Who are P&G's decision-makers?

Shailesh Jejurikar joined P&G in Mumbai in 1989 as an Assistant Brand Manager and spent 36 years building expertise across Fabric Care, Home Care, Health Care, and Beauty across North America, Europe, Asia, and Africa. Before becoming CEO, he ran P&G's Fabric & Home Care segment — its largest, at nearly $30 billion — from 2015 to 2021, then served as Chief Operating Officer from 2021 to 2025. His appointment is notable as the first time a non-Western-educated executive has led the 188-year-old company, and signals the growing strategic importance of emerging markets — particularly India and Asia — in P&G's long-term growth story.

Jon Moeller, now Executive Chairman, joined P&G in 1988 in finance and rose through CFO and COO roles before becoming Chairman, President and CEO in 2021. He is credited with sharpening P&G's portfolio (shedding 100+ lower-margin brands between 2014–2016), driving the 'superiority' strategy, and restoring premium pricing power. As Executive Chairman he continues to advise on strategy and board governance.

Jejurikar's first major action as CEO was a broad reshuffle of the business unit leadership team. Gary Coombe (Grooming CEO) retired and was succeeded by Juliana Azevedo effective July 1, 2026. Three female business-unit heads — Alexandra Keith (Beauty), Jennifer Davis (Health Care), and Fatima Francisco (Baby/Feminine/Family Care) — also departed, replaced respectively by Freddy Bharucha, Paul Gama, and Hesham Tohamy Abd El Hak.

P&G's procurement and technology buying is decentralized across business units but coordinated by global category teams. For major enterprise software and digital platforms, Chief Information Officer Seth Cohen (CIO since 2014) and his global IT organization hold budget authority, working alongside business-unit CEOs for category-specific solutions. Brand and marketing-technology decisions (CRM, media platforms, adtech, measurement) are influenced heavily by Chief Brand Officer Marc Pritchard and Chief Analytics Officer Kirti Singh.

For supply-chain and manufacturing technology, Chief Product Supply Officer Luc Reynaert controls capital allocation. For HR technology, Chief Human Resources Officer Bala Purushothaman owns vendor selection. P&G's buying process for large enterprise deals typically involves a global IT evaluation, legal review, and a pilot in one region before global rollout — expect sales cycles of 12–24 months for software contracts above $5 million ACV.

Under the new CEO, the first 12–18 months is a strategic review window — Jejurikar is actively resetting vendor relationships and strategic partnerships alongside his leadership reshuffle, making this an unusually high-leverage moment to establish new relationships at the right level.

P&G operates a matrix structure: five global business units (Beauty, Grooming, Health Care, Fabric & Home Care, and Baby/Feminine/Family Care) with dedicated CEOs, combined with regional and market-level presidents who own P&L for their geographies. Functional leaders (CIO, CFO, Chief Brand Officer, Chief R&D Officer, etc.) sit above the matrix and set global standards and technology architecture.

The company has approximately 116 office locations and 109,000 employees. Manufacturing is truly global — P&G operates dozens of plants across North America, Europe, Asia-Pacific, Latin America, and Africa. R&D is concentrated in Cincinnati and a global network of innovation centers including Singapore, which serves as the Asia-Pacific hub.

For sellers, the practical implication of the matrix is that technology and platform decisions require alignment both vertically (global IT) and horizontally (business-unit leadership). A regional pilot that proves ROI in one market is typically the fastest path to a global rollout — P&G rarely deploys enterprise tools without a confirmed proof-of-concept first.