Role purpose The Calendar Lead will own the strategic development and execution of the dine-in commercial calendar, translating business priorities, consumer insights and category opportunities into integrated initiatives that drive sustainable revenue and transaction growth.

The role requires a strong blend of commercial acumen, category management, consumer understanding and through-the-line marketing capability. The individual will identify where the business can unlock growth, determine the right value propositions and commercial levers, and orchestrate their execution in partnership with Planning, Finance, Marketing, Operations and other cross-functional stakeholders.

This is an end-to-end role that balances near-term commercial delivery with brand strength, consumer relevance and long-term growth.

1. Own the dine-in commercial calendar and growth agenda

- Lead the development of the annual and rolling dine-in commercial calendar, aligned with business plans, revenue targets and category priorities.
- Translate business performance and consumer insights into a prioritised pipeline of commercial growth initiatives across value, core menu activation, occasions, promotional platforms and brand-led demand generation.
- Determine what initiatives should feature in the calendar, when they should be activated, which consumer missions they should address and what role each plays in delivering growth.
- Ensure the calendar balances immediate transaction delivery with sustainable revenue growth, brand equity and a consistent consumer experience.
- Establish clear planning rhythms, governance and accountability for calendar development and execution.

2. Identify and unlock category growth opportunities

- Diagnose business performance along with planning across dine-in occasions, dayparts, categories, products, consumer missions and relevant customer segments to identify growth gaps and opportunities.
- Develop a clear point of view on where the business should focus its efforts, which growth levers to activate and which opportunities merit investment.
- Identify opportunities to strengthen the core, increase dine-in frequency, improve traffic and transactions, build consideration and recruit or reactivate consumers.
- Translate category and consumer understanding into actionable commercial plans,



with clear hypotheses and measurable business outcomes.
- Bring a category-management mindset to calendar decisions, connecting consumer demand, product propositions, price points, competitive context and business performance.
- Establish clear objectives, success metrics and measurement frameworks for each major calendar initiative.
- Monitor performance against business cases, including revenue, transactions, traffic, average order value, mix, frequency, profitability and return on investment, as appropriate.

3. Lead value strategy and commercial initiative development

- Partner with Planning and relevant franchisee stakeholders to identify opportunities across value architecture, price points, bundles, meal constructs, promotional mechanics and dine-in offers.
- Ensure value propositions are relevant to consumer needs and occasions while balancing transaction growth, average order value, product mix, profitability and brand positioning.
- Develop and evaluate business cases for proposed initiatives, including sales and transaction potential, investment requirements, margin impact, incrementality and cannibalisation risk.
- Identify the right role for value across different consumer missions, ensuring that value creation extends beyond discounting alone.
- Continuously assess the effectiveness of commercial levers and recommend improvements to maximise sustainable growth.

4. Translate commercial priorities into integrated through-the-line plans

- Convert category opportunities and commercial objectives into explicit consumer propositions and integrated marketing plans for dine-in.
- Partner with brand, creative, media and relevant franchisee teams to ensure initiatives have a compelling consumer proposition and effective communication.
- Connect commercial mechanics with campaign messaging, restaurant-level communication and the in-restaurant consumer experience.
- Ensure alignment between the intended offer, consumer promise and actual restaurant execution.




- Challenge plans that are commercially attractive but lack consumer relevance, as well as creative ideas that lack a credible business rationale

5. Lead and develop the team

- Lead and coach Senior Brand Managers responsible for delivering individual calendar initiatives and growth programmes.
- Build a team that combines category thinking, consumer-centricity, commercial rigour, creative judgement and execution excellence.
- Set clear standards for business-case quality, initiative prioritisation, performance evaluation and cross-functional collaboration.
- Develop team members into end-to-end business owners who understand both the commercial fundamentals and the consumer proposition.
- Development of a high-performing, commercially capable brand-management team.

Candidate profile

- Significant experience in category management, end-to-end brand management, commercial marketing or integrated business planning within QSR, food service or FMCG/CPG.
- Demonstrated ownership of category growth initiatives and through-the-line programmes, from opportunity identification and business-case development through activation and performance evaluation.
- Strong understanding of consumer occasions, value propositions, pricing, promotions, category performance and transaction drivers.
- Experience partnering closely with Planning, Finance and commercial stakeholders to translate business targets into actionable plans.
- Strong analytical capability, including the ability to assess incremental growth, profitability, investment effectiveness and cannibalisation.
- Proven ability to combine commercial decision-making with consumer insight, brand judgement and integrated marketing execution.
- Experience leading teams and influencing senior cross-functional stakeholders.

Leadership attributes

- Thinks like a category owner and acts like a business leader.
- Commercially rigorous, consumer-centric and brand-conscious.
- Comfortable making portfolio trade-offs and challenging established ways of working.
- Able to translate analysis into clear decisions and actionable plans.
- Takes end-to-end accountability for outcomes rather than just calendar delivery.
- Builds alignment across functions while maintaining clarity on business priorities.

📌 Calendar Lead (Gurugram)
🏢 KFC India
📍 Gurugram