Beer Hour: Mark Wingfield Digby
Mark Wingfield Digby, Budweiser Brewing Group’s off trade director for the UK, tells Jessica Mason how working with people who care about what they do has shaped his overall outlook towards the beer sector.
“I entered the beer industry in early 2005 and, in many ways, I’ve been a one company man ever since,” says Wingfield Digby, explaining how he has grown his career inside AB InBev across a mix of commercial and leadership roles. This, he admits, has given him a real feel for brands, customers and how the UK market works.
‘People who care deeply’
In his position within the company, Wingfield Digby leads the off trade for the UK, a part of the business that he says: “I genuinely love” because “it’s competitive, nuanced and full of people who care deeply about what they do”.
Wingfield Digby’s love of beer is evident and clearly traverses different brands and styles, but is also keenly on the nose when it comes to supporting AB InBev-owned brands. For instance, he reveals that his go-to beer is a Stella Artois and also says he enjoys a hazy pale ale like Camden Easy. He also notes how “it’s tough to beat a pint of draught Bass” and adds that “when the opportunity arises, a Tripel Karmeliet in Belgium is a real treat”.. Never before has someone been so on-message. Flying the AB InBev flag every step of the way.
Wingfield Digby is a big fan of the company and although he openly states: “I don’t spend a great deal of time philosophising,” he does have some core values that he says that he does his best to live by. The first one is “authenticity” and, he says that, “this is something I genuinely love about that culture at AB InBev,” and reveals: “We are encouraged to be ourselves, to say what we think and be the best that we can be.”
Within AB InBev’s BBG arm, Wingfield Digby observes how the company runs “a relatively lean structure, which means we move fast, conversations are candid and we have a real bias for action. There is no time or space for inauthenticity”.
‘Competitive energy’
Added to this, he points out that this means that all teams are “operating with a growth mindset and embodying the competitive energy that comes along with that”. Indeed, he identifies how “when that mindset is in place, the energy is remarkable”. Asking how so, he considers this for a moment and reveals that he notices when “people actively ask for feedback, share it openly and everyone pulls together to win as a team”. This is, he believes, relatively inspiring.
After all, “competitive people are, by nature, ambitious and ambition brings a willingness to raise the bar,” he notes. In his role he says he focuses on building teams “made up of individuals who are committed to getting better every single day” and discloses that, at work, “we talk a lot about ‘dreaming big’ and this is exactly what that looks like in practice”.
Wingfield Digby reiterates: “You need to enjoy what you do” and identifies that “the beer industry is so special,” flagging how he often reminds his team “not to take it for granted”..
He assesses how much of a privilege it is getting to work in “one of the most celebrated categories in consumer packaged goods (CPG) and do so in a company that rewards great performance, encourages learning, welcomes debate and gives individuals the autonomy to problem-solve and execute”. The halo effect of that in terms of work fulfilment is huge. “I encourage my team to work to a high standard of excellence and have a fun time while doing it,” he adds, grinning.
Agility and resilience
Looking more broadly, Wingfield Digby highlights how “the past five years have thrown a lot at the industry. We faced a global pandemic that closed the on-trade overnight, cost inflation across the supply chain and a cost-of-living squeeze that has influenced consumer spending. This meant there were moments when we had to make difficult decisions quickly, to the best of our ability with the information available to us at the time”. Considering this, he reveals that the shift took a lot of perseverance, but was ultimately a great learning curve and adds that “navigating this time period, for me personally, has meant going back to basics: being clear on priorities, keeping the team aligned and staying focused on the long-term goals.”
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Looking back over these times, Wingfield Digby speaks of how “through it all, the resilience of the beer category is notable”. For instance, he explains: “We’ve seen consumers remain loyal to the brands they love, and we have seen the on-trade recovering with enthusiasm”. Additionally, in terms of how trends have developed, he notes how “premiumisation has continued and the no- and low- alcohol segment is no longer a niche conversation, but a growth pillar in the industry”. This is exciting for a beer company like AB InBev, he suggests, because “when you are sitting on a portfolio like ours, these trends feel like a tailwind”.
Tapping into trends
How does Wingfield Digby navigate the course for changes within the sector? ““For me, it’s about staying very close to consumer behaviour. I don’t believe beer is a whimsical category,” he says.
“Our recent launch of Modelo Especial in the UK and our ongoing investment in our no-and-low beer offering — particularly Corona Cero, Stella 0.0 and Bud Zero — tap into those trends. As well, we’ve integrated Bud Zero into our FIFA World Cup campaign, so that’s exciting to see come to life,” he admits.
But, to recognise that these wins are continuing to shape the trajectory of the future of the beer category, Wingfield Digby also points out that “at its core, this is a business about consumers and brands and everything else flows from there”. Why? Because, he explains: “When the fundamentals are done well, we are able to keep our brand messaging consistent and authentic”.
Wingfield Digby also assesses how it is fundamental to work closely with AB InBev’s marketing team to ensure that the company’s brands are being clearly differentiated and supported during key sales periods. “We are fortunate that we have four of the biggest brands in GB multiples by value share. But that doesn’t mean we don’t still have to execute with excellence within our internal teams, with our customers and our partners across the wider industry,” he adds.
Executing a strategy that works
“The biggest lesson I keep coming back to is that consumers and brands are where everything starts,” he muses and warns that “you can have the sharpest commercial execution in the market, but if the brand is not resonating, you are pushing uphill. Equally, you can have the world’s greatest brand and squander it with poor execution”. With this in mind, he says he believes that “the two have to work together”.
Wingfield Digby confesses that “beyond that, pace matters” as does “the ability to make a good decision quickly and course-correct if needed” which he believes is a skill that is “worth far more than waiting for perfect information”.
Plus, “never forgetting that “relationships matter enormously [because] this is a people business, and the trust you build over time is what carries you through the difficult periods”.
In his personal life, Wingfield Digby also attests to being “pretty competitive” and this stems from the fact that he has “always participated in sports”. Another element of his personality that has helped shape how he approaches his work-life.
Excitement for the future
Right now, his focus is “firmly on the continued success of the UK business and continuing to build our brands and a team that people are proud to be a part of”. There is also particular excitement about “the growth in no- and low alcohol and the opportunity for premium lagers in the off-trade” which is something that Wingfield Digby hints about in terms of the company’s future focus “we have a brilliant portfolio and exciting new launches” he admits.
For someone who is direct and straight-talking, Wingfield Digby also shows he has a fun side, with his wry sense of humour shining through as he talks avidly about beer, people and life in general. Sure, he’s got a clear competitive streak, but that has clearly kept him focused on where he is going and there’s a lot of evidence to suggest that will stand him in good stead as he continues to keep moving things forwards.
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