Full-Time
Advanced Analytics Manager
Analytics & Insights
Procter & Gamble
10,001+ employees
Global consumer goods company delivering essentials
Compensation Overview
$85k - $122.2k/yr
No H1B Sponsorship
Fayetteville, NC, USA + 5 more
More locations: Boston, MA, USA | Virginia Beach, VA, USA | Mason, OH, USA | Minneapolis, MN, USA | Cincinnati, OH, USA
In Person
Candidates should be prepared to consider relocation opportunities throughout their career.
Bachelor's, Master's, MBA
 Data & Analytics (1) |
|---|
Get referred to Procter & Gamble
See people who can refer or advise you
- Candidates should be graduating in Winter 2026 or Spring 2027.
- Candidates must have strong academic results with a Bachelor of Science or Master of Science in Management Information Systems, Computer Science, Industrial Engineering, Computer Engineering, Systems Engineering, Information Security, Applied Mathematics, Statistics, Operations Research, Analytics, or similar degrees, or an MBA with a technical undergraduate degree or background.
- Candidates must have proven use of technology to add business value.
- Candidates must be adept at using analytics technologies and tools to solve ad hoc business problems, innovate on potential future solutions, and work with technology to translate innovations into robust, scaled analytic solutions and actionable insights.
- Candidates must have excellent written and verbal communication skills to influence others to act.
- Candidates must possess strong thinking and problem-solving skills applicable to business processes.
- Candidates must be capable of handling multiple priorities.
- Mine multiple sources of data, derive impactful insights, and translate complex results or algorithms into simple conclusions that empower the business to act and win with consumers.
- Work on multifunctional business teams with Brand Management, Finance, Sales, and other groups to explore opportunities for business growth.
- Communicate effectively across team members to align plans and solve problems.
- Deliver real-time insights and influence key business decisions.
Procter & Gamble makes and sells a wide range of consumer goods, including products for household care, beauty, grooming, and health care. These branded items—such as detergents, cleaners, and personal care products—are designed for everyday use and are sold through supermarkets, online stores, and direct-to-consumer channels. The company stands out with a large, diverse set of brands, global distribution, and ongoing research and development to improve products. It also emphasizes sustainability and social responsibility, aiming to grow the business while creating positive impacts on society through responsible practices.
Company Size
10,001+
Company Stage
IPO
Headquarters
Cincinnati, Ohio
Founded
1837
Get referred to Procter & Gamble
See people who can refer or advise you
Simplify's Take
What believers are saying
- Jejurikar became CEO January 1, 2026, and chair August 1, strengthening execution control.
- Management targets $10 billion dividends and $5 billion buybacks in fiscal 2027 from cash generation.
- September 2026 messaging centers on AI, automation, and category-customer plans to reignite growth.
What critics are saying
- July 2026 organic sales grew only 1%; flat volume exposes weak consumer pull.
- P&G’s 2025 restructuring targets 7,000 non-manufacturing roles, with costs extending into fiscal 2027.
- Tampax PFAS and lead lawsuits, plus deodorant claims, threaten recalls, settlements, and brand trust.
What makes Procter & Gamble unique
- P&G’s July 29, 2026 results showed $87.0 billion sales and 100% free-cash productivity.
- Its 2026 portfolio spans household, beauty, grooming, and health, with unmatched retail shelf power.
- Supply Chain 3.0 and AI give P&G execution leverage competitors lack at global scale.
Help us improve and share your feedback! Did you find this helpful?
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
Women's representation in Indian workplaces falls: Report. Women's representation in Indian workplaces has declined to 34.6 per cent in 2026, down from 35.7 per cent in 2025, according to 2026 Best Companies for Women in India (BCWI) study by Avtar and Seramount. A total of 387 companies participated this year, of which 125 made it to the Best Companies list. The participating organizations span a diverse range of industries. Of the Best Companies, 37 per cent are Indian companies and 63 per cent are MNCs. The decline in women's representation comes even as Top 10 companies held steadier at 42.8 per cent. After eleven years of steady gains, the data sends a clear message: progress cannot be taken for granted, the study noted. "If the trend severely impacts the number of women employed in India, then I believe that is a huge concern for the government," Dr Saundarya Rajesh, Managing Director, Avtar Career Creators said during a virtual press conference on Wednesday. Rajesh said that the decline comes amid a global pullback in diversity, equity and inclusion (DEI) efforts following an executive order issued by US President Donald Trump in January 2025. She argued that multinational companies operating in India need an India-specific strategy focused on increasing women's participation in the workforce. She suggested that the Ministry of Women and Child Development and the Ministry of Commerce and Industry could examine the issue. She also said Avtar was ready to prepare a policy guideline or white paper on practices companies could continue to follow in India. The 11th edition of the BCWI study covers 26,53,741 professionals, including 9,18,531 women, across more than 22 industries. The study tracks workforce profile, recruitment, retention, advancement, attrition, safety, parental benefits, work-life programmes and company culture. Share of women in Corporate Executive roles fell to 16.7 per cent among Best Companies this year, down from 20 per cent in 2025, the study said. Rajesh said women's leadership representation, which had increased consistently in previous years, has now fallen back to a level recorded in 2022. She described the reversal as a "cautious and extremely worrying trend", particularly as artificial intelligence is affecting jobs and, in her assessment, having a sharper impact on women. The participation of Indian companies in the benchmark, meanwhile, has increased, with their share rising from 25 per cent in 2021 to 37 per cent in 2026. According to the study, India-headquartered companies recorded lower women's representation at 31.4 per cent, compared with 41.1 per cent in American-headquartered companies and 39.2 per cent in other-foreign-headquartered companies operating in India. The gap widening further up the ladder, where women hold just 14.2 per cent of Corporate Executive roles versus 18 per cent and 20 per cent respectively. Within India itself, women's representation is strongest in South Indian metros: Bengaluru (41.1 per cent), Chennai (39.1 per cent) and Hyderabad (38.9 per cent), while Delhi-NCR lags at just 28.5 per cent, nearly 12 percentage points below the highest-performing city. The study also examined why women and men leave organizations. Attrition rates among Best Companies converge closely for both genders, at 20.4 per cent each. Access to better job opportunities remains the No. 1 reason to quit, cited by 89 per cent of women and 93 per cent of men. Health and wellbeing related challenges emerge as a bigger reason for women to exit than childcare responsibilities, a pattern that has now held for a second consecutive year. The Top 10 Best Companies for Women in India are Accenture Solutions, AXA XL, Barclays, EY, HDFC Life Insurance Company, Lear Corporation, Procter & Gamble, Tech Mahindra, TVS Motor Company and Vedanta Oil and Gas. The Top 10 Best Companies for Workplace Wellness are Accenture, Axis Bank, CGI, EY, HCLTech, HDFC Life Insurance, Infini, Omega, Tech Mahindra and Wipro. The Best Companies for ESG list includes ABB, Aptiv, Bosch, HCL, Infosys, Lear Corporation, Solenis, Tech Mahindra and Vedanta. Latest. September 10, 2026 September 9, 2026 Don't miss. September 10, 2026 September 9, 2026 ieeditor - September 9, 2026
Geetanjali Jain joins JioStar as Director - Sports Marketing. Jain joins JioStar after a stint at Procter & Gamble, where she served as Senior Brand Manager. 0:00 / 1:06 Geetanjali Jain has joined JioStar as Director - Sports Marketing. Jain announced the appointment in a LinkedIn post, expressing her excitement about joining the company's Sports Marketing team. "I'm excited to announce that I've joined JioStar as a Director in the Sports Marketing team. After my break and entrepreneurial adventure, as I approached my next challenge I knew I wanted to be somewhere where the team was taking on a big challenge and focused on building a consumer first marketing culture," Jain wrote in her post. Reflecting on her initial months at JioStar, Jain said the experience has been marked by learning, excitement and opportunities to experiment. She also highlighted the company's speed, scale and agility, along with its focus on attention to detail. Jain said she looks forward to bringing the experience and learnings from her career journey to contribute to the company's growth. She also expressed enthusiasm about being part of the team working towards bringing India together through sports. Prior to joining JioStar, Jain was with Procter & Gamble as Senior Brand Manager.
Geetanjali Jain joins JioStar as Director - Sports Marketing. September 8, 2026 Geetanjali Jain has joined JioStar as Director - Sports Marketing, taking on a new role within the company's sports marketing team. Geetanjali announced her appointment through a LinkedIn post, sharing her excitement about joining JioStar and becoming part of its Sports Marketing team. Geetanjali wrote in her LinkedIn post, "I'm excited to announce that I've joined JioStar as a Director in the Sports Marketing team. After my break and entrepreneurial adventure, as I approached my next challenge I knew I wanted to be somewhere the team was taking on a big challenge and focused on building a consumer first marketing culture." Reflecting on her first few months at JioStar, Geetanjali described the experience as one filled with learning, excitement and new opportunities. She highlighted the company's scale, speed and agility, along with its focus on attention to detail. Geetanjali joins JioStar after serving as Senior Brand Manager at Procter & Gamble. Her experience in consumer marketing and brand building adds to JioStar's sports marketing function. Geetanjali also expressed her enthusiasm about being part of the team working towards bringing India together through sports.
Why digitalisation is just the beginning. There is sometimes a misconception that once an organisation has invested in digital infrastructure, the job is done. Connectivity is established, data is flowing, dashboards are live. Tick the box and move on. But they risk falling behind those who realise that digitalisation is not the destination, but the starting line. Digitalisation provides the foundational infrastructure that enables a continuous cycle of AI-driven optimisation that incrementally but perpetually improves operational performance. The infrastructure paradox. Much of the focus in recent years has been on the digitalisation process itself, from building connectivity to establishing cybersecurity protocols, deploying edge platforms close to machines and cloud platforms for broader analytics. This groundwork is essential, but it only creates the conditions for transformation. The transformation itself happens next. Consider the parallel with electricity. A century ago, factories that installed electrical wiring had taken an important step, but the real productivity gains came from rethinking entire production processes around this new capability. The same principle applies to digitalisation today. At Siemens, its Operations Software portfolio is built on this understanding. Rather than treating digitalisation and optimisation as separate projects, it creates a common data fabric across operational systems. This unified foundation allows organisations to deploy AI agents for specific tasks, whether that is alarm management, closed-loop control, predictive maintenance, overall equipment effectiveness or energy optimisation. The result is not a one off project but an ongoing process of refinement. Data transparency reveals where problems actually exist, rather than where teams assume they might be. AI identifies patterns that would be invisible to human analysis and incremental adjustments compound into significant operational gains. From pockets of brilliance to enterprise-wide impact. One of the greatest challenges facing manufacturers is scaling innovation beyond individual production lines or pilot projects. Its work with Procter & Gamble to develop inspection systems that could keep pace with high-speed lines producing a variety of consumer goods, exemplifies both the ambition and the approach required. The consumer goods giant is deploying AI across more than 100 use cases spanning some 80 to 90 factories worldwide. Rather than allowing isolated pockets of brilliance to develop in different locations, P&G has focused on building core infrastructure that enables systematic scaling. One factory might concentrate on label quality, another on fill levels, a third on viscosity control. Each solution, once proven, can then be rolled out across facilities globally. This approach reduced new model deployment times by up to 90%, using industrial AI to transform a series of pilots into a repeatable business capability. And it demonstrates that digitalisation without a strategy for scaling optimisation delivers only a fraction of its potential value. Real results in real operations. The beverage industry has also shown what continuous optimisation looks like in practice. Coca-Cola Europacific Partners has reduced energy consumption and greenhouse gas emissions by 13% at its Jordbro facility in Sweden through combining heat recovery, upgraded building management systems and operational refinements, for example. Meanwhile, Swire Coca-Cola's Manufacturing Intelligence System has delivered annual energy savings of 10 million kWh for the business, which is one of Coca-Cola's largest bottling partners, reducing CO2 emissions by 7,500 tonnes. Beyond environmental benefits, the system has transformed fault detection and maintenance scheduling, minimising downtime even during peak production periods. These results came from building the digital infrastructure that makes continuous analysis possible, then systematically applying that analysis to drive ongoing improvements in quality, performance and energy efficiency. Beyond the factory floor. The principles of continuous optimisation extend well beyond manufacturing. Siemens' Building X platform applies the same logic to commercial property and campus environments, using data to optimise energy consumption, predict maintenance requirements and create more responsive, efficient spaces. And in Formula 1, where teams operate under extraordinary time pressure, the same concepts operate at an accelerated pace. Design data is consolidated to enable generative AI optimisation, with components manufactured and fitted to cars within hours of being specified. The fundamental approach, using digital infrastructure to enable rapid, data-driven refinement, remains consistent. The compounding advantage. What makes continuous optimisation so powerful is its compounding nature. Each improvement creates new data, which reveals new opportunities, which enables further improvements, starting a cycle that creates advantages that grow over time. The key takeaway must be that digitalisation provides the foundational infrastructure for ongoing optimisation and represents a permanent shift in how organisations operate, learn and improve. That's how to create a continuous cycle of improvement that delivers compounding returns. Want to read it in your language? Auto-translate it into: Choose language Trying to work out what the Future of Automation will look like and doing my best to understand the technical, skills and cultural barriers to adoption of the next...
Procter & Gamble's dividend strategy is outpacing Johnson & Johnson's despite J&J's stronger stock performance this year. J&J's forward annualised dividend of $5.36 exceeds P&G's $4.354, but its planned mid-2027 DePuy Synthes spinoff threatens its dividend streak. P&G CEO Shailesh Jejurikar committed $10 billion in dividends and $5 billion in buybacks for fiscal 2027, supported by $2.8 billion in productivity savings. The company returned over $15 billion to shareholders in fiscal 2026, including more than $10 billion in dividends. J&J's stock surged 28.5% year-to-date versus P&G's 1.3% gain, driven by strong product performance. However, the upcoming spinoff poses uncertainty, as similar corporate events have disrupted other companies' dividend streaks. P&G faces no such structural risk.