As CFO of Keurig Dr Pepper, Sudhanshu Priyadarshi has to deal with a lot of moving pieces that impact his organization daily. However, he says he’s able to take on the demands of the role thanks to a range of work experience he’s had over his career.
Before he stepped into his current role, he had worked in global finance at PepsiCo and Walmart, as well as a COO position at a global pharmaceutical company based in India. After his time in those roles, he took on CFO positions in supply chain logistics and then the sports and outdoor goods business.
Now overseeing finance and international operations at KDP, he’s focused on scaling digital capabilities, navigating trade volatility and driving growth across a portfolio of more than 125 brands that encompass beverages, coffee brewers and packaged goods.
In a recent interview, Priyadarshi discusses how he knew he was ready to take on the top finance job at KDP, how he approaches forecasting and supply chain complexity and why finance leaders must be business “co-pilots” — not just gatekeepers and delegators. He also provides a candid perspective on how he makes sure he allocates time to his family while meeting the round-the-clock demands of his role.
Sudhanshu Priyadarshi
Optional Caption
Permission granted by Sudhanshu Priyadarshi
CFO, Keurig Dr Pepper
First CFO Position: 2010
Notable previous employers:
- Vista Outdoors
- Flexport
- Walmart
- PepsiCo
This interview has been edited for brevity and clarity.
ADAM ZAKI: This was likely the biggest role of your career so far when you took it. How did you know you were ready?
SUDHANSHU PRIYADARSHI: I started my finance career at PepsiCo, and it was a very good training ground. They are what they call one of the “academy companies.” I have had head of finance roles at PepsiCo in various business units. I also became the CFO of a $10 billion global business unit there. Then, at Cipla, a top 10 global generics public pharmaceutical company, I was the global COO, running a global P&L. I used to lead earnings calls and present our results to investors, not as a CFO, but as a COO. That gave me confidence.
Then, when I switched back to Walmart, I did both stores and e-commerce. I’ve seen startups, emerging markets and scaled P&Ls. The thing that excites me is scale and complexity. At KDP, we have both. As I’ve grown my finance and operating career and done different roles, I’ve built confidence. I understand the beverage industry and the public markets now.
But ultimately, it’s the people you work with. When I met with the KDP leaders during my interview, I saw the challenger culture they had in place. Those are the things that excite me. I’d tell that CFO who is unsure if they can handle a global CFO role that you’re never fully ready, but you have to take that first step. As long as you have confidence in your abilities and your experiences, and you move quickly and stay agile, you will do well.
Of all the macro factors — tariffs, supply chains, inflation, consumer sentiment — which are having the biggest impact on your forecasts?
It varies a bit, but there are some consistencies across the organization. We make up over 125 brands across North America, and we have two businesses. One is beverages. This is where brands like Dr Pepper, Snapple, Canada Dry and Sunkist, among others, operate. Then the other is coffee, where we also sell brewers and K-Cup pods.
For both sides of our business, like all consumer companies, we are navigating through tariffs and trade policies. But the good news is we are largely a domestic manufacturer. We rely on a global supply chain like everyone else and are not immune to tariffs, but we have a lot of production for both the beverage and coffee business being done in the U.S. already.
The second area is regulatory shifts, like around aspartame and colors, but at the same time, we’re rigorous in supply chain planning and scenario planning. We have significant R&D and commercial capabilities, which allow us to anticipate and adapt as regulations evolve. Ultimately, it’s about the consumer. One of our strategies is being a consumer-obsessed company, creating products that meet consumer needs, taste great and are accessible and safe. This is where we continue to work with consumers and the administration to achieve shared objectives. We’ll always comply with relevant regulations.
My international business unit includes Mexico and Canada, where tariffs have an impact, too. Having dual roles — finance and president of international — helps me think as an operator and a finance leader. Every day is different, which is part of what makes the job interesting.
“I can’t just be the finance guy; I must be the business’s co-pilot.”
Sudhanshu Priyadarshi
CFO, Keurig Dr Pepper
Given the scale of the business, how involved is finance in managing sourcing and the global supply chain?
If you have a team that’s commercially oriented, data-driven and empowered to partner in making major decisions, then you’re in good shape. That’s what we’ve built at KDP. We collaborate closely with our business partners to ensure optimal decision-making.
Our executive leadership team meets biweekly. Our enterprise operating committee also meets biweekly. We look at everything that’s changing, using digital capabilities and AI. I also manage IT, as well as our M&A and strategy efforts. All of that allows me and my team to work across various levels of the P&L.
It’s all about scenario planning. We have different ranges of outcomes for different scenarios. But if you’re agile and communicate with your business team, supply chain team and sales team, forecasting becomes more of an art than a science.
You start with a base forecast and then navigate with new information and new challenges. Sometimes you shift between business units. Some might deliver more in one quarter than others. That’s the benefit of having a diverse portfolio, it helps you achieve your outcome. We have an attractive algorithm with mid-single-digit sales growth and high-single-digit earnings per share growth. All these things come together, but you must stay closely connected with your business partners. I can’t just be the finance guy; I must be the business’s co-pilot.
How is the company leveraging AI and digital tools, and where have you seen the most impact?
We’re a seven-year-old company, as you know, from the Keurig and Dr Pepper merger. The first two or three years were foundational — getting synergies, putting systems in place. After that, we had COVID, so the focus was about supply and fulfilling demand, but today we’re using technology and AI as important levers.
There are three main areas where we think about this across the enterprise. First, we’re connecting more effectively with consumers through AI and data science. We’re stretching our investment dollars further, spending more efficiently and driving higher ROI across our iconic brands. We have a lot of brands, so understanding consumers through AI lets us get better ROI on how we reach them.
Second, we’re optimizing operations and supply chain from source to shelf. We’re leveraging AI to optimize storage, delivery routes, replenishment and ordering. This has positive implications for both sales and profit. We’re managing our sales and operations planning through these tools.
Third, we’re enabling employees with more efficient tools that drive business outcomes. In finance specifically, we’re using automation and predictive analytics to increase the speed and accuracy of our financial forecast. We’re also creating a single system for contract management, which allows us to proactively manage vendors and customers. That’s rolling out this year.
How do you structure your finance organization functions to balance control, strategy and business partnership?
There are two aspects of finance. As a CFO, you have accounting, control, reporting, internal audit — functions focused on how you run a public company. You make sure best practices are followed and you comply with regulations, GAAP, etc.
Then you have the other function: the business unit CFO, the commercial side. There, you need to be a co-pilot of the business. On my team, I have three CFOs because we have three business units. I also have supply chain finance and financial planning teams. Those are more commercial and work very closely with the supply chain team. There’s a plan, a forecast and then freedom within the framework. I lay out the framework. We talk a lot as a team. We’re closely connected. But the team is empowered to make decisions because they’re closer to the business.
It’s all about finding solutions and being that co-pilot of the business, not just the person who says, “no.” It’s two different functions, so if you balance them right, it works. Then I have an M&A strategy function. Their job is to drive the M&A agenda, do the right deals, be sure we are integrating well and ensure we get ROI, because every deal has an investment case.
Is there an area of the company you’re going to have more involvement in this year?
Right now, because of trade and tariffs, we’re working very closely with supply chain and manufacturing. The decisions we make and how quickly we make them are critical. These things keep changing, so we need to be agile.
I’d say, today, my focus is very much on the manufacturing and supply chain teams by ensuring we stay competitive, no matter what the trade policies are. We want to support them, make quick decisions and deliver on our financial plan and guidance for the year.
For example, we purchase coffee from around the world. While we can shift sourcing from one region to another, we can’t fully avoid the impact of tariffs. So, we think about how to mitigate them. How do we create an agile supply chain? The good news is that our supply chain was tested during COVID. That experience, adaptability and comfort in uncertainty helped us.
How are you able to meet the communication demands of a global CFO role like storytelling with data, earnings calls and stakeholder messaging?
It all starts with experience. I grew up at Pepsi. I had very diverse experiences early on. During my time there, I had multiple assignments across the business. Each role gave me a broader perspective, deeper business acumen and the ability to connect dots across functions. That’s key to any communication.
If you’re doing an earnings call or talking to investors, you need to know the business cold. You need to understand how different levers drive performance — sales, costs, profit, taxes, EBITDA. That gives you confidence because you’ve done those roles. You’re not just overseeing them. I’ve worked in most of these functions throughout my career, and that allows me to talk to stakeholders with real understanding.
“An important part of life is realizing rising career demands and your kids growing up are going to happen at the same time.”
Sudhanshu Priyadarshi
CFO, Keurig Dr Pepper
CFOs also have to tell a story. It’s not about numbers alone. It’s how you communicate to Wall Street and other stakeholders. Your messaging must be tailored. Some investors focus on the long term, some on the short term. Your story must include your long-term strategy, but also enough color on how you’ll hit near-term guidance.
You can’t use the same message for everyone. But if you know the business and have done the work, it gives you confidence. Ultimately, it’s a conversation — it’s not just data points, it’s storytelling.
How have you been able to meet the demands of this role while maintaining your personal life?
My family is a huge part of my career and the ability to do my job. My wife and I have been married for 21 years. She has her own career and is a working professional. I also have two daughters. One is 14 and one is 10. An important part of life is realizing that rising career demands and your kids growing up are going to happen at the same time.
I believe in work-life harmony, not work-life balance. It’s about creating harmony with blending. I have a global role and a global team across time zones. If I have early-morning questions from international teams, I handle that. I travel a lot too. So I try to be very intentional with the time I have with my family.
Both my daughters are into sports and do extracurricular activities. When I’m home, I make a point to take them to their events. I drive them to their tournaments. I have only one cell phone, so if I need to text or talk while they are playing, I do that. But I’m present with them at that moment. It’s really important for me to make it visible to my kids that Dad is here.
It must be intentional. That’s how I create harmony between work and life. We all have 24 hours a day, so I believe it’s how you use that time, how you prioritize and communicate with your family. I share my board meetings dates, earnings calls dates and travel schedules with my family. We keep a family calendar.
The dates where I am needed at work are mostly locked in, so when they’re planning something with friends or we’re planning vacations, they know what’s already booked. It’s not easy by any means, but to be deliberate, proactive and communicate well with your family is as important to the CFO role as anything else.
