigger than the space my team had] and the decision-maker. In contrast, I worked in an open office with my Dutch team, who wanted to be consulted on everything. The mission was the same, but my approach had to be different.
What’s been the biggest change you’ve seen across the spirits category over the past decade?
The most noticeable change is the pace of change itself. For a long time, the spirits industry was stable, but in the last few years we’ve seen rapid shifts in innovation and trends, including alternative formats and low-alcohol options. It now feels much closer to FMCG in terms of innovation speed. Covid has played its part – any moment that disrupts society brings significant shifts in behaviour. I also feel Gen Z is more disruptive and moves at a faster pace than previous generations, driven in part by the rise of social media, which has changed how young people interact. That said, the demand for change isn’t just from Gen Z. Consumers of all ages are seeking novelty and new experiences.
What has been your favourite campaign/initiative at Pernod Ricard?
The one I do next will always be my favourite! That said, the last major project I was involved in was the collaboration between Absolut and Sprite. It’s an RTD that is growing and growing – it’s probably the biggest thing I’ve ever been involved in.
What motivates you in your career?
I enjoy the thrill and uncertainty of building new things and making an impact. It’s the prospect of shaping and defining something that doesn’t yet exist that excites me most.
What was the most defining moment of your career?
My decision to turn down the job at the bank in favour of the uncertainty of an internship was certainly a defining moment. Looking back, I’m still surprised by my decisiveness at a young age, especially given how scarce jobs were in Italy.
Trust your instincts, be open and stay humble.
Do you have a role model in your life?
There have been a few people I’ve looked up to, especially early in my career. In particular, the person who hired me at Reckitt Benckiser was a role model for his clarity, steadiness, and unwavering principles. We’ve always stayed in touch – coincidentally, he lived in Amsterdam when I did, and he now lives in Paris, as do I. We are good friends and I often ask myself what he would do in challenging situations.
What advice would you give your younger self?
Well, I’d give myself a pat on the back for turning down the bank job, as I expect I’d have ended up complacent or unhappy otherwise. So, I’d tell myself to trust my instincts, but I’d also remind myself to stay open and humble. One of my biggest mistakes was leaving Reckitt Benckiser for Johnson & Johnson. Ridiculously, I thought I was the golden boy of marketing they could never live without, which was very immature of me. When Reckitt Benckiser made a counteroffer to keep me, I was silly enough to say, “You’re too late”. Let’s just say that J&J wasn’t my most enjoyable time. So, any decision made out of pride is one I wouldn’t repeat.
What’s your favourite cocktail or spirit to relax with?
A white Negroni, made with Lillet Blanc and Beefeater Gin.
