November 27, 2023
Recipe for Success Ep. 8
PepsiCo Foods North America CEO Steven Williams sits down with Vice President of Growth Integration Helen Stephens to discuss his career journey from working at a grocery store in a small Oklahoma town to becoming the leader of the Frito-Lay and Quaker foods business across North America. Learn how embracing new opportunities and stretching himself led to his dream job today.
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Hi everyone.
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Welcome to Recipe for Success.
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I'm your host, Jillian Emens.
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This is a special ediIon episode
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with the leader of PepsiCo's
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Frito-Lay and Quaker® foods business
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across North America,
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CEO Steven Williams.
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He sits down with
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Vice President of Growth IntegraIon,
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Helen Stephens,
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to share how he somewhat unexpectedly
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entered the world of PepsiCo.
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You don't want to miss this.
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Take a listen.
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♪Are you ready?
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To keep on dreaming.
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To keep on believing.
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I’m here to moIvate you.
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I’m here to push you. ♪
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Thank you, Steven.
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Appreciate you being here.
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We have polled our team
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for a bunch of quesIons for you.
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So some are kind of,
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you know, straigh`orward,
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some are kind of fun.
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So we're just going to
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kind of go with the flow here.
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All right.
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So let me start,
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a licle bit about yourself.
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Where did you grow up?
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What did you kind of aspire to be
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when you're younger self?
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So I grew up in
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Oklahoma, a licle town
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called Haskell outside Tulsa.
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I tell people I was farm to table
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before it was cool.
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Originally want to be an architect.
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Always worked in grocery stores.
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Coming up played sports, did all the things that, 00:01:22:15 - 00:01:25:08
you know, young kids do.
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You know, I never thought,
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I ended up in this job, that's for sure.
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But I'm glad to be here.
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And I think it's a privilege
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to have an opportunity to do the job.
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What was your first job?
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Was it you said grocery store?
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Yeah, grocery store.
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Absolutely. Licle corner grocery store
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In Haskell, I was very young.
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I learned a lot about
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hard work at a very young age.
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Got the work ethic honestly.
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It's kind of cool,
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full circle, back to the grocery stores.
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I like that.
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Yeah. My dad always said,
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you know, people always got to eat,
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and so I think that stuck with me.
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Let's shig to your career,
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so can you give us a brief overview?
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Before PepsiCo with PepsiCo.
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So I started with a company called Fleming.
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They're not around anymore.
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They were actually the largest grocery
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wholesaler in the country.
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They were like Fortune 40 at one point.
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And that goes to show you, I learned a lot
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when looking back on that,
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I leg before
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they went out of business.
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But regardless how big you are,
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when the environment changes,
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if you don't change, you know,
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you can go away.
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But I was recruited
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by Quaker®-Gatorade®
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from the customer,
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which was precy controversial at the Ime.
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And I had never looked back.
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I mean, never looked back.
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And then so from there,
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you know, in 2001, 00:02:49:02 - 00:02:50:17
PepsiCo acquired Quaker.
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I was at the Ime
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I think Itle was
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NaIonal Business Manager for Gatorade®.
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And the acquisiIon went through
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and I got swept up right away
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into the mad
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world of PepsiCo and it was a blast.
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And I've,
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you know, I've just never looked back.
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I've had so many opportuniIes across,
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sales and markeIng.
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Moved nine Imes
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and just have had a wonderful,
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wonderful career.
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So what do you think
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was the most criIcal role that you had?
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I would say they were all criIcal.
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I mean, ulImately,
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if you're trying to get to the,
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biggest jobs in the company,
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taking some risk, making sure that
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you have assignments that stretch you.
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I remember I had
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an HR partner
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that told me once
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I was trying to go do this job
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that I thought was a really cool job,
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but it wasn't.
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It was going to be fun.
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It wasn't going to be hard.
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And she basically said, we're not
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going to go let you do that job.
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You need jobs
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that stomach hurt stretch from here.
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You don't need to go do the easy job.
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So, no,
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we've got other plans.
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And so, you know, you think about that
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there's a balance between
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you want to have balance,
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you want to have
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jobs you enjoy.
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I mean, I've enjoyed every job I've had. 00:04:12:05 - 00:04:15:12
Ager we got swept up by PepsiCo,
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what I thought was the most exciIng job I had
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was honestly it was the Gatorade®
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NaIonal Account Manager for Walmart.
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And it was the job that they literally
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I got ripped out of ager
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about a year and a half
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because they wanted to put me on a project.
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I was so mad,
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but it was probably one of
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the most rewarding assignments
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because I got a different
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kind of exposure into PepsiCo.
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It was basically helping integrate
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the Tropicana® business
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into what ended up being
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QTG (Quaker®-Tropicana®-Gatorade®),
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and they had picked seven of us.
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We basically were running the
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trade markeIng plans
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for the different channels for Tropicana®
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to get more raIonal pricing
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in the market
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and then get it integrated
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into the broader
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Quaker®-Gatorade® business.
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It helped me a lot.
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I didn't want to go do it.
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I didn't know I needed to do it.
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But it's something that
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really helped me.
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So when did you want to be CEO?
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I'll be honest, I always
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literally wake up
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and wanted to do the best job I could
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in the job I was in.
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And it wasn't
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that I wasn't ambiIous
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or didn't want to do more,
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but I always just thought, you know what?
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It was almost like sport, doing a job so good,
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I didn't want anybody to want to backfill me.
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I wanted to, like, just crush the ball.
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Right?
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And so I put so much energy into the job
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that I was doing,
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I didn't really think
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much about what was next.
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Now, what I'll tell you is
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I would always,
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you know,
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you get to a point,
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and you know, people know how you're doing.
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Might not admit it out loud.
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You know, inside people know
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kind of what their capacity is,
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what their capability is,
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and candidly, what they're willing to do.
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And you get to a point
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where you're in a job
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and you’re working for somebody
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and you sense, you know,
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I could probably do that job.
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But I never really said,
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hey, listen, I'm going to go for the ring.
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I knew,
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you know, I will tell you,
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I knew and I knew for a long Ime
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and Al Carey has told this story
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a couple of Imes.
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I mean, for ten years
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I tried to get Frito-Lay.
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I was just trying to get Frito-Lay and every Ime
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I’d get put into another job.
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I'd say, okay, I'm going to Frito-Lay.
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Nope you’re going to go do another job.
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And I literally
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I was starIng to think,
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man am I on, what was that show,
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it's like I literally thought
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I was being punked.
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I'm like, “What is going on?”
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I keep telling you what I want to do.
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I'll go do just about anything.
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I just, I want to learn that business.
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I haven't been inside
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of Frito-Lay.
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And it just
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it looks like something really special,
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and I want to understand it.
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You know, I worked on the business,
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but I wasn't in the business.
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And I thought the day would never come.
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And when it did, it was amazing.
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And so, you know, the quesIon
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you asked was,
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when did you know you wanted to?
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I knew once I got here
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I loved it.
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I knew I could,
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but I didn't really even again,
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I was busy learning the business,
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trying to figure out the culture,
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trying to figure out how
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I could have the biggest impact
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to a business
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that was already just the crown jewel
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of PepsiCo.
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And the tricky thing
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about coming into a business
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like this is,
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it really is daunIng because you're like,
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how do I make my mark?
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And so I took a lot of Ime
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thinking about that, too.
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And at one point I knew, hey,
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I could probably do it.
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I didn't know, you know,
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Vivek (Sankaran) was going to leave.
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But I knew if he did, I could compete for the job.
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And, you know, PepsiCo's
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precy transparent
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when you get to a certain level
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on your potenIal
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and what you can do.
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And so I knew I could,
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but then it comes down to
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Iming and opportunity.
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SomeImes, you know,
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good things happen
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at the intersecIon of luck and preparaIon.
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Talk to me about cross-funcIonal assignments, 00:08:32:05 - 00:08:34:08
why do you think they're important?
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Genng people out of their comfort zones.
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Yeah, because you got to learn.
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It's just like anything,
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anything that is incremental
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to what you do today
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is going to stretch you.
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And the further away it is
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from what you do,
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the more it stretches you.
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That's why it's levels of change.
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So think about it this way.
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If I change funcIons,
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that’s a level of change.
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If I change locaIons,
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that's a level of change.
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If I change businesses,
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that's the level of change.
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And so we would typically say that
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one to two levels of change is enough,
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three levels of change may hurt you,
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four levels of change could break you.
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So we usually wouldn't do four.
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Three is kind of that
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stomach hurt stretch, right?
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You're going into a new culture,
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a new environment, a different country,
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a different business,
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a different funcIon.
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The more you can understand
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the reason those experiences are important,
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the more you can understand about
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other funcIons, the becer.
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Now, that doesn't mean go do you know,
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you need to have a hip pocket skill.
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Being a master of none
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isn’t a big idea either.
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I know people that will do like
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every job in the company for like a year.
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That's not going to work.
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You know, you need to have a hip pocket,
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you know if you ask me
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I’m a sales commercial leader.
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I wouldn’t have guessed that. 00:10:09:11 - 00:10:12:09
Yeah, that’s a big GM job.
00:10:12:09 - 00:10:13:21
But I dabbled in markeIng,
00:10:13:21 - 00:10:16:12
I dabbled in strategy, trade markeIng.
00:10:16:12 - 00:10:20:13
I've done, you know, a bunch of different
00:10:20:15 - 00:10:24:06
jobs around the commercial space.
00:10:24:08 - 00:10:26:07
And I mean, I think it makes you a,
00:10:26:07 - 00:10:29:13
you know, a broader leader.
00:10:29:18 - 00:10:31:02
Right?
00:10:31:02 - 00:10:32:14
You know, and that is,
00:10:32:14 - 00:10:35:09
I think that's important.
00:10:35:09 - 00:10:36:22
Looking back on your career,
00:10:36:22 - 00:10:37:11
is there anything
00:10:37:11 - 00:10:39:10
you would have done differently?
00:10:39:10 - 00:10:41:10
You know, there was some forks in the road
00:10:41:10 - 00:10:43:17
where I think I took
00:10:43:17 - 00:10:45:18
the right fork,
00:10:45:18 - 00:10:48:17
but I don't know that.
00:10:48:17 - 00:10:51:03
You know, I turned down some jobs
00:10:51:03 - 00:10:53:00
that I don't know if I had taken it
00:10:53:00 - 00:10:56:09
it might have worked out differently.
00:10:56:09 - 00:10:58:06
But I don't know how differently.
00:10:58:06 - 00:11:00:03
I mean, this is my dream job.
00:11:00:03 - 00:11:02:00
I mean, this is like,
00:11:03:01 - 00:11:04:14
I love what I do,
00:11:04:14 - 00:11:05:21
and I don't know
00:11:05:21 - 00:11:07:20
if I would change anything.
00:11:07:20 - 00:11:08:20
I always felt like
00:11:08:20 - 00:11:10:13
I was the luckiest person
00:11:10:13 - 00:11:12:15
to have the job I had.
00:11:12:15 - 00:11:14:19
And I never really,
00:11:14:19 - 00:11:15:19
had my eyes,
00:11:15:19 - 00:11:17:09
other than I wanted to get into Frito-Lay.
00:11:17:09 - 00:11:18:20
I literally would have come over here
00:11:18:20 - 00:11:19:22
to do anything.
00:11:19:22 - 00:11:21:12
I didn't tell anybody that.
00:11:21:12 - 00:11:22:18
I tell them I want to come to Frito-Lay.
00:11:22:18 - 00:11:24:19
I wanted to get over here so bad.
00:11:24:19 - 00:11:26:17
It was crazy.
00:11:26:17 - 00:11:28:14
What role has been the most fun?
00:11:30:11 - 00:11:31:08
Man, this one.
00:11:33:06 - 00:11:35:00
Good answer.
00:11:35:00 - 00:11:38:16
Oh, my God, I am having a blast.
00:11:38:16 - 00:11:41:16
I don't even know
00:11:41:16 - 00:11:45:07
if I thought it would be this good. 00:11:45:09 - 00:11:46:15
I really don't.
00:11:46:15 - 00:11:47:15
I mean, I just,
00:11:47:15 - 00:11:48:01
you know,
00:11:48:01 - 00:11:53:15
to be able to lead an organizaIon this size,
00:11:53:15 - 00:11:58:00
have responsibility for,
00:11:58:00 - 00:12:01:14
the company's largest business,
00:12:01:14 - 00:12:07:13
and to do the kind of transformaIon
00:12:07:13 - 00:12:09:00
that we're undertaking,
00:12:09:00 - 00:12:11:23
I just, I can't even put into words.
00:12:11:23 - 00:12:14:07
I mean it’s,
00:12:14:07 - 00:12:15:21
you know, I'd be being insincere
00:12:15:21 - 00:12:18:17
if I said it was something else.
00:12:18:17 - 00:12:19:21
But I've always felt like
00:12:19:21 - 00:12:21:06
that about jobs I’ve gocen.
00:12:21:06 - 00:12:23:09
There were a couple that were a licle bit wonky,
00:12:23:09 - 00:12:25:14
but most of them ended up being,
00:12:25:14 - 00:12:27:06
wow, this is a great job.
00:12:27:06 - 00:12:28:09
But when I get the next one,
00:12:28:09 - 00:12:29:03
I’ll love it too.
00:12:29:03 - 00:12:30:22
So I would say I don't
00:12:30:22 - 00:12:32:06
think anything tops this.
00:12:32:06 - 00:12:37:08
I think anybody that would want it would like it.
00:12:37:22 - 00:12:39:06
It’s a lot of fun.
00:12:39:06 - 00:12:41:00
Now, it's a lot of responsibility,
00:12:41:00 - 00:12:43:11
and I don't take that responsibility lightly either.
00:12:45:12 - 00:12:49:09
It’s enormous weight on
00:12:49:11 - 00:12:51:05
responsibility you have for lives
00:12:51:05 - 00:12:52:06
and livelihoods.
00:12:52:06 - 00:12:56:15
It's an enormous responsibility on
00:12:56:17 - 00:12:59:23
are you gonna really leave the company
00:12:59:23 - 00:13:04:05
becer than you found it for others.
00:13:04:05 - 00:13:09:16
And so I spend a lot of Ime
00:13:09:16 - 00:13:13:10
physically and mentally thinking about
00:13:13:10 - 00:13:14:23
how to do that.
00:13:14:23 - 00:13:17:12
Last bit of advice
00:13:17:12 - 00:13:19:21
to our leaders in the growth office.
00:13:19:21 - 00:13:21:12
What's the one thing you tell them
00:13:21:12 - 00:13:24:04
as they're on their career journey?
00:13:24:04 - 00:13:26:06
AuthenIcity,
00:13:26:06 - 00:13:29:03
building authenIc relaIonships,
00:13:29:03 - 00:13:31:15
being a good person,
00:13:31:15 - 00:13:33:08
genng the job done, man,
00:13:33:08 - 00:13:34:15
whatever it is.
00:13:34:15 - 00:13:37:08
I think it's building a track record, 00:13:37:08 - 00:13:38:05
genng results,
00:13:38:05 - 00:13:40:04
but you have to do it the right way.
00:13:40:04 - 00:13:42:03
And I think that has been
00:13:42:03 - 00:13:43:10
I mean, when I think about
00:13:43:10 - 00:13:45:03
if you ask me,
00:13:45:03 - 00:13:48:06
what the difference maker for me
00:13:48:06 - 00:13:49:20
in my career has been,
00:13:49:20 - 00:13:51:21
it has been
00:13:51:21 - 00:13:56:00
leading in a way that builds
00:13:56:00 - 00:13:58:09
relaIonships authenIcally
00:13:58:09 - 00:14:00:20
with people in order to get results.
00:14:00:20 - 00:14:04:17
Being transparent and authenIc about
00:14:04:17 - 00:14:06:15
what I'm doing and then
00:14:06:15 - 00:14:08:20
doing what I say I'm going to do.
00:14:08:20 - 00:14:10:06
We make a plan.
00:14:10:06 - 00:14:11:16
Don’t we?
00:14:11:16 - 00:14:13:00
Yes we do.
00:14:13:00 - 00:14:14:17
Steven, this has been awesome.
00:14:14:17 - 00:14:16:05
Thank you. It's been an honor.
00:14:16:05 - 00:14:17:11
We appreciate it.
00:14:17:11 - 00:14:18:03
This has been great.
00:14:18:03 - 00:14:18:22
Thank you so much.
00:14:18:22 - 00:14:19:18
Thank you.
00:14:19:18 - 00:14:21:23
Thank you so much to Helen and Steven.
00:14:21:23 - 00:14:24:02
What a great way to be inspired.
00:14:24:02 - 00:14:25:11
I hope you've learned something new
00:14:25:11 - 00:14:27:21
to add to your own recipe for success.
00:14:27:21 - 00:14:29:14
Click that follow bucon on SpoIfy
00:14:29:14 - 00:14:31:22
to know when our next episodes are live.
00:14:31:22 - 00:14:33:00
Thanks for tuning in.
00:14:33:00 - 00:14:34:12
See you next Ime.
00:14:35:00 - 00:14:36:01
♪ The top.
00:14:36:01 - 00:14:39:04
Come on. (x5)
00:14:39:04 - 00:14:43:19
Everybody keep working. ♪
