Amoye Phillpotts-Brown among global Heineken cohort shaping future of work
WHEN Red Stripe Brand Manager Amoye Phillpotts-Brown joined the Heineken Women Interactive Network (WIN) leadership programme 2024/25 in Lausanne, Switzerland, she became part of an exclusive global cohort of 50 women hand-picked from across Heineken’s markets. Her selection marked not only a personal milestone but also Red Stripe Jamaica’s deepening commitment to building world-class female leaders and fostering an inclusive corporate culture.
The WIN Programme, Heineken’s global accelerator for women in leadership, brings together high-potential female talent from over 70 operating companies for a transformative, multi-month experience. Participants engage in executive coaching, behavioural assessments, and cross-market collaboration — all designed to strengthen gender balance and develop confident, authentic leaders.
“Our ambition is to ensure that our leadership pipeline reflects the diversity of our consumers and our country,” said Judon Bowden, head of human resources at Red Stripe. “Amoye’s participation in WIN underscores that commitment, equipping her with the tools, perspective and confidence to lead with purpose.”
For Phillpotts-Brown, that confidence was hard-earned. Having started her career as brand ambassador then assistant, she steadily grew through junior and senior roles, managing several international, fast-moving consumer goods brands across major companies before joining Red Stripe.
“When I started in marketing, I struggled with imposter syndrome and finding my footing,” she shared. “But I had incredible mentors who saw potential in me before I saw it in myself. Their guidance helped me grow not just in skill, but in self-belief.”
Now managing two of the brewery’s most iconic brands, Red Stripe and Dragon Stout, Phillpotts-Brown has built a reputation for transforming global strategies into culturally resonant stories that connect deeply with Jamaican consumers and drive real results. She describes her leadership style as a “quiet storm”, focused on lifting others as she climbs.
“Being part of WIN gave me a global lens,” she said. “You’re in a room with women from Africa, Europe, Asia, and Latin America — each leading differently yet guided by empathy, authenticity, and strategy. It reminded me that leadership isn’t one-size-fits-all.”
Delivered in partnership with IMD Business School, the WIN curriculum focuses on self-awareness, inclusive leadership, communication, and influence. Through coaching and opportunities to shadow senior women, Phillpotts-Brown says the experience reframed how she views her career:
“Marketing isn’t a linear path, it’s a constant work in progress,“ she said. “WIN reminded me that growth is never about arriving; it’s about evolving.”
Since completing the programme she has poured that learning back into WE CAN (Women Empowerment Through Collaboration Allyship and Networking), Red Stripe’s internal employee resource group. Under her leadership WE CAN’s framework evolved, creating open, action-driven spaces for women to connect, share and grow. The group now hosts quarterly sessions on building confidence, work-life balance, and visibility in male-dominated roles, and launched its first mentorship initiative this Christmas linking university students with women at Red Stripe.
“WE CAN was already a safe space but I wanted to make it more action-driven,” she noted. “WIN showed me that inclusion isn’t just about who’s at the table, it’s about who feels empowered to speak once they’re there.”
Her efforts are already creating ripple effects, with more women stepping forward for stretch roles and taking ownership of their career journeys. Several members credit WE CAN with giving them the courage to pursue leadership opportunities.
“It’s not just about my growth,” she added. “It’s about creating a culture where more women see leadership as attainable, where we lift each other as we climb.”
Red Stripe’s investment in the WIN Programme aligns with Heineken’s global ambition to achieve 40 per cent female representation in senior management by 2030. Locally, the company continues to build inclusion through leadership coaching, mentoring, and flexible work policies.