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I sat down with North American CEO Chris Gabalden, who has been in his role for more than a year. This is their first time when a company is guided as CEO. , And yet the portfolio he oversees is anything other than the novice. Mutt & Chandan, Hansi, Dom Pergon – These are just some of those brands that have been in the cultural milestone for centuries. The thing that killed me was not just the weight of the inheritance he was making responsibility, but how basic and clear about the challenge was.
The Guldin did not come into the alcohol industry. He made a career in hospitality-starting as a room service waiter and finally worked with brands like Ritz Carlton and St. Regs in Marriott. He says, his experience, taught him to value a customer connection. But he also emphasized one of the basic differences that he faces: If you personally have a bad experience, you cannot personally run one’s glass and fix one’s glass. When your products are filtered through distributors, retailers and layers of events, how do you maintain this proximity?
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This conversation spreads from the story of his leadership to the wider challenges facing the alcohol industry today. Sale in many alcohol brands, especially among young consumers who are drinking less and looking more than the brands they support. Gabalden was clear: maybe you are drinking less alcohol, but they are willing to pay the quality, the higher the price for the story, the quality for the story. At the same place he sees the opportunity – not to advance the volume, but to double the virtue and experience.
We also talked about how the Legacy brands are molded. It is not about abandoning the heritage, but is ready without compromising. Gabalden cited cooperation with cultural icons such as Libron James and Buenos, which not as marketing tricks, but as bridges – ways to introduce the next generation to centuries -old brands. This kind of evolution takes time, he confessed. Heads come faster, but the reputation is slowly earned.
One of the things I praised was how open about the facts of Gibledan’s leadership. He acknowledged how difficult it was to start a new role and to immediately. It was not something that he had turned away. He told me, “This is a different type of pressure – as a final decision.” Someone expressed honesty, to step into the Legacy organization, between changing consumer trends and economic uncertainty.
Gabalden emerged as anxious and authorized – someone who truly respects the weight of these brands when he sticks to how quickly the world is changing around him. He does not have all the answers, but he is asking the right questions. And for North America, the moment can be a leadership style. And, of course, I am a great fan of their brands.
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I sat down with North American CEO Chris Gabalden, who has been in his role for more than a year. This is their first time when a company is guided as CEO. , And yet the portfolio he oversees is anything other than the novice. Mutt & Chandan, Hansi, Dom Pergon – These are just some of those brands that have been in the cultural milestone for centuries. The thing that killed me was not just the weight of the inheritance he was making responsibility, but how basic and clear about the challenge was.
The Guldin did not come into the alcohol industry. He made a career in hospitality-starting as a room service waiter and finally worked with brands like Ritz Carlton and St. Regs in Marriott. He says, his experience, taught him to value a customer connection. But he also emphasized one of the basic differences that he faces: If you personally have a bad experience, you cannot personally run one’s glass and fix one’s glass. When your products are filtered through distributors, retailers and layers of events, how do you maintain this proximity?
Related: How does a silent leadership look like in a sharp world – and how this company reaches $ 3B in revenue
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