From legal expertise to commercial leadership: insights from a non-linear career path

Can you share your career journey at Diageo and how it shaped the leader you are today?

My career over the past 13 years in Diageo has been anything but linear – and that’s what has made it meaningful. I began as a Legal Manager at Diageo Moët Hennessy Thailand after moving from an international law firm. Six years later, I made a very deliberate and unconventional decision: I stepped down from the Legal Director role, which was part of the Executive Leadership Team, to take on a more junior position as Traditional Trade Director, handling both on-trade and off-trade channels in upcountry.

Two years into that role, I was promoted to Commercial Director, taking on broader strategic and commercial leadership. That experience eventually prepared me for my biggest step so far – becoming the General Manager of the Philippines.

Looking back, every transition—especially the uncomfortable ones—has shaped the way I lead today: with curiosity, humility, and a strong belief in people’s potential.

What inspired you to move from Legal to Commercial, and what was the turning point?

My decision was driven by a growing curiosity about the business beyond legal risk. I loved the analytical and strategic nature of legal work, but I wanted to understand the bigger picture—consumer and customer insights, what drives growth, and how I could contribute more directly to the business.

The defining moment for me was working closely with a General Manager who truly inspired me, Albert Ibeas. He led with a rare balance of empathy and conviction. He made tough decisions with clarity and confidence, yet always with deep understanding of people. What stayed with me most was how he made me feel supported, even when stakes were high or when I was stretching far outside my comfort zone.

Seeing that leadership style up close showed me the kind of leader I aspired to be. It pushed me to take the leap into commercial roles and, eventually, into general management.

How did Diageo support your growth as you stepped into unfamiliar areas?

Self-preparation and a strong support network were critical. When I first moved into commercial, I learned immensely from the team—on-the-ground insights, historical context, and what needed to change. Leaning on their expertise and involving them early helped me integrate faster and lead more effectively.

As I prepared to transition into a general management role, I joined Horizons, Diageo’s leadership program designed to groom future general managers. It focused on both hard and soft skills: strategy building, P&L, supply sourcing, marketing, coaching, and leadership. The GM Launchpad also consolidated the essential tools needed to step confidently into the role.

Throughout my career, I have been supported by both internal and external coaches. Internal mentors helped me understand the organisation’s unwritten rules and acted as a sounding board for day-to-day challenges. My external coach gave me the space to reflect on how I was showing up as a leader—my strengths, my blind spots, and the long-term version of the leader I wanted to become.

How has Diageo’s inclusive culture shaped your leadership?

Diageo’s focus on building an inclusive environment has played a significant role in shaping the leader I am today. Working in a place where different perspectives are welcomed and encouraged pushed me to listen more deeply, question my assumptions, and make more thoughtful decisions.

Our I&D initiatives—especially the drive toward gender balance in management—have influenced how I lead. Being part of an organisation that prioritises representation has reminded me of the importance of sponsorship. It has made me more committed to mentoring, advocating for fair processes, and creating opportunities for women to step into leadership roles.

Inclusion has made me a more thoughtful, empowering, and future-focused leader.

How do you define leadership, and how do you bring out the best in your teams?

For me, leadership is about creating clarity, enabling people to do their best work, and setting a tone of trust and accountability. It’s less about having all the answers and more about empowering others, removing obstacles, and making sure everyone understands the “why” behind what we are doing.

When it comes to developing people, I always start with clarity — helping them understand their strengths, their role, and where they want to grow. I also believe in taking risks with talent, the way others once took a bet on me. When I see potential, I’m willing to give stretch assignments and real ownership because that’s where the most meaningful growth happens.

Ultimately, empowerment is about trust. Creating a safe environment where people can speak up, experiment, and learn from mistakes. Leadership isn’t just about delivering results today; it’s about developing people so they can thrive and eventually lead others as well.

What advice would you give to employees considering a cross-functional or international move?

• Build relationships. Success in a new function or market depends heavily on the people around you. Invest time in understanding your stakeholders and earning their trust.
• Stay resilient. You won’t have all the answers at first. The ability to adapt quickly is often more valuable than technical expertise.
• Don’t be afraid to step out of your comfort zone. Embrace opportunities to learn new things. Every experience—especially the challenging ones—will shape you into something bigger