Category Manager – Razor Blades & Toiletries
Category Manager – Razor Blades & Toiletries
Position:
Category Manager – Razor Blades & Toiletries
Base: UAE (with multi-market responsibility)
Category: Razor Blades, Shaving Systems, Grooming Toiletries
Industry: FMCG | Personal Grooming for Men
About the Organization:
Clasico Brands International is a fast-scaling FMCG organisation building category-defining brands across Personal Grooming for Men, Oral Care, and Home Care.
We operate with a challenger mindset, strong distribution DNA, and an ambition to build globally relevant, high-velocity consumer brands across emerging and mature markets.
About the Role:
The Category Manager – Razor Blades & Toiletries is the owner and growth architect of one of Clasico’s most critical and high-velocity grooming categories.
This role exists to build category dominance, sharpen competitiveness, and scale profitable growth across markets by owning the category end-to-end — from product architecture and pricing to distribution, rotation, and market leadership.
You are not managing SKUs.
You are building a category engine.
Responsibilities1. Category P&L Ownership (Commercial Control)
- Own category revenue, gross margin, contribution, and trade spend efficiency across markets.
- Define pricing ladders, pack architecture, and margin corridors by channel and geography.
- Drive category forecasting, demand planning inputs, and inventory health.
- Ensure profitability is protected while scale is accelerated.
- Define long-term category vision: entry, mass, premium, and super-premium tiers.
- Lead SKU rationalization, hero SKU identification, and productivity improvement.
- Build razor-sharp differentiation versus competitors in blades, systems, and grooming formats.
- Translate consumer insight into commercially viable product strategy.
- Lead NPD pipeline from concept to commercialization:
- Toiletries formulations, claims, fragrances, and sensorial.
- Own benchmarking versus global and regional competitors.
- Partner with R&D, sourcing, packaging, and compliance teams to ensure speed and quality.
- Control launch sequencing, pricing, and post-launch performance tracking.
- Build GTM strategies by channel:
- General Trade & Wholesale
- Modern Trade & Key Accounts
- Define trade schemes, promo mechanics, visibility standards, and shelf dominance.
- Ensure high rotation, optimal assortment, and strong on-ground execution.
- Support distributors with clear category playbooks and activation toolkits.
- Adapt category strategy for emerging and mature markets.
- Lead competitive intelligence: pricing moves, innovation, pack sizes, claims, promotions.
- Identify whitespace opportunities across geographies and price bands.
- Ensure category leadership without eroding brand equity.
- Act as the single point of accountability across Sales, Marketing, Supply Chain, and Finance for the category.
- Establish clear KPIs, dashboards, and governance cadence.
- Influence without authority — lead through clarity and conviction.
- Build internal capability and category discipline.
- 10–15+ years of experience in FMCG Category Management / Product Management / Commercial roles.
- Strong exposure to Razor Blades, Shaving, Grooming, or Adjacent Personal Care categories.
- Proven ability to manage category P&L, pricing, and trade economics.
- Deep understanding of GT vs MT dynamics, especially in high-rotation FMCG categories.
- Data-driven, commercially sharp, execution-obsessed.
- Has built or scaled a blades or grooming category in competitive markets.
- Has handled cost pressures, price wars, and margin defense.
- Thinks like an owner, not a coordinator.
- Comfortable making hard calls: SKU cuts, pricing resets, channel focus.
- Not a sourcing-only role.
- Not a brand-only role.
- Not a junior product manager position.
This is a category leadership seat with teeth.
Why Join- Opportunity to shape a core grooming category with scale ambition.
- High visibility, real ownership, and measurable impact.
- Platform to grow into regional or global category leadership.
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