PepsiCo CEO of Beverages North America, Ram Krishnan, relies on a colorful approach to time management to navigate his responsibilities leading some of the world’s top beverage brands.
Speaking in Fortune‘s ‘Champion Mindset’ series, Krishnan—who oversees brands including Pepsi, Mountain Dew and Gatorade—shared the strategies that have guided him through an 18-year career at PepsiCo, highlighting his systematic approach to balancing professional demands and personal growth.
His career path reflects the company’s broader culture of leadership development.
PepsiCo, which generated $91 billion in annual revenue in 2023—$27 billion of which came from its North America Beverages divsion—has become a powerhouse for grooming top executives, thanks to its system that identifies and cultivates high-performing talent within its ranks.
Chris Kempczinski of McDonald’s, Ed Bastian of Delta Air Lines, and Brian Cornell of Target are just a handful of ex-PepsiCo alumni running Fortune 500 companies.
While it’s no surprise that top executives need to find efficient ways to stay on top of their tasks, Krishnan has revealed his innovative way of ensuring that he uses his waking hours effectively.
“I color-code my time management,” Krishnan said.
“There’s a pie chart that I look at, and every other month, I audit and see how I’m spending my time and whether I need to course-correct.”
He explained that his time colors are divided into five key buckets: running the business, focusing on people and culture, long-term strategy, learning and relationships.
“I don’t think you’re going to get to a perfect even split,” he cautioned. “But I think what you want to be aware of is, ‘Oh I didn’t realize the last couple of months, this is how I spent my time. Do I need to course correct?’ It’s more about by the end of the year, how do you hopefully get to a healthy balance.
“I think the biggest advice I would give people is to be intentional about how you use your time.”
Plan your learning journey
Krishnan, who has led various PepsiCo units, including a stint in Shanghai overseeing the Asia Pacific region, emphasizes the need for deliberate learning.
“By Christmas time, I plan what I’ll learn about the next year,” he said, noting that his approach is not about surface-level learning but deep dives into specific topics. “It’s not just about being exposed to different topics on a device, but really focusing on one or two topics for 12 weeks at a time.”
Reflecting on his journey, Krishnan discussed his career-defining moments, notably in China where he transformed PepsiCo’s operations. “The growth had moved from east and south China to central and west. We had to redo the go-to-market strategy, manufacturing footprint, and talent approach,” he said, adding that this transformation checked all the boxes of what he considers a successful career—solving complex problems, inspiring talent and leaving a legacy. “The business has accelerated since, and local talent now runs the operation,” he said proudly.
The higher you go, the more you need mentors
When leadership traits that define successful executives, Krishnan underscored the importance of authenticity and consistency. “I’m one of those people who has trained myself to come into every meeting prepared, with a hypothesis, ready for an engaged dialogue,” he said. He also emphasized the value of being fully present, noting, “I don’t multitask in meetings. I’m there, in the moment.”
Krishnan credited mentorship as a key factor in his professional development. “I’ve had amazing mentors throughout my career. And honestly, the higher up you go, the more you need them,” he said, pointing out that higher-level executives often lack candid feedback from within their teams. “Mentors provide perspective and wisdom.”
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Despite his achievements, Krishnan acknowledged the lessons learned from making mistakes, particularly in the context of experimentation. “You have to be willing to experiment and, by definition, that means making mistakes,” he said, adding that it’s important to conduct “after-action reviews” to evaluate what worked and what didn’t. “What’s critical is being self-critical while also being empathetic with your team so that they feel safe experimenting.”
Looking back, Krishnan admits that certain career priorities have shifted over time. “Titles matter a lot less than I once thought,” he said. “You rent them for a while, but they don’t define who you are.”
As for the future, Krishnan’s main focus remains forward-looking. “One thing I could do better is pause to celebrate,” he reflected. “Sometimes, I get caught up in what’s next, but enjoying the moment is something I need to work on.”
