Since its first location opened in Ho Chi Minh City in 1997, KFC Vietnam has transformed from a single restaurant to one of the most beloved fast food chains in the country with over 200 locations spread across 41 cities and provinces. At the helm of this growth is General Director Sibojyoti (Shiv) Chatterjee, who brings to KFC Vietnam a wealth of experience from various regions and industries. His approach is a blend of data-driven strategy, inclusivity, and a hands-on understanding of regional nuances. With a career spanning from India to Canada and now Vietnam, Shiv’s journey offers a unique perspective on global leadership, digital transformation, and sustainable business growth.
Can you tell me a little bit about your career journey? Maybe start with where you grew up and what brought you to where you are today
Shiv: I’m from India, and I grew up in Calcutta, one of the largest cities in the world. I did my MBA in finance and started my career with Bata, a global footwear retailer present in 70 countries. In those days, companies would provide detailed management training, which included a few months of functional, hands-on training—covering everything from how shoes are made, to understanding retail, wholesale, and ultimately progressing to managing one store, a group of 15 stores, and then even larger numbers. This training was invaluable.
I spent another year and a half with Bata India, initially as head of the men’s category. Feeling very confident, and still quite young, I decided to start my own business. I created a chain of retail stores in shopping malls across India. I was sourcing products from China and Indonesia, creating private labels, and selling them to major retailers in India. I made a fair bit on the distribution side of the business, but all of it went into the retail side, which was exhausting. After a couple of years, I got some offers for other positions, and I decided to rejoin Bata—this time in Kuala Lumpur, Malaysia.
How old were you when you started your own business?
Around 26 or 28, so fairly young. But back then, it wasn’t as common to see 22- or 23-year-olds starting businesses like we see today. It was a great learning experience.
With Bata, I spent almost eight years in regional roles, responsible for Asia and Africa, covering around 18 countries. As a brand and business manager, I was responsible for everything from design, development, and sourcing to presenting and implementing strategic plans with each country’s brand manager. It was excellent exposure, visiting all these countries, understanding their business environments, creating strategic plans, working across cultures, and managing stakeholder relationships. We did extremely well, especially with the athletic brand called Power, which is Bata’s second most important brand. Our Asia and Africa teams were performing so well that Europe and Latin America increasingly bought into our collection. Eventually, they asked me to move to Canada to unify these regions under one team. So, I moved to Toronto, where I spent three years as the global brand manager and business head for the Power brand—a $180 million global business spanning 38 countries.
And what brought you to Vietnam?
Bata offered me a great opportunity in Vietnam, which, for us, was somewhat of a ‘white space’—a market not yet fully developed like Malaysia or Thailand. Normally, there’s a laddered process to become a country head, but they gave me a direct entry. At first, things went very well in Vietnam; the first year and a half were a major success. But soon challenges cropped up, and then COVID hit. With COVID, the organization shifted focus, deciding to prioritize their “cash cow” markets over developing ones, which required more investment. Vietnam was deprioritized, and it led me to think deeply about my career progression, choices and the way forward.
Throughout all this, I had always been interested in technology. I love technology personally, both as a user and in studying it. I often take on tech projects just for the challenge. I felt technology had a significant role to play in my career going forward. Bata valued technology but not as a core function I could fully dive into. So, I decided to look for roles that fit my vision. During this time, I took on multiple consultancies, especially around tech. I started with CoverGenius, an Australian insurtech, where I led their market entry in Vietnam. Working with CoverGenius helped me understand insurtech and fintech better, but I lacked specific fintech skills, so I took a FinTech course at the National University of Singapore while continuing my work with them. I also began consulting for Vinculum Group, a global e-commerce enablement firm based in India. I did a stint with Lenskart, a successful eyewear retailer with a digital focus. Finally, I consulted with Reliance Retail, India’s largest retail company. These consultancies often running concurrently kept me busy while giving me a practical experience on digital transformation and execution. Alongside this, I completed a digital transformation course with MIT and tried my hand at a startup for a brief six-month period.
When do you find time to sleep?
Turns out if you start a full-time role and also consult, you can manage quite a bit in parallel. Right now, I’m taking a seven-month course on Machine Learning and AI at the University of Texas in Austin, requiring about five to six hours per week.
You’re a perpetual student!
Yes, I would say so. It’s ingrained in me. Coming from India, a country of 1.4 billion, it’s natural to always be hustling, learning and doing something new. That’s ultimately how I joined KFC.
How does your previous career path help you at KFC?
A few core areas have been crucial. First, company management—something I developed at Bata—has been foundational. There’s the whole range of financial responsibilities, managing people, and handling stakeholder relationships, both for shareholders and, in KFC’s case, as a franchise. Stakeholder management is something I’ve done throughout my career. Then there’s retail. We have 212 outlets, which are consumer-facing, so understanding customer traffic and service is absolutely essential. Where I’ve really had to learn, though, is in core areas around food—cultural nuances of taste, food safety, for example. My background in digital transformation, developed during my consulting work in e-commerce and fintech, has also been invaluable.
KFC Vietnam has grown significantly since 1997. What strategies have driven this expansion, and how do you plan to continue it?
Since opening our first restaurant in Ho Chi Minh City, we’ve expanded to over 200 locations.
Maintaining our leadership position amid growing competition is certainly a challenge. One of the biggest hurdles is staying ahead in a market that’s constantly welcoming new international and local brands. Customers today are more informed and have higher expectations. They’re looking for healthier options, convenience, and unique experiences. Keeping up with these evolving demands means we need to continuously innovate our menu and services.
The rapid pace of technology means we need to stay up-to-date with trends in digital ordering, delivery platforms, and customer engagement channels. To tackle these challenges, we’re focusing on what we do best: serving delicious fried chicken while continuously innovating. We’re expanding our menu to include new options, enhancing our digital platforms for better convenience, and investing in our team members to provide exceptional service.
How have you changed your management style to reflect cultural differences in Vietnam? Has it been easy to acclimate to the culture here?
In American culture, praise is often more direct, but in Vietnam, people tend to feel more embarrassed when praised. You have to be nuanced in your delivery. Instead of saying, “We love your personality,” we say something like, “We appreciate the way you’re welcoming customers; it sets a good example for others.” That’s much more appreciated here.
In terms of acclimating to different cultures, to be accepted as an Indian and to take a leadership position [with Bata] in Canada with employees who had been there for a long time, that was somewhat more formidable as a challenge. When I compare that with coming to Vietnam and integrating into KFC, that was no challenge at all.
How do you foster an inclusive work culture?
There are a few things we do at KFC that are important. The most important one—something I’ve grown to love while working here—is the culture of recognition. This culture is a core part of YUM! Brands*, and it’s a formal ritual we practice across all YUM! companies. Whether we’re visiting a restaurant or meeting with team members, we always focus on recognizing the good things they’re doing. It’s about striking a balance between positive recognition and highlighting points for improvement. Diversity and inclusion are also priorities; our teams reflect the cultural diversity of Vietnam, and we have a strong representation of women in leadership roles. Events like our Annual Recognition Day and the Champs Challenge foster pride and camaraderie. Together, these elements create a workplace where people feel valued and empowered, which directly contributes to our overall success.
Can you tell us about KFC’s Good Growth strategy and its impact on KFC Vietnam?
Our Good Growth strategy, which centers around Food, People, and Planet, guides our approach to responsible growth. For Food, we source high-quality, sustainable ingredients, often partnering with local suppliers to ensure freshness. We also continuously innovate our menu, offering healthier options that don’t compromise on taste. Reducing food waste is another key initiative.
In terms of People, we focus on training, career growth, and creating an inclusive environment. Beyond our team, we contribute to local communities through educational programs and partnerships with charities. On the Planet front, we’re implementing eco-friendly practices, like using energy-efficient equipment, reducing waste, and transitioning to sustainable packaging. We aim to align with KFC’s global standards while adapting to Vietnam’s unique needs, ensuring that growth is both responsible and impactful.
Could you share an example where your leadership approach significantly influenced the company’s culture or success?
When I joined KFC Vietnam, I took over from someone who had done an incredible job and had been at the helm for nearly 20 years, helping establish KFC in Vietnam. Taking on that role, then adapting it to meet the demands of a modern organization in the context of today’s challenges, was quite a task. After 20 years without a change in leadership, the priority for me was to build a level of trust with our leadership team, many of whom have been with the organization for more than two decades. Building that trust allowed me to gain a faster, more holistic understanding of the company and then make the necessary changes.
Another example is our shift towards a more digital-focused strategy. Recognizing that digital innovation is crucial, we rolled out industry-first solutions, like self-ordering kiosks and QR ordering. We also ventured into platforms like TikTok, engaging with a younger audience and even launching a TikTok Shop. The result is a more modernized customer experience that has strengthened our market position and connected us with a younger demographic.
Do you eat at KFC often yourself?
Oh yes, all the time. It’s important to visit the stores and ensure the food meets our standards. I personally love the original chicken, along with the mashed potatoes and coleslaw. That’s my go-to meal.
I love that you stick with the classics. Does KFC Vietnam have any local menu items?
Vietnam’s culinary culture is incredibly rich, and we’ve embraced that by creating a fusion of our global KFC favorites with local flavors. Our upcoming Burger Bánh Mì is a great example—it combines the flavors of a traditional bánh mì with our signature KFC chicken. We’ve also introduced other locally inspired offerings, such as rice meals. These adaptations strengthen our market position by making KFC not just an international brand, but a familiar favorite that celebrates Vietnamese flavors.
What motivates you as a leader, and what advice would you give to emerging leaders in the fast-food industry?
I’m motivated by setting ambitious goals that challenge both myself and my team. For me, leadership is about ownership and accountability, as well as being service-oriented. I believe in empowering my team to succeed, recognizing their achievements, and always striving for improvement.
For emerging leaders, my advice is to embrace a dual focus on people and business. Set challenging yet attainable goals, foster a culture of ownership, and always serve your team. Remain curious, experiment boldly, and never lose sight of the data. Combining these values will drive your success and contribute significantly to your business’s growth and resilience.
**Yum! Brands is the multinational parent corporation that operates KFC, Pizza Hut, Taco Bell, and The Habit Burger Grill.
