Brands
Standard Chartered names Peter Burrill interim group CFO
Diego De Giorgi exits to pursue external role; London-based Burrill takes charge
Standard Chartered has appointed Peter Burrill as interim group chief financial officer, replacing Diego De Giorgi with immediate effect, according to an exchange filing on Tuesday.
De Giorgi will step down as executive director and group CFO to pursue an external opportunity. Burrill, who will be based in London, will report to group chief executive Bill Winters. The bank said an announcement on the permanent appointment will be made in due course.
Burrill is currently group head, central finance and deputy chief financial officer at Standard Chartered, roles he has held since joining the bank in 2017. He has served in several senior finance leadership positions across the group.
Before joining Standard Chartered, Burrill was group controller and co-head of group finance at Deutsche Bank. He began his career at KPMG, spending nearly two decades with the professional services firm, including ten years in the United States and a further decade in Germany.
Burrill also chairs the supervisory board of SCB AG, a role he has held since March 2025, having joined the board in 2019.
Commenting on the interim appointment, Winters said Burrill brings deep experience and ensures continuity in the leadership of the group’s finance function. As a respected member of the global leadership team, he is well placed to maintain strategic focus and momentum during the transition.
Winters also thanked De Giorgi for his contribution as group CFO, including his role in executing the bank’s strategy, and wished him well for the future.
Brands
Dunkin’ Donuts to exit India as Jubilant FoodWorks ends 15-year franchise deal
The quick service restaurant giant is ending a 15-year franchise partnership with the American doughnut chain, even as it renews its Domino’s agreement for another 15 years
NOIDA: Dunkin’ is done in India. Jubilant FoodWorks Ltd, the country’s leading quick service restaurant operator, has decided not to renew its franchise agreement with the American coffee and doughnut chain, and will wind down its Indian stores in a phased manner before December 31, 2026, bringing a 15-year partnership to a quiet, loss-laden close.
The decision, approved by JFL’s board on March 30, 2026, ends a relationship that began with a Multiple Unit Development Franchise Agreement signed on February 24, 2011. JFL will now evaluate and undertake what it described in a regulatory filing as the “rationalisation and/or cessation of certain operations and/or sale, transfer or disposal of assets and/or assignment or transfer of franchise rights,” all in consultation with Dunkin’s brand owners and strictly within the terms of the original agreement.
The numbers tell the story bluntly. In the financial year 2024-25, Dunkin’ India posted a revenue of Rs 37 crore against a loss of Rs 19 crore — a haemorrhage that was always going to test the patience of a parent company recording revenues of Rs 6,104 crore and a profit of Rs 194 crore in the same period. Doughnuts, it turns out, were never going to move the needle.
The contrast with JFL’s handling of its other marquee franchise could hardly be sharper. Even as it walks away from Dunkin’, the company has just doubled down on Domino’s, signing a fresh Master Franchise Agreement on March 31, 2026, granting it exclusive rights to develop and operate Domino’s Pizza stores in India for 15 years, with an option to renew for a further 10.
JFL, incorporated in 1995 and promoted by the Bharatia family, operates a network of more than 3,500 stores across six markets — India, Turkey, Bangladesh, Sri Lanka, Azerbaijan and Georgia. Its portfolio includes Domino’s and Popeyes on the global side, and two home-grown brands: Hong’s Kitchen and COFFY, a café brand in Turkey.
For Dunkin’, India was always a stretch. The brand never quite cracked the cultural code in a market where filter coffee and chai command fierce loyalty and where the doughnut remains, at best, an occasional indulgence rather than a daily habit. Fifteen years, mounting losses and a parent with better things to spend its capital on was always going to be a difficult equation to solve.
The doughnut has had its last day. The pizza, however, is staying.
