Most of them seem to be recycled content. I watch one reel and get dumped with 5 more, and before I know it, it overwhelms my feed.
Nothing visualizes inflation quite like mints quietly recycling the physical size of smaller denominations for double the face value just a decade later.
A career in blue chip FMCG was one of the most sought after on top campuses (read - Day 1) before the IB/PE, MBB and FAANG surge (birth of Day 0, even -1). They offered stable, structured global careers with solid WLB. While the sector is facing some real challenges, amid shifting consumer preferences and retail dynamics, it still offers one of the most resilient and rewarding career paths. With a little under 15 years of experience in the sector close to the action, here is a realistic career progression, timelines and paths once you enter this world.
| Pay Grade/Band | Time at Level | Avg. Experience | Usual Scope |
|---|---|---|---|
| Intern | 0 - 3m | 2m | Individual Contributors |
| Trainee | 1 - 2 y | 1y | Individual Contributors |
| Asst. Manager | 1 - 4y | 2y | Individual Contributors |
| Manager | 2 - 4y | 6y | People Managers |
| Sr. Manager | 2 - 6y | 10y | Department Heads/ Functional Leads |
| Director | 2 - 4y | 15y | Country/Cluster Leadership |
| Sr. Director | 2 - 4y | 17y | Country/Cluster Leadership |
| Vice President | 4 - 8y | 20y | Regional Leadership |
| Sr. Vice President | 6 - 10y | 25y | Regional Leadership |
| President | - | 30y | Global Leadership |
| CEO | - | 35y | The One and Only |
The above hierarchy is generally function-agnostic. Entry and exit points will be different. All companies stick to "Band" or "Pay Grade" which is hard-coded in the system. Titles are sometimes interchangeable or adjusted to reflect scope and/or external signaling. (For example, the GM for India might be an SVP while the GM for UAE might be a VP as far as the company is concerned).
Now let us take a look how it translates for different functions. General intake from campuses is across Marketing, Sales, Finance, Operations and HR. I started in Marketing and spent most of my career navigating that, so let's start there.
| Pay Grade/Band | Titles | Direct Reports | Reports to | Scope (India Organization) |
|---|---|---|---|---|
| Intern | Brand/Marketing Intern | None | BM/SBM | Project under one Brand |
| Trainee | Brand/Marketing Assistant | None | BM/SBM | Brand/Sub-Brand |
| Asst. Manager | Assistant Brand Manager | None | SBM/CMs | Brand/Sub-Brand |
| Manager | Brand Manager | BAs/ABMs | SBM/CMs | Small Brand/Sub-Brand ownership |
| Sr. Manager | Sr. Brand Manager, Category Manager, Marketing Manager, Head of Brand | ABMs/BMs | Director | Brand Ownership/Category Head |
| Director | Brand/Marketing Director | BMs/SBMs/CMs | VP/SVP | Category Head/Country CMO |
| Sr. Director | Senior Brand/Marketing Director | SBMs/CMs | SVP | Country CMO |
| Vice President | VP Marketing | CMs/Directors | SVP | Country CMO |
| Sr. Vice President | SVP Marketing | Directors | CMO | - |
| President | CMO | Directors/SVP | CEO | - |
What does this mean for each level ?
Intern - This is the best way for both the candidate and the company to experience each other. Hired almost exclusively via SIPs at campuses, each intern is given a project with clear deliverables, a sponsor, mentor and buddy. The sponsor is usually a Marketing Director, the mentor is typically a BM/SBM, with an MT or ABM acting as a buddy. There is a midterm presentation and a final presentation. Those who perform (deliver/over-deliver), and exhibit potential are offered PPOs. They join along with final hires.
MT/ABM - These are typically the first roles you are placed in. As part of a larger Brand team, the goal is to quickly learn the fundamentals of Marketing. It could be one aspect of a big brand, or multiple aspects of a small brand, like concept, product, claims, packaging, key visuals, communication, media, trial and instore activation. There could be one or two roles at the same level till you demonstrate your readiness to move to next level. Till then you are the Executor - one who gets things done. You get to bring the strategy to life and shape it, but under close supervision. You get a budget and must manage it.
BM/SBM - The first inflection point (First attrition point). You get distinct ownership of a brand-form or small brand. More than that, you get to manage people. Your job is mainly to use your MT/ABMs to draft strategies, or execute them to perfection. As you grow more senior, your dependence on your boss reduces, and becomes just a validation. Your budget is larger, and you have the flexibility to move it across buckets.
Director levels - The second inflection point. Now you are the Master of the Brand. You have full ownership from strategy, to execution and ultimately delivering the Brand P&L. You are also held accountable for Market Share, Penetration and Equity that demonstrates how your Brand is doing in the market. You get to represent the brand at the industry awards and speak to the media. However, your head would be the first on the chopping block if something bad happens.
At this level, you have reached the pinnacle of a marketing career in India. What next? You can either be a candidate for moving to a General Management position or move to a Regional or Global role while staying in marketing. I have written above with a focus on the India-specific organization. Many companies have their Regional or even Global HQs in India, and there are roles based out of India, but with a broader scope.
What do you think of the above? If you find it useful, or relevant/insightful comment below, and I will return with Part 2 on Sales/Commercial.
P.S. Late-night brain dump, so pardon any misses. Fellow folks in the industry,chime in below with your thoughts or additions!
While doing some digging, I found that my Great-grandfather used to draw 250 British Rupees monthly in 1916, when he was in his early 30s (he is one of the officers listed above). Not sure what the equivalent would be in today’s purchasing power, or career equivalent, but I believe this was a well-paying job, considering its impact can still be seen four generations later.
About him: He came from humble beginnings in rural Kerala, excelled in his education and secured a government job with British Government in 1900s. This enabled his marriage into a prominent family. He had a tough career, with postings all around South India, and fathered 8 children. By the time he officially retired around the time of independence, he had accumulated considerable wealth from his income. Primarily in property. He left each of his 8 kids a house and arable land (paddy or rubber) and completed all their marriages. He enabled alliances for his kids to those from either well-off families or well-educated people. Further, he enjoyed a pension that funded his retired life and his immediate family (in fact had surplus to donate to charity) till his peaceful passing.
His kids (my grandfather’s generation): Everyone started with a safety net - educated till High School and with property to do what they wanted. 4 families pursued professions (Doctor/Lawyer/Govt.), prioritizing education for their kids. Few of them moved out of the state or country. 3 turned to agriculture and built a life around it. 1 brave soul started a business. Guess who? My grandfather. He was entrepreneurial. Decided to use his inheritance to start a business. It was his passion and provided cash flow. He had multiple cars, a gun which he took for hunting in forests, and was part of elite social clubs. It helped him fund my father's and uncle's education and marriages, but by the time he expired, there was only his primary house left. (Business got bankrupt and assets got used up in the process). However, in my opinion he lived a grand life.
His grand-kids (my father’s generation): Divergence became stronger. The professionals’ kids were undoubtedly well off, as most entered well paying jobs thanks to the quality of education. Further they went from the rural ancestral home, and earlier they left, more prosperous they became (compared to those who could not or did not migrate). While everyone had to build their lives from scratch in this generation, difference in quality of life was much more evident. My father retired as a government servant in same town, while my uncle migrated and settled abroad. Father eventually got the primary house, and his retirement is now fully funded by lifelong pension and PF deposits.
His Great-grand kids: Those who moved abroad, their children reaped the benefits of western education and job market from the very beginning. Minimal ties back home. I lived a truly middle-class life in the same Tier 3 town as my great grandfather - rented house, no discretionary expenses (branded items, gadgets or vacation). But my parents invested in my education. Enrolled me in a good school and instilled the importance of education very early. The foundation helped set a platform to get into rewarding corporate career and migration abroad. Now, on the path to create wealth. (Not even close to what my great grandfather could achieve)
Looking back, the one thing that seems common across every generation that did well was education. My great-grandfather used it to move out of humble beginnings. The branches that later focused on education generally ended up with better careers and opportunities. Migration seemed to amplify that advantage even further.
What surprised me was that creating wealth and preserving wealth seem to be completely different skills. My great-grandfather built it. Some branches grew it further. Some lived off it. Others had to rebuild from scratch through education and careers.
Would you agree?
Many of you have already created, or are on the path to creating, multi-generational wealth. What are you doing for the next generation? Passing on assets, investing in education, encouraging migration, teaching financial discipline, or something else?
(90% written by me. Used Copilot only to clean up grammar and flow)
Started with collecting coins from pocket change, then moved on to buying Indian Commemorative coins. Now I’ve decided to buy something that will hold intrinsic metal value, while still satisfying the inner coin lover 😀
Very much bullion rather than a numismatic piece, but definitely cooler than a bar.
I am located in Dubai, UAE. $1 is pegged to 3.6725 UAE Dirham
Details below (based on today’s rates)
- International Gold Rate ~ $4520/Oz = 16,588 AED
- Dubai Gold Rate (545.25/g) = 16,957 AED
- Purchase Price = 17,700 AED (~4.4% over Local Spot)
The dealer mentioned buy back price today is 531 AED for any Bar or Coin on Gold value, which is 16,514 AED
Here bars seems to be more popular than coins. So they can be bought at a lower premium vs coin. But I wanted something to hold and feel in my hand 😬