Shrida Shah is the CEO of the Food Division at the Jawalakhel Group of Industries (JGI). She joined JGI as Brand Activation Manager in late 2021 and brings with her a wealth of experience in brand strategy, marketing communications, and business planning—skills that have helped strengthen the group’s market presence and consumer connection. As the leader of the newly established Food Division, she inspires and guides her team to create meaningful and impactful consumer experiences that seamlessly blend digital and physical touchpoints.
In her current role, Shah oversees all aspects of the Food Division’s operations, from strategy and innovation to execution. With her dedication, vision, and collaborative leadership, she is focused on laying a strong foundation for the division’s growth and positioning it as a key business pillar within JGI. In a conversation with The HRM Nepal, Shah shared her insights on translating ideas into action.
Q: You’ve built a remarkable career spanning development, event management, and brand leadership in Nepal’s leading industries. How would you describe your professional evolution that led to becoming CEO of JGI’s Food Division?
A: My journey has always been about creating experiences that connect people. Whether it was organising events, working in development, or building brands, I’ve always been drawn to the emotional side of business – how people feel when they engage with something. My years at JGI taught me the art of storytelling through brands like Ruslan, Golden Oak, Blue Diamond, Skyy, and Budweiser. Each brand had its own personality and audience, and that helped me understand how to translate emotion into loyalty. Today, as CEO of the Food Division, I’m channelling that learning into a new category – building experiences that people can taste, share, and remember.
Q: JGI is a dominant force in Nepal’s alco-beverage industry. What inspired the group’s strategic decision to diversify into the food sector, and what role do you envision it playing in Nepal’s evolving consumer landscape?
A: Diversifying into food was a strategic next step for JGI. We’ve always operated in the lifestyle space – creating brands that shape how people experience quality and connection. Food felt like a natural extension of that vision. As consumer habits evolve, people are seeking world-class standards, consistency, and emotional relevance in how they dine and socialise. With the Food Division, we’re combining international standards and JGI’s expertise in brand building to deliver something exciting and enduring for today’s consumers.
Q: How do you define your leadership philosophy as you build this new vertical from the ground up?
A: My leadership style is very hands-on but deeply collaborative. I believe in clarity, empowerment, and accountability. My team knows that I value ideas and execution equally – if something makes sense for the brand and the consumer, we go for it. For me, leadership is about giving people ownership while maintaining alignment. I want to build a culture where everyone feels they’re part of creating something bigger than themselves.
Q: Cinnabon’s entry marked a fresh chapter for JGI in F&B. What were the biggest challenges and learnings from introducing such a global franchise to Nepal?
A: Launching Cinnabon was both exciting and humbling. The biggest challenge was ensuring every detail met Cinnabon’s global standards while adapting to Nepal’s operational landscape. Since all our key ingredients are sourced internationally – strictly as per the franchisor’s approved list – aligning logistics, timelines, and cost structures was a major learning curve.
As a CEO, I’ve realised that introducing a global brand goes far beyond replication – it’s about transformation. Building Cinnabon Nepal taught me that success in this industry comes from cultivating a culture of excellence, empowering teams to take ownership, and staying relentlessly customer-focused. Ultimately, I’ve learned that food is deeply emotional – people may come for the product, but they return for how we make them feel.
Q: How do you see JGI Food growing over the next five years – in terms of innovation, expansion, and brand presence?
A: We’re in our foundation phase right now – a stage that will define how we grow in the years ahead. Over the next few years, the focus is on expanding into key markets, strengthening our operational systems, and adding more global brands that align with our long-term vision. But growth for us isn’t just about opening more stores – it’s about doing it right. Every new outlet should add value to the brand, not just scale the business. Our focus is on building something lasting – a portfolio that grows at the right pace, with the right brands, and the right culture behind it.
Q: With Auntie Anne’s and Carvel soon joining your portfolio, how are you curating a unified yet distinct brand experience across these international concepts?
A: Each brand in our portfolio has its own personality – Cinnabon is indulgence, Auntie Anne’s is comfort on the go, and Carvel is joyful nostalgia. What ties them together is our shared focus on quality, speed, and emotional connection. We see all our brands as part of a single lifestyle ecosystem – quick, convenient, and consistently delightful. Whether someone grabs a pretzel, a cinnamon roll, or a soft serve, they should experience the same warmth, service, and care that define JGI’s food philosophy. It’s about creating everyday moments of joy – one treat at a time.
Q: You’ve led major liquor and lifestyle brands before. What lessons from the alco-beverage sector are you applying to food retail and QSR branding?
A: The alco-beverage industry teaches a rare mix of discipline and creativity. Because of strict regulations, you can’t rely on traditional advertising – you have to make people feel the brand through design, storytelling, and experience. That philosophy translates perfectly into food retail. Every detail matters – the aroma that greets you at Cinnabon, the tone of service, the visual language of our packaging. Each touchpoint is designed to evoke emotion and create connection. In today’s world, experience has become the most powerful form of advertising – and that’s the principle we build on every day.
Q: In Nepal’s growing F&B market, what do you think differentiates a brand experience from just a product offering?
A: What separates a strong brand from a good product is the lasting impression it creates. Taste might bring customers in once, but experience is what brings them back. Every detail – the store atmosphere, the warmth of interaction, the way a product is presented – shapes that memory. When people feel connected to what we do, it’s no longer about a purchase; it’s about belonging. That sense of connection is what turns an occasional visit into genuine loyalty.
Q: How do you balance global brand standards with local consumer preferences when it comes to pricing, menus, and marketing campaigns?
A: We follow our global partners’ standards closely – that’s the foundation of the brand. But every market is different, and understanding local behaviour is key. We adapt where it makes senses – pricing, menu mix, or promotions – without changing what the brand stands for. The goal is to keep the brand authentic while making it relevant and accessible for our customers here.
Q: As you prepare to open more outlets, how do you plan to maintain consistency and brand quality across locations?
A: Consistency comes from people and process. We’re building strong training systems and clear operational guidelines so every team member understands what the brand stands for and how it should be delivered. At the same time, we stay flexible to local needs – store layouts, customer flow, or community habits. The goal is to keep the brand experience the same everywhere, even if the surroundings differ.
Q: What are the biggest gaps and opportunities you see in Nepal’s F&B and hospitality sector today?
A: The opportunity is massive – Nepal has a young, curious population and a rapidly evolving food culture. People are exploring global tastes and expecting higher standards. The biggest gap, however, lies in consistency and structure. Many brands launch strong but fade over time because they lack systems that ensure sustained quality. That’s where JGI sees its role – bringing process, discipline, and longevity to an industry that’s still maturing.
Q: How are changing consumer lifestyles and spending habits shaping Nepal’s modern F&B sector, and how is JGI Food adapting to these shifts?
A: Consumers today are more discerning – they seek quality, transparency, and experience over pure convenience. They’re also digitally active and lifestyle-driven, choosing brands that reflect their identity. At JGI Food, we’re shaping our offerings to meet that mindset: premium yet approachable, fast yet thoughtful. From store design to packaging, every element is crafted to feel intentional, consistent, and emotionally engaging.
Q: Counterfeit and copycat products have long plagued premium brands. How do you safeguard brand authenticity in this context?
A: Authenticity comes from consistency. Copycats can imitate your product, but not your brand soul. We stay true to every detail – from ingredient sourcing to training and service – to ensure the real brand experience. Our close partnership with global franchisors and strict quality control keeps standards uncompromised. Consumers today are smart; they recognise what’s genuine the moment they experience it.
Q: As you build JGI Food’s foundation, how do you see innovation shaping the next phase of Nepal’s F&B industry?
A: Innovation for us isn’t just about technology – it’s about rethinking how people experience food. From digital ordering to sensory design, we want every interaction to feel effortless and elevated. The future will belong to brands that blend convenience with emotion. For JGI Food, that means using smart systems to deliver consistency while keeping the human touch at the centre.
Q: How are you shaping JGI Food’s digital presence to connect with a new generation of consumers?
A: Our digital presence is an extension of our brand experience. It’s not about promotions – it’s about building a personality people relate to. We want our online platforms to feel as warm and inviting as our stores. The focus is on storytelling, visual consistency, and creating genuine engagement rather than just visibility.
Q: As a young CEO leading JGI’s expansion into the food sector, what does success look like to you?
A: For me, success isn’t just about numbers – it’s about impact. It’s about creating brands that shift culture, inspire pride, and show what’s possible when we believe in world-class standards at home. If people walk into our stores and feel joy, connection, or a sense of belonging, that’s success. Personally, it’s also about building something that lasts – a foundation that empowers the next generation of leaders at JGI to dream even bigger and lead with confidence.
Q: What advice would you give to aspiring brand and marketing professionals, especially women looking to make their mark in leadership?
A: Don’t wait for permission. Start, learn, adapt, and stay curious. Leadership isn’t about age or title – it’s about taking responsibility and showing up with intention. For women especially, it’s about owning your space unapologetically and trusting your instincts. The more we normalise women in leadership roles, the faster the industry – and the mindset – will evolve.
Q: What kind of legacy do you hope to build as you lead JGI Food’s journey forward?
A: I want to build something that stands for quality, integrity, and opportunity. Nepal has incredible talent, yet so many young people leave the country seeking better prospects. Through JGI Food, we want to reverse that trend – by bringing world-class brands here and giving our youth a platform to grow, learn, and lead. If we can prove that global standards can be built and sustained in Nepal, we’re not just creating jobs – we’re creating belief. That, to me, would be the most meaningful legacy.
