Full-Time
Beauty Account Executive
Updated on 7/21/2026
Procter & Gamble (P&G)
10,001+ employees
Producer of everyday consumer goods
No salary listed
No H1B Sponsorship
San Francisco, CA, USA
In Person
Open to candidates in San Francisco and San Jose areas; no relocation benefit.
 Sales & Account Management (1) |
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- A minimum of a high school diploma, GED or equivalent education
- Previous experience working with luxury/prestige skincare sales within Department stores and Self-select (currently Macy’s, Bloomingdales, Sephora)
- 3-5 years of sales experience ideally with a prestige/luxury skincare brand
- Experience educating in-store retailer teams (Department Stores and self-select preferred) in a busy and dynamic retail environment
- Excellent verbal/non-verbal communication and organizational skills
- Prior experience with event planning and execution within a retail environment
- Previous experience building relationships with Department Store management
- Must have a reliable means of transportation
- Willing to travel up to 80%+ based on promotional activities and territory alignment
- Skilled with the use of Microsoft Office Suite and ability to review sales reporting
- Demonstrated ability to multi-task, follow thorough processes efficiently and improve them, and be flexible to business need changes while maintaining a high level of organization
- Open to candidates in the San Francisco and San Jose areas; no relocation benefit provided
- Work collaboratively with Field Sales Leader and Education Manager to execute and exceed annual sales goals
- Prepare and execute a comprehensive quarterly sell thru strategy by retailer
- Responsible for crafting quarterly call cycle calendar keeping in mind key selling days, liabilities, and retailer promotions
- Educate store teams on how to sell prestige/luxury skincare while ensuring the SK-II brand messaging is clear and consistent
- Host weekly store generated events according to corporate guidelines
- Side-by-side personal selling with in-store teams to achieve weekly store sales goals
- Capable of training retailer sales teams on SK-II products and selling techniques, resulting in achieving sales goals
- Ensure in-store visuals and merchandising standards are met and timely
- Manage allocated T&E budget
- Work directly with stores and Head of Field Sales to monitor stock levels
- Submit weekly recap reports for assigned territory on time
- Partner with Head of Field Sales and Education Manager to build positive relationships in-store with key stake holders in every retailer
- Must be willing to work Tuesday – Saturday; with a min of 6-8 hrs in store depending on needs of the business
- Work alongside the Field Sales Leader to meet in-store visit cadence objectives for each retail partner. Scheduling travel as needed through corporate and within budgetary guidelines/policies
- Strict adherence to corporate administrative policies and procedures and make tight deadlines
Procter & Gamble makes and sells a wide range of consumer goods for household care, beauty, grooming, and health care, marketed under well-known brands and sold through supermarkets, online retailers, and direct-to-consumer channels. Its products work through trusted formulations and packaging that meet everyday needs, supported by scalable manufacturing, broad distribution, and strong marketing. The company differentiates itself with a large, diverse brand portfolio, extensive global reach, and commitments to sustainability and social impact. Its goal is to provide high-quality everyday products at scale while advancing sustainability, equality, and responsible communities and environments, thus driving growth for the company.
Company Size
10,001+
Company Stage
IPO
Headquarters
Cincinnati, Ohio
Founded
1837
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Simplify's Take
What believers are saying
- Retail media shifts to retailer-as-studio model where P&G co-creates content using Albertsons' first-party purchase data before production.
- Mexico supplier addition enhances supply chain flexibility, reduces disruption risk, and supports local sourcing alongside Europe cost-cutting.
- P&G plans to return $15 billion to shareholders in fiscal 2026 via $10 billion dividends and $5 billion share repurchases.
What critics are saying
- FDA warning on Vicks Early Defense blocks pediatric channel, forcing label changes and risking $150–250M sales in 2026–2027 with 60–75% probability.
- Federal lawsuit on Kids' Crest packaging threatens redesign and $20–50M restitution, eroding trust in kids' oral care with 50–65% probability in 6–12 months.
- China's $1.34M Crest false-advertising fine sets stricter scrutiny precedent, likely causing 5–10% Crest sales decline in China over the next year.
What makes Procter & Gamble (P&G) unique
- P&G pioneers episodic scripted microdrama 'Rico's Tacos' with Albertsons, embedding products in shopper-data-driven mobile episodes launched June 2026.
- P&G's healthcare segment gained market share in Q3 2026, improving profit quality despite revenue outpacing earnings growth.
- P&G operates a $500M in-house Bath Township facility for scent beads, adding 100 jobs and strengthening supply chain flexibility for Downy and Gain.
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Benefits
Flexible Work Hours
Unlimited Paid Time Off
Professional Development Budget
Health Insurance
Paid Vacation
Paid Sick Leave
Paid Holidays
Remote Work Options
401(k) Retirement Plan
401(k) Company Match
Company News
P&G outlook: defensive brands face a tougher growth test. * Details - Published: 11 July 2026 Procter & Gamble sells branded household and personal-care products across the consumer staples sector, including grooming, health, fabric care and home-care categories. As of July 2026, the stock has lagged the broader market even though quarterly revenue grew 7.40%, because investors are weighing resilient everyday demand against Europe pressure, regulatory scrutiny and the need to keep price-driven growth from fading. That mix matters because consumer-staples investors usually pay for durability, cash flow and dividends, not sudden growth. The sector is defensive: shoppers still buy detergent, diapers and toothpaste in weak economies, but retailers and consumers push back when prices rise too far. P&G therefore enters the next phase with a strong brand portfolio and steady cash generation, yet a less forgiving market narrative. The investment debate is whether product mix, supply-chain changes and marketing can sustain modest growth while protecting margins, or whether slower mature-market demand and compliance costs compress the premium often attached to large staples companies. Key points as of July 2026. * Revenue: ttm - trailing twelve months - revenue was 86.72B, with quarterly revenue growth of 7.40% yoy - year over year. * Profit/Margins: profit margin was 19.16% and operating margin was 23.05%, supported by net income attributable to common shareholders of 16.32B. * Sales/Backlog: P&G is a consumer-products company, so industrial-style backlog is not disclosed; sales are reflected in ttm revenue and revenue per share of 37.10. * Share price: the weekly close was 147.0399932861328 on 2026-07-10, below the 52 Week High of 167.25 and above the 52 Week Low of 137.62. * Analyst view: data not disclosed in the provided facts. * Market cap: data not disclosed in the provided facts; shares outstanding were 2.33B. * Cash and balance sheet: total cash was 12.31B, total debt was 37.03B and the current ratio - current assets divided by current liabilities - was 0.73. * Shareholder returns: the forward annual dividend yield was 2.90%, with a payout ratio of 61.80%. * Qualitative position: recent company-specific headlines point to healthcare share gains, a Mexico supply-chain addition, European market challenges, digital marketing plans, sustainability messaging and regulatory scrutiny over product safety claims. Share price evolution - last 12 months. Notable headlines. * Procter & Gamble: Latest Earnings Release Q3 2026 * Procter & Gamble Expands Supply Chain with New Supplier in Mexico * Procter & Gamble Reports Increased Market Share in Healthcare Products * Procter & Gamble to Scale Back Operations in Europe Amid Market Challenges * Procter & Gamble Highlights Sustainability Achievements in Annual Report * Procter & Gamble Increases Dividend Amid Strong Financial Performance * Procter & Gamble Faces Regulatory Scrutiny Over Product Safety Claims * Procter & Gamble to Launch New Digital Marketing Strategy in 2026 P&G's reported growth looks respectable for a mature staples company because it came with high absolute profitability, not just higher sales. Quarterly revenue growth outpaced quarterly earnings growth, however, which suggests the incremental sales did not fully translate into profit at the same rate. That can happen when pricing slows, promotional spending rises, product mix shifts, or foreign exchange - FX, meaning currency movements - works against reported results. The operating margin still shows a large cushion, but the quality of growth is therefore the key issue. Investors may give less credit to stronger sales if they require heavier marketing, deeper retailer support or more complex supply-chain spending. The healthcare market-share headline is helpful because mix can raise the profit quality of growth. Still, a single reporting period of better sales does not prove that shoppers will accept continued premium pricing across the portfolio. The cash-flow profile is the clearest support for the defensive story. Operating cash flow of 19.41B and levered free cash flow of 12.73B give management room to fund dividends, marketing and supply-chain work without relying solely on borrowing. The dividend yield is above the 5 Year Average Dividend Yield, which may help explain why the stock can retain income-focused interest despite lagging the S&P 500. The balance sheet is less simple. Total debt is well above total cash, and the current ratio signals limited short-term balance-sheet slack. For a company with predictable sales, that is manageable if cash conversion remains steady. It becomes more important if Europe restructuring, regulatory matters or higher input costs absorb cash. The payout ratio leaves room, but it also makes future dividend growth more dependent on steady earnings than on financial engineering. Within consumer staples, P&G's edge comes from brands that shoppers recognize and retailers need on shelves. That can create pricing power, meaning the ability to raise prices without losing too many customers. But pricing power is not unlimited. Private-label products, discounters and cautious household budgets can narrow the gap between trusted brands and cheaper alternatives. The reported move to add a supplier in Mexico matters because a more flexible supply chain can shorten routes, lower disruption risk and support local sourcing. It may also reduce regional dependence. The Europe scale-back headline points in the other direction: mature markets can become less attractive when volumes are soft or costs rise. If management can cut complexity while protecting shelf space, the company may emerge more efficient. If cuts hurt availability or brand support, rivals could take share. The valuation narrative will likely turn on whether P&G remains a steady compounder or is seen mainly as a bond-like income stock. A low beta shows the shares have historically moved less than the broader market, but the weak relative performance shows defensiveness alone has not been enough. Regulatory scrutiny over product safety claims could pressure the multiple - the valuation investors pay for each dollar of earnings - because it raises uncertainty around labeling, compliance costs and brand trust. Digital marketing could offset that by improving targeting and loyalty, especially where younger shoppers discover products online. Sustainability claims can also help with retailers and consumers, but only if they are credible and do not invite greenwashing concerns. In this setting, the premium case depends on trusted brands delivering real volume resilience, not only price increases. What could happen in three years? (horizon July 2026+3). | Scenario | Narrative | | Best | Healthcare share gains broaden, digital marketing improves brand loyalty, and the Mexico supplier addition increases supply-chain flexibility. Europe actions lower cost drag without damaging shelf presence, while regulatory scrutiny is resolved with limited disruption. The market again values P&G as a premium defensive compounder. | | Base | Revenue growth stays modest but durable. Pricing becomes less powerful, yet productivity, mix and cash generation protect margins. The dividend remains central to the equity story, while the valuation stays tied to execution rather than a broad consumer-staples re-rating. | | Worse | European weakness spreads, retailers push harder against premium prices, and regulatory or safety-claim issues raise costs. Supply-chain changes take longer to show benefits, margins narrow, and investors treat the shares more like a mature income vehicle than a growth-defensive franchise. | Projected scenarios are based on current trends and may vary based on market conditions. Factors most likely to influence the share price. * Pricing and volume balance: whether shoppers keep buying premium brands as promotions and private-label competition intensify. * Margin execution: whether productivity savings offset input costs, FX and marketing investment. * Europe actions: whether scaled-back operations reduce cost drag or weaken distribution and share. * Regulatory scrutiny: product safety claims could affect labeling, compliance costs and brand trust. * Capital allocation: the interaction of debt, dividends and cash flow may shape income-investor confidence. * Sector rotation: if investors favor faster-growth sectors, even stable staples cash flows may receive a lower valuation multiple. Conclusion. P&G's three-year outlook is a test of durability rather than a search for rapid expansion. The company has the scale, brands and cash generation expected of a leading consumer-staples name, with ttm revenue of 86.72B and a profit margin of 19.16%. Yet the stock's negative 52 Week Change against a much stronger S&P 500 move shows that investors are asking for more than defensive credentials. The best narrative would combine healthcare share gains, digital marketing and a more flexible supply chain with disciplined Europe restructuring. The weaker narrative is that mature-market pressure, compliance costs and price fatigue reduce the margin premium. Because staples valuations depend on confidence, small changes in volume trends or brand trust can matter. Watch next 1-2 quarters: underlying demand, pricing, healthcare share gains, Europe actions, product-safety updates and cash generation. The central question is whether P&G can convert dependable household demand into credible earnings growth while maintaining its income appeal. This article is not investment advice. Investing in stocks carries risks and you should conduct your own research before making any financial decisions.
Story of CMSL - driving business growth since 30 years across Nigeria. Published by: Editor on June 29, 2026. By Deji Obasa- GODSPOWERPROJECT - Africa's Preferred Growth Partner: The Contact Marketing Services Limited Story Nigerian Market is a highly competitive business landscape, brands require more than advertising to succeed. Businesses require and evolve around strategic partners who understand market dynamics, consumer behavior, and explore the pathways to sustainable growth. Over three decades, Contact Marketing Services Limited (CMSL) has been that trusted growth partner for businesses across Nigeria. As a leading integrated sales and marketing agency, Contact Marketing Serves its clients with systems and digital tools that are used in delivering customer solutions posed to improving operational efficiency, increase revenue, and strengthen brand visibility. CMSL provides a broad range of services including Digital Marketing, Customer and Trade Marketing, Experiential Marketing, Market Research, Training and Consultancy, Outsourced Sales and Merchandising, Public Relations, Event Management, and Multimedia Services. CMSL has successfully partnered with some of Nigeria's most recognized and respected brands including Nokia, Microsoft, Guinness, Unilever, Heineken, P&G, Flour Mills, 9mobile, Nestlé, Cadbury, and GlaxoSmithKline to name a few. What differentiates CMSL from many agencies is its commitment to measurable digital and business growth. Every campaign is designed not only to increase visibility but to generate tangible returns for clients through strategic planning, execution, monitoring, analytics and reporting. At the heart of the organization is a simple but powerful vision: To become the number one sales and marketing services provider in Nigeria. This vision is supported by a mission focused on delivering effective sales and marketing solutions through a highly motivated team that consistently exceeds stakeholder expectations. CMSL's corporate culture is built around its core values represented by the acronym STEPII: - Quality Service - Teamwork - Ethics - Professionalism - Innovation - Integrity These values have enabled the organization to remain relevant, competitive, and trusted for over 30 years while continuously evolving with changing market demands. As CMSL continues its journey, one thing remains constant - its unwavering commitment to helping brands grow, compete, and succeed.
P&G unveils scent beads facility in Bath Township. June 25, 2026 BATH TOWNSHIP - Procter & Gamble has a long history in Allen County, with its Reservoir Road facility going back to 1968. That relationship reached a new milestone Thursday as P&G Fabric Care celebrated the opening of its new, 250,000-square-foot facility at 841 N. Thayer Road, with about 70 state and local leaders taking part in the celebratory ribbon-cutting. The facility will be the first in-house production site for the Downy and Gain in-wash scent beads, fragrance boosters that infuse fabrics with a long-lasting, pleasant scent during a wash cycle. Bringing this new facility to Bath Township is also adding nearly 100 jobs to the region, with P&G using a universal design model that provides accommodation for employees with various impairments or disabilities. "Today, we are celebrating the culmination of a multi-part commitment by Procter & Gamble to invest over $500 million in the community here, from the completion of our expanded, fully automated warehouse that sits across the street to the opening of our beads facility today," P&G Fabric Care senior director of product supply and engineering Faith Szarek said. "This completes the building of more than 450,000 square feet of state-of-the-art, world-class manufacturing and warehousing." P&G Global senior vice-president of product supply Fares Sayegh applauded the work in bringing this new facility to Allen County, as it represents one of the largest investments in the history of the company. "The reason we continue to develop in this space is, one, it's strategic where it sits today, but, more importantly, it's the talent, the committed talent that we're able to attract and develop from the Lima area and from Ohio in its entirety," he said. "What will make us even prouder is that we continue to develop the community we live in." Ohio House Speaker Matt Huffman, R-Lima, and Lima Mayor Sharetta Smith also spoke at Thursday's ceremony, both applauding the efforts of both P&G and local and county officials in making this project a reality. "What has happened here, not just today, but across the street with the warehouse, is an example of the way it is supposed to work, and when you have a company like P&G, who recognizes, as we've talked about today, the importance of the local community and making sure what's happening works with them," Huffman said. Smith added, "We have a saying here in Lima and Allen County that we are better together. I think the last five years and how we've been able to move our community shows that there's been a lot of work that goes into making sure we have the workforce, the infrastructure and the amenities we need to keep our companies here in the region and attract more companies to come into the region, and I think investments like what we see here today are showing that that work is paying off."
P&G and Albertsons are turning the grocery aisle into A studio. Procter & Gamble helped give the soap opera its name. In the 1930s, the company put its products inside daytime radio dramas and turned storytelling into a way to sell household goods. Almost a century later, it is returning to the same idea in a different room: the supermarket aisle. Albertsons Media Collective, the retail media arm of Albertsons Companies, has co-developed a scripted series with P&G called Rico's Tacos. The one- to two-minute "minivela" follows a widowed father, his teenage daughter and her abuela as they build a family taco business near Venice Beach. The series launches June 23 across Albertsons' YouTube, social channels and in-store screens, with new episodes planned weekly through the end of August. The format is not the real test. The ownership is. Albertsons and P&G are testing whether the retailer that owns the audience relationship and shopper data can become the studio. As content becomes cheaper to produce and easier to distribute, the scarce asset is not the show. It is the ability to connect attention to behavior. At the shelf, the retailer owns that connection. The retailer is not just selling ad inventory. It is producing audience. The soap opera comes back as A 90-second phone drama. P&G did not stumble into entertainment. It helped build one of the earliest forms of branded programming. The original soap opera was never just a cultural product. It was a business design: hold attention long enough to sell to it. What has changed is everything around that attention. Audiences are split across screens, feeds and platforms. Retailers now operate media networks. First-party purchase data can show not only who was exposed to content but what happened afterward. That changes the shape of the format. The modern version is not a 30-minute daytime drama. It is a 90-second episode watched on a phone, teased on a store screen and connected to an app, a loyalty offer or a basket. P&G has already been building micro soap dramas for social-first audiences through P&G Studios, including The Golden Pear Affair. Rico's Tacos extends that logic into the store itself. Why the retailer, not the brand, becomes the studio. Traditional branded entertainment usually ran in one direction. A brand made or sponsored content, bought distribution and hoped the right people watched. Measurement came later. Albertsons changes the sequence. Shopper insight shapes the work before it is made. The retailer brings something a studio does not have: a live relationship with the shopper near the moment of purchase and a record of what that shopper actually buys. That is the commercial hinge. A production company can create a better drama. A retailer can connect the drama to behavior. This is the next stage of retail media. It is not just search ads, display units or sponsored product placement. It is content built around shopper missions, store environments and purchase signals. For Albertsons, the logic is its own. The company has said it plans to scale this kind of programming across more series and brands, which makes Rico's Tacos less a one-off than a pitch for its media business. A retail media network competes on the attention it can sell, and original content is a way to hold that attention inside channels the retailer controls. The show is the visible piece. The more valuable piece is the system around it: store screens, QR codes, app viewing, social clips, loyalty offers and sales measurement. The show is built to stay inside the store. Most branded IP is built to travel. A character or story is created, then pushed across platforms, products and territories. Rico's Tacos works the other way. It is built from Albertsons' shopper context, distributed through Albertsons channels and partly embedded in Albertsons stores. The IP is native to the environment that sells it. That could be a limitation. It could also be the moat. Community-native IP does not always travel easily. Sometimes the audience and environment that created the story are part of its appeal. In this case, the store is not just a backdrop. It is part of the format. The aisle, the app and the shopper data are all part of the same commercial architecture. A Hollywood studio would want the IP to travel. A retailer may be better served by making sure it belongs. Shopper data cannot rescue A weak story. The obvious risk is that the whole thing becomes a product catalog with a plot attached. If the audience senses that, it is over. On a phone, leaving takes less than a second. No amount of shopper insight can make a weak story worth 90 seconds. That is the creative test. Rico's Tacos has a premise with family, identity and resilience at its center. Whether it becomes entertainment or just an ad in costume will depend on execution. The product can live inside the story. It cannot be the story. The best version looks like a short-form drama that happens to live inside a retail ecosystem. The worst version looks like a product demo wearing a costume. Why the power is shifting toward retailers. The lesson for brands is not that every company needs a sitcom. It is that the party closest to the purchase is moving into the content business. That shifts power. Brands may still bring the creative idea, product portfolio and media budget. Retailers bring the audience, the data and the commercial environment. That is a different bargain from buying ad inventory. There is a larger structural point here. Hollywood has historically owned content. Platforms such as Meta control distribution. Television networks were built around audience aggregation. A retail media network is trying to combine several of those functions at once: distribution, first-party identity, commerce, measurement and now content. That combination is unusual, and it is taking shape inside the grocery business. Rico's Tacos may or may not find an audience. But the operating logic behind it is worth watching. P&G helped give the soap opera its name because it understood where the audience was. Today the harder asset is not making content. It is knowing who is watching, where they are standing and what they do next.
Colgate plans acquisition of P&G Karachi manufacturing assets. Colgate-Palmolive Pakistan plans to acquire manufacturing assets and industrial property from Procter & Gamble Pakistan at Port Qasim, Karachi. Colgate-Palmolive Pakistan Limited has announced plans to acquire manufacturing assets and industrial property from Procter & Gamble Pakistan Limited at Port Qasim, Karachi, marking a significant development in Pakistan's consumer goods sector. In a notice submitted to the Pakistan Stock Exchange (PSX), the company said its board of directors had approved negotiations for an Asset Purchase Agreement covering land, production facilities, and related assets currently owned by Procter & Gamble Pakistan. The company stated that the proposed transaction remains subject to final agreement terms, regulatory approvals, and completion of legal and administrative requirements. Financial details related to the acquisition were not disclosed. The planned acquisition comes months after Procter & Gamble announced its decision to discontinue direct manufacturing and commercial operations in Pakistan as part of a broader global restructuring strategy. Under the revised business model, the multinational said it would continue supplying products to the Pakistani market through third-party distribution and regional operations instead of local manufacturing. P&G's restructuring affected several major consumer brands, including Pampers, Ariel, Head & Shoulders, and Gillette, which remain available in Pakistan through imports and distribution networks. Industry observers viewed the company's earlier decision as part of a wider trend among multinational firms reassessing operational exposure in markets facing economic uncertainty, currency pressures, and regulatory challenges. Port Qasim remains one of Pakistan's largest industrial and logistics zones and has hosted several multinational manufacturing operations over the years. Colgate-Palmolive Pakistan, which operates in the oral care, personal care, and household products segments, said no further operational details regarding the facility were being disclosed at this stage. Procter & Gamble had maintained manufacturing operations in Pakistan since the early 1990s and expanded its Port Qasim facilities over the years, including investment in production capacity for household and personal care products. The company had also previously announced plans concerning Gillette Pakistan Limited, including proposals related to minority shareholders and delisting following the operational restructuring. Market analysts say the proposed acquisition could strengthen Colgate-Palmolive Pakistan's manufacturing footprint while allowing the company to potentially expand production capacity within the country's fast-moving consumer goods industry. A Clinical Dietitian that runs on Coffee 24/7 & her social battery runs out as soon as she steps outside the house. An introvert who somehow enjoys making friends.