Free Webinar

Building Forward-Looking RGM Capability: Lessons from Supporting 40+ Markets with Dr. Oetker

When speed becomes the enemy of consistency: building RGM capability that holds across 40+ markets

From Fixing Problems to Building Judgement

In many CPG organisations, RGM issues surface as urgent fixes: rising trade spend, underperforming promotions, or portfolio questions arriving too late in the planning cycle. Markets want fast answers, central teams are pulled into delivery, and capability is quietly deprioritised in favour of speed.

At Dr. Oetker, this tension plays out across 42 markets with very different levels of maturity, data, and commercial pressure. As Executive Manager of Net Revenue Management, Emma Swiers operates at the centre of that complexity, supporting local teams while resisting the trap of solving problems for them. Her experience shows that sustainable RGM performance depends less on tools or frameworks, and more on how organisations build judgement, ownership, and confidence under real-world constraints.

What You'll Learn

Why fast central answers often undermine long-term RGM capability: Solving problems for markets may deliver short-term results, but it reduces ownership and weakens decision quality over time.
How to choose between speed and sustainability under commercial pressure: Not every situation requires the same response, and leaders must deliberately decide when to push for rapid output versus capability development.
Where global teams should lead, and where they must step back: Central RGM functions add most value when they enable judgement rather than replace local market expertise.
How experiential learning changes behaviour, not just knowledge: Working through real data and business questions builds confidence and consistency far more effectively than tools or read-outs alone.
What it takes to build consistent RGM decisions across very different markets: A repeatable structure creates alignment, but outcomes depend on adapting depth, pace, and support to local maturity and constraints.

Meet The Speaker

Emma Swiers

Executive Manager of NRM, Dr. Oetker

Emma is Executive Manager of Net Revenue Management at Dr. Oetker, where she supports global markets in building practical, scalable RGM capability. With 10+ years of commercial experience, she brings expertise from roles across Dr. Oetker, KP Snacks, Intersnack, and Kellogg.

Session Highlights

Most RGM requests are symptoms, not root problems
Markets usually articulate what they want to fix, but the real barrier often sits in time pressure, competing priorities, or reluctance to revisit past decisions. Addressing the ask without addressing those barriers limits impact. [02:22]

Quick answers create dependency, not capability
Providing fast analysis or handing over tools can solve today’s issue, but often returns ownership back to the centre over time, reducing learning and local judgement. [09:40]

Empowerment feels slower, but compounds faster
Coaching teams to work through real data and business questions may require more upfront effort, yet it builds ownership and decision quality that persists beyond the project. [10:40]

People remember what they decide, not what they’re told
Experiential learning drives retention and confidence because teams make, test, and reflect on decisions themselves rather than consuming recommendations. [11:07]

Structure matters, flexibility makes it work
A repeatable four-stage process creates consistency, but outcomes depend on adapting depth and pace to market maturity, culture, and constraints. [20:14]

Capability success is visible in behaviour, not slides
The clearest signal of progress is how teams frame questions, present insights, and engage retailers more confidently and consistently. [23:36]

Q&A

Do markets struggle more with analysis or turning insights into decisions?
It depends on prior experience and the nature of the challenge. The key is diagnosing this early so effort is focused where it creates the most value. [26:14]

Are current RGM methods still effective given slow organic growth across CPG?
Traditional approaches alone are often insufficient. The opportunity lies in evolving RGM practices to take a broader category perspective and focus on incrementality, not just value extraction. [28:52]

How do you measure the success of capability-building programmes?
Success is tracked through both tangible outputs, such as identified initiatives and opportunity sizing, and behavioural indicators like confidence, decision quality, and ownership. [31:44]

How do you prevent RGM capability from feeling too academic for sales teams?
By adapting language to how teams already think, using real examples from comparable markets, and involving senior commercial leaders directly in delivery. [34:53]

How are RGM tools introduced without overwhelming teams?
Tools are embedded within hands-on capability sessions using the market’s own data, ensuring relevance and immediate application rather than abstract training. [41:18]

How much capability building should be done in-house versus externally?
External support can accelerate specific levers, but long-term impact depends on internalising the content so it feels native to the organisation and sustainable over time. [39:18]