Rahul Shinde

• Responsible to steward KFC brand in some of Asia’s largest markets (Japan, Indonesia, Korea) and emerging ones (Myanmar and Mongolia); $2B in sales from about 2000 restaurants • Lead the individual markets down a path of brand growth through a regional team of experts •Drive strategic 3/5 year plans in each markets with clearly aligned KPIs as well as levers; intrude as necessary if execution fails to meet agreed objectives. Create ownership and/or leadership changes after continued inability to drive growth potential • Additionally, primary contact for KFC China (division of Yum China, a publicly traded company) and KFC’s largest operator in the world; focus on aligning brand evolution and new unit growth • Leading the business through the COVID pandemic. Obtained committed growth from the markets and driving ownership changes in one market; significant org changes in Singapore office to build the org to drive our 1000 day plan

• First at Yum, in a leadership capacity, to work at a Franchisee; DIL is India’s largest Yum franchisee and owned by family trust with promoter as Chairman; Responsible for the KFC, PH and local brands businesses; Thought leadership to emerging businesses (Costa, Food Court) and responsible for on-boarding of new brands and M&A for Yum brand restaurants in India and overseas • Rebooted entire KFC and Pizza Hut organisations to focus on sales driving ops execution and sustained new unit growth; Partnered with the Yum brand teams to onboard new talent into key roles (Head Ops, HR, Marketing, Digital) to pivot the organisation towards a more digital driven accelerated growth. Challenge involved transforming way information is absorbed, decision making, installing new processes and committing CAPEX towards modernisation; motto was to build org at par with Yum! • Key achievements: Secured Yum equity stake in DIL; DIL purchased rights for KFC restaurants in South India markets; kicked off the process of DIL filing for its IPO (IPO September 2021); DIL grew from 60 KFCs at EOY 2017 to 235 EOY 2020 and on track to reach 500 by EOY 2023

• Working on the exciting challenge to turnaround the KFC Indian Subcontinent business and drive explosive growth in the country. Vision is to be the largest QSR in sales, footprint, profit, growth and in the process build a consumer category in India, Sri Lanka and Bangladesh • Key highlights thus far have included establishing a new brand strategy, introducing a new franchise partner to accelerate growth, repositioning the brand, transforming KFC brand standing on social media, transforming talent in the organization, redefining the role of operations as a driver of consumer experience and accelerating technology investments for consumer connect as well as team member experience • Driving aggressive sales on the back of Alternate Channels like Online Sales (OLO, app, aggregators) and Corporate/ Institutional Sales reflecting KFC’s vision to be the largest QSR • Leading and Institutionalizing KFC’s unique culture that’s filled with energy, optimism and fun • Launched “Add Hope” - an initiative to improve lives of the less fortunate. Current focus is on fighting child hunger (20 million meals by 2020) and training of hearing and speech impaired individuals to help get mainstream jobs (1 out of every 15 KFC restaurants to be specially abled operated)

• Led a complete rethink of the KFC operating platform and developed the kitchen of the future which is now getting rolled out globally. This included step changing “how we cook” as well as how information technology is utilized within a restaurant to enhance consumer experience • Broadened the appeal of KFC within UK by leading and launching a partnership with Starbucks to sell Seattle’s Best Coffee brand within KFC • Partnered with field operations and franchise partners on leading talent development and changing the focus of operations from process oriented to consumer experience oriented

• Developed long-term strategy defining Yum’s market specific ownership structure • Led Yum’s annual and 5-year planning process to identify growth areas internationally • Initiated Yum’s entry into key growth geographies especially in emerging markets

• Primary transformation lead within the organization across key initiatives sponsored by the Board – marketing media mix optimization, setting up an analytics function for financial and merchandising analytics and supply chain network restructuring • Developed new store formats and assessed opportunities in new geographies including international entry; led consumer research as well as real estate strategy • Led team responsible for restoring performance of stores in small town markets; identified changes in store assortments and in-store experience; prioritized markets based on competitive intensity and developed shortlist of specific merchandising initiatives which were rolled out in 2011

• 10+ Fortune 100 clients across a spectrum of consumer companies. Led teams responsible for identifying, and in most cases rolling out, efforts to realise topline growth as well as savings • Instrumental in bringing mathematical models and application of Operations Research tools to McKinsey. Models advanced the thinking in inventory management and supply chain across multiple client engagements • Led the knowledge development for “Granularity of Growth” initiative and led multiple client facing assignments for international and category expansions in the consumer goods sector • Key leader in two sub practices – supply chain and growth strategy

Thesis topic: Developed analytical models to manage inventory in large-scale supply chains using Quick Response Manufacturing strategies