FMCG leadership in the UK is entering a new phase. The pressures facing businesses are no longer isolated challenges that can be solved independently. Margin pressure, retailer power, channel fragmentation, sustainability regulation, shifting consumer expectations and a tight talent market are all colliding at once.

For leaders, and for those hiring them, this raises a fundamental question. What does good leadership in FMCG actually look like now, and what will it need to look like in 2026 and beyond?

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