“But we have a good plan going forward in 2023 that will kind of reset BODYARMOR on a good path and in a complementary way to Powerade.”

In context

“unfortunate getting it just before the pandemic. In strategic terms, despite all the experimentation, despite all the learning, despite all the initial steps, in big strategic terms, we haven't advanced because, essentially, COVID put it on hold for three years. We now need to get the execution ramped up for cost against the vision and in the coming years demonstrate that, that holds water. BODYARMOR, great job. We obviously incorporated that into the company last year. And I think we -- whilst we always expect some level of disruption as we move a business that has been grown quickly and prepared for sale by the founders into the Coke system, there's often some disruption in the short-term. But frankly, I think there was more in 2022 than we would -- than we expected or would have liked. But we have a good plan going forward in 2023 that will kind of reset BODYARMOR on a good path and in a complementary way to Powerade. Other initiatives, which we're looking very interested in the degree of traction in some of the alcohol experiments, particularly looking to see Jack and Coke do well. Early data in Mexico launched at the end of last year was encouraging ahead of expectations. The US launch will be very interesting at the end of March. And all of that will be backed up by the continued work on the culture and organization, whilst it will never -- nothing ever settles. It never ends. But I think, really, it's about continuing to stand up and execute against the internal initiatives we've already launched. The organization is coming together. We made a few tweaks in North America coming into the year, but the organization is getting up and running and starting to harm. The marketing model change is starting”