Varun Kakaria is a global technology and digital transformation leader with more than two decades of experience driving growth, operational excellence, and AI‑enabled execution across the CPG industry. As North America’s Chief Information & Digital Officer at Reckitt, he has led large‑scale data, digital, AI, and omnichannel programs that strengthened commercial precision and simplified work for teams. Known for turning complexity into clarity, Varun builds high‑trust, high‑performing organizations and uses technology with purpose — to empower people, unlock value, and shape the future of consumer goods across North America and other global markets.
Recently, in an exclusive interview with CIO Magazine, Varun shared insights into how his 21 plus years in Consumer Packaged Goods have been shaped by moments where technology, people, and business outcomes intersect. Varun described his passion for working at the intersection of strategy and execution, building curious and empowered teams, and finding joy when people take ownership and deliver impact at scale. He sees the future defined by value driven consumers, AI powered decisioning, AI ready data, fragmented demand, and connected end to end execution, and stressed that treating technology as a business accelerator and investing in clean, reusable data foundations is how companies stay ahead. He also shared his personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Varun. As you reflect on your 21+ years in the Consumer-Packaged Goods (CPG) domain, what pivotal moments shaped your career trajectory and led you to become the North America CIO at Reckitt?
Looking back, my career has been shaped less by titles and more by the inflection points where technology, people, and business outcomes intersected. My early consulting years taught me the true meaning of business value — that technology only matters when it solves a real problem, and customers will only invest their time or money when you’re delivering a tangible benefit.
Joining the CPG industry was the next defining shift. Very early on, I learned the power of frontline empathy: spending time with frontline teams, understanding their realities, and knowing the business cold. That became a differentiator — it gave me the ability to serve as the bridge between business and technology.
Leading large‑scale digital transformations across markets reinforced another truth: data, automation, and disciplined execution can unlock disproportionate value when paired with clear purpose and strong cross‑functional alignment.
But the most pivotal realization was this: the CIO role is no longer about systems or implementations. It’s about shaping and enabling growth — elevating technology from a support function to a true business partner and advisor that unlocks value across the enterprise.
And through all of this, the constant has been people. I’ve been fortunate to work with diverse, talented teams across cultures and markets. They’ve shaped me, challenged me, and enabled me to deliver consistently — ultimately leading to the privilege of serving as CIO for North America.
What do you love the most about your current role?
What I enjoy most is the privilege of being at the intersection of strategy and execution. Every day brings a new challenge — from enabling commercial teams to win in the market, to strengthening and modernizing our digital backbone. But the real joy comes from building teams that are curious, empowered, and unafraid to challenge the status quo. When you see people grow, take ownership, and deliver impact at scale, that’s the most rewarding part of the job
What are the most significant challenges facing CPG leaders today, and how can they overcome them?
CPG leaders are navigating a perfect storm of shifting consumer expectations, margin pressure, supply chain volatility, explosion of data. The challenge is not just complexity — it’s speed. The companies that win will be the ones that simplify decision‑making, embrace predictive and autonomous capabilities, and build cultures that move faster than the market. Overcoming these challenges requires a blend of disciplined execution, modern technology foundations, and a leadership mindset that values progress over perfection.
The CPG industry is rapidly evolving – what trends do you see shaping the future of consumer goods, and how can companies prepare?
The CPG industry is moving faster than ever, and a few forces are clearly shaping where it’s headed: value‑driven consumers, AI‑powered decisioning, data that actually work across the enterprise, increasingly fragmented demand, and the need for truly connected, end‑to‑end execution.
What I am seeing — and feeling — is that these shifts aren’t theoretical anymore. They’re showing up in how consumers choose, how retailers negotiate, how supply chains respond, and how teams make decisions day to day.
For companies to stay ahead, they need to treat technology as a business accelerator, not just a safeguard for risk or compliance. When tech simplifies work, sharpens decisions, and frees people to focus on what matters, it becomes a real competitive advantage.
And none of this is possible without AI‑ready data. Clean, connected, reusable data is what turns ambition into execution. Without it, even the best AI strategy stalls.
The companies that prepare early — with purposeful technology, strong data foundations, and a mindset of connected execution — won’t just keep pace with the industry. They’ll help define the future shape of this industry
What role do you see mentorship playing in career development, and how can aspiring professionals find the right mentors?
Mentorship has been one of the biggest accelerators in my career. The best mentors do not hand you answers — they stretch your thinking, challenge your assumptions, and hold up a mirror so you can see yourself more clearly. That kind of honest, thoughtful guidance is invaluable.
For aspiring professionals, the right mentors are not always the most senior people in the room. Look for people who genuinely inspire you — peers, leaders in other functions, or even individuals outside your industry. Sometimes the most transformative advice comes from someone who sees your world from a completely different angle.
What matters most is intentionality. Be open to feedback, acknowledge where you want to grow, and ask for guidance with humility and clarity. And then — most importantly — act on it. Growth only happens when you are willing to do uncomfortable work.
Along the way, you will also encounter moments where you feel misunderstood or judged unfairly. One of the most powerful lessons I learned is that perception is someone’s reality. You don’t have to agree with it, but you do have to understand it. That openness — to listen, to reflect, and to adjust — can completely change how you navigate complex situations and relationships.
In the end, mentorship isn’t about finding someone to “fix” your career. It’s about surrounding yourself with people who help you become a sharper, more self‑aware, more resilient version of yourself.
What skills or experiences do you believe are essential for success in the CPG industry?
Success in CPG requires a blend of commercial acumen, operational discipline, and a deep understanding of consumers. But the differentiators today are adaptability and storytelling. The industry moves quickly, and the ability to translate data into decisions — and decisions into action — is invaluable. Experiences that expose you to the end‑to‑end value chain, from manufacturing to marketing, build the kind of holistic perspective that sets leaders apart.
Can you share a book or resource that inspires you and why?
There have been many sources of inspiration in my life, but the one that has shaped my leadership the most is my mother. She taught me that good decisions aren’t made from presentations and spreadsheets alone — they’re made by understanding people, intent, and impact. Her belief is simple: if your intent is right, your morals are strong, and you surround yourself with good people, you can navigate almost any challenge.
That perspective has become foundational to how I lead as a CIO. Whether I’m spending time with teams, shaping a digital transformation, or aligning leaders around a shared ambition, I always come back to that grounding: technology only creates value when it serves people.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I love to travel and spend time in nature, often with some good music in the background. I have also recently rekindled my old love for swimming — there is something about being in the water that clears my head and resets my energy.
But most importantly, I enjoy spending time with my family. Whether we’re exploring somewhere new or just relaxing together, those moments help me reset, stay grounded, and come back to work with clarity and focus.
What is your biggest goal? Where do you see yourself in 5 years from now?
My biggest goal is to continue driving technology transformations with purpose — the kind that genuinely make people’s lives simpler, help them work smarter, and unlock meaningful business outcomes. Technology is at its best when it simplifies complexity, elevates capability, and creates space for people to do their best work.
Over the next five years, I see myself leading at an even broader enterprise level — still deeply connected to technology, but with a wider remit to shape strategy, culture, and value creation. Whether that means scaling a multi‑market digital agenda, driving end‑to‑end transformation, or stepping into a role that blends business and technology leadership, my focus will remain the same: enabling growth, simplifying complexity, and building high‑trust, high‑performing teams that can deliver consistently at scale.
What advice would you give to CPG leaders looking to drive growth, improve efficiency, and stay ahead of the competition?
My advice is this: use technology to elevate people. The companies that win are not the ones with the most tools — they are the ones that solve real problems for real humans. When tech simplifies work and unlocks better decisions, growth becomes a natural outcome.
Second, treat data like a strategic asset. Clean, reusable, well‑governed, AI‑ready data is the fuel for everything ahead of us — automation, predictive execution, and AI at scale. Without strong data foundations, even the best technology can’t deliver its full value.
Third, invest in great talent. The right people — curious, adaptable, commercially minded — are what turn technology and data into real competitive advantage. Tools don’t transform organizations; people do.
And finally, lead with value. In today’s socio‑economic environment, every program must earn its place. The organizations that stay ahead are the ones that measure impact relentlessly, double down on what works, and have the courage to stop what doesn’t. Value‑driven execution is no longer a discipline — it is a differentiator.
If CPG leaders combine purposeful technology, strong data foundations, exceptional talent, and a laser focus on value, they won’t just keep up with the industry — they will shape where it goes next.