The most significant shift in corporate finance today is not about better reporting. It is about influence. At Pernod Ricard India, that shift is already underway, with the finance function moving closer to the core of business decision-making. In a conversation with FE CFO Online, Pernod Ricard India’s Chief Financial Officer and Chief Transformation Officer Richa Singh outlines how that shift is already underway, with the finance function moving closer to the core of business decision-making.
“Finance has evolved from a function that reports results to one that actively shapes them,” Singh says, describing a mandate that now extends well beyond controllership into strategy and execution.
In a market where growth is tied to premium portfolios and profitability is shaped by state-level regulatory complexity, this shift is not cosmetic. It is structural. Finance is increasingly expected to connect insight with action, influence frontline decisions, and ensure that growth is both ambitious and disciplined. (Edited Excerpts)
You hold the dual responsibility of CFO and Chief Transformation Officer. How is the traditional finance mandate changing as capital strategy, technology, and enterprise transformation become increasingly interconnected?
The role of finance has changed, and as CFO and Chief Transformation Officer, I see it evolving from a function that reports results to one that actively shapes them. Today, capital strategy, technology, and transformation are deeply connected, and finance must bring far stronger business partnering skills, such as a deeper understanding of the business and the ability to anticipate risks and opportunities. This new mandate is about steering the organization toward its goals with clarity and insight. My mantra for my larger integrated team is simple: “Insights. Action. Impact”, driving a clear message that Strategy and Finance teams should also be able to steer and influence the delivery of measurable results.
How do you balance brand investments and portfolio expansion with cost discipline and return on capital considerations?
We view premiumization and cost efficiency as complementary, not competing priorities. Premium and super-premium brands deliver stronger margins and long-term value, while cost efficiency ensures sustainable growth. Our finance function plays an enabling role in ensuring investments are value-accretive, embedding a culture of operational discipline, portfolio management that balances growth with profitability, and continuous improvement.
How are AI-led forecasting, pricing analytics, and marketing ROI measurement influencing capital allocation and planning processes?
We are starting our journey on transforming into a data-driven, insight-led finance function. Advanced analytics, automation, and AI-backed forecasting improve demand planning, pricing strategies, and cost optimization.
Automation enables faster and more accurate reporting, freeing up time for strategic analysis and scenario planning. This digital transformation equips finance to play a stronger role as a business partner, driving agility and more informed decision-making, while also enabling real-time visibility into areas that require management attention.
How does this shape financial strategy, risk management, and long-term investment decisions for the business?
India’s alco-bev sector is one of the most regulated globally, with each state having its own tax structure and compliance requirements. For finance, this means continuously recalibrating state-level brand strategies and investments to ensure sustainable profitability. What works in one state may not be feasible in another, so success depends on constantly adapting portfolio strategies and navigating state-level regulatory frameworks while maintaining financial discipline at a national level.
What have been the biggest challenges in embedding digital and analytics capabilities across frontline functions such as sales, supply chain, and demand planning?
We are still in the early stages of our digital transformation. A key focus has been balancing two parallel priorities: building a robust, scalable foundation while also delivering early, visible outcomes that build confidence on the frontline. For functions like sales, supply chain, and demand planning, digital and analytics can feel abstract unless people experience tangible impact - those “aha” moments where solutions make their work simpler, faster, and more effective. Our focus has therefore been on demonstrating this early on, whether through sharper demand insights, better route planning, or more intuitive decision tools. Once teams see value, they lean in naturally and begin to actively engage. Sustaining this momentum is the key to embedding digital capabilities, making transformation a shared journey across the organisation.
How closely does the finance function work with commercial, marketing, and operations teams in driving growth and efficiency?
Finance works shoulder-to-shoulder with commercial, marketing, and operations to drive growth and efficiency. With revenue from operations of INR 27,446 crores and India contributing 13% to Pernod Ricard’s global net sales of €10,959 million, our mandate is to help the organisation make smarter choices, such as prioritising investments that strengthen our strategic focus on premiumization and operational excellence. Premium and super-premium brands continue to deliver strong growth, expand margins, and build brand equity—Jameson, for example, is now India’s top imported spirit and the brand’s second-largest market by volume globally. In parallel, finance also partners closely with manufacturing, supply chain, and route-to-market teams to optimise costs, capital, and cash, allowing us to stay agile in a highly competitive alco-bev environment. Even with different pricing flexibility across states, this strong business partnering, guided by data, discipline, and strategic clarity has been central to delivering a resilient financial performance for the company.
As organisations become more data-driven, what new capabilities do finance teams need to build to remain relevant at the leadership table?
As organisations become more data-driven, finance teams need to evolve well beyond traditional variance analysis and forecasting. The real value now lies in the ability to identify business problems early, use financial acumen to frame the right approach, and then leverage data to shape practical, insight-led solutions. This requires new capabilities—strong analytical thinking, comfort with digital tools, and the ability to connect disparate data points into a coherent business story. When finance can simplify problems at hand and help teams make better, faster decisions, it becomes an indispensable driver of value across the organisation.
