From brand builder to business operator. The unconventional career blueprint behind one executive’s C-suite rise

Fortune

by Ruth Umoh

March 2, 2026

AI-Generated Deep Dive Summary

Seth Kaufman’s unconventional career path offers a compelling blueprint for aspiring executives looking to reach the C-suite. Instead of climbing a traditional corporate ladder, Kaufman built his career on a lattice of uncomfortable lateral moves, which allowed him to gain diverse experience across industries and functions. Early in his career, he focused on mastering brand building, which became his “hip pocket” skill—providing credibility while enabling him to take risks in unfamiliar territories. His journey included leading field operations at Frito-Lay, where he gained insights into finance and operations, and later managing a joint venture with Starbucks, which required navigating cultural differences between two distinct organizations. Kaufman’s ability to adapt and thrive in new environments was further tested when he moved from mass consumer goods to luxury brands at Moët Hennessy. This shift forced him to prioritize scarcity and pricing power over scale, challenging his previous mindset shaped by packaged goods. He emphasizes the importance of deliberately stepping outside one’s comfort zone to broaden perspectives and build resilience. By seeking roles that expose leaders to different industries and operating models, they develop the judgment and versatility needed for cross-functional leadership. Kaufman’s approach highlights the value of range over hierarchy in today’s fast-paced business world. His career demonstrates that true leadership requires understanding how brands, economics, and organizational culture intersect. This mindset is particularly relevant in an era defined by disruption, where leaders must be able to operate in environments beyond their immediate control. Kaufman’s story inspires ambitious professionals to embrace lateral moves as a means of advancing their careers and becoming more effective operators.

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Originally published on Fortune on 3/2/2026