Sally Grimes describes her work focus as a bit of a balancing act: “One foot in our history, one foot in the future.” Of course, the brands she’s overseeing today as CEO of Diageo North America are heavily steeped in history: Johnnie Walker, Guinness, and Don Julio, to name just a few. 

Grimes joined Diageo North America in 2023, having held previous roles as CEO at Clif Bar & Company where she helped oversee the company’s sale to Mondelez International; Group President of Prepared Foods at Tyson Foods where she helped turn a commodity company into a consumer innovation leader; and in brand management at Kraft Foods where she left her mark—and impacted the cuisine of college students everywhere— by playing a hand in the creation of the iconic Easy Mac.

While Diageo has been Grimes’ first foray into spirits in her 25+ year career, the food and beverage industry has always been more of a lifelong passion for her. Now, with an opportunity to lead it into the future, she’s not resting on her laurels. ““It's about staying ahead of the curve with an eye towards the future, while maintaining the trust and loyalty of our people,” she says, acknowledging that the spirits industry has shifted significantly over the past few years with changing consumer habits. “What are the ways that we're going to drive consumer-centric growth in the future to position us in this very challenging industry, not only as the market leader but also as a catalyst for positive change?”

My first entrepreneurial venture was in fifth grade, where I designed handmade greeting cards and sold them door to door. I was in art classes in and outside of school. When it came to college, however, my very traditional father encouraged me to pursue a career in medicine, engineering, or business. Luckily, I was good at math, so I studied finance, and I started my career in banking. 

When I went to business school, I ventured into a presentation by the then-president of Kraft Foods, Jim Kilts, who was a legend in the consumer products industry. He described brand management as the art and the science of business. At that moment, I was hooked. He called me the next day and asked if I wanted to do a shadow day at Kraft. I ended up spending the next decade of my career there. That was how I got into food and beverage, from banking. 

Growing up as the daughter of immigrants, food was at the center of our family. We would talk about what we were going to eat at the next meal, at every meal. My mom immigrated to the U.S. for her education and became a dietitian. So, I grew up with the perspective of both the functional and the emotional aspects of food and drinks. I developed an early fascination for how food and beverages can connect people, cultures, and experiences. That interest sparked a deep appreciation for the impact that the industry has on us. As a profession, it presents both the responsibility to respect the personal, precious moments of what food and drinks mean to each of us and the opportunity to shape the trends and traditions of tomorrow. 

I think [no] started pretty early in my career—think about how young I was selling those handmade cards door to door. It gave me a pretty early experience with the word no, and showed me how helpful it can be. Today, in general, I view no as a valuable chance to reassess, refine and return even stronger. As I tell my team, if we ask constructive questions, stay open to feedback, and maintain a solutions mindset, disappointments are opportunities for growth. Trust and respect are also built with colleagues when you can be open and ask questions when we hear those nos. Beyond hearing it, there is a lot of value in saying it. Choosing to say no in a world of limitless options is a powerful way to protect the priorities that matter most. 

It's so important to start with vision. And next comes people, which means building great teams that create a sense of belonging and a culture of ownership where everyone sees themselves in the work and the results. Then there is decision-making. Especially at large companies; that's where I spend a lot of my time right now—preparing for the decisions that are in my control and empowering others to make ones that are in theirs.

Looking back, the process of selling Clif Bar was incredibly complex, so multifaceted. While we did prepare extensively, there are always lessons in hindsight. One thing I took away from the experience was the extent to which emotions and culture play a critical role in a sale, especially of a purpose-driven company like Clif. We anticipated the financial and operational complexities, but navigating the emotional and cultural dynamics, the company culture—both internally and even externally—required even more foresight. It’s critical to have real conversations early on with all stakeholders about their hopes, concerns, and vision for the future. Honesty and candor align expectations and make complex things more clear. That clarity is needed for successful transition and integration.

This industry is at the heart of culture, so that means frequent change. And I've always loved transformations…above all, I see my role right now as preparing our team to change faster than the world around us. Every day you probably see a new article in the New York Times or the Wall Street Journal about our industry. In this kind of ever-evolving industry, having a clear, forward-looking strategy is essential. That's something that I picked up at Clif, but also from my amazing early mentors going all the way back to Kraft—and today, I still talk to many of them frequently.

It’s fair to say that I have always been in the business of change. Whether at Clif, Tyson, Kraft, or Diageo, that has meant clear vision pursued by empowered teams. Teams that are at their best taking calculated risks, making bold moves, and leveraging insight to make what consumers may not even yet know they want next.

I’ve had moments of adhering to traditional expectations of professionalism in the business world to ensure I was being taken seriously and building credibility, which was necessary early in my career. But from the beginning, I've always pushed the boundaries. I was influenced by my mother showing up in beautiful silk saris, while my friend's moms wore jeans. She had the confidence to be different. I think my style has been reflective of both my personality and leadership philosophy, which is about approachability, intentionality, and balance. It's no longer just about looking professional but expressing confidence, creativity, and authenticity.  

I measure success through a balance of business outcomes, obviously, but also organizational health and our readiness for the future. What I have found, at Diageo specifically, is this combination of scale, iconic brands, and the opportunity to lead in an industry that blends heritage with innovation. One foot in our history, one foot in the future. Right now, I have the opportunity and privilege to lead the company’s largest market, with the U.S. as a leader in shaping the global trends in premium drinks and consumer experiences. Achieving success is about delivering results in ways that reflect Diageo’s values, leave a lasting positive legacy and create conviction that our best days lie ahead.