Heineken’s New CEO Wants Faster Growth and Greater Accountability

Heineken is preparing for a new phase of growth as its recently appointed chief executive, Rafael Oliveira, formerly chief executive of JDE Peet’s, calls for a faster pace and greater accountability across the business.

In his first public statement since taking over on 1 October, Oliveira said Heineken had strong foundations but was not translating them into consistent growth and winning with consumers and customers as often as it should. His comments came as Heineken reported stronger-than-expected third-quarter performance, with organic net revenue up 4.6% and total volume up 4.8%, ahead of the 3.5% and 2.9% growth analysts had expected, according to Reuters.

The contrast between stronger quarterly figures and management’s call for change points to a central challenge for established consumer brands. Maintaining growth requires more than strong products and global recognition. It also depends on execution, market responsiveness and the ability to translate brand strength into sustained commercial performance.

A New Leadership Agenda

Oliveira said there was “more to do to sharpen execution, increase pace, and build a stronger performance culture, with greater accountability across the business”. He said he would share more of his perspective when Heineken reports its full-year results on 10 February 2027.

The leadership transition follows the unexpected departure of former chief executive Dolf van den Brink, who announced on 12 January that he would step down, less than three months after unveiling the company’s EverGreen 2030 strategy and targets. He left on 31 May.

For Oliveira, the immediate task is to build on Heineken’s existing position while improving how the organisation delivers against its ambitions. The emphasis on accountability suggests that management will be looking closely at how teams convert strategic priorities into measurable results.

Premium Brands Remain Central to Growth

Heineken’s portfolio includes its flagship beer alongside international brands such as Tiger and Sol. The company has also prioritised premium products and low-alcohol or alcohol-free alternatives as part of its growth strategy. In the third quarter, its low- and no-alcohol volume grew by double digits, led by Heineken 0.0 and Heineken Ultimate.

These segments offer opportunities to respond to changing consumer preferences, including demand for premium experiences and greater choice around alcohol consumption.

For global beverage companies, portfolio management has become an important part of balancing volume growth, pricing power and changing habits. Established brands can provide international reach, while targeted product categories help companies compete for consumers with different preferences and spending priorities.

The challenge lies in maintaining a coherent brand portfolio while ensuring each product has a clear role in the company’s wider strategy.

Turning Strong Results Into Lasting Growth

Heineken’s latest quarterly performance provides a positive starting point for its new leadership. However, Oliveira’s comments indicate that management sees room to improve consistency across the business.

The coming months will offer a clearer picture of how the company intends to sharpen its operating model, strengthen commercial execution and build on its portfolio of global brands.

For Heineken, the next stage will be measured by its ability to turn encouraging quarterly results into sustained growth. The February results announcement is expected to provide further insight into the new CEO’s priorities and the company’s direction.