At the age of just 39, he found himself at the helm of one of the most historic groups in our country.
He is a millennial with rich experience and a remarkable career, which prepared him with the appropriate resources to be able to assume the duties of CEO of the KEAN Group today. Andreas Theocharides declares himself ready to contribute to the further development of the group, leading it to the next phase, which includes, among other things, the relocation to the new factory and a stronger consolidation in international markets.
Theocharides' journey to his current role was tested through a series of other duties and positions. He began his career in finance and through different roles had the opportunity to understand in depth how a business operates at all levels, from strategy and investments to market operations and risk management.
"A defining point in my journey was my role at PepsiCo International. There I had the opportunity to see a company holistically and participate in decisions that concerned not only its present, but mainly where we wanted it to be in the coming years. This experience helped me develop a strategic and long-term perspective for the development of each company," he states characteristically.
His collaboration with international organisations and his exposure to foreign markets significantly broadened the way he approached business. All of this helped him cultivate a more modern, extroverted and competitive perspective on the development of a company, essentially contributing to his preparation for his current role as CEO, but also for the challenges and opportunities that it brings.
Inheritance is a great responsibility
It is undoubtedly a great responsibility to preserve the legacy of a historic group, such as KEAN, and this is something that Andreas Theocharides recognises: "For me, the biggest challenge is to preserve this unique legacy, while at the same time boldly leading the company into a new era of growth and modernisation."
At the same time, without wasting time, Theocharides has set the strategic priorities that revolve around three main pillars: investment in modern production infrastructure and technology, the development of innovative products that respond to modern consumer trends and the further strengthening of the international presence. According to him, the goal is for KEAN to continue to be a strong and proudly Cypriot brand, but at the same time to evolve into a dynamic regional player in the food and beverage sector with greater extroversion and an even stronger presence in international markets.
New factory, a checkmate move
As investing in modern production infrastructure is one of KEAN's three main priorities, the relocation of the factory to a new area is a checkmate in achieving this goal. This is a particularly important project, which includes the construction of a new, modern factory and extensive storage facilities. It is one of the largest investments in the company's history and is already in the implementation phase: "By mid-2027, we plan to have its construction fully completed and all operational activities transferred there." The choice of the first industrial area of Ypsonas for the operation of the new factory was made after careful evaluation, as it is a strategic location with direct access to basic infrastructure and significant potential for future development.
The new factory is a decisive step in modernisation, which will significantly enhance production capacity and create the conditions for the company's new development path in the coming years: "With modern equipment, automated processes and high standards of quality and sustainability, we will be able to respond even more quickly and effectively to market needs. At the same time, it will offer us greater flexibility in the development of new products and in our adaptation to constantly changing consumer trends". The new factory is an investment in the company's future, which will further strengthen the brand's position both in the Cypriot market and in international markets. The transfer of operations has been planned in a particularly careful manner and will be carried out gradually, in order to ensure continuity of operation, while production and distribution of products will continue normally, without affecting the presence in the market.
Balances of courage and values
Today, almost three months after taking office, Andreas Theocharides confesses that his vision for KEAN in the coming years is to evolve into an even more modern, dynamic and extroverted organisation in the food and beverage sector, which will combine its strong Cypriot identity with a clear international growth perspective. He refers, among other things, to the systematic investment in product innovation, the further strengthening of exports and the full exploitation of the possibilities that the new factory will offer, which will constitute a key growth lever. However, challenges also arise close to the ambitions. “The biggest challenge today is to proceed with a substantial transformation of the company, while maintaining the authenticity and trust that the brand has built with consumers for decades.”
At the same time, as the business environment evolves at a rapid pace, companies are called upon to adapt and innovate constantly: "For us, the challenge is to move forward with speed and boldness, without losing the values and character that have defined the brand over time. I believe that it is precisely in this balance that KEAN's greatest comparative advantage lies for the coming years."
With an eye on tomorrow and the developments that lie ahead, Andreas Theocharides speaks, at the same time, about the importance of renewing the brand's corporate image, so that it responds even better to modern markets and the expectations of new consumers. For this reason, the CEO places particular emphasis on the commercial portfolio: "KEAN has the exclusive representation for the import, marketing and distribution in the Cypriot market of important international brands. Our goal is to further strengthen these partnerships, but also to attract new brands, strengthening our role as a reliable and strategic commercial partner in the region". All these strategic moves are part of a broader effort to modernise the company.
We are taking measures.
In order to strategically address geopolitical developments in our region, which create issues, mainly in relation to supply chains and the cost of raw materials, the new CEO of KEAN points out that "vigilance and flexibility are needed. We are closely monitoring developments and promptly adjusting our strategy, taking the necessary measures to ensure the stability of our activities."
This interview first appeared, in Greek, in the May 2026 edition of IN Business magazine. Click here to view it.
