Britannia's Siddharth Gupta on brand magnetism, uncomfortable ideas, and four Cs

Time of India

4 days ago

It's often said that everyday moments can inspire creativity and bring peace.
Siddharth Gupta
, General Manager –
Marketing
at
Britannia
, firmly believes in this philosophy. In a conversation with ET Brand Equity, he shares the simple things that keep him going. Spending time with his kids not only brings him immense joy but also keeps him grounded, he says. After all, leading the marketing function at a legacy homegrown brand like Britannia is no piece of cake. 'I find a lot of value in visual content. It helps me stay curious and keeps the ideas flowing,' he adds.
Once he gets into work, he juggles different roles. In February this year, Gupta was given a larger portfolio of work to handle. 'The focus is more on strategic themes like premiumization, the evolution of e-commerce and quick-commerce, and ensuring Britannia stays at the forefront of innovation. These broader perspectives are increasingly important to drive long-term, sustainable growth,' he tells us.
We also asked Gupta to take us through some of Britannia's defining marketing moments this year (so far) and the creative bets he has placed for it. He also picked two game-changer campaigns for the brand in the last 12 months.
It's been a few months since you took over a larger role at Britannia. What has really changed for you at work, and what's something that's still the same?
Over time, the canvas has naturally expanded. While earlier the focus was on specific categories, I now lead the team that drives marketing initiatives across Biscuits, Crème Wafers and
Salty Snacks
, shaping priorities that cut across the portfolio. The focus is more on strategic themes like premiumisation, the evolution of e-commerce and quick-commerce, and ensuring Britannia stays at the forefront of innovation. These broader perspectives are increasingly important to drive long-term, sustainable growth. What hasn't changed is the way I work with teams. I continue to believe in empowering people and giving them the space and support they need to do their best work. That approach has remained consistent, and I see it as a key part of how we build and grow together.
Also, what's a key learning about leadership you've had in these past few months?
One of the most important leadership lessons I've had reaffirmed over the past few months is something I've been shaping in my mind for a while now, a framework I call the four Cs: Character, Consistency, Courage, and Curiosity. These are values that I believe deeply in, and they've only been reinforced through recent experiences. Character, to me, is about staying grounded in ethics and values, especially when facing tough decisions. Consistency is about being a stable force for your team in dynamic circumstances, staying true to your values regardless of external pressures. Courage is crucial, whether it's in backing your team during difficult conversations or taking risks with bold ideas. And finally, curiosity is what keeps me open to learning in an environment that's evolving faster than ever. These four elements together form the foundation of the leadership I try to practise every day.
Could you share what you consider your most defining marketing moment has been this year (so far), and tell us about the biggest marketing bets you've placed so far?
I've always been a big believer in backing bold ideas. For me, if an idea makes me slightly uncomfortable, that's usually a sign it's worth taking a risk. And when those bets pay off, they become defining moments. I've been fortunate to have a few of those this year.
One such moment was bringing National Skill Development Corporation (NSDC) on board for
Marie Gold HerStartup
5.0. It was an ambitious thought and needed to be built ground-up. Standing on stage at Kaushal Bhawan in Delhi to sign the MOU with government officials was a real milestone, for the brand and for me personally.
Another was cracking a first-of-its-kind F&B licensing deal with Warner Bros. Discovery Global Consumer Products (WBGCP), and using that to launch Britannia's first e-comm exclusive innovation: Pure Magic Choco Frames. It's created a completely new template for how we approach innovation at Britannia.
And then there was Avani's Gold, a truly special idea that required us to redesign the actual
Marie Gold
biscuit. That kind of product change usually takes 6–8 months, but we wanted to make it live for Women's Day, which gave us just two. The way teams across the company came together to make that happen was magic. Definitely another defining moment.
Beyond this, to stay ahead of the curve, we've been building out dedicated e-commerce and quick-commerce verticals with specialised teams, creating portfolios suited to digital platforms, and shaping go-to-market strategies that are channel-specific. This is helping us respond more sharply to emerging consumer behaviour, especially in high-frequency, convenience-led consumption moments. It's also allowing the brands to show up in more relevant, distinctive ways across platforms while creating a strong base for future growth in these channels.
Marketing as a function is highly creative-led. What do you do to stay inspired at work?
Inspiration, for me, comes from a mix of small, everyday things. Morning workouts help clear my head and often give me space to think more freely. Time with my kids brings a kind of joy and perspective that keeps me grounded. There's something about their excitement over the simplest things that's really motivating. I also try to stay connected to what's happening creatively around the world, whether it's watching Super Bowl ads or going through the work coming out of Cannes. I may not be an avid reader, but I find a lot of value in visual content. It helps me stay curious and keeps the ideas flowing.
Britannia is an institution where many marketers have climbed the ladder and made a mark in the industry. What is your approach to building a high-performing marketing team in a fast-evolving landscape?
My approach to building a high-performing team is grounded in three core principles. The first is business centricity. Great marketing is rooted in creating meaningful business impact, and that focus helps drive sharper strategy, thinking and execution. The second principle is what I call brand magnetism. At Britannia, we are fortunate to have iconic brands in our portfolio, and it's important to keep them contemporary and culturally relevant, while also nurturing newer brands that reflect emerging consumer needs. Finally, we place a strong emphasis on bold thinking. Encouraging big, brave ideas has become part of our culture, and we see technology as an enabler to bring these ideas to life, whether it's through AI, AR, or content innovation.
In a world where many brands are trying to work with one agency for efficiency, Britannia's approach has been different. Could you walk us through how this helps your brands?
At Britannia, we've consciously chosen a different model when it comes to agency partnerships. While we do have agencies on record, we also work closely with a range of digital-first, creative and specialised partners. This diversity gives us access to distinct creative strengths, whether its strategic thinking, culture marketing or high-impact storytelling. By tapping into these varied capabilities, we're able to stay agile and keep our creative output well-rounded and future-ready. A big advantage of this model is the healthy sense of competition it encourages. Teams know they're part of a broader creative ecosystem, which often brings out their best work. Most importantly, this setup supports a culture of collaboration and idea-first thinking. A digital partner isn't hesitant to pitch a mainline idea because what matters is the strength of the idea, not where it comes from. It's created an open and inclusive environment where great work is recognised for what it is.
Can you take us through a campaign or two that you think was a game-changer for Britannia in the last 12 months, from insight to execution?
There are two campaigns that have stood out for me over the last year. The first one that I believe was truly game-changing for Britannia was Marie Gold x Avani Lekhara Special Edition pack. This campaign was a tribute to Avani Lekhara, India's first woman to win Olympic gold at both Tokyo 2020 and Paris 2024. For the first time in 18 years, the Marie Gold biscuit was redesigned to match the size and shape of Avani's target, and each biscuit was etched with her winning shots. The pack itself told her story, and the campaign was brought to life through a full-funnel mix of product innovation, design and digital storytelling. It was simple, powerful, and deeply rooted in Britannia Marie Gold's long-standing proposition of Do More. Be More
Another campaign is
Britannia A-eye
, an AI-powered retail solution designed to make the shopping experience more accessible for the visually impaired. Using Google Cloud's multimodal AI, we built a tool that lets a smartphone camera guide the user through the store, reading the aisle, identifying products and and reading out key information like price, ingredients, and expiry dates. The idea is to remove the need for external assistance and make the shopping experience more independent. After a successful pilot, we're now expanding it across more stores and product lines. Together, these two initiatives, one rooted in purpose, the other powered by technology, show how aligning brand belief with consumer need can shift both perception and experience.
Siddharth Gupta, General Manager - Marketing, Britannia, bagged the 'Marketer Of The Year' title at the ET Shark Awards 2025.