As specialists in recruiting category, marketing, and sales talent within the UK FMCG market, we’ve had a front-row seat to the shifts taking place in category management teams — and what these changes mean for leadership, capability building, and future hiring.
Traditionally, the structure of a category team in a mid to large-sized FMCG business has followed a relatively consistent hierarchy:
Category Director
Heads of Category
Category Controllers
Senior Category Managers
Category Managers
Category Execs/Analysts
This layered approach offers both strategic oversight and hands-on execution, with leadership roles (especially at Director level) often interfacing closely with the Marketing or Commercial Director, or even sitting on the leadership team.
Heads of Category typically balance top-line strategic vision with execution—often representing the business in key customer meetings while aligning closely with internal sales and marketing stakeholders. Controllers and Managers lead the execution of customer category plans, collaborating with sales, marketing, and shopper teams to ensure consistent delivery of the category strategy across all channels. Meanwhile, Executives and Analysts provide the insights and analytics that underpin range reviews, performance tracking, and growth strategies.
But as the landscape of retail and consumer expectations evolves, so too does the structure and focus of category teams.
Four Structural Shifts Shaping the Future of Category
1. Separation of Customer Category Management and Category Strategy
Some forward-thinking businesses — Ferrero being a standout example — have evolved from a traditional structure to a dual-path approach: one team focused purely on customer-facing category roles, the other on internal category strategy.
Why? Because the skill sets diverge. Customer-focused roles lean into relationship management, commercial acumen, and the agility to adapt category thinking to customer nuances. Meanwhile, category strategy roles require deep analytical capability, strategic foresight, and internal influence.
For hiring managers, this evolution creates a need to hire against more distinct — and sometimes contrasting — candidate profiles.
2. Hybrid Category & Shopper Activation Roles
In a bid to align closer to consumer purchase triggers, some businesses are blending shopper activation into category roles. On paper, this looks like a neat solution — more cohesion across the path to purchase.
In practice, it’s not always straightforward. Activation roles are fast-paced and execution-heavy. That often leaves less space for the insight-led, strategic thinking traditionally expected of category teams.
Hiring for these hybrid roles is proving tricky — we’re hearing consistently from clients that finding individuals who can wear both hats is a challenge. Some excel in one area but lack strength in the other.
3. The Rise of Omnichannel: Integrating eCommerce into Traditional Category
As digital commerce continues to blur with bricks-and-mortar, some FMCG businesses are moving away from separate eComm category roles and integrating this responsibility into the core category team.
This is often driven by structural changes within broader eCommerce functions, but also by the ambition to provide a more unified customer view across all channels.
The challenge? eComm brings with it specialist skills — working with different data sources, understanding digital taxonomies, and navigating a very different path to purchase. Not all traditional category professionals have this capability. Upskilling becomes essential, or risk overstretching talent beyond their expertise.
4. AI & Automation: A Future Disruptor in Category Planning
One of the most interesting developments we’re tracking is the early adoption of AI tools across some category functions. From speeding up insight generation to automating performance reporting, AI promises to drive major efficiencies.
However, it’s still early days. The feedback we’re hearing is that while AI shows promise, it currently lacks the nuance and consistency to fully replace human-led insight generation — especially for customer-facing or strategic roles.
That said, the potential is huge. We expect AI capability to become a core part of the future category skill set within 12–24 months — and category leaders are beginning to plan accordingly.
What This Means for Category, Marketing & Sales Leaders
- Capability Building is More Nuanced Than Ever
Category is no longer a one-size-fits-all discipline. Leaders need to think carefully about role design, skills mapping, and where specialist talent is required — especially when introducing hybrid or omnichannel roles. - Hiring is Becoming More Strategic
As the structure becomes more complex, so does the hiring process. Defining the right brief — and understanding the evolving skill sets available in the market — is key to attracting the right people. - Retention Requires Clear Career Pathways
Senior Managers today want clarity on their growth — whether that’s through strategic project work, people leadership, or exposure to cross-functional teams. Without a clear narrative, top talent will look elsewhere. - AI Is a Game-Changer, But Not a Silver Bullet
While automation and AI can reduce low-value admin, they won’t replace the strategic, human-led thinking that great category professionals bring. Leaders should focus on complementing their teams with tech — not replacing them.
At Allexo, we work closely with FMCG clients to help them navigate these evolving structures, define the right team shape, and find the talent that can unlock growth — whether that’s in customer category, strategy, omnichannel or hybrid roles.
If you're thinking about your team structure or future hiring plans, we’d love to help you think it through.
