Industry News

Women’s Fresh Perspectives Conference Returns to the Pacific Northwest

Thu, 14 May 2026 20:06:51 GMT

The International Fresh Produce Association Women’s Fresh Perspectives Conference Pacific Northwest Regional event will return to Yakima, Wash., on May 21, bringing together women from across the fresh produce and agriculture industries for a day centered on leadership, growth and meaningful connection.

Held at The Crown Ballroom in Yakima, the event is expected to welcome more than 225 attendees following a sold-out inaugural conference in 2025. The regional event was created to make leadership development and industry connection more accessible for women throughout the Pacific Northwest produce community.

This year’s sessions are focused on courage, clarity and leading from within, based on the idea that leadership is not defined by title, but by influence, courage, responsibility and the way people show up for others each day, according to IFPA. That message extends beyond the stage and into the attendee experience itself, including custom-designed guided questions and activities that will help attendees take this experience home with them.

“This event was intentionally built to feel real and approachable,” says Catherine Gipe-Stewart, co-chair of the event. “We wanted to create a space where people could hear honest stories, build authentic relationships and recognize the leadership they already carry into their everyday work and lives.”

“What I’m most looking forward to is the energy in the room watching incredible women come together, build relationships and have those ‘wait, me too’ moments that remind us we’re not alone. It takes all of us,” says Carrie Mack, event co-chair.

The conference agenda includes keynote speaker Wendy McManus presenting “Lead From the Inside Out,” which will focus on cultivating resilience, confidence and practical leadership skills.

“Women in the produce industry navigate complexity every day, from the field to the executive suite,” McManus says. “I’m honored to join this incredible community of women and talk about something I believe deeply: that leadership starts inside. Regardless of our role, we make a bigger impact when we lead ourselves first.”

Additional sessions include a leadership panel exploring how leadership shows up in everyday moments and a career advancement panel that is centered on nonlinear career paths, growth opportunities and stepping into new challenges before feeling fully ready. Moderated discussions were intentionally designed to prioritize authentic conversation over polished answers, IFPA says.

The conference is scheduled to conclude with a networking reception and continued community gathering, reinforcing the event’s broader mission of fostering mentorship, connection and leadership development across the fresh produce industry.

Attendees from across the fresh produce and agriculture industries are encouraged to join the conversation and secure their spot via the event’s registration page .

IFPA notes that all attendees must register in advance using their own personal electronic device prior to arriving on-site. There will be no on-site registration kiosks available at the event; only badge pickup will be available on-site.

Honoring Excellence in the Fields: Finalists Announced for Farmworker of the Year

Fri, 08 May 2026 19:40:03 GMT

The Farmworker of the Year Award was created to elevate the voices of those who form the backbone of the global food system. Now in its third year, the program celebrates individuals whose contributions are essential to the success, safety and sustainability of agriculture.

This prestigious honor recognizes farmworkers whose leadership, technical skills and dedication strengthen both the fresh produce industry and the agricultural communities in which they live and work. The award is a collaborative effort between the Equitable Food Initiative — a workforce development and certification organization — and The Packer. This partnership highlights the vital relationship between growers, retailers and the workforce.

By supporting these workers, the industry acknowledges that a sustainable food system is built on a foundation of skilled labor and mutual respect. Recognizing farmworker excellence reinforces the value of professional mentorship and community impact within the supply chain.

Candidates for the award are evaluated by a panel of industry leaders based on their commitment to workplace safety, their positive influence on their teams and their ability to provide solutions-oriented leadership. From equipment operators to crew foremen, these nominees represent the deep knowledge and pride that farmworkers bring to their essential roles every day.

The Packer will highlight the stories and achievements of each nominee in the coming week, starting with Magaly Alfaro Avalos on Monday, May 11.

The 2026 Farmworker of the Year nominees include:

Magaly Alfaro Avalos, harvest associate for NatureSweet
Jesús Gutiérrez Manuel, harvester for Stemilt Growers
Isaias Lepes Arredondo, equipment operator for Zirkle Fruit Co. for Rainier Fruit
Rogelio Nabor Martinez, foreman for Blue House Farm
Maria Barbara Resendiz Martinez, crew foreman for GoodFarms

Classic Fruit, Westside Produce to Merge

Tue, 05 May 2026 20:41:57 GMT

Classic Fruit and Westside Produce have reached an agreement to officially unite the two melon companies under the Classic Fruit label. The companies have worked together as a melon alliance for the past four years, combining offshore and domestic operations.

Westside Produce, with its TRI label, began in the 1950s and has been a prominent grower-packer-shipper of cantaloupe and honeydew in California and Arizona. Classic Fruit, which celebrates its 20th anniversary, is one of the largest offshore melon shippers out of Guatemala and has since expanded its footprint to include domestic partnerships starting in 2017.

“By bringing together two organizations with shared values and a commitment to quality, we are strengthening our ability to deliver consistent supply, drive innovation and create long-term value for our customers and partners,” says Westside Produce CEO Steve Patricio. “The Westside Produce family of employees and growers is incredibly optimistic about the future of the melon category as our merger with Classic Fruit will allow us to continue to evolve.”

The companies say this merger brings together decades of expertise in farming operations, customer partnerships, food safety programs, commitment to quality and sustainability and more.

“This move isn’t just symbolic; it turns a cooperative relationship into a fully integrated business, which usually means faster decisions, lower costs and a stronger competitive edge,” says Garrett Patricio, president of Westside Produce. “This union is important to our customers, growers and employees as it creates year-round opportunities and continuity in the supply chain.”

The companies say there will be more updates in the future with their integration plans.

“We couldn’t be more aligned in merging the TRI/Patricio melon legacy into Classic Fruit. We have a shared vision, so it makes this announcement an incredible opportunity for the commodity,” says Paul Raggio, president of Classic Fruit. “Together, we are building a stronger future, and we are excited to bring everyone along for the journey.”

Ten Acre Marketing Takes First-Place Awards at Best of NAMA 2026

Mon, 27 Apr 2026 13:08:14 GMT

Ten Acre Marketing earned two first-place honors at 2026 Best of NAMA Awards, held April 15 at the Marriott St. Louis Grand. The National Agri-Marketing Association presents the annual program to honor the best work in agricultural marketing communications, selected by a committee of peers.

Entries compete regionally before advancing to nationals. Ten Acre received honors for 13 projects at the regional level this year.

National top honors in corporate identity went to Ten Acre for its rebrand of the Southwest International Produce Expo for the Fresh Produce Association of the Americas. The new identity introduced a bold, Southwest-influenced visual system, rolled out in promotion of the 2026 event. It positioned SWIPE as a growing regional event, boasting record attendance this year.

The agency’s second first-place win was awarded for point-of-purchase materials for Bright Bounty, a consumer produce brand that Ten Acre developed for DiSilva Fruit. Ten Acre named the brand, designed the identity and website and built a scalable packaging system across more than 52 SKUs. Within a week of its launch, supermarket operators were asking DiSilva to begin packing produce under the new Bright Bounty label.

“Agriculture deserves and needs marketing that can win anywhere,” says Leah Halverson, founder of Ten Acre Marketing. “It’s a thrill to win awards, but it’s even more meaningful to know that our work has impact and is meeting our mission to amplify the power of agriculture. These first-place honors are validation that our work is delivering for our clients.”

Ten Acre Marketing says it positions brands to advance agriculture, and by bringing its mission to like-minded clients, the agency helps brands are compete in the marketplace while standing out in their industry.

Winning Gold for Specialty Crops: Corteva’s Award-Winning Microbial and Fungicide Breakthroughs

Tue, 21 Apr 2026 19:42:33 GMT

The Edison Awards, often referred to as the “Oscars of Innovation,” recognize products that solve real-world problems through cutting-edge science and social impact. This year, Corteva Agriscience secured a double victory, taking home the gold Edison Award for its microbial nutrient enhancer Utrisha N and the bronze Edison Award for its next-generation fungicide Adavelt active.

According to Tim Davies, bioprocess science and technology leader for Corteva Agriscience, these accolades validate a natural solution that benefits everyone from the field to the dinner table.

“I think one of the things that resonates … is that this is a natural solution that helps farmers increase yields, which reduces the cost of products for consumers and has an impact both for the farmer but also environmentally as well,” Davies says.

Utrisha N: Gold-Standard Microbial

Winning the gold award, Utrisha N is a biological product that allows plants to capture nitrogen from the air and convert it into a usable form. While initially widely adopted in row crops like corn and soy, Davies notes that the product is quickly becoming a powerhouse for specialty growers, particularly in high-stakes markets like California.

One of the standout features of Utrisha N is its Organic Materials Review Institute registration, making it a vital tool for both organic and conventional growers.

“It is OMRI registered, so it can be used by conventional farmers and organic farmers alike,” Davies says. “One of the areas where we’ve had very good results is in potatoes, where farmers are seeing significantly improved yields by adding [Utrisha N].”

With global fertilizer prices remaining volatile, Utrisha N acts as a nutrient enhancer that works alongside traditional nitrogen practices. Davies notes that in more than 1,000 internal and farmer-partner trials, the product successfully increased yields in more than 80% of cases.

Adavelt Active: Bronze-Level Crop Protection

In the highly competitive crop protection category, Adavelt active secured the Bronze. While Utrisha N represents the biological side of the portfolio, Adavelt showcases Corteva’s technical prowess in traditional chemistry.

The goal, according to Davies, is not to choose one method over the other but rather to provide specialty growers with a balanced toolkit.

“What we’re working on, really, at Corteva, is to use all of our technical abilities to provide the best outcomes for farmers,” Davies says. “Whether it’s a traditional chemical or a biological, both have their place in the market, and both can provide great benefits for farmers in the right place when they deploy them in the right way.”

Bringing Award-Winning Tech to the Specialty Market

With Utrisha N already registered in over 50 countries, Corteva is now focused on expanding its reach into more specialty acres. By generating rigorous agronomic data, the company aims to give specialty growers the peace of mind they need to invest in new technology.

“Farmers need confidence that when they spend money on a product, it’s going to work,” Davies says. “We’re working hard to increase those confidence levels.”

As Corteva continues to roll out these award-winning solutions, the company says it will continue providing the right technology at the right time to ensure a more resilient and productive future for specialty agriculture.

Major Tomato Packing Facility Equipment Available in Timed Online Auction

Mon, 20 Apr 2026 19:26:31 GMT

Tauber-Arons Inc., in partnership with CFM Worldwide Pre-Owned Food Equipment, is providing a timed online-only auction featuring a complete tomato packing facility in Indio, Calif. Bidding opens Thursday, April 30, and closes Thursday, May 7, at 10:30 a.m. Pacific time, with inspection scheduled for May 6 from 9 a.m. to 4 p.m.

This comprehensive sale includes 18 TriPak fillers and two Curry palletizers, along with a wide range of supporting equipment such as stainless steel water tanks, water heaters, elevators, chlorine dispensing systems, grading and sizing lines, conveyors, pumps, motors, air compressors and more. The facility can handle approximately 25,000 boxes per day, with racking capacity for over 25 loads, according to the company.

“This is an exceptional opportunity for buyers in the produce and food processing industries to acquire a complete, high-capacity packing operation,” says Tony Arons, president of Tauber-Arons. “The breadth and quality of equipment make this a rare offering in today’s market.”

Interested bidders can view full details and register online. For additional information, contact Tauber-Arons at 323-851-2008 or visit tauberaronsinc.com/events/major-tomato-packing-facility .

Divert Secures Partnership With Mitsubishi to Scale Circular Infrastructure Across North America

Fri, 17 Apr 2026 19:40:24 GMT

Divert Inc., a circular economy company on a mission to prevent food from being wasted, has formed a strategic partnership with Mitsubishi Corp., serving as the lead investor in Divert’s Series C financing. This partnership is a first-of-its-kind model for the organics resource recovery industry, reflecting the demonstrated success of Divert’s commercially and operationally proven platform and elevating the company to a valuation of over $1 billion.

The partnership comes at a time when regulatory pressure, decarbonization goals, food supply chain inefficiencies and rising disposal and energy costs are continuing to converge, the company says. As demand accelerates for infrastructure that can recover value from food that can no longer be consumed, Mitsubishi’s expertise is expected to play a key role in supporting Divert’s continued growth.

As part of the partnership, Mitsubishi has made an equity investment in Divert and, in connection with that investment, has been granted preferred offtake rights for renewable natural gas. Together, Divert and Mitsubishi are also establishing a new pathway to bring the benefits of renewable natural gas into Japan and other global markets through Mitsubishi’s global energy platform.

“This partnership reflects the maturity of Divert’s platform and the value we deliver to customers every day,” says Ryan Begin, CEO and co-founder of Divert. “We have built a proven model that solves real operating challenges for food retailers and manufacturers and creates value through food donations, renewable energy production and nutrient recovery. MC [Mitsubishi Corp.] recognized Divert as a disciplined infrastructure platform with proven results, strong operating capability and a clear path to continued scale.”

Divert says its platform sits at the intersection of food, logistics, agriculture, energy and carbon markets, positioning the company to reduce waste at its source and maximize value from the material it receives. The company’s model supports major food retailers and manufacturers in achieving compliance, reducing waste and improving operational efficiency.

Mitsubishi leverages more than 50 years of expertise across energy markets to deliver solutions that support a stable energy supply and advance the transition to a carbon-neutral society. Given Mitsubishi’s experience in developing and operating gas-related businesses in the U.S., the partnership creates a strong foundation for collaboration and synergy with Divert, the company says.

“We are focused on building businesses that strengthen resource resilience, support stable energy supply and create long term value through practical decarbonization,” says Shinya Naka, senior vice president, division chief operating officer, Europe and Next-Generation Energy Division, Energy & Power Solution Group. “Divert has built a compelling platform at the convergence of food, energy and circularity. Its proven operating model, strong customer value proposition and ability to recover value from discarded resources made this a strategic opportunity for us.”

The partnership marks an important step not only for Divert but also for the broader organics resource recovery industry. By pairing strategic equity capital with renewable natural gas offtake, Divert and Mitsubishi aim to advance a new model for financing and scaling circular food system infrastructure — one that links source reduction, domestic energy production and decarbonization in a way that has not previously been executed at scale.

Divert is a portfolio company of Ara Partners, a global private equity, infrastructure and energy firm focused on decarbonizing the industrial economy.

The Centennial Legacy: Duda’s Vision for the Next 100 Years

Mon, 13 Apr 2026 18:42:23 GMT

As Duda celebrates a century of operations and the grand opening of its new 29,208-square-foot corporate headquarters in Oviedo, Fla., the fifth-generation company remains one of the rare success stories in American business. With only 0.02% of family-run enterprises reaching the 100-year mark, Duda’s recent recognition as a Century Pioneer Family Farm by Florida Agriculture Commissioner Wilton Simpson highlights a legacy built on more than just time.

A Century of Roots: From 40 Acres to a National Footprint

The story of Duda began in 1909 when Andrew Duda emigrated from the Austro-Hungarian Empire to pursue a new life in America. By 1912, he had laid claim to 40 acres in the Slovak Lutheran colony of Slavia, Fla. Though the family initially struggled, their persistence culminated in 1926 when Andrew and his three sons — the “three seniors” — established the partnership of A. Duda & Sons after successfully selling their first profitable celery crop.

Over the decades, the company’s history has been defined by both expansion and innovation. In the 1940s, the “three seniors” expanded vegetable production across Florida to support the World War II effort. By the 1950s, the family’s mechanical ingenuity led to the patenting of the mule train, a mobile packinghouse that revolutionized field packing. This spirit of diversification eventually led the company into sod production, citrus and the 1989 groundbreaking of Viera, a major master-planned community in Florida’s Brevard County.

“For our family, this milestone is about more than longevity; it’s about purpose,” says Tracy Duda Chapman, chief legal and administrative officer. “Giving back has always been central to who we are, and we remain deeply committed to supporting the communities where we live and work.”

Foundations of Stewardship

While the Century Pioneer Family Farm certification officially recognizes 100 years of continuous family ownership, CEO Sammy Duda emphasizes that the designation reflects the company’s internal standards for land management.

“The designation itself is based on 100 years of continuous family ownership, but in practice, longevity like that only happens with a deep commitment to stewardship,” he says. “For us, that’s meant consistently investing in soil health, water management and responsible land use to ensure our operations remain productive and sustainable over time. Reaching a century isn’t about a single benchmark; it’s about maintaining a mindset of continual improvement and taking a long-term view of the land so it can support future generations.”

Duda recently celebrated its new 29,208-square-foot corporate headquarters in Oviedo, Fla.

(Photo courtesy of Duda)

Innovating for a New Era of Agriculture

Looking toward the next century, Duda says it is evolving its agricultural operations — particularly through Duda Farm Fresh Foods — to meet the modern pressures of resource scarcity and labor shifts. According to Sammy Duda, the future of their signature crops depends on a marriage of biology and technology.

“As we look ahead, innovation is central to how we evolve our specialty crop production,” he says. “In celery, that starts with continued investment in seed genetics to improve flavor, nutrient density and convenience for consumers, plant architecture and drought tolerance tailored to specific regions.

“We’re also investing in automation in both field harvesting and our value-added operations,” he adds. “Labor availability and water constraints will continue to shape our industry, so improving efficiency through technology is critical to maintaining a reliable, high-quality supply.”

Balancing Growth and Preservation

With 45,000 acres under management and a significant presence in Florida real estate through The Viera Co., Duda faces the unique challenge of balancing its pioneer agricultural roots with the state’s demand for development. The company maintains that its real estate ventures are an extension of its agricultural stewardship rather than a departure from it.

“Our approach has always been grounded in diversification and stewardship,” Sammy Duda says. “Agriculture remains a core pillar of our business, and we continue to invest in it to ensure it stays competitive in a very dynamic environment.

“At the same time, our approach to development — particularly through our master-planned community of Viera — has been guided by that same stewardship mindset,” he continues. “From the outset, Viera was designed to integrate natural spaces, protect wildlife and prioritize quality of life through parks, trails and conservation areas like the Viera Wilderness Park.

“By taking a long-term, master-planned approach, we’re able to support responsible growth while preserving the environmental and community values that have defined our legacy for 100 years,” he adds.

As the company settles into its new Dovera Drive headquarters, the focus remains clear: Honor the discipline of the past while leveraging innovation to create lasting value for the next generation of Floridians.

Walmart and Unions Clash Over the Future of Digital Price Tags

Wed, 01 Apr 2026 18:55:38 GMT

Editor’s Note: The story was updated April 3 with comments from Walmart.

As Walmart accelerates its plan to install Electronic Shelf Labels (ESLs) across thousands of U.S. stores by the end of 2026, the grocery aisle has become the front line of a national debate. To retailers and tech analysts, these digital tags are a necessary evolution to combat labor shortages and supply chain volatility. To labor unions and a growing cohort of lawmakers, they are the connective tissue of a predatory puzzle known as surveillance pricing.

The conflict has reached a boiling point with the launch of the Affordable Groceries and Good Jobs Campaign by United Food and Commercial Workers (UFCW). Backed by federal legislation like the Stop Price Gouging in Grocery Stores Act, the movement seeks to ban ESLs in large retail environments. What remains is a fundamental disagreement over whether this technology serves the shopper or exploits the family budget.

The Union’s Warning: “Surveillance Pricing” and Job Loss

For the 1.2 million members of the UFCW, ESLs represent a dual threat: the loss of privacy for consumers and the loss of livelihoods for workers. At a recent press conference in Minnesota, union leaders painted a grim picture of a future where bread and milk prices spike the moment a blizzard is forecast.

“The second the weatherman forecasts a blizzard, companies can use electronic shelf labels to hike prices,” says Diana Tacidamer, secretary-treasurer for UFCW Local 1189. “Corporations want you to believe that ESLs will only help the customer ... but they’re patenting the technology to allow algorithms to change prices in real time.”

The union’s concern extends beyond the checkout line. In Minnesota alone, labor leaders estimate the automation of pricing could jeopardize 1,000 “family-sustaining” union jobs. Traditionally, pricing coordinators — workers who manually update paper tags — possess a deep knowledge of the store’s inventory. By automating this task, unions argue retailers are not just cutting hours but are also removing the human element that helps shoppers navigate the aisles.

“ESLs threaten to take work away from workers while leaving us to handle rightfully angry customers,” says Jane St. Louis, a grocery worker in Maryland.

This sentiment is echoed by Milton Jones, UFCW International president, who argues the technology allows corporations to “change prices in front of [shoppers’] eyes just because they live in the wrong zip code or are a new parent.”

(Screenshot via press conference )

The Industry’s Defense: Survival in a Low-Margin World

On the other side of the aisle, retail analysts like Greg Buzek, president and chief AI officer for IHL Group, view the union’s surveillance narrative as a fundamental misunderstanding of retail economics. According to Buzek, the industry is currently “hemorrhaging” due to labor shortages and a $1.7 trillion “inventory distortion” problem — the cost of products being out of stock or spoiling on the shelf.

“The idea that retailers plan to adjust pricing on the fly per customer ... is totally bogus,” Buzek asserts.

He argues the primary driver for ESLs is operational efficiency. In a standard grocery store, changing thousands of paper tags manually is a “cost center” that diverts labor away from “profit centers” like the deli or prepared foods sections.

“What’s important to know about Walmart is that we are a purpose-driven company, and our purpose of saving people money so they can live better guides our pricing strategy,” says Brooks Forrest, vice president of associate tools for Walmart. “The way that comes to life is in ‘Everyday Low Price,’ which means being consistent for our customers. Typically, if we execute price changes, we do so overnight when our stores are closed to ensure that consistency and trust.”

While critics fear the technology allows for instantaneous price hikes, Forrest noted that the digital system actually has built-in safeguards. “Our stores have the autonomy to change prices only in favor of a customer, meaning they can only take the price down,” Forrest says. “In the tools and technology that connect to the digital shelf label, [store associates] actually cannot take prices up; they can only take them down.”

Buzek notes ESLs allow retailers to implement dynamic discounting — lowering the price of meat or produce as it nears its expiration date to prevent it from ending up in a dumpster.

“If I can have a system that knows [a product] expires in two days, I can drop the price 20% and sell it rather than throwing it away,” he says. From this perspective, ESLs are a tool for sustainability and waste reduction, not a weapon for price gouging.

Regarding the surveillance aspect, Buzek clarifies most camera-based systems at the shelf edge are designed for inventory tracking, not tracking people. “The camera is looking at the shelf to see if the product is there,” he says, adding that retailers who tried to surge price milk during a storm would face a PR nightmare no profit margin could justify.

Greg Buzek, president and chief AI officer for IHL Group clarifies that most camera-based systems at the shelf edge are designed for inventory tracking, not tracking people.

(Photo courtesy of IHL Group)

The Legislative Battleground

The debate has moved from the store floor to the halls of power. In Washington, D.C., Senators Ben Ray Luján and Jeff Merkley have introduced legislation to prohibit price gouging and ban ESLs in large grocery stores. The bill would also require the disclosure of facial recognition technology.

“Americans should not be targeted with higher costs simply for trying to put food on the table,” Luján says.

The federal push is being mirrored at the state level in New York, Oklahoma, Washington and beyond. These bills typically require analog paper pricing for stores over 10,000 sq. ft., effectively stalling the digital rollout.

Washington State Rep. Mary Fosse summarizes the legislative intent: “If two people are in the same store buying the same item, they should pay the same price.”

Lawmakers fear without analog protections, the grocery store will become a place of algorithmic mystery where prices fluctuate based on hidden data points.

“ESLs threaten to take work away from workers, while leaving us to handle rightfully angry customers,” says Jane St. Louis, a grocery worker in Maryland.

(Photo: Jill Dutton)

The Privacy Paradox

A central point of contention is the hardware itself. Modern ESLs often include Bluetooth sensors and can be paired with AI-driven cameras. While Buzek maintains these are for inventory and “stock-to-light” systems (where a tag flashes to help a worker find a product for an online order), the UFCW views them as the infrastructure for “Retail Media Networks.”

In these networks, the shelf acts as an advertising platform. If a shopper lingers in front of a specific brand of cereal, the store’s data systems record that behavior. Unions argue this data harvesting is the first step toward personalized pricing, where a loyal shopper might be shown a different price than a one-time visitor.

Buzek counters that while retailers do want to reward loyalty, it is almost always through discounts, not hikes.

“The only thing I’ve ever heard any retailer even contemplate was ... a better price because you were a more loyal customer,” he says.

A Crisis of Trust

At its heart, the battle over ESLs is a crisis of trust. Retailers, facing razor-thin margins and a desperate need for labor efficiency, see digital tags as a lifeline. They point to Europe and Asia, where ESLs are standard and have not led to the dystopian surge-pricing scenarios critics fear.

However, for the UFCW and its supporters, the lack of transparency in AI algorithms makes the technology too dangerous to trust. They see a future where the simple act of buying groceries is governed by a black box that prioritizes corporate profit over the common good.

As legislation moves through statehouses and Congress, the grocery industry faces a pivotal choice: Find a way to implement technology that respects both the privacy of the consumer and the dignity of the worker, or face a total door slam on the digital tools of the future. For now, the Affordable Groceries and Good Jobs Campaign has ensured the price on the shelf is more than just a number — it is a political statement.

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Everything’s Bigger in the Tex-Mex Corridor With Viva Fresh

Tue, 31 Mar 2026 12:00:31 GMT

The Viva Fresh Expo heads to San Antonio this year, set for April 16-18 at the JW Marriott San Antonio Hill Country Resort & Spa. Hosted by the Texas International Produce Association, the show focuses on the Tex-Mex Corridor — a point that exhibitors say makes the event stand out.

“It gives growers, retailers, distributors and partners a chance to connect in one central place but in an approachable and relationship-focused setting,” says Jessica Soare, assistant vice president of marketing with Cox Farms. “Viva Fresh was created to spotlight the importance of the Tex-Mex produce corridor and the connections that drive it, and you feel that the moment you walk the show floor.”

Soare says the show packs a punch with its product highlights while fostering an environment that builds conversations and partnerships.

“It truly lives up to its reputation of being the biggest little show, as you get the impact of a major industry event with the personal connections of a much smaller one,” she says.

It’s the camaraderie and community that sets Viva Fresh apart, says Priscilla Diaz, sales representative with EXP Group.

“This is our region, and while many of us may work just miles apart, this event brings everyone together under one roof,” she says. “It’s the perfect opportunity to reconnect with industry friends and strengthen the relationships and partnerships that help drive our region forward.”

Helen Aquino, vice president of innovation for Village Fresh Greenhouse Grown, says that while it might be the biggest little show, Viva Fresh brings the big Texas energy.

“In true Texas fashion, everything feels big: the relationships, the opportunities and the conversations,” she says. “It’s a show where meaningful connections happen and where Texas-grown produce really takes center stage.”

Alan Aguirre Camou, chief marketing officer of Divine Flavor, says Viva Fresh highlights the critical role Texas plays in the Tex-Mex Corridor.

“As a main port of entry for the U.S., this region is the heartbeat of our supply chain, and Viva is the perfect place to connect deeply with the partners who keep that heart beating,” he says.

Juliemar Rosado, director of retail and international marketing with the National Watermelon Board, says she also enjoys the focus that Viva Fresh puts on the role fresh produce plays in healthy eating.

“One thing I like about this show is the Clean Eating Challenge,” she says. “It is amazing seeing such strong support with that program and hearing all the success stories from each person.”

What You’ll See on the Trade Show Floor

Cox Farms — Booth No. 214

Cox Farms plans to showcase multiple greenhouse-grown offerings from BrightFarms and Mucci Farms.

“Texas-grown greens will be a key focus for BrightFarms at this year’s expo,” Soare says. “Grown at an 8-acre greenhouse in Lorena, Texas, BrightFarms lettuce can be harvested and delivered to local retailers in as little as 24 hours.”

Soare says this is part of its Go Texan program, which promotes local agriculture.

Cox Farms also plans to showcase BrightFarms’ Asian Sesame Crunch Kit, which is the newest addition to the company’s Crunch Kit lineup. The Asian Sesame Crunch Kit comes with crunchy green leaf lettuce, roasted edamame, crispy carrots, chow mein noodles and a sweet-and-savory Asian dressing.

Mucci Farms intends to highlight its Seedless Mini Peppers, which offer a convenient, no-prep snacking option for consumers. Mucci Farms will also showcase the newest addition to its tomato lineup with the refreshed Cherto cherry tomatoes on the vine, known for their vibrant colors and improved flavor profile, Soare says.

EXP Group — Booth No. 318

Tropicals and specialty produce will be the highlight of EXP Group’s booth. This includes hot peppers, papayas, mangoes, coconuts and other exotic fruits.

Jesus Cavazos, vice president of Texas operations for EXP Group, says the company will also debut its Rosita brand ready-to-drink coconut, delivering the naturally sweet taste of fresh coconut in a convenient, ready-to-enjoy format.

“As demand for authentic tropical flavors continues to grow across the region, products like this help retailers meet consumer interest in fresh, culturally familiar produce while offering something unique and memorable,” Cavazos says.

Pure Flavor — Booth No. 800

Greenhouse tomatoes with vibrant colors, rich flavor and versatility will be the highlight at Pure Flavor’s booth. These include Cherry Picked tomatoes, a premium medley for snacking or entertaining; Rocco Reds, a classic “Chef’s Tomato” with a firm, meaty texture and bold, traditional flavor; and Cloud9 tomatoes, which offer striking color and naturally sweet taste.

“Each of these tomatoes is grown with careful attention to quality and consistency, meeting the expectations of Southwest shoppers who seek bold flavor, convenience and reliability,” says Alania Wilkins, key account manager for Pure Flavor. “By producing close to market in controlled greenhouse environments, Pure Flavor ensures year-round availability, giving retailers produce that enhances meals, sparks creativity in the kitchen and encourages repeat purchases.”

Oppy — Booth No. 1008

Oppy plans to showcase a wide variety of its year-round offerings. This includes avocados, berries, grapes, limes and more.

“Viva Fresh is a great opportunity to highlight the diversity of our year-round offerings and the strength of our grower network,” says Jim Leach, director of foodservice and Southwest sales. “Many of these products enter the U.S. just about 3.5 hours south of the show, so it’s also a chance to talk about the logistics advantages and freshness we can deliver to customers in this region.”

Divine Flavor — Booth No. 1100

Divine Flavor is set to highlight its vegetable commodities. These include colored bell peppers, mini peppers, roma, beefsteak and Magnifico grape tomatoes, and long English and Persian cucumbers.

Camou says Divine Flavor will also discuss the expansion of its McAllen, Texas, warehouse in April.

“While we have successfully run our Jalisco (Mexico) grape program through this hub, we are now integrating our full vegetable lineup into the McAllen operation,” he says. “This strategic move significantly streamlines our logistics, ensuring faster, fresher delivery to our partners throughout Texas and the Midwest.”

National Watermelon Board — Booth No. 213

Expect sampling of watermelon-based recipes at the National Watermelon Board’s booth, says Rosado.

“Showcasing watermelon’s flavor dynamic in addition to health and value,” she says. “Tasting is believing after all.”

The National Watermelon Board will also offer educational resources and will promote its national retail merchandising contest, which runs from June to August and will mark its 18th year.

Village Fresh Greenhouse Grown — Booth No. 903

Texas-grown greenhouse tomatoes in full production will be the highlight of Village Fresh Greenhouse Grown’s booth. This includes its Trio red, yellow and orange mini San Marzano tomatoes on the vine and its Sinfully Sweet Campari and Heavenly Villagio Marzano tomatoes.

“These varieties continue to resonate with customers looking for tomatoes that deliver consistent flavor, quality and year-round greenhouse reliability,” Aquino says.

Village Fresh also plans to showcase its Texas-grown cucumbers.

“Because the product is grown in Texas, it also supports the region’s preference for locally grown produce with dependable supply and shorter transit times,” she says.

Qdoba’s Tax Day Guac Relief Takes Aim at a Frustrating Upcharge in Dining

Fri, 27 Mar 2026 21:08:26 GMT

Tax season has Americans auditing everything, from forms and filing costs to extra charges that add up at the register. One of the most frustrating offenders? Paying extra for guac on entrees.

While many restaurants treat it as a premium add‑on, Qdoba says that enjoying a personalized meal shouldn’t come with an upcharge, which is why the brand always includes a free portion of fresh guac, handmade with always-in-season, always-good Avocados From Mexico on create-your-own entrees. This tax season, Qdoba has launched Tax Day Guac Relief to help you save even further.

Now through April 15, Qdoba invites Rewards Members to “file” for Tax Day Guac Relief. By taking a quick survey about a time they had to pay extra for guac on an entree elsewhere, Rewards Members can unlock a $5 reward to use toward any Qdoba full-size entree purchase.

“At Qdoba, we want guests to enjoy their meal without paying unnecessary charges for guac. That’s why we’re proud to offer free guac made with fresh Avocados From Mexico on our create-your-own entrees. This tax season, we’re offering our Rewards Members real Guac Relief they can taste,” says Jon Burke, chief marketing officer for Qdoba.

Spreading the Savings on Social

Qdoba partnered with nationally recognized personal finance educator Tori Dunlap, founder of Her First $100K , to spotlight the everyday charges people have come to accept and why they don’t have to.

Dunlap, a New York Times bestselling author and host of the “Financial Feminist” podcast with more than 4.6 million social media followers, is known for helping people make smarter decisions with their money through simple, practical actions. She’s encouraging fans to rethink any unnecessary upcharges for guac and file for Tax Day Guac Relief.

“Building better money habits often starts with questioning the small charges we’re told are normal,” Dunlap says. “Saving money doesn’t always mean big sacrifices; sometimes it’s about choosing brands that don’t nickel‑and‑dime you for things that should already be included. When little luxuries are free, like Qdoba’s guac on create-your-own entrees, that’s one less unnecessary cost to worry about.”

What to Know About Tax Day Guac Relief

What is Qdoba Tax Day Guac Relief? Qdoba Rewards Members completing a short survey will receive a $5 reward to use toward any Qdoba full-size entree purchase, which will be dropped directly into their Qdoba Rewards wallet on Monday, April 20, and can be redeemed through Sunday, April 26, in‑restaurant, online at qdoba.com or through the Qdoba mobile app at participating restaurants.

How do guests file for Tax Day Guac Relief? Rewards Members can visit taxdayguacrelief.com between Wednesday, March 25, and Wednesday, April 15, at 11:59 p.m. ET to take a short survey. Fans who are not Rewards Members can easily sign up on the site.

Does this reward replace Qdoba’s always free queso and guac on create-your-own entrees? No. The first portion of guac — made with fresh, unprocessed and never frozen Avocados From Mexico — and queso are always free on any create-your-own entrée. Tax Day Guac Relief is an added saving.

Driscoll’s Debuts The Berry Patch Book Club With Free Digital Stories

Fri, 27 Mar 2026 20:01:32 GMT

Driscoll’s berry company released The Berry Patch Book Club, a free children’s storytelling platform that extends the brand’s focus on shared moments from the family table into story time. The inaugural collection of four original books for early readers ages 5-6 is available now as free digital downloads on driscolls.com .

Building on the success of its first children’s book, “A Sofia Special,” available with a free read-along video, The Berry Patch Book Club expands into a growing library of original stories. Each story explores themes of imagination, friendship, generosity and discovery, reflecting the everyday moments families share. The inaugural collection includes:

“Me & Spot,” which celebrates the power of imagination, transforming a simple stain into a magical adventure that shows how creativity can turn everyday moments into extraordinary experiences.
“The Last Bee,” which highlights the importance of teamwork and cooperation, demonstrating how even the smallest helpers need others to bring real sweetness to life.
“Clara’s Berries,” which explores themes of generosity and kindness, showing how life can be sweeter when shared with others.
“The Lost Berries,” which follows an unexpected adventure that reframes feelings of loss into opportunities to create beautiful new friendships.

“The Berry Patch Book Club is another way Driscoll’s brings families together,” says Ashley Capurro, senior manager of digital marketing for the company. “These four stories celebrate the joy found in ordinary moments, whether that’s reading together, using imagination or sharing delicious berries. Each book reinforces our belief that life is sweeter when shared with someone special.”

The Berry Patch Book Club builds on Driscoll’s focus on the moments that bring families together, at the breakfast table, in the kitchen and at bedtime. Through original stories rooted in imagination and togetherness, the company says it is creating a collection families can return to over time.

Future releases will continue to grow the collection with new stories centered on family, friendship, imagination and the small moments that make life sweeter.

Grimmway Produce Group Expands to Minnesota

Wed, 25 Mar 2026 20:42:48 GMT

Grimmway Produce Group says it has expanded its operation into Minnesota following the close of an asset acquisition of the Fresha facility in Morris, Minn.

Grimmway currently plants, cultivates and harvests carrots, potatoes and organic vegetables in 19 states and four Canadian provinces. The company also operates out of 20 facilities and sheds.

“By securing supply, growing in more regions and processing closer to store shelves, we’re improving reliability, speed and freshness. It’s a practical step that keeps us strong and growing for the long haul,” says Jeff Huckaby, president and CEO of Grimmway Produce Group.

Fresha, founded in 2019, has developed a successful partnership with Grimmway Produce Group over the past few growing seasons through consistent collaboration and results. This next step helps secure a reliable year-round carrot supply. It also expands the growing regions utilized, improves resilience during unpredictable weather and further diversifies Grimmway’s supply areas, according to the company.

“After working closely together for more than three seasons, this step is a natural progression of our partnership,” says Eric Proffitt, carrot category president for Grimmway Produce Group. “Most importantly, the trusted growers supplying the facility with high-quality carrots today will continue to play a central role for many years to come.”

Uber Joins Ibotta Performance Network in Exclusive, Multiyear Partnership

Wed, 25 Mar 2026 20:41:00 GMT

Ibotta Inc., the performance marketing platform for promotions, is partnering with Uber Technologies Inc. to deliver Ibotta-powered digital promotions across Uber’s grocery and retail ecosystem in U.S. The partnership strengthens the Ibotta Performance Network’s existing marketplace presence and gives CPG brands a direct path to shoppers at the final stage of the funnel: the point of purchase.

The announcement marks the first time Uber has entered into a multiyear, exclusive agreement with a national digital promotions provider and further establishes Ibotta’s footprint across the third-party grocery delivery landscape.

“Ibotta’s exclusive partnership with Uber makes it easier for brands to connect with consumers in a competitive marketplace,” says Bryan Leach, founder and CEO of Ibotta. “By putting offers directly into the Uber ecosystem, we are placing high-value savings in the palms of millions. Our partners now have a front-row seat to where their customers shop, ride and eat, allowing them to influence the sale right when the customer is ready to buy.”

Through the Ibotta Performance Network, Uber users in U.S. will benefit from promotions and coupons for everyday grocery and retail items, home care, personal care and more. Ibotta offers will debut within the Uber Eats app initially, with plans to expand across grocery and retail items within the Uber and Postmates apps later this year.

Uber says it has made significant investments in its grocery and retail delivery business, with year-over-year growth accelerating in the fourth quarter of 2025, led by strong retail moments in U.S. Since the start of 2025, Uber Eats has expanded its footprint with major retailers, including Albertsons, Aldi, Kroger, Wegmans and more.

“This collaboration with Ibotta marks a significant step in Uber’s commitment to delivering value across every category — from rides to retail,” says Hashim Amin, North American head of grocery and retail for Uber. “By joining the industry-leading Ibotta Performance Network, we are making it easier than ever for consumers to access savings from their favorite brands while directly connecting CPG brands to their target audience. It’s about going beyond convenience to make the entire Uber ecosystem as rewarding as it is essential.”

“Ibotta brings a best-in-class, performance-driven promotions network that connects brands to real retail outcomes at scale,” says Kristi Argyilan, global head of Uber Advertising. “Combined with Uber Advertising’s suite of full-funnel solutions, CPG brands can deliver the most relevant savings and offers to consumers throughout their entire journey, from consideration to decision and point of purchase. This partnership closes the loop between inspiration and transaction, ensuring our partners are in a position to drive results.”

Mushroom Council Elects Board Members and New Officers

Mon, 23 Mar 2026 21:18:23 GMT

At its Feb. 11 meeting in San Miguel de Allende, Mexico, the Mushroom Council welcomed one new board member and elected officers for 2026. The nine-member council is composed of eight domestic growers and one importer representing four regions. The program’s purpose is to maintain and expand existing mushroom markets and uses.

The newly elected board member is Ed Wuensch of Basciani Foods (Region 2), while Michael Stephan of Monterey Mushrooms (Region 1) was reappointed for a second term.

Newly elected officers include:

Chairperson — Pat Jurgensmeyer, J-M Farms.
Vice chairperson — Laura Matar, Giorgio Mushrooms.
Secretary — Jack Guan, Terra Garden/Guan’s Mushroom.
Treasurer — Ed Wuensch, Basciani Foods.

The officers’ responsibilities include supporting the council’s development and implementation of an annual research, marketing and promotions plan and ensuring the council manages and follows its annual budget.

The full board now consists of:

Region 1 (all states except California and Pennsylvania)
- Jurgensmeyer
- Stephan
- Open seat

Region 2 (Pennsylvania)

Tina Ellor, Phillips Mushroom Farms
Laura Matar, Giorgio Mushrooms
Chris Alonzo, Pietro Industries
Wuensch

Region 3 (California)

Guan

Region 4 (importers)

Open seat

Mushroom Council Calls for Nominations: 2027-29 Term

A call for nominations for three-year terms beginning Jan. 1, 2027, is now open. Completed nomination forms must be emailed or postmarked no later than May 1, 2026.

The regions with positions available are:

Region 1 (all states except California and Pennsylvania) — One three-year term.
Region 2 (Pennsylvania) — One three-year term.
Region 4 (importers) — One three-year term.

All producers who produce, on average, over 500,000 pounds of mushrooms annually for fresh use and are not exempt may nominate one or more candidates, provided that they produce within the specified region.

To qualify as a candidate or to nominate a candidate, an individual must be a producer, meaning any person engaged in the production of mushrooms who owns or shares the ownership and risk of loss of such mushrooms and who produces, on average, over 500,000 pounds of mushrooms per year for the fresh market and is not exempt from paying assessments.

Associated Wholesale Grocers Marks 100 Years of Serving Independent Grocers

Mon, 23 Mar 2026 16:20:39 GMT

Associated Wholesale Grocers Inc. celebrates its 100th anniversary in 2026, marking a century of empowering independent grocers to compete, thrive and serve their communities.

Founded in 1926 when independent retailers united to stand against growing chain stores, AWG has grown into the nation’s largest cooperative food wholesaler, serving 1,100 member companies and 3,500 locations throughout 33 states.

The cooperative officially launches its centennial year at its 2026 Innovation Showcase this week, bringing together member retailers, teammates and vendor partners to commemorate the milestone and look ahead to the next century of partnership.

“Reaching 100 years is rare for any organization, and we don’t take it for granted,” says Dan Funk, AWG president and CEO. “For a century, the independent retailers in our cooperative have proven that independence doesn’t mean going it alone; it means having the strength of partnership behind you. The One Team approach is the principle that still drives everything we do.”

Throughout its history, AWG says it has adapted to serve the changing needs of independent grocers while staying true to its cooperative mission. From its earliest days helping local grocers pool their buying power to today’s sophisticated supply chain operations and comprehensive member support services, the member-owned cooperative says it has continuously evolved to help independent retailers compete and succeed.

“As a member-owner myself, I see firsthand the profound impact this cooperative has on the families and communities we serve,” says Barry Queen, AWG board chairman. “AWG was born from a simple, powerful idea: that independent grocers are stronger when they stand together. Reaching this centennial isn’t just a corporate milestone; it’s a celebration of thousands of local entrepreneurs who have persevered and prospered because of the collective power of this cooperative.”

“We’ve stayed focused on our members‘ success, invested in our people and partnerships and proven that the cooperative model delivers real, sustainable competitive advantage for independent retail,” Funk says. “Our 100th anniversary honors the people and partnerships who built this cooperative and highlights the strength, innovation and shared purpose that will carry us into the next century.”

AWG says the anniversary celebration recognizes the contributions of its members, its employees who serve them, the vendor partners who supply products, services, solutions and innovation, and the communities throughout AWG’s service area. Throughout 2026, AWG will honor these important stakeholders through various initiatives, including enhanced member programs, teammate recognition efforts and community service activities.

AWG says the centennial year also reinforces its commitment to the future of independent grocery. Recent investments in supply chain technology, distribution automation and member support programs position AWG and its member retailers to meet evolving consumer expectations while maintaining the competitive edge that has defined the cooperative’s first century, the cooperative says.

“The grocery store of 2026 looks nothing like the grocery store of 1926, but our ability to evolve together as a cooperative has never wavered,” Funk says. “We’re built for what comes next.”

The 2026 AWG Innovation Showcase runs March 23-25 at the Overland Park Convention Center in Overland Park, Kan.

Fintech Startup Thombar Seeks to Solve the Specialty Crop Credit Crunch

Fri, 20 Mar 2026 20:50:42 GMT

Specialty crop growers are in economic crisis, battling rising input and labor costs, wild weather and geopolitical volatility, all while their access to credit tightens. Thombar , a new financial technology company purpose-built for U.S. specialty crop growers, aims to offer a solution to this economic strain by making growers more financially resilient.

Launched in January, the Santa Barbara, Calif.-based Thombar offers a dedicated financial platform that founder and CEO Liron Brish says is designed around the realities of specialty agriculture, an estimated $75 billion to $100 billion segment of the U.S. economy that has long relied on financial products designed for row crops or small businesses outside of agriculture.

Thombar is not a bank, Brish says. It’s a financial technology company that has partnered with i3 Bank in Bennington, Neb., which holds the bank charter.

“Anytime somebody deposits money with us, it sits with our bank partner and is FDIC insured up to $3 million,” says Brish. “Think of it like Chime — Chime isn’t technically a bank either, but your money is fully protected through their banking partner. We’re the same model, built specifically for specialty growers.”

Named for Thomas Barbour Lathrop, a philanthropist and world traveler who reshaped U.S. agriculture by funding the introduction of thousands of new specialty crop varieties, Thombar was born from the realization that specialty crop growers lacked both a financial institution that understands their unique risk management needs and, in many cases, the resources to hire their own chief financial officer.

“In terms of financial risk management for specialty crop growers, best-case scenario, they’re going to an ag bank, but oftentimes they’re focused on corn and soy, so it’s not relevant. It’s completely different,” Brish says. “Or the growers are going to a great bank, a Wells Fargo of the world, but that isn’t going to focus on the specialty crop growers’ actual needs. It’s going to be generic SMB [small and medium-size businesses] or the community bank that doesn’t have the technical wherewithal to innovate on that side.

“That’s exactly where we’re stepping in,” he continues. “The idea starts with first focusing on that customer’s needs — on the multiple variations within the season, high labor demand, the variety of different ways they pay and get paid. In my opinion, specialty growers have more financial complexity than banks see with any other small business in the states.”

An AI-Powered CFO

Brish says Thombar aims to create a kind of financial ecosystem for the specialty grower in which, firstly, they can earn more on their money.

“You can earn up to 2.75% interest, which is especially relevant in the time between harvest and when next season starts. That’s one component,” he says. “The second component is pulling together various lines of credit opportunities for growers. Right now, we’ve got one line of credit opportunity that you can get approved within about five minutes. Money is in the bank tomorrow. It’s only up to $150,000 right now, but if you’ve got this very short gap of, ‘Hey, I got to pay my workers today, and I’m not getting paid until two days from now,’ it’s perfect for that. We have an additional line of credit product that starts at $1,000,000 and requires farmland as security.”

Thombar currently offers:

Up to 2.5% annual percentage yield on eligible balances.
A digital banking experience designed around real agricultural cash flow cycles.
Access to more than $30,000 in grower-only perks (once an account is funded with $5,000 or more) through partnerships with eight specialty agriculture retailers and service providers.

Brish says the third component is a specialty crop grower perks package from one of Thombar’s eight specialty agriculture retailers and service providers. Perks include one free soil sample with Wilbur-Ellis, 10% off hardware in the first year of service with Farmblox , discounted pollination monitoring with BeeHero , set up fees waived with Swan Systems and more. Thombar says it’s working on additional perks.

“We’ve created this perks package specific to specialty growers, as opposed to, if I’m with Wells Fargo, they’ll give me 1% off at the Cheesecake Factory, and that’s not relevant to me as a specialty grower, right?” Brish says.

A fourth benefit — an intelligence platform/risk dashboard where growers can track prices related to everything they grow and much more — has just been launched.

“It’s USDA prices, and we know they’re not always perfect, but at least trendwise, they’re great,” Brish says. “We’re also pulling in real-time diesel prices, real-time trucking prices and availability, real-time packaging prices, and soon we’re going to have real-time fertilizer prices to really give this one-stop shop for the grower.”

Thombar is currently building an AI-driven intelligence layer to connect all the data on the dashboard, says Brish.

“Think about it almost like an in-house CFO for a grower,” he says. “Most growers want to grow. They’re great operators but they don’t necessarily have the time to be the finance expert too. And they don’t necessarily have experience to identify the trade-offs in various credit facilities that we have.”

Thombar seeks to create a financial ecosystem that allows specialty crop growers to earn more and save more.

(Graphic courtesy of Thombar)

The AI-driven platform will have visibility into growers’ financials and market forces as well as a QuickBooks integration, Brish explains.

“Now you can start to connect the dots where a grower can ask, ‘Hey, diesel prices are up 20% over last week. What’s that going to do to my break even?’ Well, now you need to sell for $12 a pound as opposed to $11.25,” Brish says. The system will also alert growers to places they can save, like with Thombar’s retail and service partners’ perks.

Or say you want to buy $150,000 in fertilizer. The platform will have visibility into your credit potential, interest rates, perks, cash flow, where you are in the growing season and more, Brish says. It takes this intelligence and makes a recommendation considering all the factors.

“It’s an in-house CFO that is your co-pilot,” says Brish. “Interestingly, Mastercard, just a couple of days ago, announced that they’re launching a similar thing for SMBs, where they’ve got this AI-driven C-suite, which is great, but we know that growers can be very, very different than what Mastercard is going to build for them.”

Brish says the goal is to help specialty crop growers earn more and save more.

“That’s the foundation of this. And then the next step is the intelligence layer on top of that, to help the grower be more active in terms of financial risk management,” he says. “That’s really where we want to get to, is this intelligence layer over the banking that is available right now.”

Growing Together

Thombar is looking for specialty crop farmers who want to grow together, Brish says.

“We welcome any fruit, veggie, nut grower to come sign up, open up a bank account, start earning more right away, and start utilizing those perks. There’s no cost to the grower,” he says. “We’re young. Our bank partner has been around since the 1920s, but we ourselves are young, which means that for anybody who signs up right now, they get to be an integral part of the journey. And what I mean by that is we’re not like any other bank; we’re building these additional intelligence tools for the grower, and we want partners who have opinions and feedback and help us build this out.”

While Brish recognizes that establishing a new financial technology company with banking capabilities is challenging, he’s hopeful specialty crop growers will see Thombar’s value.

“We don’t expect anybody to find out about us today and say, ‘Here, Thombar, take all $500,000 that I have,” he says. “Our hope is that folks put in $20,000 to $25,000.”

Ultimately, says Brish, Thombar will build its reputation by successfully managing the financial side of the business to allow specialty crop growers to focus on their farming operations.

“The North Star mission for what we’re doing is to protect domestic food supply,” Brish says. “We want to keep U.S. farmers farming for domestic food supplies and domestic security. How do we do that? … The way we get there is providing more credit offerings, providing more perks and providing more insights for the grower.”

Wish Farms Highlights Berry Quality, Consumer Demand at 2026 Florida Strawberry Festival

Fri, 13 Mar 2026 18:29:36 GMT

Plant City, Fla.-based international grower and year-round marketer of strawberries, blueberries, blackberries, raspberries and pineberries, Wish Farms used its high-visibility participation at the 96th Florida Strawberry Festival to reinforce the quality of the 2026 Florida strawberry crop and the importance of direct consumer engagement for the industry.

Organizers of the 11-day event said 573,299 guests visited the Plant City fairgrounds this year.

Now in its 15th year sponsoring the festival’s soundstage, Wish Farms leveraged the platform to highlight its growers, workforce and the people behind Florida strawberry production. Prior to each concert, the company aired a consumer appreciation video recognizing growers and staff.

The festival’s national draw allowed Wish Farms team members to engage in real-time conversations about seasonality, varieties and farming practices.

“The berry quality this season has been exceptional,” says Nick Wishnatzki, public relations director for Wish Farms. “There’s nothing more rewarding than watching someone’s face light up after taking that first bite. They associate that experience with our brand, and it creates an authentic connection. That’s the most meaningful validation we can have.”

The upgraded soundstage, now in its second year, delivered record-setting exposure, with the Forrest Frank concert becoming the highest-attended concert in the festival’s history, the company says. The increased scale and production value amplified Wish Farms’ visibility while reinforcing the festival’s role as a showcase for Florida agriculture.

In addition to on-site presence, Wish Farms activated daily marketing campaigns designed to connect grassroots engagement with digital growth. Interactive promotions encouraged festivalgoers to follow the brand on social media and join the Berry Lover email list, driving direct-to-consumer connection beyond the festival grounds.

Pink-A-Boo Pineberries were also sold and sampled throughout the event, introducing many consumers to the variety for the first time and highlighting ongoing innovation within the strawberry category.

For Wish Farms, the 2026 festival once again served as a critical touchpoint to reinforce grower value, product quality and consumer demand at the height of the Florida strawberry season.

Sowing the Future: Lipman Family Farms CEO Reﬂects on Growing the Future of Fresh

Thu, 12 Mar 2026 20:06:33 GMT

As the global community recognizes the International Year of the Woman Farmer, Lipman Family Farms CEO Elyse Lipman is reflecting on the generational journey of the produce industry. Over the 75-year history of Lipman Family Farms, she notes that while the landscape of the produce world has shifted, women have always been part of the bedrock of the company’s success.

“Their work was sometimes behind the scenes, but always driving us forward,” Lipman says.

At Lipman Family Farms, the mission extends beyond growing crops; it is about cultivating a legacy. Lipman says legacy requires resiliency, adaptation and nourishment — traits she sees women in the field embody every single day. She argues that the changing face of farming makes the industry stronger and more innovative, ushering in a new era of leadership defined by several key pillars:

Data meets dirt — Lipman observes that women are leading the charge in ag-tech, utilizing macroeconomic insights and consumer spending trends to ensure the industry isn’t just growing more but also growing smarter.
Operational grit — From the farms to the C-suite, Lipman points to the analytical precision and collaborative leadership styles women bring as essential tools for navigating the high-stakes world of perishables.
Supply chain sustenance — She highlights women as the organizational backbone of the movement, managing everything from complex foreign exchange shifts to logistics during unpredictable weather events.

As the CEO of a fourth-generation family business and a mother of three, Lipman’s perspective is constantly shaped by the world she wants to leave for the next generation. When she looks at her daughters, she doesn’t just see children; she sees future leaders who should never have to wonder if there is a place for them at the head of the table.

Lipman emphasizes that while the industry is built on legacies, a legacy is not a museum.

“It’s a living thing that is constantly evolving,” she says. “It needs nurturing and guidance.”

She says that by championing women today, the industry ensures it remains a destination for the brightest minds of tomorrow.

The International Year of the Woman Farmer serves as a vital reminder that diversity is a competitive advantage. Lipman notes that in an industry facing unpredictable weather and fluctuating markets, a leadership team with diverse lived experiences allows for better pivoting and perseverance.

Lipman expresses gratitude for the women leaders at Lipman Family Farms and finds inspiration in peers across the industry, such as International Fresh Produce Association CEO Cathy Burns and the IFPA board, for their roles in advancing progress across the supply chain.

To the women of Lipman and the entire produce industry, Lipman offers a clear message: “Your work is the fuel that feeds the world. Whether you are in the field, the packinghouse, the lab or the boardroom, your contribution is the seed of our collective success.”

Grocery Outlet Unveils 36 Store Closures Amid Q4 Loss

Tue, 10 Mar 2026 18:13:12 GMT

Grocery Outlet Holding Corp. says it is pivoting to a sweeping business-optimization plan that includes shuttering dozens of underperforming locations as the discount retailer grapples with a significant fourth-quarter net loss and shifting consumer behavior.

For the fourth quarter of fiscal 2025, the company reported a net loss of $218.2 million, or $2.22 per diluted share. This stands in stark contrast to the $2.3 million profit reported during the same period last year. The decline was driven primarily by $259.2 million in noncash impairment charges related to goodwill and long-lived assets, according to the company.

Strategic Shift and Store Closures

In response to the disappointing results, Grocery Outlet’s board of directors approved an optimization plan March 2 that outlines the closure of 36 underperforming stores and the termination of a distribution center lease. These closures are expected to be completed throughout fiscal 2026 as the company seeks to improve its returns on capital and strengthen its long-term cash flow.

“We made progress on our strategic priorities in 2025; however, our fourth-quarter results made clear that we have more work to do, and we’re moving quickly,” says Jason Potter, president and CEO of Grocery Outlet. “Consumer pressure intensified, federally funded benefits were delayed and competition grew more promotional in the fourth quarter. In response, we have begun to sharpen our focus on what matters most: delivering clearer value and a better in-store experience.

“We’re intensely focused on restoring the opportunistic mix to rebuild value perception with the customer and advancing our store refresh program, and we’re already seeing early, measurable improvements,” Potter adds. “At the same time, we’re closing underperforming stores, reshaping our new store growth strategy and reallocating resources to strengthen operating results and returns on capital. We are confident that we have identified the core challenges and now have the right plans in place and the right team to execute them.”

Despite the net loss, the company says it saw a 10.7% increase in net sales for the quarter, reaching $1.22 billion. However, much of that growth was attributed to an extra week in the fiscal calendar (the 53rd week), which contributed $82.4 million. On a 13-week basis, comparable store sales actually dipped by 0.8%.

The company noted that its core customer base was hit hard by delays in federally funded assistance programs, such as the Supplemental Nutrition Assistance Program, or SNAP, which weighed on transaction sizes during the quarter.

For the full fiscal year 2025:

Net sales — Rose 7.3% to $4.69 billion.
Net loss — $224.9 million, compared to a net income of $39.5 million in 2024.
Adjusted EBITDA — Increased 7.4% to $254.3 million.

To regain momentum, Potter says the company is “intensely focused on restoring the opportunistic mix” of products — the high-discount, brand-name “treasure-hunt” items that define the Grocery Outlet brand. The company is also moving forward with a store refresh program to improve the in-store experience.

2026 Outlook

Grocery Outlet issued conservative guidance for fiscal 2026. The company expects net sales between $4.6 billion and $4.72 billion, with comparable store sales ranging from minus 2% to flat.

Despite the planned closures, the company says it still intends to open 30 to 33 new stores in 2026, signaling a shift toward a more disciplined growth strategy that prioritizes high-performing locations over sheer volume.

The restructuring is expected to incur between $14 million and $25 million in additional costs throughout the coming year, but management remains confident that these rightsizing measures will stabilize the business and restore profitability, the company says.

Consalo Family Farms Ranked No. 7 Fastest-Growing Brand in Canada

Tue, 10 Mar 2026 18:02:46 GMT

Consalo Family Farms of Vineland, N.J., has been ranked No. 7 on Numerator’s Fastest Growing Brands of 2025 list in Canada, according to the firm’s newly released “Brands to Watch in Canada in 2026” report.

Numerator, a consumer data and market intelligence company, compiles its annual rankings based on verified household purchase data. The Fastest Growing Brands list highlights those that achieved the strongest growth momentum over the past year, based on consumer purchase activity and expanding household reach.

Consalo Family Farms’ placement among the top 10 is particularly notable given the company’s position within the fresh produce category. This list is largely composed of nationally marketed CPG brands across categories such as yogurt, snacks, beverages and condiments, making Consalo the only fresh produce company recognized among them.

Honor Is Indicative of Change

For Consalo, the recognition signals more than just brand growth; it reflects a broader shift in consumer purchasing behavior.

“Being recognized among some of the fastest-growing brands in Canada is an exciting milestone for our team, particularly as a company rooted in fresh produce,” says Consalo Family Farms CEO Skip Consalo. “Unlike many of the brands on this list, we don’t produce shelf-stable packaged goods. We grow, source, pack and ship fresh fruit and produce. To see a produce company ranked alongside major CPG brands speaks to the growing consumer preference for fresh, high-quality food.”

The ranking highlights brands experiencing the strongest acceleration in consumer purchasing behavior, not simply those with the largest sales volumes. For retailers, this type of growth typically reflects increasing consumer demand, strong in-store performance and expanding brand reach across households, all indicators of a brand driving meaningful category momentum.

Making Moves at Retail

Consalo’s growth in the Canadian market has also been supported by expanding retail relationships and increased distribution across the country. Over the past year, the company says it has continued to earn additional business with leading retailers by delivering consistent quality, dependable supply and operational efficiency throughout the supply chain.

“Our team works every day to support our retail partners with reliable programs and high-quality product,” Consalo says. “When retailers see consistent execution and strong consumer response, it creates opportunities to grow together. We’re proud to see that momentum reflected in the data.”

As a fourth-generation, family-owned company with roots dating back to 1927, Consalo Family Farms is approaching a milestone as it prepares to celebrate 100 years of family farming in 2027.

For the company, this recognition reinforces a broader trend across the grocery industry.

“When fresh produce is supported by strong supply chain execution, retail collaboration and consistent quality, it can compete and grow alongside the biggest brands in the market,” Consalo says. “This ranking reflects the trust our retail partners place in us and the consumers who continue choosing fresh.”

Consalo Family Farms says it continues to work closely with retail partners across North America to support category growth through year-round supply programs, strategic merchandising initiatives and a commitment to operational excellence.

As consumer demand for fresh food continues to rise, the company sees a significant opportunity to further expand its presence in the Canadian market.

“We’re grateful to our retail partners and the consumers who continue choosing Consalo,” Consalo says. “And we are confident there is much more growth ahead.”

Why the Produce Aisle is Finally Embracing Sensory-Inclusive Packaging Designs

Thu, 05 Mar 2026 21:02:09 GMT

For many consumers, packaging is a persistent, if minor, adversary. Research shows the average person will spend roughly 43 days of their life struggling to open products, with 84% of shoppers reporting regular frustration. But for neurodivergent individuals and those with sensory sensitivities, these aren’t just “wrap rage” moments. They are significant barriers to independence.

As we mark Neurodiversity Celebration Week this March, the retail industry is shifting its perspective, moving from seeing packaging as a purely functional or aesthetic challenge to a vital sensory and accessibility issue. Leading this charge is retail insights agency PRS In Vivo . In April 2025, the agency unveiled its sensory room as part of its global retail labs — state-of-the-art simulated supermarket environments. By observing real-world interactions, their researchers have pinpointed how visual clutter and tactile friction specifically exclude the 15% of the global population living with disabilities.

Nowhere is this evolution more critical than in the fresh produce aisle. Patrick Young, managing director of PRS In Vivo, suggests the industry is finally moving toward a design philosophy where accessibility and aesthetic appeal coexist.

Patrick Young, managing director of PRS In Vivo, suggests that the industry is finally moving toward a design philosophy where accessibility and aesthetic appeal coexist.

(Photo courtesy of PRS In Vivo)

The Balance of Visibility and Accessibility

Young believes the first step is managing the tension between the shopper’s need to inspect fresh goods and the requirement for clear, accessible information.

“Fresh produce is one of the few remaining categories where shoppers still want visual reassurance,” Young says. “Our retail lab research consistently shows that being able to see color, texture and freshness is central to quality perception and trust. That creates an interesting tension when designing for accessibility. The balance lies in hierarchy and restraint. Inclusive design does not have to mean visually intrusive design. High-contrast typography can be placed in structured bands that frame, rather than obscure, the product window. Tactile elements such as embossed icons or corner markers can be positioned on structural areas of the pack rather than over the viewing panel.

“The key is to treat accessibility as an integrated design principle from the outset, not something layered on top at the end. When hierarchy is clear and messaging is simplified, both sighted and visually impaired shoppers benefit,” he says.

As the industry pivots toward eco-friendly materials, Young sees a golden opportunity to simultaneously solve long-standing issues with physical dexterity.

“On the question of sustainability and dexterity, there is a real opportunity for what I would call a ‘dexterity dividend.’ Many traditional plastic packs were optimized for cost and shelf life rather than ease of use. As retailers transition to pulp, paper-based hybrids and more flexible mono-material solutions, there is a chance to rethink opening mechanisms entirely,” Young says.

Wider grip tabs, perforations that require less force, resealable paper strips and softer structural forms can all improve usability for seniors or shoppers with arthritis, he says.

“Sustainable design should not only reduce environmental impact but also reduce friction at home. If a pack is easier to open, easier to reseal and easier to recycle, it increases satisfaction across demographics,” Young says.

The Digital Layer

While technology offers new ways to provide information, Young warns smart packaging can inadvertently create cognitive barriers for neurodivergent consumers if not implemented with restraint.

“The digital layer adds further complexity. QR codes and smart packaging offer meaningful inclusion benefits, particularly through audio descriptions or expanded sourcing information. However, our sensory room research suggests there is absolutely a tipping point. When packaging becomes crowded with claims, icons and tech prompts, cognitive load increases, especially for neurodivergent shoppers,” Young says.

The solution, he says, is progressive disclosure.

“Keep the physical pack calm and legible, then allow deeper information to live behind a single, clearly signposted access point. One code, one message, one call to action. Digital should feel like an optional layer, not an obligation,” Young says.

A Long-Overdue Rethink

Ultimately, Young argues tthe produce aisle should lead the way in creating a more intuitive, less stressful shopping environment.

“More broadly, the produce aisle is overdue a rethink,” Young says. “It is often the most natural category in the store, yet its packaging can feel the least considered. If brands and retailers treat transparency, accessibility and sustainability as complementary rather than competing goals, they can create packaging that builds trust, reduces frustration and enhances the overall sensory experience. In fresh produce, simplicity is not a compromise. It is a competitive advantage.”

The findings from the PRS In Vivo sensory room suggest inclusive design is no longer a niche CSR initiative; it is a fundamental driver of shopper confidence. When brands reduce cognitive load and physical friction, they don’t just help the one-in-seven people with disabilities, they create a “curb-cut effect” where the shopping experience becomes more seamless for everyone. In a crowded marketplace, the brands that win will be those that realize the best packaging doesn’t just protect the product, it respects the consumer’s time, senses and abilities.

Your Next Read: Retail Research: Inside the Mind of the Produce Shopper

Creekside Organics CEO on Building a Resilient Bridge for Independent Growers

Thu, 26 Feb 2026 19:45:24 GMT

As co-CEO of Creekside Organics, Bianca Kaprielian doesn’t just see herself as a produce executive; she views her role as a bridge between the quiet resilience of independent family farms and the high-pressure world of massive retail distribution.

In a conversation with The Packer, Kaprielian shared her vision for a “modern, inclusive version of what a produce powerhouse could be” — one that prioritizes the survival of the American grower as much as the quality of the crop.

New Mission: Organic 2.0

Following the merger of Fruit World and Creekside , Kaprielian and her team redefined their mission: to make organic fruits and vegetables the “norm on every table, every day.” For Kaprielian, this shift means moving organic food out of the premium niche and into an expected baseline.

According to Kaprielian, consumers are no longer just asking if a product is organic; they are asking deeper questions about how it was grown, who grew it and the impact on land, water and people.

“Leadership in the next decade will really come from companies that go beyond just USDA compliance,” she says, advocating for measurable environmental progress and smarter use of data in farming decisions.

Protecting the Independent Grower

At the heart of Kaprielian’s work is a commitment to the viability of small to midsized American growers. In an industry where economics have become incredibly challenging due to the pandemic and shifting tariffs, Kaprielian focuses on creating a model where independent farmers still have a seat at the table.

To achieve this, Creekside moves away from transactional, short-term deals in favor of:

Multiyear relationships that provide stability rather than pressure.
Strategic crop planning to prevent growers from all chasing the same hot commodity and crashing the market.
Operational support to help smaller farms manage the complex demands of large-scale distribution.

“Success to me would look like growers saying that working with Creekside gave them the confidence to reinvest in their land and bring the next generation into the business,” Kaprielian says.

Leading with Values

Kaprielian’s leadership style is rooted in transparency and a belief that collaboration creates better outcomes than just transactional wins. She oversees a culture driven by three core values:

Centered on service — Anticipating the needs of both growers and customers.
Think beyond today — Making choices that sustain the planet and future generations rather than optimizing for short-term margins.
Teamwork makes the dream work — Embracing diverse perspectives to solve complex problems.

As a female leader in a traditionally male-dominated industry, Kaprielian views diversity not as a checkbox but rather as a competitive advantage. By fostering a relational strength, rather than just an operational one, she is ensuring that Creekside Organics leads the charge into a more sustainable and equitable future for American agriculture.

Giant Co. to Expand in Pennsylvania With Acquisition of Local Grocers

Tue, 24 Feb 2026 19:53:47 GMT

The Giant Co., also known as Giant or Martin’s, says it has entered into a purchase agreement with Bob and Joe Appleby to acquire Everett Foodliner and Saxton Market, two grocery stores located in Bedford County, Pa. The transaction includes both the real estate and related grocery and fuel business assets. Financial terms of the transaction were not disclosed.

“Giant’s story began more than 100 years ago when two brothers opened our very first store in Carlisle, Pa.,” says John Ruane, president of The Giant Co. “We are honored that the Appleby family has placed their trust in us and chosen us to continue their legacy of serving families in Everett and Saxton.”

The Everett Foodliner is at 250 W. Main St. in Everett, Pa., and the Saxton Market is at 509 Main St. in Saxton, Pa.

“While it was a difficult decision to make, we are pleased by the care Giant has shown for our business, employees and customers,” Bob and Joe Appleby say jointly. “We know our family business is in good hands with Giant, and we can’t wait to celebrate with them when the stores reopen later this year.”

Upon completion of the sale, Giant plans to temporarily close both stores for a remodel. Additional details on amenities, hours and opening dates will be shared at a later date. Employees of Everett Foodliner and Saxton Market will have the opportunity to interview for positions with Giant, the company says.

“Expanding in existing markets is a key element of Giant’s strategic growth plan,” Ruane says. “We look forward to working closely with Bob and Joe on the transition, welcoming our new team members and delivering value, freshness and kindness to our new customers.”

The Giant Co. currently operates four Martin’s stores in the Altoona-Johnstown market, employing nearly 600 team members.

Field Fresh Farms Website Relaunch Focuses on Legacy, Sustainability and a Commitment to Customers

Mon, 23 Feb 2026 18:16:48 GMT

Field Fresh Farms says its bold new website reflects four generations of family heritage, land stewardship and exceptional customer service.

The updates were made to better showcase the Dobler family’s innovative approach to growing, processing, packing and shipping vibrant, flavorful greens to its foodservice and retail customers, according to the company.

For more than 75 years, the Dobler family has been growing produce on California’s Central Coast. The family’s farming legacy first started as a small strawberry patch before eventually emerging as the vertically integrated grower-shipper it is today. Field Fresh Farms was formed in 2005 to focus on its greens, and more than 20 years later, it offers an array of conventional and organic products, including arugula, romaine hearts, spinach and more.

“Our new site honors our family’s history of trailblazing farming practices by authentically aligning with our forward-looking operations and our excitement about the future of farming,” says Claire Cagnacci, marketing coordinator for Field Fresh Farms and a member of the Dobler family’s fourth generation. “My grandfather and his brother had a passion for farming from a young age, and their devotion to the land, the people working it and the community supporting it has always served as an undercurrent for our dedication to excellence.”

The Dobler family’s primary intention for the new website was to help its customers succeed by providing them with simple, straightforward access to the farm’s conventional and organic product lineup, detailed product specs and the sales team that oversees each order with care. This redesign was also implemented to highlight the consistency, reliability and precision that Field Fresh Farms brings to every crop, says the company, which adds that the new site achieves this by featuring eye-catching photography, unique graphics, playful colors and stylish scrolling animation.

The redesign marks the first changes to the company’s website since 2018. The grower-shipper says this online refresh is a visual representation of its commitment to continual improvement for its customers, its community and the environment. The revamp was designed by Moxxy, an award-winning marketing and branding agency focused on serving agriculture and fresh food and beverage companies.

“We were inspired by the Dobler family’s four generations of farming innovation and tenacity,” says Molly Briseño, president of Moxxy Marketing. “The Dobler family has never been afraid to stand out and always looks for the next innovation in sustainable farming. We’re honored to help them show that visually with a modern, vibrant new website.”

Field Fresh Farms is Good Agricultural Practices and World Quality Service certified, and its organic products are certified through Organic Certifiers and distributed under the Beach Road Organics brand. The operation allows for start-to-finish control over its produce. Field Fresh Farms offers year-round availability of its greens and vegetables to customers across North America.

State Agriculture Officials Kick Off International Year of the Woman Farmer

Fri, 13 Feb 2026 16:30:54 GMT

The nation’s commissioners, directors and secretaries of agriculture gathered in Washington, D.C., for the National Association of State Departments of Agriculture’s 2026 Winter Policy Conference, where members honored the International Year of the Woman Farmer through several engagements.

“We were proud to be able to give International Year of the Woman Farmer the stage at NASDA’s Policy Conference, and we look forward to elevating the voices of women farmers throughout 2026,” says Ted McKinney, CEO of NASDA. “Women are vital to agriculture worldwide, from production to innovation to leadership. NASDA is committed to amplifying women farmers’ voices and ensuring policies reflect needs and opportunities for all farmers.”

NASDA opened the conference with a plenary session panel, “International Year of the Woman Farmer: What It Is and Why It Matters,” that examined the pivotal role women play in advancing global agriculture and highlighted how empowering women in agriculture helps strengthen and advance the entire industry. Moderated by NASDA President and Maine Agriculture Commissioner Amanda Beal, the session featured remarks from U.S. Sen. Cindy Hyde-Smith, Global Farmer Network CEO Mary Boote and U.S. Dairy Export Council President and CEO Krysta Harden.

Among the topics addressed, panelists discussed how to ensure women are not only inspired to work in agriculture but are also a respected and valued voice in the field.

“Seeing is believing, and I think when you raise up other women in leadership positions, as farmers, that next generation gets to see them as well as an opportunity not only to be a farmer, to be involved in agriculture, but also to provide some leadership that their voice matters, that their perspective matters,” Boote says.

Additionally, panelists talked about how the International Year of the Woman Farmer can spur meaningful change through policy and beyond.

“Don’t be afraid to introduce new legislation; whether it’s in the statehouse or whether it’s on Capitol Hill, that would make a difference,” Hyde-Smith says. “That may not seem that easy, but as long as it’s logical and you have people that agree with you, it’s like, wow, we can get that done.”

“That recognition, to honor and to make real change, lasting change, is not just in one year. It’s not a snapshot,” Harden adds. “It’s forever changing our policies, it’s changing our attitudes, it’s changing our commitment, it’s changing the way we spend money, how we spend, where we spend, who we recognize, who we honor. This is just the beginning. This is the launch of what I hope is going to be a change, so more women will not have to have these conversations. That they will just be recognized for what they contribute.”

Overall, panelists emphasized the importance of bringing all people together to advance the agriculture industry, epitomizing NASDA’s Winter Policy Conference theme of “United We Thrive.”

“There are a lot of good things that we can do alone, even more that we can do together,” Boote says. “And this is where I think the agriculture story is: men and women, the next generation, the institutional knowledge of those who went before us, the intuitiveness with innovation that the next generation is bringing, understanding that we need all of them and all of us to be able to do that together is important.”

Your Next Read: As Women Farmers Rise, Organic Agriculture Leads the Way

Leading with Purpose: A Conversation With Raley's CCO Carol Barsotti

Thu, 05 Feb 2026 17:36:45 GMT

The Raley’s Cos. recently underscored its commitment to purpose-driven growth by appointing Carol Barsotti as its chief communications officer. A seasoned leader with deep roots in public service and sustainable agriculture, Barsotti is a familiar face within the organization’s leadership.

In addition to her new role overseeing public relations and government affairs, she continues to serve as president of fieldTRUE, a farm-box subscription business, and remains a key advocate for local food banks through her work with Raley’s Food For Families.

“We are fortunate to have Carol as an integral part of our executive leadership team,” says Keith Knopf, president and CEO of The Raley’s Cos. “She is purpose-driven, creative, versatile, impactful and proven at developing and leading high-performing teams. Carol is the epitome of a servant leader, always willing to step up to support the needs of the team, company and community.”

The Packer sat down with Barsotti to discuss how she plans to align policy and community engagement to create a lasting impact for the business and the people it serves.

The Packer: You are currently the president of fieldTRUE while serving as chief communications officer for The Raley’s Cos. How do these two roles inform one another? Is there a specific fieldTRUE philosophy you are bringing into the Raley’s corporate communications strategy?

Barsotti: The reason these roles fit together so naturally is because the vision is unified; fieldTRUE advances our purpose of changing the way the world eats, and my chief communications officer role advances that same purpose through communications, policy and community engagement.

The fieldTRUE philosophy of transparency, partnership and helping customers feel connected to where their food comes from absolutely shapes my broader communications strategy. My focus is aligning the work, removing barriers and making sure we’re creating meaningful impact in the communities we serve. This allows us to create more transparency in the food system, educate people about healthy food choices, operate sustainably and responsibly and give back.

Raley’s mission is to “change the way the world eats one plate at a time.” As chief communications officer, how do you translate that high-level vision into actionable government affairs and public relations?

For me, translating the mission into action means using communications, policy and community engagement as levers that all support the same goal. Our public relations efforts highlight the innovation and quality that help customers eat well. Our government affairs work focuses on strengthening the systems that make that possible. And our community impact work ensures we’re supporting the organizations on the front lines, especially our food bank partners, so more families have reliable access to nutritious food.

It’s one mission expressed through different, interconnected channels. Our ongoing mission to change the way the world eats, one plate at a time, is truly purpose-driven and helps to differentiate us in the marketplace. Our commitment to nutrition education and accessible, healthy choices extends throughout our enterprise and will continue to evolve. For example, our Raley’s family of brands has always led in this space through the removal of tobacco products, creation of Better for You check stands, development of an innovative Shelf Guide program and the continued evolution of our Raley’s Purely Made line of products.

Your appointment underscores a focus on aligning communications with community engagement. In the past, these were often separate departments. Why is it critical for the chief communications officer to also oversee community impact and Food For Families today?

Community impact is a core part of our strategy, and aligning it with communications ensures our actions and our voice reinforce each other. Bringing Food For Families, our food bank partnerships and our work in the broader community under the chief communications officer role creates consistency and authenticity, allowing us to strengthen partnerships, innovate how we support communities and tell a clearer story about our role in the regional food system.

Food For Families has a 40-year legacy. How are you evolving that program to move beyond traditional food drives toward systemic solutions for food insecurity?

As we honor a 40-year legacy, we’re proud that Food For Families is a strong, year-round, systemic support for hunger relief partners. Since 1986, Food For Families has donated more than $81 million and 70 million pounds of wholesome, nutritious food to our existing network of 12 Feeding America food bank partners and their subsequent network of more than 2,400 agencies.

We leverage our distribution network and buying power to deliver more nutritious food at lower cost, and The Raley’s Cos. covers all administration costs of the program, ensuring that every dollar goes back to benefit the community. And we work closely with food banks to keep innovating as community needs evolve. For example, last year we launched an infrastructure grant program to ensure our partners have the equipment and capacity they need to efficiently and effectively reach those most in need. It’s about understanding local needs and continually adapting our approach to maximize impact across the communities we serve.

You’ve moved from public policy to a family business and now to a C-suite role in a major retail corporation. What is the most important lesson you’ve learned about brand authenticity during that journey?

Across public policy, a family business and now the C-suite, the lesson that’s stayed with me is that authenticity isn’t something you declare, it’s something you demonstrate. For me, that comes from a servant leadership mindset: staying grounded, listening carefully and showing up with humility and clarity.

At Raley’s, that aligns naturally with who we are. This company was built on service to customers, team members and communities, and our brand is strongest when our daily actions reflect the values we talk about. My role is to help ensure that connection is consistent: That how we operate, how we partner and how we show up in our communities genuinely reflects who we are.

Your Next Read: The Raley’s Companies Appoints Carol Barsotti as Chief Communications Officer