PepsiCo North America’s CEO makes a color-coded pie chart of his waking hours to help him run the $27 billion beverage division

PepsiCo CEO of Beverages North America, Ram Krishnan, relies on a colorful approach to time management to navigate his responsibilities, leading some of the world’s leading beverage brands.

Speaking in wealth“Champion Mindset” series, Krishnan, who oversees brands such as Pepsi, Mountain Dew and Gatorade, shared the strategies that have guided him throughout an 18-year career at PepsiCo, highlighting his systematic approach to balancing professional demands and personal growth.

His career path reflects the company’s broader culture of leadership development.

PepsiCo, which is expected to generate $91 billion in annual revenue by 2023 — $27 billion of which will come from its North American beverage division — has become a powerhouse for preparing top executives thanks to its system that identifies and cultivate high-performing talent within its ranks.

Chris Kempczinski of McDonald’s, Ed Bastian of Delta Air Lines and Brian Cornell of Target are just a few PepsiCo alumni. Fortune 500 companies.

While it’s no surprise that top executives need to find effective ways to stay on top of their tasks, Krishnan revealed his innovative way of making sure he uses his waking hours effectively.

“I color code my time management,” Krishnan said.

“There’s a pie chart that I look at and every two months, I audit and see how I’m spending my time and if I need to course correct.”

He explained that his time colors are divided into five key buckets: driving the business, focusing on people and culture, long-term strategy, learning and relationships.

“I don’t think you’re going to get a perfect, equal split,” he warned. “But I think what you want to be aware of is, ‘Oh, I didn’t realize in the last couple of months, this is how I spent my time. Do I need to course correct? It’s more about the end of the year, how you can achieve a healthy balance.

“I think the biggest piece of advice I would give people is to be intentional about how you use your time.”

Plan your learning journey

Krishnan, who has led various PepsiCo units, including a stint in Shanghai overseeing the Asia Pacific region, emphasizes the need for deliberate learning.

“By Christmas time, I’m planning what I’m going to learn about next year,” he said, noting that his approach isn’t about surface-level learning, but deep dives into specific topics. “It’s not just about being exposed to different topics on one device, it’s about really focusing on one or two topics for 12 weeks at a time.”

Reflecting on his journey, Krishnan discussed his career-defining moments, particularly in China, where he transformed PepsiCo’s operations. “Growth has shifted from the east and south of China to the center and west. We had to redo the go-to-market strategy, manufacturing footprint and approach to talent,” he said, adding that this transformation ticked all the boxes of what he considers a successful career – solving complex problems, inspiring talent and leaving a legacy . “The business has taken off since then and local talent is now running the operation,” he said proudly.

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The higher you go, the more you need mentors

When it comes to the leadership traits that define successful executives, Krishnan emphasized the importance of authenticity and consistency. “I’m one of those people who trained me to come to every meeting prepared, with a hypothesis, ready for an engaged dialogue,” he said. He also emphasized the value of being fully present, noting, “I don’t multitask in meetings. I am there, in this moment.”

Krishnan credited mentorship as a key factor in his professional development. “I’ve had amazing mentors throughout my career. And frankly, the higher you go, the more you need them,” he said, noting that senior executives often don’t get honest feedback from within their teams. “Mentors provide insight and wisdom.”

Despite his achievements, Krishnan recognized the lessons learned from mistakes, especially in the context of experimentation. “You have to be willing to experiment, and by definition that means making mistakes,” he said, adding that it’s important to do “after-action evaluations” to gauge what worked and what didn’t. “The key is to be self-critical and empathetic with your team so they feel safe experimenting.”

Looking back, Krishnan admits that certain career priorities have changed over time. “Titles matter a lot less than we once thought,” he said. “You rent them for a while, but they don’t define who you are.”

As for the future, Krishnan’s primary focus remains forward-looking. “One thing I could do better is stop to celebrate,” he reflected. “Sometimes I get caught up in what’s next, but enjoying the moment is something I have to work on.”

This story was originally featured on Fortune.com