Derek Lewis

President of PepsiCo Multicultural

UPTOWN: Tell us about your role as president of PepsiCo Multicultural, North America.

DEREK LEWIS: PepsiCo’s Multicultural division operates across PepsiCo and Frito-Lay food and beverage businesses and, as President, I am responsible for working with my team to address business inequalities to drive better results and positive impact internally and externally. This division is a critical next step in PepsiCo’s Racial Equality Journey (REJ), which is a pledged investment of more than $570 million over five years to increase Black and Hispanic representation. We’re working together to ensure that we are bringing meaningful change to our employees, business, and communities. We want to focus on building up minority-owned and small businesses, creating rewarding job opportunities, supporting diverse suppliers, giving back to our communities and more to drive change. With this team, my goal is to educate, collaborate and bring people along with us on our journey.

UPTOWN: PepsiCo was formed in 1965. Why is now the appropriate time to scale its multicultural and equity efforts?

DEREK: The social unrest of 2020 led us to look inward and acknowledge that we had to step up our efforts. We recognized that we have the opportunity and responsibility to use our scale to create change. We also had a proven model of success with our work in PepsiCo’s South Division, where I served as President prior to my current role. We were able to show that our efforts brought not only a boost to the business but also to corporate culture, and community. Not only are these efforts the right thing to do, but we can also make it fun for our partners, employees, and consumers to get involved and further drive change.

UPTOWN: Over the last several years there have been more organizations and corporations collaborating on efforts around diversity and inclusion. This work isn’t easy and requires a real dedication and passion for change. Tell us about your decision to take on this role.

DEREK: As a 34-year PepsiCo veteran, I was proud to take this next important step for PepsiCo and ensure that we continue to make a difference. I grew up in D.C. and attended Hampton University, so championing diversity has always been a cause important to me. PepsiCo’s values are what resonated for me at the start of my career. I consider myself lucky to have found a home at a company that shares my values and one that has been so supportive in these efforts. The support from leadership has been integral to the establishment of my new role and team.

UPTOWN: You have been at PepsiCo for 30+ years. Tell us a bit about the company’s journey with diversity, equity, and inclusion from your point of view.

DEREK: Over the last three decades, we’ve seen many changes as a nation, culture, and people, however diversity has been a core value of PepsiCo from the very beginning. We were the first company in corporate America to hire African Americans in the 1940s, so we have a history going back decades and we’ve continued to dedicate ourselves to this year after year. It’s built into our foundation. This dedication to diversity has allowed us to scale our efforts company and nationwide.

Giving back and bringing change are priorities for me and I’ve enjoyed seeing the progress our company has made and how much it continues to do so today. I am honored to have been part of efforts that have made a positive impact on so many local communities and individuals alike and put smiles on other peoples’ faces along the way.

UPTOWN: Under your leadership, there will be the rebranding and national expansion of the successful Pepsi Stronger Together community engagement program. Tell us about that program and what’s in store for its future.

DEREK: Pepsi Stronger Together was one of my passion projects when I was President of PepsiCo Beverages North America’s South Division. I played a role in the company’s broader diversity and community engagement agenda and created the platform to spearhead PepsiCo’s series of grassroots initiatives bringing tailored programming support to communities across the country. It started as a way to give back to people who were on the frontlines during the pandemic including healthcare and essential workers. From there, we heard about additional issues our communities were facing and Pepsi Stronger Together evolved to work with partners such as local law enforcement, schools, and charity organizations on solutions. Together, we’ve been able to facilitate education opportunities, de-escalation training, shelter renovations, meals for the community and more. With Pepsi Stronger Together’s proven success and internal support, we’re looking at expanding the program even further, leveraging the scale of the PepsiCo business and footprint to continue to positively impact communities and drive even more change.

UPTOWN: You’re an HBCU graduate and currently serve on the Board of Trustees for Hampton University. Can we expect any partnerships or collaborations coming out of your office with any of the HBCUs?

DEREK: As a Hampton alum, I know how important on-campus recruitment is for students, creating a pipeline for long-term career opportunities. As we get ready to welcome students back to campus, PepsiCo will be going even bigger for HBCUs with our Historically Better platform, powered by Pepsi Stronger Together and Doritos Solid Black, our program highlighting Black changemakers. We’ll be hosting a multi-campus recruitment tour across multiple HBCUs, celebrating HBCU culture and looking to engage students and alums through on-the-ground recruitment activities targeting candidates ranging from interns to executives. This new program ladders back to PepsiCo’s REJ goal of increased Black representation and expanded recruitment efforts with HBCUs, and we’re excited to share more details in the coming weeks.

UPTOWN: The goals for this new organization are big, including helping address systemic barriers and creating economic opportunities for Black and Hispanic Americans. What are some of your plans to achieve these ambitious goals?

DEREK: We know that change won’t happen overnight, and we are committed to our efforts. Since the creation of our Racial Equality Journey in 2020 and our new Multicultural team earlier this year, we’ve made measurable progress towards our goals with successful initiatives and more to come as we expand including:

Doritos Solid Black to provide resources and a platform for Black changemakers who use innovation and boldness to drive culture and give back to their communities.

Pepsi Stronger Together’s recently announced $100,000 national scholarship program for multicultural students interested in a music and arts education, driving awareness for the education gap that multicultural students experience and encouraging them to continue their journey, with workshops in LA and Houston for local youth.

Pepsi Dig In to spotlight, support and celebrate local Black-Owned restaurants across the country, with year two of Dig In Day coming this fall.

Juntos Crecemos to provide short and long-term support to Hispanic small businesses, specifically, restaurants, bodegas and carnicerías, over the next five years.

We are confident that our concerted efforts and dedication, will ensure our Racial Equality Journey continues to enable us to best meet the needs our consumers, customers, and communities.

Derek Lewis is President, Multicultural Business and Equity Development, PepsiCo Beverages North America (PBNA). In this role since February 2022, Lewis is the first president of PepsiCo’s new Multicultural Business and Equity Development Organization. He is responsible for accelerating retailer business development in multicultural communities; expanding existing successful programming, including Pepsi Dig In and the Black Restaurant Accelerator Program, all aimed at supporting Black and Hispanic communities and leveraging the scale of PepsiCo to drive investment in and support of diverse suppliers and partners. The equity focus of the organization will include rebranding and national expansion of the successful Pepsi Stronger Together community engagement program; elevating PepsiCo’s e orts to be an employer of choice for diverse cohorts and supporting the company’s employee resource groups to build a unified company that celebrates and thrives on the diversity of each employee. Prior to this position, Mr. Lewis, a 30+-year PepsiCo beverages veteran, has held numerous leadership positions across the organization, including South Division president, senior vice president and general manager of field operations, and a role as vice president, consumer and category insights.

Outside PepsiCo, he serves on the Board of Directors for YMCA of Central Florida, the Orlando Magic Youth Foundation, and the American Beverage Association. He also serves on the Board of Trustees for Hampton University and Lake Highland Preparatory School. In addition, he is a member of the Executive Leadership Council, National Black MBA Association, and Kappa Alpha Psi Fraternity, Inc.

Mr. Lewis holds a Bachelor of Science degree in business management from Hampton University in Virginia and an Executive Master of Business Administration degree from Xavier University in Ohio.

Shy Averett

You could hear it in her distinct voice as every sentence passionately came out of her mouth when speaking about helping people—Shy Averett isn’t in this for acclaim or the fl ashy recognition that sometimes comes with doing inspiring work. Instead, this is her calling—her life’s passion.

BY MALCOLM RASHAAD BANKS

Who is Shy Averett? The uber-talented University of Toledo graduate is one of the strongest advocates for Black children in the country today. Averett, 41, currently serves as the Community Program and Events Manager at Microsoft, one of the leading corporations in the world today, with a long-standing mission to empower every person and every organization on the planet to achieve more. It’s remarkably fi tting for Averett, an individual whose legacy is primarily based on the upliftment of others, to work hand-in-hand with a corporation that aims to accomplish much of the same.

While much of Averett’s work is education-based, it doesn’t fully dictate how she can serve those in need. It’s not simply staying in her bubble or work scope, but extending her undeniable force to those in dire need. A prime example is the leadership displayed by Averett during the Flint water crisis, a devastating fi ve-year period where the city’s drinking water was contaminated with lead and possibly Legionella bacteria. The leadership Averett exemplifi ed was demonstrative of what real change agents are about. After preparation and forging a team to help, Averett would supply the city with over 100,000 bottles of water. This is who Averett is, and with programs like MANCODE, which teaches young men of color about tech, and The Legacy Project, a virtual experience open to the public that honors Black Americans making history, Averett continues to rewrite the books on what authentic leadership and community upliftment look like.

UPTOWN recently talked with Averett about her origins in community upliftment, her thoughts on issues of race in America, and her groundbreaking initiatives at Microsoft.

UPTOWN: You have a history of being a change agent and helping people. Tell us a little bit about your background.

AVERETT: I think it was around the age of 11 when I got super curious. My mom would tell you that I was always a helper as a young kid. That’s all I wanted to do. Even at three or four, I would just follow my mother around to fi gure out how to help. Once I was able to frame my thoughts, I told my mom I wanted to get involved in some organizations in the community. One of the fi rst organizations I got involved with was the NAACP. I was involved in other nonprofi t organizations but since I was a kid there wasn’t much I could do. The NAACP had a youth division. Quickly after that, I became President of the Detroit Youth Council, and then I became State President, and then kept going and worked with other organizations. That started everything and helped me identify what my gift was and what my purpose was. I knew even at that young age, and it’s never changed. So, from 10 to 41, I have been beyond consistent because I knew my purpose.

UPTOWN: Tell us about your role at Microsoft. What comes with the role, and what are some of the goals you wish to accomplish?

AVERETT: I feel like it sounds so cliché, but I’m serious when I say I love Microsoft. I’ve been a Microsoft fan since I was a kid. Being able to work for them now is amazing. I believe in the vision and our mission. I love our mission because it empowers every person in the organization to achieve more. When I think about that, my only purpose at Microsoft right now is to make sure I’m one of the people that makes our mission come true. So when we say every person, because a lot of people say they want to help everybody, but they don’t mean everybody, or they want to help everybody, but they don’t know how to get to everybody. I want to be that person who, whoever the others are, or whoever those are, when we do anything, I know it can’t get to that community or that young kid won’t be able to take part, and it won’t get on the ground. I want to be that connector. I don’t have a number of goals or a specifi c program. I want to make sure that all the best things at Microsoft get to the ground. I want to be the connector to make sure that, especially for the underrepresented kids, students, even adults, teachers, whatever resources we have, they are supposed to be there. They need it more than anything else.

Sometimes there’s a disconnect. I want to be that connection. If Microsoft and all of its greatness went to the communities that required it the most, then I’m good. That’s my only goal. How do we get to do the most incredible stuff ever? But if it doesn’t check that box, then we’re not doing it because that means we’re just doing stuff just to do things. I never want to do that.

UPTOWN: When the water crisis in Flint, Mich. hit, you arranged a water drive where 100,000 bottles were delivered to those in need. A lot of people talk about the problems but don’t activate themselves. What prompted you to do something about this tragic issue? AVERETT: When I was younger, I learned that my gift was creating solutions. I’m the type of person that if I see something, a creation will take place. I’m a creator, and part of that is my gift. When I say that, I don’t mean it arrogantly. I don’t know how some of this stuff comes up. That’s how I know it’s a gift because it’s not me. I’m not that smart, but my passion is helping people. The beauty of it is that what I’ve learned how to do now is identifying that every problem is not mine to solve. I know when it is because when I see something, it keeps me up at night, and I can’t move away from it no matter what I am doing. My pastor says, ‘Your agitation is your assignment.‘ If it agitates you, and you can’t walk away from it, it means that there’s something you’re supposed to do. So I pay attention when I see something because there are things that have happened that have been traumatic, and I’m like, wow, okay. Let me talk to my people on the ground over there and ask if I can help. I remember when the Flint water crisis hit, I was responsible for the Detroit community only, and I sat there with my boss, Darcy, who I adore to this day. I went to her offi ce and said, ‘We’re supposed to do stuff in Detroit, but there’s no way I’m going to sit here, and [Flint] is 45 miles down the road, and we are not going to do something. My job to keep in mind was to create educational programs. I felt, if we say we’re going to take care of our community, we can’t put parameters on it so tightly that somebody is down the street and kids can’t drink water. At fi rst, I said, let’s just do water, even if it means we have to have all 20 of our employees bring in two cases. Some people think they’ve got to do big things and go in and drop 10 million bottles of water. I didn’t want to do it that way because if every little small act did not happen, this world would be a mess. So it started with 20 employees working in a retail store. The fi rst time, I think we took hundreds of cases. When I saw the Flint River and saw how dirty and nasty it was, and then realized if I have to wash up or brush my teeth, about fi ve people could do this just based on what we bought. So I went back and reached out to all the other community people in the other cities that did my job. I said, ‘Listen, I don’t know how we’re going to do this. I don’t even know if it was compliant, but I need everybody to get a gift card to Sam’s Club, order

[the water] online and hold it for pickup, and have our employees donate. Our employees said, ‘Oh, no, we’re doing this. Then Microsoft matched it. So we took 100,000 bottles up the first time. But we went back three or four times, and I still very rarely go back to Detroit without [visiting Flint]. Let’s be clear; Flint is not over. You still have people who are dealing with issues of contamination and drinking. As I said, I love my Darcy. She said, ‘Whatever you want to do.‘ Our whole community space, where we usually teach classes, is supposed to be filled with kids. She allowed me to shut it down for an entire week just to collect water. The room was filled with water bottles. Then we took all the trucks up to Flint and did what we were supposed to do.

UPTOWN: Doing work that helps communities in need is very fulfilling, but also can be challenging. How would you describe your experiences? You’ve been doing this work since a very young age. Is it ever daunting?

AVERETT: Every single day. But anything good is worth fighting for. People think that just because we want to do it doesn’t mean we don’t have to fight. No, I wake up ready to fight. I do this because everybody’s not going to get it. If I’m the person, if I could say something and do something and keep pushing, it’s going to make at least one person get it. I’m good with that. It is a fight every day outside of Microsoft. Inside, I’m fighting a battle that most people don’t understand, but I tell myself, ‘I’m going to keep going.‘ Eventually, somebody is going to get it right. This is a weird example, but if somebody’s parents gave their kid a Lamborghini, they trust the kid they’re giving it to; some parents would say, ‘No, you get in a 1974 [Ford] Escort because I know you’re not going to take care of it.‘ But usually, when people give good gifts, they trust the person they give them to. So I look at it that way. I know that every idea I come up with could have gone to somebody else. But for some reason, it was given to me, and I look at it as a gift. I tell myself, they knew that I was going to fight. That’s why it landed where it landed. You think about people who created amazing companies. In my opinion, the invention ideas that we consider incredible could have come from anyone.

Somebody else could have done more research and figured out what somebody else figured out. But it didn’t. I think part of that is because I look at this as legitimately a gift that can be taken away at any point in time. I treat it that way, and I fight it. Ultimately, that is my job. On the other hand, it brings awareness and makes people come along on the journey, even when they don’t realize that things are missing or that they’re doing something incorrectly. I think about when I first [began working] at Microsoft. As a community program, we did nothing for [Martin Luther King Jr.]. We did nothing for Black History Month. We did nothing for Women’s History Month. I didn’t ask. I said, ‘Oh, all right.‘ We just go. I’m just sliding in, and we made changes in the first year, and some people were like, ‘What’s that?‘ because we [weren’t doing it previously]. Then I kept going, and literally, I’ll tell you that my title has diversity included. It wasn’t until they finally figured out I was right, and we should be doing it that they changed and adjusted my title. But what would have happened if I hadn’t? I know my purpose, so nobody else can tell me what I shouldn’t be doing. I know what I’m talking about. If you have a remote control, what does the remote do? It’s supposed to change your channel. You can’t take that remote and say, ‘You know what? I think I’m going to stir the pot with it.‘ It’s going to melt. It’s going to break. It’s because I know my purpose when stuff comes against me, we’re just going to find another way, but no means nothing to me, especially if I know I’m supposed to do it. I can also tell when it’s something I’m not supposed to be doing. So I stay in my lane. It’s a four-way highway, but I drive right there. When something comes against me, I tell myself, ‘I’m supposed to be here, you’re not.‘ That’s how I look at it.

UPTOWN: Whether it’s the Flint water crisis or Ahmaud Arbery being gunned down while jogging, there are so many issues of race that still exist. What is your opinion on how we can ultimately get to the root of these problems? Is it kind of what you were referring to in terms of having people with the right mindset entering different spaces and making people a little uncomfortable along the way? AVERETT: First, I think internally, the individual has to figure out what role they play. Again, I think comparisons are a dangerous thing because you might tell yourself, ‘you see what Stacey Abrams did? I can’t do that.‘