A Message from Rahul Goyal: Molson Coors’ New Horizon

From  Rahul Goyal at Molson Coors:

Since becoming CEO of Molson Coors last fall, I’ve worked with our team and our Board on a strategy to create the next chapter of growth for our great company. Today, I’m excited to share that strategy with you.  
The world is changing faster than ever. How people live, connect and celebrate is changing too. At Molson Coors, we see this moment for what it is: a horizon full of possibility. An opportunity to change how we think, how we work and how we win. This is our mindset, and we’re united by our purpose: bringing people together to celebrate life’s moments. 

That purpose is our foundation and the anchor for our new strategy, Horizon 2030.  
 
As a top 5 global brewer with brands sold in over 80 countries, I would say we have a lot going for us. We’ve been in this business for over 240 years, and we operate in some of the world’s biggest, most profitable markets for beer with a broad selection of brands people love. I believe this combination gives Molson Coors the platform to navigate the current headwinds of our industry and build a new legacy of scalable, repeatable growth. 

It’s going to require thinking differently, and more importantly, it’s going to require doing things differently – creating an environment where bold, rapid action is not only possible, but habitual. Spending much more time in our local markets, closest to where our consumers live their lives and where our customers operate. Standing up to champion beer in a defining moment for our category. 

I had the privilege of sharing our full strategy and metrics at the Consumer Analyst Group of New York conference, which you can view here. For now, keep reading for my thoughts on the future we’re building.  
A scaled portfolio of strong brands 
 
The strength of our portfolio underpins Horizon 2030, and for a company like ours, scale is key. We plan to strengthen our core brands, because they’re the backbone of our portfolio with the reach and trust of millions of consumers. We also plan to focus more on our largest value brands, because they can be a strategic lever – for us and for our distributors – during a time of price-consciousness for many consumers.  

On the higher end, we plan to accelerate our above premium beer portfolio by earning the confidence of more consumers who want a distinctive experience when choosing a beer. And we plan to scale our Beyond Beer portfolio, including through M&A, because while we operate in some of the world’s biggest and most exciting markets for beer, they’re highly developed. In the regions where we operate, one aspect of growth for Molson Coors means reaching more consumers during all those moments when they’re searching for their perfect drink, with or without alcohol. 

We’re prioritizing what matters most, and some of the biggest changes we’re making stem from how we plan to operate.  

Getting closer to our consumers and customers: Beer is a local business, and we’re sharpening our focus on the ground level. By shifting more P&L accountability and more resources locally, our teams can adjust their investments in days, not quarters, based on market-by-market insights that could otherwise be overlooked. This isn’t academic, it’s practical, and the increased speed and flexibility are already enabling more effective planning conversations with our distributors. 

Modernizing our capabilities to unlock efficiency and quality: We’re equipping our sales teams with tools that move from rearview reporting to forward-looking insights – modernizing legacy reporting, simplifying enablement tools and using analytics to identify commercial opportunities of all sizes at a quicker pace. We also plan to advance our marketing analytics and AI capabilities to identify the highest returns, with local-market insights unlocking even more opportunities to optimize our investments. And we’re advancing our World Class Supply Chain program, upskilling our people while investing in technology that removes friction, frees up time for greater focus and unlocks more resources to evolve our business.

Championing beer and beer occasions: We should not accept a declining category – this is a job for our entire industry, and the time is now. At Molson Coors, every member of our team must do their part to help the category recover by rebuilding beer’s relevance, celebrating the craftsmanship in every pour and championing smart, moderate consumption of our brands. 

Evolving our culture to drive ownership and community impact: In my 25 years with this business, I’ve seen firsthand how deeply our core values define who we are and how we show up. In this pivotal
moment, we’re deliberately elevating two values that empower our people to lead through uncertainty and take true ownership of the outcomes: Being Bold and Decisive, and Taking Accountability. 

The goal of Horizon 2030 is not only returning to growth, but re-wiring how our business operates, prioritizes and invests. As we navigate 2026, we’re leading with transparency and moving with urgency as one team. We’re funding our growth with discipline and intent – and this clarity makes me excited for all of us to get to work, get into the market and bring more people together over a beer.
 
Cheers,
Rahul 

This article contains forward-looking statements within the meaning of the U.S. federal securities laws – please click here for the full Molson Coors’ forward-looking statement disclaimer. 

*Please see Molson Coors’ press release and CAGNY slides to find additional information and important forward-looking statement disclosure and applicable reconciliations of non-GAAP financial measures included in this story.