Meet the CEO Award Winners Shaping the Future of P&G

Each year, P&G’s CEO Award recognizes a select group of employees whose contributions deliver meaningful business results. From kitchens in Europe to manufacturing floors in Jakarta and offices across Latin America, these team members are bringing fresh ideas, challenging assumptions and leading work that moves the business forward.

Limited to about 5% of eligible professionals, the CEO Award is one of P&G’s most prestigious honors. Recipients are selected through a rigorous internal nomination process that evaluates their work against business criteria, including impact and mastery. In addition to recognition from P&G’s leaders, winners receive a financial bonus as a demonstration of the Company’s appreciation.

The stories below highlight employees whose ideas, leadership and determination created meaningful impact across the business in 2025.

From Small Pilot to Big Bet: Tulay Colakoglu Drives Growth for Fairy

When a dish spray concept that succeeded in the United States failed to resonate with European consumers, Tulay Colakoglu grew curious.

As a Senior Brand Manager, Home Care, based in Geneva, Colakoglu believes in “falling in love with the consumer problem.” She and her team visited consumers’ homes to observe how they soaked and pretreated dishes — how long it took and the clutter it created on kitchen counters.

They found a blend of practical and emotional concerns. In many European kitchens, soaking dirty dishes is a daily ritual passed down through generations. Many people believe dishes will not come clean without it. However, they also admit soaking takes time, creates clutter and adds to the mental load of managing the kitchen.

Those insights led to Fairy Skip the Soak, a spray designed specifically for European consumers to quickly pretreat dishes and move on with their day. By introducing a product tailored to European habits, the team created a simpler solution and helped expand how the Dish Care category grows in Europe.

The impact followed. In the United Kingdom, the product reached 11% household penetration in its first year.

But when asked what she is most proud of, Colakoglu did not start with the numbers.

“It was shifting the mindset,” she said. “We helped people see that a relatively small pilot had big potential.”

For Colakoglu, the lesson was clear. Growth comes from understanding consumer problems and designing solutions around improving how people actually live.

Adi Winata Finds Opportunity in Operational Complexity

When Adi Winata looks across operations at P&G’s large Jakarta manufacturing plant, he sees opportunities.

As a Senior Purchasing Manager, Winata leads partnerships with strategic suppliers supporting the site’s operations — from logistics and utilities to spare parts and facility services. The Jakarta plant, P&G’s only manufacturing site in Indonesia, produces Hair Care and Fabric Care products.

Winata approaches the work with a systems mindset, which has helped the plant earn status as an Integrated Work System (IWS) 5.0 Integrate Site — P&G’s highest benchmark for manufacturing excellence. The plant is the first in APAC and across its global Fabric Care business to reach this milestone.

“When I look at a project, I try to see it as a system-level improvement,” he said. “I don’t just focus on delivering value creation or the business numbers. I think about how decisions affect the broader supply chain, plant operations and our long-term supplier relationships.”

That perspective shaped savings initiatives he led last year through market benchmarking and negotiations with strategic suppliers.

One effort included launching PG Solve, a collaborative program that invited more than 50 companies and industry experts to visit the plant and help tackle operational challenges through automation and energy-efficiency ideas.

“For me, it’s about thinking like I own the business,” Winata said. “You look not only at cost but also value and risk so you can make decisions that strengthen the system over the long term.”

Elisa Floresvillar Helps Employees Navigate Change

When Elisa Floresvillar began working on changes to compensation and career paths for a group of sales employees in Mexico, she knew success would depend on more than designing the right structure.

It would depend on bringing people along through the change.

As an HR Business Partner in Mexico City, Floresvillar led several initiatives affecting P&G’s medical detailing team, employees who work closely with healthcare providers. One project involved a sensitive issue – shifting the team’s compensation model.

“In the end, people were happy with the change, and the transition went really smoothly,” Floresvillar said.

At the same time, Floresvillar helped introduce new career opportunities for the team. Working with leadership, she helped add two roles — senior and principal — creating clearer career progression.

Throughout the process, Floresvillar focused on understanding how the changes would affect employees day to day.

“I really get into every detail,” she said. “How can I make this smoother for people? How will it impact their daily work or their career?”

In the end, the changes strengthened both compensation clarity and career growth for the team — reinforcing Floresvillar’s belief that successful change begins with listening.

Moises Sampaio Transforms How Teams Work Together

When Moises Sampaio stepped into his role as Medical Detailing District Manager in Brazil, he saw an opportunity to transform how teams worked together to reach healthcare professionals and pharmacy partners.

Leading a team of 12, Sampaio focused on strengthening connections among medical promotion, commercial teams, distributors and pharmacies. Using P&G’s Professional Selling Format (PSF) as a foundation, the team created a more coordinated approach to engaging healthcare professionals.

The effort took months of brainstorming, experimentation and persistence. There were setbacks along the way, but the team stayed focused.

“I lead a team of amazing people, and together we dove headlong into this purpose,” Sampaio said. “There were challenges, but we didn’t give up.”

He credited the support of managers and peers who encouraged bold thinking.

“These people not only gave me the space to innovate and take risks, but also constantly challenged me to think bigger and refine my strategy,” he said.

The results strengthened connections across the ecosystem and delivered measurable gains in market share and brand performance across key territories.

But for Sampaio, the achievement goes beyond the numbers.

“It was not only the financial and operational results,” he said. “It was how we broke down barriers, brought people from different fields together with a common goal and proved that what seemed difficult was just a matter of perspective.”

Looking ahead, he hopes to continue building on that momentum — serving as what he calls “an agent of transformation and innovation” as he helps drive P&G’s next chapter of growth.