Free Webinar
How to Build an Effective RGM Organization with Nestlé
How Nestlé embedded Revenue Growth Management across a complex, multi-division organisation, without owning commercial decisions.
Revenue Growth Management often fails not because the analytics are weak, but because the organisation is unclear on where RGM sits, what it owns, and how it creates value at scale. As complexity increases, fragmented pricing, promotion, and mix decisions become harder to align - and even harder to embed.
In this session, Colin McQuay shares how Nestlé USA evolved RGM from isolated capabilities into an embedded commercial function across nine operating divisions. He walks through the structural choices, operating model trade-offs, and KPI decisions that allowed RGM to influence decisions consistently, without becoming a bottleneck or a centralised control function.
What You'll Learn
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How to sequence RGM maturity without overreaching early
Why Nestlé started with central enablement before embedding RGM into business units, and the risks of doing this in the wrong order. -
Where RGM creates the most value without owning decisions
How positioning RGM as a challenger preserves accountability while increasing commercial influence. -
How to choose the right RGM operating model for complex organisations
The real trade-offs between centralised, hybrid, and decentralised structures, and why Nestlé evolved across models over time. -
How to measure RGM impact beyond isolated initiatives
Balancing early-stage project value tracking with longer-term macro KPIs focused on rate, volume, and margin mix. -
How analytics and AI actually change commercial outcomes
Why advanced tools only matter when they lead to different pricing, promotion, and mix decisions in-market.
Meet the Speaker
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Colin McQuaySenior Director, Head of Strategic Revenue Management at Nestlé |
Colin McQuay is Senior Director and Head of Strategic Revenue Management at Nestlé USA, where he leads the design and embedding of RGM across a highly complex portfolio of businesses. With over 15 years of experience across finance, pricing, promotions, and commercial analytics, he brings direct, practical insight into what it takes to scale RGM from a capability build into a durable way of working.
In this session, Colin draws on Nestlé’s multi-year RGM journey, including what worked, what didn’t, and where trade-offs were unavoidable, offering a grounded view on how senior leaders can structure RGM to drive better rate, margin, and decision quality over time.
Session Highlights
From fragmented capabilities to an embedded RGM function [06:01]
How Nestlé consolidated pricing, promotion, and mix capabilities before embedding RGM directly into operating divisions.
Why RGM should challenge decisions, not own them [14:59]
A clear rationale for positioning RGM as an impartial challenger rather than a central decision-maker.
The operating model trade-offs most organisations underestimate [19:12]
A practical comparison of centralised, hybrid, and decentralised RGM structures, and the blind spots each creates.
Why project-level value tracking breaks down at scale [15:20]
How Nestlé moved from initiative tracking toward macro KPIs that reflect rate quality and margin composition.
Making AI actionable in RGM, not theoretical [43:30]
Why analytics only create value when paired with clear decision rules and commercial accountability.
Embedding RGM through change, not mandates [37:36]
How communication, stakeholder mapping, and incremental wins enabled adoption across diverse business units.
Watch the session to understand how RGM organisations are built in practice, and what it takes to make them work inside complex CPG businesses.
Q&A
What is the primary role of RGM at Nestlé USA?
RGM acts as a challenger and enabler, not a decision owner, supporting pricing, promotion, and mix decisions with analytics and structure. The goal is to improve decision quality rather than centralise authority [14:41].
How is Nestlé’s RGM organisation structured?
Nestlé operates a hybrid model with division-embedded RGM teams supported by central analytics, tools, and change management capabilities [30:53].
How does Nestlé measure the value of RGM?
The organisation started with project-level value tracking and is evolving toward macro KPIs focused on rate quality, volume growth, and margin composition [15:59].
Does RGM sit in finance or commercial at Nestlé?
At Nestlé USA, RGM reports through finance to maintain impartiality while influencing sales, marketing, and category decisions [26:25].
How important is change management in RGM implementation?
Change management is critical, with phased responsibility shifts, heavy communication, and pilot-led proof points used to drive adoption [16:59].
Did inflation and COVID accelerate RGM adoption?
Yes, multiple pricing rounds created natural opportunities to embed better pricing and promotional discipline, accelerating RGM relevance [50:19].