Procter & Gamble CEO Jon Moeller is set to step down at the start of next year to be replaced by former marketer Shailesh Jejurikar, who looks set to continue the company’s innovation-led strategy proposition.
Moeller, who has been CEO at the FMCG giant since 2021 and has been with the business since 1988, said during an investor call today (29 July) announcing its Q4 results it was a “tremendous honour” to have led P&G. According to Moeller, his successor brings with him a similar focus on “top and bottom line growth”, built on growing markets rather than simply taking share.
Jejurikar is a P&G lifer who spent 14 years in brand management across India, Kenya, Singapore and the US before moving into general management in 2005. Currently serving as chief operating officer, he will take over from Moeller on 1 January 2026. Moeller will continue to work at the brand as executive chairman.
P&G’s Q4 results exceeded expectations – albeit tempered ones.
Procter & Gamble CEO Jon Moeller is set to step down at the start of next year to be replaced by former marketer Shailesh Jejurikar, who looks set to continue the company’s innovation-led strategy proposition.
Moeller, who has been CEO at the FMCG giant since 2021 and has been with the business since 1988, said during an investor call today (29 July) announcing its Q4 results it was a “tremendous honour” to have led P&G. According to Moeller, his successor brings with him a similar focus on “top and bottom line growth”, built on growing markets rather than simply taking share.
Jejurikar is a P&G lifer who spent 14 years in brand management across India, Kenya, Singapore and the US before moving into general management in 2005. Currently serving as chief operating officer, he will take over from Moeller on 1 January 2026. Moeller will continue to work at the brand as executive chairman.
“I am honoured to serve as P&G’s CEO,” said Jejurikar in a statement announcing the transition. “P&G people, our brands, and our capabilities in innovation and operational excellence fuel my confidence for a future of sustained growth and value creation.”
He takes the reins of the business at an interesting time. P&G has “doubled down” on its belief in innovation to drive business growth in a challenging economic environment. The FMCG giant announced in June it would cut 7,000 jobs as part of a restructure designed to drive greater efficiencies across its markets, as well as close or divest certain brands in individual markets.
P&G’s Q4 results exceeded expectations – albeit tempered ones. The business grew net sales by 2% to $20.9bn (£15.67bn), something it credited to higher pricing and favourable mix impacts.
P&G doubles down on innovation to combat ‘uncertainty’Volume and foreign exchange (driven by Trump’s tariffs) were given as factors as to why growth was not stronger. The business also announced its full year results, which remained essentially flat at $84.3bn (£63.2bn) compared to $84bn the year prior.
“We’re pleased with the performance P&G delivered last fiscal year in the face of a very dynamic, difficult and volatile environment,” said Moeller. “While not all results are at the levels we aspired to deliver at the beginning of the year, growth in this environment is worth acknowledging.”
Pricing challenges
Moeller also reiterated the company’s commitment to its innovation plan across the five “vectors” of product, package, brand communication, retail execution and value. He paid tribute to “efficiencies” in marketing spend that have allowed the business to communicate its product superiority.
“Superior innovations are driven by deep consumer insights communicated to consumers with more effective and efficient marketing programmes executed in stores and online,” he said. “This is in conjunction with retailer strategies to grow categories and our brands, and price to deliver superior value across each price tier where we compete.”
Price was something Moeller was keen to address. He acknowledged that affordability is a “relevant concern” for consumers right now and the challenge of private label competition means P&G has to “emphasise” its quality credentials to win share. The brand’s marketing needs to find that balance between performance and value.
“[We are] ensuring we have clarity in our advertising. We’re trying to emphasise two things: performance and value,” he said. “We want our ads to be as entertaining as they can be, yes, but not to the extent they compromise – right to the heart of the matter – our performance and value message.”
The P&G CEO also expects the business to “create” more affordability through its innovation lines, whether that is on packaging, manufacturing or even price innovation.
“There’s a misperception that occurs sometimes, which is our fault, that when we talk about superiority, we’re talking about premium. That’s not how we think about it. We think about it as having the best offer in the price tiers in which we choose to compete,” Moeller added.
