Packer 25

The 2025 Packer 25 — Amy Wood

Fri, 03 Oct 2025 20:15:45 GMT

Editor’s note: The following profile is from the 2025 Packer 25, our annual tribute to 25 leaders, innovators and agents of change across the fresh produce supply chain. ( You can view all honorees here. ) This feature has been edited for length and clarity.

Amy Wood — President, Mushroom Council

After an exhaustive national search in 2024, Amy Wood assumed the role of president of the Mushroom Council. Wood brings more than two decades of food marketing and communications expertise to the role, where she is responsible for developing and overseeing strategic marketing, communication, research and promotion programs to increase awareness and consumption of fresh mushrooms.

What motivates you most about representing mushrooms on a national scale?

I love this industry and see so much opportunity for growth. Mushrooms are already beloved for their flavor, versatility and sustainability, but what motivates me most is helping unlock the full category potential.

Representing mushrooms means I get to champion not only a food that people love, but also the growers working every day to bring this incredible product to market. Per capita mushroom consumption in the U.S. is about 3 pounds per year. I believe we can significantly grow that by reaching emerging consumers: Gen Z and millennials who already enjoy mushrooms and have a lifetime of potential to become much heavier mushroom consumers.

What was the biggest challenge you’ve faced in your career, and how did you overcome it?

Realistically, I’m in the middle of the biggest challenge (and opportunity) I’ve ever experienced. We’re making sweeping changes in the mushroom industry and at the Council — growing our marketing investment, pivoting our target audience and setting bold new goals for the future. Change on this scale and pace is made possible by bringing more industry voices to the table than ever before. We’re building a collective vision for growth and reshaping the future of the mushroom category together.

Who has been a mentor or inspiration in your professional life, and what impact did they have on you?

I’ve been inspired by leaders of other successful commodity boards, like California Avocados and the U.S. Highbush Blueberry Council. They’ve shown how a commodity board can think and act like a consumer brand, delivering marketing campaigns that grow demand and elevate the entire category. Watching their success has shaped how I approach mushrooms: with the desire to move beyond traditional commodity promotion and create a level of relevance that inspires consumers, builds value and drives long-term growth for our industry.

If you weren’t working with mushrooms, what quirky career path might you have pursued?

I’m not sure what else I’d wind up doing, but it would absolutely be in food. I love the quip, “If I’m not eating, I’m thinking about it,” and that perfectly captures my personality and interests. I’ve always been drawn to learning about ingredients, trying new recipes and discovering new restaurants. So, whatever field of work I’m in, it has to be something delicious.

The 2025 Packer 25 — Rannel Santiago

Fri, 03 Oct 2025 20:13:34 GMT

Rannel Santiago — Director of produce, Sysco

For Rannel Santiago, the people are the best part of her job.

“The individuals I’ve met throughout this industry are truly some of the most remarkable I’ve ever known,” she says. “Their passion, resilience, and dedication have made all the hard work not only worthwhile but deeply rewarding.”

She calls the industry one where not only does tradition meet innovation, but where the personal relationship really matters. Those who nominated her say she goes above and beyond, always making time for clients, stakeholders and others in the industry.

What drew you to working in California’s produce world and kept you there ever since?

Growing up in the Salinas Valley, the produce industry was always part of my environment; it surrounded me, shaped my community and sparked my curiosity from a young age. I’ve always had a deep passion for food, so being able to combine that with the agricultural heritage of my hometown made pursuing a career in California’s produce world feel like a natural path.

What’s kept me here is the sense of purpose and connection. This industry is dynamic, collaborative and deeply rooted in feeding people — something I find incredibly meaningful. Every season brings new challenges and opportunities, and being part of that cycle continues to inspire me.

All I’ve heard about you is praise for how, despite being a leader at such a large company as Sysco, you always make time for people. What advice do you have for building relationships like that?

Relationships are at the heart of success, whether in business or in life. I’ve always believed that making time for people isn’t just the right thing to do; it’s the most impactful. Everyone brings a unique perspective shaped by their experiences, and I’ve found that even a brief conversation can offer valuable insight.

In a fast-paced environment like Sysco, it’s easy to get caught up in the scale and complexity of the work, but I’ve learned that collaboration — taking the time to understand what others bring to the table — makes us all better. It builds trust, drives innovation and creates a culture where people feel seen and valued.

My advice? Be curious, be present,and never underestimate the power of listening. Relationships aren’t built in a day, but they’re strengthened every time you show up with intention and respect.

How has the pace of change in technology impacted Sysco in your experience? Where do you see it going in the near future?

Technology is evolving faster than anyone anticipated, and it’s reshaping the way we operate at every level. At Sysco, we’ve embraced this pace of change by leaning into innovation and using it to unlock efficiencies we never thought possible before.

Looking ahead, I see technology continuing to drive transformation in areas like predictive analytics, automation and sustainability. The key is staying agile and open to change, because the companies that adapt fastest will be the ones that lead the future of foodservice.

What have you read, seen, or heard lately — either work-related or not — that has really stuck with you that you’d recommend?

One thing that’s really stuck with me lately is a quote I came across: “Efficiency is doing things right; effectiveness is doing the right things.” It’s a simple idea, but it’s made me reflect on how we approach decision-making and leadership, especially in a fast-moving industry like produce.

Whether it’s a quote, a podcast or a quick conversation with someone in the field, I’m always looking for those moments that shift perspective. That’s what I’d recommend: Stay curious and keep seeking out ideas that challenge the way you think.

The 2025 Packer 25 — Tiffany Sabelli

Fri, 03 Oct 2025 20:10:51 GMT

Tiffany Sabelli — Senior director of sales, Pure Flavor

Tiffany Sabelli dove into Pure Flavor out of college and hasn’t looked back. Since starting as a sales associate in 2013, she’s risen through the ranks to become the senior director of sales.

She’s known for her dedication, connection to clients and stakeholders and being responsive to their needs. It’s taken time, because relationships and trust — the foundation of good sales — take time and consistent effort, but it’s been worth it.

For those thinking about a career in produce, she has this advice: “Stay committed, remain curious and approach every challenge as an opportunity to learn. The experience you build and the connections you make along the way will be invaluable to your growth and long-term success.”

What drew you to Pure Flavor back in 2013, and what has kept you there ever since?

I saw an opportunity to begin my career with a growing company that would challenge me and allow me to grow alongside it. What has kept me here is the combination of a humble, supportive culture and a forward-thinking, innovative vision.

What is the most useful sales leadership advice you ever got that you employ to this day?

The best advice I received was to earn every purchase order.

In sales, it’s easy to fall into the trap of assuming business will just keep coming, but nothing should ever be taken for granted. Each opportunity needs to be approached with the same focus, effort, and respect as the very first one. That mindset keeps you sharp, drives you to deliver value consistently, and ensures that every customer feels appreciated.

Where do you see the future of greenhouse technology and innovation going in the future?

We are still only scratching the surface of what greenhouse technology can achieve. I see tremendous opportunity ahead, not only in expanding specialty offerings that meet evolving consumer tastes but also in enhancing commodity crops to deliver greater consistency, quality and availability year-round.

Advances in automation, data-driven growing and sustainable practices will continue to shape the way we farm, allowing us to produce more with fewer resources. The future is about creating a wider variety of crops while making them more accessible, efficient and environmentally responsible.

As a kid, what did you want to be when you grew up? What would you tell your younger self today if you could?

As a child, I was always drawn to creativity, whether through stationery, entertaining or designing spaces that made people feel something. At the time, I didn’t know exactly where that would lead me, but I knew I wanted to connect with others through experiences.

Looking back now, I would tell my younger self that if you find work that truly fulfills you, success will naturally follow. I would also remind myself to embrace every opportunity to learn and grow along the way.

The 2025 Packer 25 — Nathan Pumplin

Fri, 03 Oct 2025 20:08:50 GMT

Nathan Pumplin — CEO, Norfolk Healthy Produce

Nathan Pumplin is on a mission to break down barriers to bioengineered fresh produce, like Norfolk Healthy Produce’s purple tomato. The CEO is focused on developing better purple tomatoes and engaging with the supply chain — right down to the consumer — to introduce them to a tomato that he says not only has nutritional benefits and tastes great, but shelf-life advantages as well.

Describe your path to the produce industry and the legacy you hope to leave it?

I started as someone who loves to eat fresh fruits and vegetables and took joy in shopping for produce. My path then grew from my 20 years of work in plant biology research, which gave me an appreciation for the genetics and farming conditions needed to grow excellent produce.

I hope to leave a legacy of excellent, distinct products, which are shaped by groundbreaking innovation balanced with respect for the industry’s traditions and culture.

Norfolk Healthy Produce is the company behind the purple tomato. What has been the greatest challenge and the greatest opportunity in bringing the purple tomato to market?

The greatest challenge: Our purple tomato is bioengineered. We needed to understand where consumers and the industry stood. We quickly learned that the majority of consumers wanted our product. The industry has taken longer to educate, because they had been told a myth for so many years that a majority of consumers would resist products like ours.

The greatest opportunity: In the crowded category of tomatoes, we have launched an exciting product that has nutrition benefits, jaw-dropping looks and excellent taste. We are now set to grow distribution dramatically.

As CEO of Norfolk Healthy Produce, what do you enjoy most about your role and why?

Working with people on a variety of challenges. From our brilliant, committed team to our enthusiastic customers, I enjoy the chance to make progress together.

What’s one personal goal you aim to achieve in the year ahead, and how do you think it will feel to achieve it?

I want to continue enjoying time with my two young sons and growing with them. Achieving this brings unbelievable joy and satisfaction.

The 2025 Packer 25 — Tonya Morel

Fri, 03 Oct 2025 20:04:44 GMT

Tonya Morel — Senior sourcing manager of grocery, FreshRealm

According to those who nominated her, Tonya Morel of FreshRealm is a valued industry partner who is a trusted collaborator who always offers her strong voice to help shape industry strategies. Through her distinguished career, she has been generous with her time and involvement, offering feedback and insights to help guide the future of the industry.

FreshRealm describes itself as a “food-as-a-service” company. What is that, and how does the model impact sourcing fresh produce?

“Food-as-a-Service” (FaaS) is a business model where food is provided on-demand through technology platforms, usually as a subscription or pay-as-you-go service. It blends food production, logistics and technology to deliver meals, ingredients or food experiences directly to consumers or businesses. This model is often driven by cloud kitchens, meal kit services, corporate catering platforms or AI-driven, nutrition-based meal planning.

The produce supply chain is one of the most critical areas to optimize for both sustainability and profitability. Achieving this requires strong, reliable farm partnerships and advanced inventory and forecasting systems that can anticipate and adapt to demand.

However, even with the best systems and vendor relationships in place, sourcing fresh produce presents unique challenges. Short shelf life, seasonal availability and fluctuating supply and demand all contribute to a complex and often volatile environment. Navigating these variables effectively demands not just operational excellence but also agility, transparency and constant communication across the supply chain.

I understand FreshRealm has been growing a lot lately. How has that changed your daily life there, and what do you look forward to for the future of the company?

The increased workload can be intense, but being part of a company during a high-growth phase is also one of the most exciting and impactful career experiences. You’re not just seeing the industry change; you’re actively shaping it.

As FreshRealm continues scaling, especially with the complexities of sourcing, logistics and innovation in meal solutions, there’s a lot of opportunity ahead for both professional growth and driving meaningful change in how people access fresh food.

I am excited to continue this journey with FreshRealm.

Where do you see the foodservice world going in the future? Where does it need to go?

The foodservice industry is evolving rapidly, driven by technology, sustainability concerns and shifting consumer behaviors. The future of foodservice isn’t just about convenience or scale; it’s about responsibility. We all should set the tone for what modern food systems should look like: smart, sustainable and equitable.

If you’re working in this space, you’re not just feeding people; you’re reshaping how food touches health, the planet, and culture. That’s powerful.

Folks I’ve interviewed in the southeast say the region is overlooked when it comes to produce. What’s your favorite and/or a routinely overlooked uniquely Southern or Georgian produce item, and why should everyone try it?
Muscadine grapes. There is nothing better than picking them right off the vine and eating them. They make the best wine if you are lucky enough to know someone who makes homemade — it’s the best.

The 2025 Packer 25 — Kevin Naze

Fri, 03 Oct 2025 20:06:23 GMT

Kevin Naze — Director of produce, The Chef’s Warehouse

Building relationships has been a major part of Kevin Naze’s career. He is wonderful to work with and brings a large presence to the industry according to those who nominated him. For his part, he calls the industry a tight-knit one that is filled with great people.

“This industry truly is a family and focused on doing the right thing for the environment, our people and our customers alike,” he says.

One of his early mentors gave him the lesson that quality and service will be remembered long after price has been forgotten. To this wisdom he also adds his own: “Be better today than you were yesterday, and be better tomorrow than you were today.”

What has changed in the industry over your career that really stands out?

One of the things that really stands out to me is that every year our customers, as well as the general population, have become more savvy, knowledgeable and sophisticated with their food choices regardless of dining out or eating at home. This is especially a good thing for the produce industry.

Food options are not as basic and streamlined as they once were, and people want more choices to express their creativity or support their values. Chefs are artists and the plates are their palettes. The internet and platforms such as The Food Network and other culinary channels have brought new ideas and inspiration to the home consumer as well. In addition, I believe the movement to feature products that identify with a local source and can also tell a story close to home is here to stay. Recent trends on eating well and making healthy choices are really exciting for our category.

I understand Chef’s Warehouse has been growing lately with a lot of acquisitions. How do you manage that change and lead your team?

This has been a fun time for us. Our business is not only growing as a result of our recent acquisitions but also organically, as we have added the fresh produce category in several regional markets to round out our offerings of high-quality dairy, specialty and protein categories.

One thing that is unique about CW is that our focus is all about the plate and bringing our chefs the finest ingredients that the industry has to offer. We are building our produce category the same way by partnering with the best in the business.

Bringing the teams together has been exciting and we all learn from each other. The bonus with our acquisitions has been the people and industry knowledge that they have added to our team. For our specialty companies that are new to handling the produce category, the ability to insert veteran talent or use them to train our operational and sales teams is invaluable to our success.

What advice do you have for folks just starting out in sales, distribution or purchasing when it comes to relationship building?

It may sound cliché, but start by surrounding yourself with great people. Find a mentor early in your career either internally or externally and use that relationship to make yourself better each day. Ask many questions, but more importantly, listen.

Be open to embracing change and challenges as no two days, weeks or years are ever the same. There is no finish line for success. Take chances and try new things. Think about the companies that are continually improving and never rest. You constantly need to be working towards things that will be more efficient or bring value to either your own teams or your customers. Don’t be afraid to fail. If you are not taking risks, you are not growing.

As a leader, it’s vital to empower your people if you expect them to move forward. Lastly, be true to yourself and make sure you are passionate about your choices. Life is too short. If you don’t roll out of bed in the morning with excitement for the career path you have made, it’s time to find something else to do.

What’s a book, podcast, show, movie or interview that has really stuck with you that you’d recommend?

They should have made a movie about the book that I am reading once again after almost 20 years: “Good to Great: Why Some Companies Make the Leap and Others Don’t” by Jim Collins. It was one of the first leadership books that I could not get away from reading a few pages and applying “A-ha!” moments to my own environment.

The first time I read it, my biggest takeaway was that greatness is defined, not as a singular event, but by being consistent and disciplined over time. We will have to wait and see what it is this time 20 years later.

The 2025 Packer 25 — Steve May

Fri, 03 Oct 2025 20:02:04 GMT

Steve May — Vice president of retail and wholesale sales, C&C Produce

Retail veteran Steve May likes family-owned businesses, regardless of what side of the till he’s on. Whether it’s going with his wife Christine to local Kansas City restaurants like the Pot Pie or Q39 for barbecue or working for organizations that are — or feel like — small family companies, the value of community and relationships with people is a theme for him.

“I just appreciate the business that I am in very much,” he says of his career. “It’s helped me grow as a person and has taken care my family for so many years. I’ve enjoyed the relationships that I’ve built over the years with growers, shippers, and customers. They have become more than that, they become family and friends to us now.”

What drew you to C&C Produce and kept you there ever since?

I was with Balls Foods for over 28 years. I wore a lot of hats at that time. I got a taste of the wholesale side when I was in warehouse operations/procurement for Balls Foods. I got a taste of sales by selling the local programs to many in Kansas City. I truly enjoyed that part of the job.

So, that drew me want to make a change. I contacted my good friend Joe Cali with C&C. We spoke on multiple occasions, as I did with other wholesalers, but chose to come to work with C&C because of my relationship with Joe, and I’ve never looked back.

What keeps me here now is that it’s family to me. I’ve been here for 10 years and truly enjoy the environment. We are now corporately owned by GS Foods out of California, but we still run as a small family-owned business where everyone is treated with respect and appreciated. Also, I enjoy the relationships that I’ve got with my customers and the community; they mean a lot to me. But more importantly, it’s fun. I enjoy coming to work every day doing the best job I can do.

Why is Midwest produce special? What makes it unique?

For starters, the product is grown hundreds of miles closer than the east and west coast growers. Midwest-grown results in a better taste, better quality. Farmers can offer varieties that are bred for taste and freshness rather than a long shelf life. The product is in the field today and in our warehouse tomorrow.

We support over 150 small family farms within a 300-mile radius of Kansas City. Approximately 80% of our growers are within 120 miles or less from our distribution center. Due to our geographic footprint, we are in the unique position to purchase and pick up directly from our growers, utilizing our refrigerated tractor trailers and straight trucks.

We’ve had relationships with many of our growers for 30-plus years. We feel that local food builds community. By getting to know the farmers who grow your food, you build understanding, trust and a connection to your neighbors and your environment.

Who is a leader or mentor who gave you great advice early in your career that you use today?

Too many to call out, but I will name out a few. The late Fred Ball was one. Fred was the owner of Balls Food Stores when I started there years ago. He taught me to treat your teammates as you would customers; respect them, appreciate them and be fair and honest. I believe those are wonderful life lessons for anyone in business.

My current mentor would be Joe Cali, the founder and president of C&C Produce. He has taught me to never say no and always be aggressive in what you’re doing. But, more importantly, he taught me to be passionate about your work and the people you surround yourself with.

My final mentors would be my mother and father. Both are very strong in faith and love for the community and others. They always taught me to respect others and help them whenever possible.

I hear you and your wife love finding neat places and sites around Kansas City. What’s a little-known gem non-locals miss but should check out?

We do like venturing to smaller cafés and restaurants within the city. We really like small family-owned restaurants. One of those that we really enjoy going to is the Pot Pie in Kansas City. My parents had the same mindset as well. They turned us on to the Pot Pie years ago and now we love going there for the food and friendship. Our two children, Bernie and Madeline, have taken the same level of interest in family-owned restaurants as well.

You cannot mention food in Kansas City without BBQ. One of our favorites that comes to mind is Q39 barbecue. It’s one of the best.

The 2025 Packer 25 — Mayra Marin Oviedo

Fri, 03 Oct 2025 19:59:53 GMT

Mayra Marin Oviedo — Replenishment analyst and sales representative, Misionero Produce

Born and raised in Salinas, Calif., to a family connected to agriculture, Mayra Marin Oviedo, a replenishment analyst and sales representative for Gonzales, Calif.-based Misionero Produce, joined the company more than 10 years ago. Thinking that it would be her first job, she says she’s found a career she truly loves.

Oviedo’s roles have included scheduling, production planning, marketing, sales and more. In her spare time, she enjoys photography, gardening and taking road trips with her husband and two kids.

What do you believe is the most underappreciated aspect of your role in the fresh produce industry, and what are common misconceptions outsiders have about how the industry operates?

One of the most underappreciated aspects is the amount of coordination it takes to make sure produce arrives to customers fresh and on time. Every day involves several moving parts within the supply chain to deliver produce to the end user. We work hard to keep it seamless for the customer. From the outside, consumers sometimes think it’s as simple as pick, pack and ship, but the truth is it takes a lot of planning, teamwork and quick decision-making behind the scenes.

How have consumer preferences (e.g. for organic, locally grown, sustainably packaged produce) shaped your company’s operations or product-line decisions?

Consumers now expect more from us. They want organic, local and eco-friendly options. We are constantly looking for products and packaging to match those values. That’s pushed us to adapt our product lines and packaging to reflect those priorities. It’s also reminded us that consumers are paying closer attention than ever.

What global trends (climate, trade, food safety, etc.) do you think will most strongly affect the produce supply chain in North America in the next decade?

Consumer behavior will continue to change. People want food that is safe, transparent and responsibly sourced, but global issues like climate change, trade policies and food safety regulations will have huge impacts too. Growing regions are changing, seasons are less predictable and the pressures on supply chains keep increasing. The companies that stay flexible and forward-looking will be the ones that thrive.

Looking at the fresh produce industry, what do you see as the biggest opportunities for growth in the next decade?

I see growth in innovation. Both in the products we bring to market and in how we deliver them. Consumers are looking for healthier, fresher, ready to use, with less waste and more convenient options.

Are there innovations or technologies you are particularly excited about that you believe could transform logistics in the produce industry?

Automation and data are game changers. I’ve already seen how moving away from paperwork has sped things up and reduced errors. Looking ahead, smarter forecasting tools and automated systems in warehouses will help us work faster, cut down on waste and make more-informed decisions. I’m excited to see how technology will continue to make the supply chain more efficient.

How do you define success, and has your definition changed over time?

I used to define success as proving myself and handling the work. Now, it’s about building a strong, supportive team culture where we succeed together. That to me is success.

The 2025 Packer 25 — Kevin Kelly

Fri, 03 Oct 2025 19:58:03 GMT

Kevin Kelly — CEO, Emerald Packaging

In 2002, Kevin Kelly became CEO of Emerald Packaging, a Union City, Calif.-based company that has been reinventing produce packaging for over 60 years. For over two decades, Kelly and Emerald Packaging have led the industry in addressing plastic waste, most recently helping shape legislation in California that addresses the need for a better recycling infrastructure.

Emerald Packaging was founded by your father in 1963. What has been the key to your longevity and what does it mean to you to be the company’s CEO more than six decades after its founding?

Sticking around 63 years in manufacturing is no small feat. I think we’ve kept a relentless focus on our customers, down to how we overthrow the factory schedule to meet rush or panicked orders. We don’t say we can’t do it. We get it done. There’s the advantage of being a family-owned business without the pressures of huge debt introduced by private equity, pressure that often begets bad decision-making, including neglect of the customer.

And we’ve always made it clear, that in addition to our customers, our people are to be treasured. We really do help folks when they’re in need and listen when they have ideas. We don’t have high turnover, which means we have experienced people who know what to do in a pinch. We’ve been lucky over the years to land a set of senior managers who have added a professional edge while keeping the family culture. And, finally, no honest businessperson should boast of success without mentioning they’ve gotten lucky as well.

Sustainability and innovation are integral to Emerald Packaging. Of which initiatives or new product introductions are you most proud and why?

I’m really happy with the work we’ve done to teach the produce industry about sustainable packaging, and not just materials, but the stumbling blocks introduced by product cost and government regulations. I think we’ve pushed commonsense solutions, interim obviously, like using post-consumer recycled plastics to achieve some circularity. We push the edge as well, with our recent flirtations with paper being an example.

Finally, I’ve really been proud of the work we’ve done to help the produce industry where we can on regulatory and legislative issues. I’ve really come to admire the work done by groups like the Western Growers Association, and I’ve pitched in as I can.

Looking ahead, how do you see the packaging industry continuing to evolve to meet the needs of fresh produce retailers and consumers?

I think that you’ll see whole new materials come into play over the next few years, like paper and recyclable materials. Technology will move to meet the environmental demands being put on packaging, just not at the insane pace regulators want. I also think we will get to that day where the tech world intersects with our industry, making possible communication between the package and consumers in extraordinary ways, including warnings that produce in the fridge might be on the verge of spoiling.

What inspires you outside of produce and packaging? Is there a passion project, hobby or pursuit that most restores you?

I’m not sure anything really grabs my attention like produce and packaging, which may be a character flaw. My kids joke that my hobby is working on Catholic high school boards, which means I really do have no hobbies. I’m a former journalist, so in truth I like to write when I can grab the time. For me there’s nothing quite like the high that comes when constructing a good sentence.

The 2025 Packer 25 — Ross Johnson

Fri, 03 Oct 2025 19:56:26 GMT

Ross Johnson — Vice president of retail and international, Idaho Potato Commission

What are the latest consumer trends and shopping behavior in the potato category and how can retailers capitalize on them to maximize sales? Just ask Ross Johnson, vice president of retail for the Idaho Potato Commission. Since 2018, Johnson has brought his potato marketing and retail savvy as well as a passion for agriculture to the Idaho potato industry.

What was your career path to the potato industry, and what do you love most about what you do?

My career path was completely unexpected. I started my career as a direct store delivery territory manager for Nabisco. Getting to potatoes has been the best thing that ever happened to me. I have the opportunity to connect with and represent Idaho potato farmers, of which there are around 600. I love being able to learn of the generational aspect of their farming operations and how importantly they hold the responsibility of growing the best quality and feeding so many around the world.

Idaho Potato Lovers Month is defined by wonderfully creative and impactful merchandising and retail displays, driven by the Idaho Potato Commission’s retail display contest. What’s your favorite success story from Idaho Potato Lovers Month and why?

The Idaho Potato Lovers Display contest is our favorite time of year. Last year I had something stand out to me when I received a letter from a mother and her special needs son. They informed me that he loves the balloons of our contest and goes to all the local stores in his surrounding community to collect them after watching them fly. He even takes special pride in the fact he rescues the ones that get away and lodged in the rafters. We took some time to send him some special gifts.

As vice president of retail for the Idaho Potato Commission, you truly understand what drives consumers’ potato purchase. What are your top three tips for retailers looking to increase potato sales?

Retailers have had a rough go with deciding what items to carry in the department. From carrying a full assortment of red, yellow and russet to the new baby potatoes, the decisions are endless. The key is to make your customer feel comfortable with a consistent label and obviously making sure that it comes from Idaho. We invest over $4 million a year in advertising and events just to educate the consumer on the importance of looking for the Grown in Idaho seal.

What’s the best business book/piece of career advice/or mentorship you’ve ever received and how did it contribute to where you are today?

The best advice I ever received from a mentor was to not quit a job because of a manager. I’ve had some difficult people in my path, but the truth is they usually move on. Making sure you stay humble and never think the business can’t succeed without you would be the second-best piece of advice I was given.

The 2025 Packer 25 — Matt Hubbard

Fri, 03 Oct 2025 19:54:43 GMT

Matt Hubbard — Director of sales, Local Bounti

Despite hailing from landlocked Boise, Ida., Matt Hubbard has had a long-time love for marine life, and he wanted to share that passion with the next generation. He has done so for years through mentorship. But, whether it’s fish or fruit, Hubbard — now director of sales for Local Bounti — stresses the value of leadership, mentorship and sparking passion in others.

What got you into the produce industry in the first place? What’s kept you there?

Fourteen years ago, I started as a regional merchandiser with Wonderful Brands, two months out of college. I knew nothing about produce, had a business marketing degree and was eager to get out in the field and prove who I was. As years went by, I learned more about the retail side of the industry and transitioned into specialty produce with Frieda’s. Working at Frieda’s with items like dragon fruit, kumquats and jackfruit is where my love for produce was born. I met amazing people, created many exciting retail and foodservice programs and built a wealth of knowledge for eight years.

Today, I am with Local Bounti as their director of sales, overseeing the foodservice channels and business development in the CEA (controlled environment agriculture) lettuce world. Attending shows and expos, building new relationships, and now being on the SEPC (Southeast Produce Council) board of directors is what keeps my drive alive for produce!

How has technology and innovation changed the fresh produce industry over your career?

Technology and innovation will continue to play a huge role in the future of produce. The biggest challenge I see in the future is food scarcity. We are only growing in population, and land and water is only becoming less and less available. In fact, by 2050 the world will need 70% more food.

Indoor farming will play a crucial role in the coming years for consumers, and I know more and more industry leaders are seeing that as the future path too. Local Bounti, with their patented “stack and flow” technology, is creating sustainable and innovate ways to feed the population, for example.

In terms of innovation, I think growers should not believe “innovation” is just new products. Changing the way an item is packaged, how sustainable factors can be applied to a current growing process or what energy sources can be reduced are all ways innovation can also take place.

You’ve been teaching kids for years. Are there any parallels between teaching and sales? Between teaching and leadership?

Marine biology was my first passion in college, which included teaching after-school programs and working at the Aquarium of the Pacific. My goal was to always bring the same passion and love I had for marine life to the students I taught so they could do the same for that next generation.

Produce is no different. Being part of the STEP-UPP committee with SEPC, for example, has been a great honor and opportunity to share my produce passion with some amazing people who are new to the industry. Just like teaching, being a mentor in our industry plays a huge part in my life. I have had many mentors in my produce career who have helped me pave the path of success, and I want others to have that same opportunity from me.

What advice do you give the kids when it comes to pursuing their futures?

The advice I have always given is to be open-minded and active. Every industry has opportunities with committees, outreaches, leadership programs that not only make you a better individual but builds your inner industry circle. There was a time I attended trade shows and knew no one. But introducing yourself, asking questions and being curious are the keys to a positive growth mindset.

My 6-year-old daughter tells me and her classmates that she wants to be a paramedic driver, pilot, and sell produce like her dad. I tell her every day: “Dream big and be passionate about whatever it is you want to do in life.” I want to always be available to support and guide someone young in the industry and build their love for produce.

The 2025 Pacer 25 — Tim Harrington

Fri, 03 Oct 2025 19:53:10 GMT

Tim Harrington — Senior merchandising manager, Stemilt Growers

If you’ve ever been to a Stemilt Growers trade show booth, you’ve likely met Tim Harrington, the company’s senior merchandising manager. Harrington has a dynamite personality and the sales know-how to back it up.

Harrington will retire from Stemilt in 2026. He says it’s bittersweet.

“It’s such mixed emotions,” he says. “I’m voluntarily quitting the best job I’ve ever had.”

Harrington got his start in the fresh produce industry with Hannaford Bros. in the produce department before going to college to study marketing, a job he says really helped him in his future roles. He worked part-time while going to school. And after graduation, Harrington worked at Shaw Supermarkets for 23 years, 13 of which as a quality assurance manager. He joined Stemilt in 2009, as a merchandising manager, where he says he could meld his marketing degree with his produce department expertise — and the rest is history.

Harrington credits his success to his wife, Donna, who he says has supported, encouraged and championed him through his 33 years in the fresh produce industry.

What are the biggest challenges facing growers and marketers of pears, apples and cherries?

Maintaining the economics of growing and packing. As with many in the produce industry, we’ve seen the expense of farming and packaging rise significantly over the past 10 years. In my eyes, the retail on apples, pears and cherries has remained basically static. They really haven’t seen any changes in retail over all these years. In some cases, retails have not changed in those 10 years; apples, pears and cherries are still a tremendous value for a family’s grocery cart.

Labor is another challenge facing our industry. I’m so proud to say that Stemilt is on the cutting edge of combating this with the latest and most sophisticated pear, cherry and apple packing lines. With this new technology and equipment, we can maximize production that will offset some of the labor challenges. All of these enhancements and have come at a significant investment, but they are absolutely essential to our business.

What do you see as the biggest opportunities for growth in the pear, apple and cherry categories?

We grow a significant amount of our apples organically. And truthfully, the industry hasn’t grown to its full potential with organic apples, pears and cherries — certainly not to the numbers we’re growing and packing organically. There’s a significant room to have increases with organic apples and pears and cherries far beyond what they’re currently achieving — to maximize organic apple, pear and cherry sales, to increase promotions and awareness. While we have seen organic apple, pears and cherries grow in sales over the past 10 years, there is still double-digit opportunities to capture more of that business.

The organic consumer is the ideal consumer shopping in your store or online. Their basket size, in many cases, is double that of the conventional shopper. Having a well-balanced, competitive organic offering at the store is key. With apples and pears, a premium of anywhere between 30 cents to 50 cents a pound is ideal on most varieties; that narrow spread of retail will maximize sales as well as enticing new customers to the organic category.

Are there specific programs that you’ve been especially proud to help build, market or champion?

One that really stands out is the opportunity to share what I call a look inside the world of apple, pears and cherries at Stemilt. We’ve done that through our unique Stemilt Apple, Pear and Cherry College.

We’ll take anyone from a produce manager to a produce specialist to a produce inspector to a category manager to a director to a VP to an owner. We run it very similarly to Driscoll University.

I’m really proud of the education that we’ve done with these people through these on-site apple, pear and cherry colleges, sharing the knowledge of the behind the scenes, of what it takes to grow beautiful and delicious fruit.

I’m also proud of the many visits to our retail customer locations to bring the orchard to them for on-site educational sessions. We actually go and we’ll do a two-hour educational session with videos, interactive questions. This, too, has allowed many store team members to gain valuable knowledge about where our products come from and the latest and fresh trends of what we see for the future.

Many of the interactive office samplings have allowed teammates to try new and exciting upcoming varieties. I have a niche for going into people’s corporate headquarters to their cafeterias, and in taking a new variety of an apple or cherry or pear and spending the mid-morning through mid-afternoon either giving out a whole piece of fruit or slicing fruit, having hundreds and hundreds of people try it.

Of course, we do that store level as well, but these educational and learning sessions, I think, are invaluable. And I’m very proud of that, proud of us at Stemilt for having apple and cherry colleges. It’s renowned. No one else does it. It’s really unique to us, and we’re super proud of all the people over the last 16 years we’ve had come through.

Who have been the most influential mentors or role models in your journey, and what lessons from them do you carry into your career today?

Al Michoud was my first produce manager that I worked for in the early ’80s. Al taught me the value of a true day’s work. He taught me about the seasonality of fresh produce as well as making sure only the best quality and freshness were present on the counters. He was a stickler for this too. If you didn’t take off the bad stuff in the morning, he was going to get you. He was a stickler for freshness on the counters, making even if the display wasn’t full. What was out there had to be primo, and I’ve carried that through my whole life.

And then I got to the latter part of my career, where I credit Roger Pepperl and Brianna Shales for being highly influential in my latter part of my life. They took a chance on me, they hired me and then they encouraged me to reach my full potential in interacting with our customers through my creative delivery. I don’t even know I got this creative delivery built inside me. All I know is they liked my personality. They liked the way I interacted with our retailers, and they gave me full carte blanche to go off and do whatever it took to really maximize the relationship and the sales potential with those customers.

They both encouraged me to reach my full potential of interacting with our customers through my creative delivery. They were super supportive of my suggestions for my unique ways of reaching customers, whether it be a road show or a town hall event or even a simple lobby sampling. They always boosted my confidence. Whatever I set my mind to, this was a huge boost, allowing to be more confident and achieve success in ways that I only dreamed of.

What advice would you give to young professionals entering the produce business today?

If the opportunity presents itself, work produce in the retail store environment for a year or two. Anybody entering the business, I personally think they should have a year of store produce experience as they grow and continue to become familiar with all of the offerings in the produce department as well as how they are merchandised. This will truly help establish a well-rounded picture of what it’s like to spend a day in the life of produce. You’re going to be exposed to all the different seasons for a couple of years.

As you progress up the ladder in various positions in the industry, you can always reflect back on those basic roots. It also builds great street credibility. I know a lot of kids coming to university, and they just don’t want to do the retail hours. And I get it, but I think it’s a great building block for them to really get their feet on steady ground to understand. A lot of times, people come from university and they may be assigned to buy potatoes or onions or watermelons or cherries. This way, they have the whole department for a couple of years, and they’ve seen how it works.

The category managers and vice presidents — their customers are the stores. The store’s customers are the people who come shop the store.

If you tell someone you worked in the stores, you truly do know what it’s like to be on the front lines with this produce.

I would also like to encourage those young professionals entering our industry to find a mentor who has a significant amount of years in the business. There is much to be gained from the knowledge of a seasoned veteran.

The 2025 Packer 25 — Jodi Genshaft

Fri, 03 Oct 2025 19:51:07 GMT

Jodi Genshaft — Vice president of marketing, Gotham Greens

Jodi Genshaft’s start in the controlled environment agriculture industry began in high school, where she worked at a garden center and nursery. She’s been in her role as vice president and marketing for Gotham Greens for the past six years.

Genshaft brings more than 20 years of experience in brand strategy, shopper marketing and communications. She has worked with well-known brands and companies — from startup to seasoned and public or private — in the food, beverage, health, wellness and technology sectors.

Prior to her role at Gotham Greens, she held roles in brand management and shopper marketing at Chobani and Johnson & Johnson. She also worked at global public relations agency Edelman in its food category.

How do you see your role in telling Gotham Greens’ story to consumers, partners and the broader fresh produce industry?

We want people to know that greenhouse-grown produce isn’t just the future of farming; it’s happening right now. We’re seeing more retailers making shelf space for greenhouse-grown products and many foodservice customers want to exclusively use Gotham Greens products due to their consist flavor and quality.

We tell the Gotham Greens story by making it tangible along the path to purchase — from the greenhouse to the grocery shelf — so people see, taste and believe in what we’re growing. We’re proud to serve the very best greens, salad kits, dressings, cooking sauces and dips. We want to help people eat more plants, and we do this by sharing how we grow delicious fresh produce that’s always in season and by crafting delicious fresh foods recipes that make eating other fresh vegetables more appealing.

What do you see as the next big opportunity for Gotham Greens?

We are committed to continue growing the greenhouse-grown produce sector by delivering high-quality, longer-lasting and sustainably grown produce from coast to coast through our national network of greenhouses. We’ve also expanded into fresh dressings and plant-based dips, and there’s a lot of potential to keep growing in categories that align with our mission — fresh, flavorful, plant-forward foods that consumers can feel good about.

How are consumer expectations evolving when it comes to local, greenhouse-grown or sustainably produced food, and how do you think about connecting with the different consumer segments?

Consumer expectations are evolving. What used to be a nice-to-have — local, non-GMO and pesticide-free — is now seen as the standard by many shoppers. Consumers want fresh, consistently high-quality produce that tastes great, is grown responsibly and is always in season. At Gotham Greens, we think about connecting with different consumer segments by meeting them where they are.

For flavor-driven shoppers, we emphasize taste, freshness and culinary inspiration. For busy families, it’s all about convenience and reliability. For eco-conscious shoppers, it’s about our sustainable farming practices. By tailoring our messaging while delivering on these priorities, we’re able to resonate with a broad range of consumers without losing authenticity as a brand.

How do you make sure Gotham Greens’ messaging about sustainability feels authentic and credible?

Since more than 90% of leafy greens grown in the U.S. come from California and Arizona, by the time they reach other regions of the country, the produce loses its quality, taste, nutritional value and shelf life. This makes many consumers feel disconnected from the food we eat and contributes to food waste.

From day one, Gotham Greens has been growing fresh, high-quality, longer-lasting salad greens using fewer natural resources compared with open-field farming. The fact that the company’s entire business model and value proposition focus on using resources more efficiently, delivering better food to consumers and improving the communities where we farm enables Gotham Greens to deliver messaging that is truly authentic and credible. We’re able to educate consumers about the Gotham Greens brand in fun, engaging and authentic ways that draw on our sustainable roots and growing expertise.

As branding becomes more important in fresh produce, what strategies do you think will set successful companies apart in the coming years?

The produce section is typically considered a lower-engagement area of the grocery store, but we know that beyond quality and freshness, there are creative ways that capture shoppers’ attention and drive purchases. As a fast-growing brand, we’re thrilled to have the opportunity to partner with an iconic brand like Sesame Street this year. We are working closely with Sesame Workshop to create compelling, engaging and mutually beneficial content that lives across our owned platforms and shopper marketing efforts both in store and online. By working together, Gotham Greens and Sesame Street hope this partnership will inspire greener, more nutritious choices for kids’ meals and make cooking more fun for families.

We are always looking for opportunities that are a good brand fit to delight our existing shoppers and attract new shoppers in authentic and compelling ways, and we will continue to identify brand partnerships that are both meaningful and creatively unexpected in the future.

What advice would you give to marketers trying to build strong brands in fresh produce, where products are often seen as commodities?

I’ve worked with several brands within two commoditized categories: dairy and produce. There are several parallels between the rise of the Greek yogurt segment and the indoor farming segment. Notably, both offer higher-value, disruptive products with clear value and brand propositions that have reshaped their respective commodity markets by targeting emerging consumer preferences.

My advice is to lean into storytelling, branding and differentiation. In the produce aisle, many items can feel interchangeable on shelf, so it’s crucial to build a brand that stands for something — whether that’s flavor, consistency, safety or sustainability.

The 2025 Packer 25 — Scott Dray

Fri, 03 Oct 2025 19:49:35 GMT

Scott Dray — Senior director of global produce sourcing, Walmart

Scott Dray says it was an unexpected honor to be recognized in The Packer 25.

“I’m genuinely surprised and humbled to be recognized among my peers in the produce industry. It’s an unexpected honor, especially for someone who prefers to fly under the radar,” he says. “As I interact with people in our industry, I’m reminded of what a privilege it is to work alongside such dedicated and passionate individuals. I consider myself fortunate to be part of this team and to learn from your examples, knowledge and perspectives on a daily basis.

“I’m grateful for this recognition but even more thankful for the passion that thrives within the produce industry,” he continues. “This recognition is a testament to our team’s collective efforts and the support we’ve received throughout the years,” Dray says.

Can you describe a defining moment that shaped your leadership style?

On a shelf in front of my desk sits a tongue-in-cheek award given to me because of an early mistake in my career. No one was happy with the results of this failed gamble. However, I had communicated the opportunities and risks about this new product to my leadership, and they understood that giving me room to make choices was part of my development.

Consequently, there was no punishment outside that award, which I now use as a reminder of the lessons I learned. That failure produced more important successes later.

Learning to manage failure while fostering a healthy environment of thoughtful, experience-bolstered risk-taking is the ultimate goal of leadership and something I strive for daily. Pushing people to achieve comes with inherent, calculated risks. I want those around me to know that my own failures-built experience they can lean on and use as a resource. I hope they will view their own successes and failures similarly, using their valuable experience to support those around them.

Looking back, what advice would you give your younger self just starting in the industry?

Avoid wearing new shoes to a potato storage shed, and pace yourself when tasting cherries.

In all seriousness, I would tell myself to prioritize relationships. The connections you build with a team and within the industry are crucial for success. They are the most rewarding aspect of this job. You find your worth in collaborating to achieve mutually beneficial outcomes. Push for necessary changes while remaining grounded in making the right call simply because it’s the right thing to do. Integrity is worth every price.

Fun question: If you had to compare your leadership style to a produce item, which one would it be and why?

Surprisingly, even after all these years in the industry, I’ve never been asked to compare myself to produce, but after careful consideration, I’d choose a potato. While not as flashy as some things, a potato is reliable in a crisis, ensuring people are fed. I have eyes everywhere — I try to see the big picture and quickly grasp important aspects of issues. I aim to be consistent and dependable while providing a lot of value with tasty options and variety. Even when things get “fried,” I like to think it just adds to the flavor, brings up the energy level and fun factor in the workplace.

The 2025 Packer 25 — Mike Downey

Fri, 03 Oct 2025 19:47:56 GMT

Mike Downey — Director of procurement and business development, Military Produce Group

Mike Downey is the strategic mind behind Military Produce Group’s mission to nourish our nation’s service members.

What makes this award meaningful to you at this stage in your career?

Working in the produce industry for so many years with so many great people, from the aisles of a small grocery store to leading produce procurement teams in very large retail corporations, to what I do today, working to provide the military with the freshest produce available, has provided me with an incredible sense of purpose and the satisfaction of serving. It validates the dedication to building relationships and is humbling to think back to where it started.

How do you approach leading teams in a way that inspires innovation and creativity?

I asked my team, and here are some of their responses: “You support everyone and encourage us to grow individually, personally and professionally. You provide the space to manage our commodities and feel like we really own them. I’ve always appreciated that, as I don’t feel like I need to seek permission for every decision, you show support and give confidence in normalizing that it’s OK to fail, while encouraging risk-taking.”

I would add to that, understanding the importance of leading change and challenging the status quo.

What’s a key challenge you’ve turned into an opportunity during your career?

Overcoming my introverted nature and developing communication and interpersonal techniques to become more comfortable with my position both as a leader in my workplace, as well as in the industry.

Fun question: If you had to create your own produce superhero alter ego, what would your name and superpower be?

My name would be Colonel Cabbage. I’d have multiple superpowers:

Controlling the weather to avoid disasters.
Ability to instantly bring produce to the perfect harvest stage with his vision.
Ability to determine future market trends.
Create zero waste.
Ensure optimal flavor in every bite.
Rescue every truck from being late.

The 2025 Packer 25 — Omer Davidi

Fri, 03 Oct 2025 19:46:12 GMT

Omer Davidi — CEO and co-founder, BeeHero

As growers face mounting challenges from pollinator decline, Omer Davidi and BeeHero, the agtech company he co-founded, are taking a data-driven approach to turn the tide. BeeHero developed sensors that are placed inside beehives to provide beekeepers with critical intel on hive health and more, resulting in better pollination with the aim of future-proofing the global food supply.

What inspired you to co-found BeeHero?
Coming from the deep-tech space, and specifically cybersecurity, I had experience building businesses, but I was completely mind-blown when I learned from Itai Kanot, our co-founder and a second-generation commercial beekeeper, just how fragile the global food system is and how central bees are as a critical, yet poorly managed infrastructure.

Together with Yuval Regev, a highly talented, tech-driven problem solver, we realized there was a unique opportunity to shift our experience, knowledge and energy toward solving this massive global challenge and future-proofing global food supply.

The more we learned from boots on the ground with growers and beekeepers, the more curious and excited we became. We discovered that even the most sophisticated players in agriculture were managing pollination like farmers watered fields before irrigation systems: a “spray and pray” approach, despite billions of people depending on it.

Stepping out of the office and seeing bees in action — this magical process of pollination that underpins so much of life — still fills me with joy and appreciation that I get to work on something so meaningful.

Considering all that BeeHero has achieved, of which achievement are you most proud and why?

Our impact. Agriculture is one of the most complicated industries for startups. Seasonality, slow adoption cycles and countless external factors make it incredibly tough to build and scale. Despite this, we’ve become the largest precision pollination provider globally, with a strong focus on the U.S., Australia and Peru.

In just five years of commercial activity, we’ve deployed more than half a million sensors in some of the harshest field conditions, getting close to nine-digit revenue, and building trusted partnerships with the biggest strategic leaders in the agricultural ecosystem. That outcome makes me proud.

But what I’m most proud of isn’t just the numbers; it’s the people. We’ve been able to attract top-tier talent — people who could easily have chosen “sexier” industries or stayed in prestigious roles at leading companies — and instead they joined BeeHero. They gave up those seats to tackle something most of the world overlooked: enhancing pollination and saving the bees.

That commitment, especially in the early stages when the company was fragile and the risks high, is not trivial. Bringing the right people together from different industries, uniting them around this mission, and figuring it out together — that, more than anything, is what makes me proud.

What legacy do you hope BeeHero leaves agriculture and the global food supply?

For decades, the push for a scalable, efficient and cheap food system has come at the cost of mortgaging our future: using up next-generation resources to solve the problems of today. The collapse of bee colonies makes that fragility impossible to ignore.

With real data, we can build food systems that are not only productive and scalable but also sustainable long term. The population is growing, land is limited, and we must keep improving how food is produced while thinking beyond the next harvest.

BeeHero’s legacy should be proving that precision pollination creates a win-win-win: farmers produce more, beekeepers are supported throughout the year, and ecosystems are strengthened. We want to show the industry that you don’t have to choose between doing good and making money; you can do both at scale.

When you’re not working, what pastime, pursuit, or activity energizes or recharges you most?

I love everything outdoors: the ocean, the mountains, and any extreme sport my body can still handle. Surfing, skiing, hiking, watersports or just being outside gives me energy.

Most of all, spending that time with my wife and our three young kids is what really recharges me. Since I didn’t grow up with the best father experience myself, being present with them — whether it’s an adventure outdoors or just relaxing together with a good glass of wine — is what grounds me and gets me ready to roll.

The 2025 Packer 25 — John Cymbal

Fri, 03 Oct 2025 19:44:39 GMT

John Cymbal — Co-founder and chief marketing officer, Molly’s Grape & Citrus Co.

There’s a colorful and flavorful revolution afoot in the grape category and John Cymbal, co-founder and chief marketing officer for the Molly Pop Grapes brand, is leading the charge. With the belief that the world should crave grapes the way they do a box of chocolates, Cymbal is bringing Molly Pop Grapes’ message of fun and flavor to the masses.

Describe Molly Pop Grapes’ mission of change and why it’s important to the grape category and the fresh produce industry.

We’re here to sweeten the world — not with processed sugar wrapped in shiny packaging, but with something real, bright, and unapologetically natural: grapes.

Too often, produce is treated like a background act, the thing you buy out of obligation. Grapes deserve better. They’re nature’s candy — portable, craveable and packed with flavor ... and when you take the time to curate the very best, they are unforgettable.

That’s our mission: to make grapes the go-to alternative to junk and to remind people that indulgence doesn’t have to come from a bowl of ice cream or a box of chocolates.

From our “Pink Bag Promise” — delivering consistently premium grapes — to the world’s first-ever grape cider, we’re pushing boundaries. We’re not just selling fruit; we’re reshaping how the category is seen, experienced and celebrated. Every move we make is about driving consideration, introducing grapes in bold, unexpected ways, and creating moments that matter for both consumers, retailers, and the fresh produce industry.

Because if we can get the world to crave grapes the way they crave candy, soda or fast food? That’s real change. And it starts one “Molly Good” bite at a time.

Anyone who has engaged with you at an industry trade show knows you bring an authenticity and enthusiasm that few can rival. What drives you in your business and the fresh produce industry at large?

What drives me? Honestly, seeing people light up when they taste something real. Grapes that crunch like candy. Molly goodness that actually makes you stop and say, “damn, that’s good.”

Produce should be unforgettable, but too often it gets treated like filler. That’s what fuels me: the fight to put flavor back in the spotlight, to remind the world that produce isn’t just good for you, it’s craveable. I want to change how people snack, shop and think about grapes, because if I can get someone to reach for grapes instead of junk, even once, that’s impact. That’s what keeps me charging into every show like it’s game day.

Molly Pop Grapes’ is such a fun, colorful and disruptive brand. What’s the backstory there, and what drives your continued evolution and innovation?

Molly Pop started with a simple idea: create a brand that mirrors our incredibly unexpected flavors. They can be bold, bright, cheeky and disruptive. The pink bag? That wasn’t an accident; it was a line in the sand. We wanted to stand out, to make grapes feel like something you sought out and wanted to buy, not just something you tossed in the cart out of habit.

From there, it’s been about pushing limits — asking “why not?” when the category says, “we can’t.” Why not make grapes the hero of the produce aisle? Why not launch the world’s first grape cider? Why not play in juice, citrus or whatever gets us closer to our mission of making produce un-ignorable? That restless energy, that drive to surprise people — that’s what keeps our entire team chomping at the bit for innovative solutions.

Outside of fresh produce, where’s your happy place and why?

That one’s easy: waist-deep in a trout stream, fly rod in hand, water rushing around me. No buzz of trade shows, no grocery aisle fluorescent lights — just the rhythm of the river and the orchestral work of coaxing a fish to rise.

That’s where I reset, where I feel alive. It’s raw, it’s honest, and it feeds me the same way produce does — by reminding me what’s real and what’s worth protecting. Whether I’m chasing trout or chasing the next big idea for Molly Pop, it’s all about flow, patience and the thrill when something finally bites.

The 2025 Packer 25 — Kelsey Coon

Fri, 03 Oct 2025 19:42:59 GMT

Kelsey Coon — Sales and marketing manager, Highline Mushrooms

Kelsey Coon remembers reading The Packer 25 list last year and thinking, “I still have a lot to prove before I’ll ever belong there.” Coon says she is humbled by the honor one year later.

“To be recognized on the Packer 25 alongside so many people I’ve looked up to since I started in this industry is an incredible honor. To now see my name among such leaders, innovators and changemakers feels surreal,” Coon says.

What led you to the produce industry?

This industry is fueled by grit. I came into produce through marketing, but I quickly realized it wasn’t just about strategy or campaigns. It’s about showing up every day, learning as you go and building trust in an industry that never slows down. The connections I’ve made, the people who’ve welcomed me in and the challenges I’ve had to push through have shaped me more than I ever expected.

Even though my time in produce has been short, I’ve truly fallen in love with it. I often say produce is stuck with me now. This recognition feels less like a finish line and more like motivation to keep proving myself, to keep growing and to keep giving back to an industry that has already given me so much.

Can you share a leadership moment you’re most proud of during your career so far?

The Highline Mushrooms rebrand has been one of the defining moments of my career. From the start, it was clear this wasn’t just about a new look. It was about shaking things up in a category that doesn’t always embrace change easily. And shake things up, we did.

Taking chances, challenging the status quo and pushing boundaries wasn’t always comfortable, but that leap into the unknown is what made the rebrand so powerful. The “Be Super” platform, clear rPET tills and bold, modern packaging all became signals to the category that mushrooms deserve the same energy and excitement as other fresh foods.

What I learned through it all is that leadership isn’t about having every answer. It is about creating momentum, inspiring others to rally behind a vision and having the courage to push forward even when the outcome isn’t guaranteed. The rebrand proved to me that I can lead by being bold, collaborative and relentless in moving ideas into action. It has been a career-defining experience, and for the category, I believe it is just the beginning.

What’s one lesson you’ve learned that you would pass along to someone just starting out in this industry?

There is room for everyone, and your perspective matters more than you think. When I came into produce from radio, I wondered how I would fit into such a deeply rooted industry. What I learned quickly is that this industry thrives on fresh ideas, collaboration and the courage to speak up.

It is about showing up every day, learning as you go and building trust in an industry that never slows down. The connections I have made, the people who have welcomed me in and the challenges I have had to push through have shaped me more than I ever expected.

At Highline, some of our biggest wins have come from pairing generations of growing expertise with new ways of reaching consumers through digital storytelling, targeted campaigns and retail activations that create buzz. That blend of tradition and innovation is where the magic happens.

My advice is simple. Do not wait until you feel ready. Lean into your strengths, ask questions and speak up with your ideas. This industry rewards curiosity, resilience and authenticity. There is no single way to make an impact, and that is exactly what makes it so special.

Fun question: If you could invite three people (past or present) to share a mushroom-based meal with you, who would they be?

That’s a tough one to narrow down. There are so many, but I think I narrowed it down:

My Grandma — She was always the one sneaking mushrooms into every meal for their health benefits, and she even worked at Highline Mushrooms years ago. It would mean so much to sit down with her again and share this part of my journey.
Anthony Bourdain — I have a weird obsession with his “Layover” shows, and honestly, no explanation needed. What a legend. I’d love to see how he would prepare mushrooms and turn them into something unforgettable.
Tinx (Christina Najjar) — She’s TikTok’s “older sister,” and her mix of humor, advice and pop culture commentary has shaped the way so many people engage with digital. I’d love to hear her perspective on influence, storytelling and, of course, how she’d bring mushrooms into one of her famous “life theories.” And yes, I had to incorporate an influencer; I am chronically online.

The 2025 Packer 25 — Anthony Chanka

Fri, 03 Oct 2025 19:41:08 GMT

Anthony Chanka — Category manager, Giant Food

Anthony Chanka is force in grocery retail and fresh produce. Chanka’s grocery career has spanned nearly two decades, the last seven years of which he has served as category manager for Giant Food, an Ahold Delhaize banner.

“Anthony Chanka brings energy and positivity into every room he enters,” says one industry professional who nominated Chanka for the Packer 25 honor. “A highly respected leader in the retail produce industry, he has been a trusted partner to many, generously sharing his insights and feedback whenever retail perspective is needed.”

Chanka also has been a long-time supporter and active participant in The Packer’s expos and events, where he is recognized as a valued voice in the industry. Throughout his successful career with Ahold Delhaize — one of the largest retail groups in the U.S. — he has championed the importance of fresh fruits and vegetables, healthy living and strong partnerships.

Chanka, who was born in Zambia and moved to the U.S. at the age of 19, is also passionate about his roots.

Speaking at a fireside chat titled, “Food is Power and I Need a Ride: Entrepreneurship in Zambia,” he was asked to explain what his favorite quote — “I am because you are” — means to him.

“I’m a proud Zambian … I love Zambia. I think about Zambia every single day,” he said. “My beloved quote of ‘I am because you are’ is … I cannot be successful and be happy if my sister or my brother is struggling. So, that is where that quote comes from. I live it every single day; the way I interact with my family and my siblings and so on and so forth.

“Professionally, I am in strategy and procurement,” he continued. “I work for a multinational organization … In short, why I’m talking about food is power [is because] part of my concentration is really strategizing and looking at how we’re going to feed America with fresh fruits and vegetables. So, I procure from all over the world, and we feed America.”

Determined to connect customers to the benefits of fresh produce, Chanka also supports initiatives such as Giant Food’s Food as Medicine program, which highlights the role of food in promoting health and wellness.

The 2025 Packer 25 — Steven Callaham

Fri, 03 Oct 2025 19:39:10 GMT

Steven Callaham — CEO, Dundee Citrus Growers Association

Steven Callaham has been a stalwart in the Florida citrus industry for nearly three decades. He’s served as the executive vice president and CEO of Dundee Citrus Growers Association for the last 22 years.

A University of Florida College of Agriculture graduate, he joined Dundee Citrus Growers in 1999, where he’s led one of the largest grower cooperatives in the state’s citrus industry through unprecedented challenges and innovation.

He serves as the chairman of the Florida Fruit and Vegetable Association and president of Florida Classic Growers. He also serves on multiple industry boards and committees that focus on research, new variety development and grower sustainability.

What makes Florida citrus so special?

Florida citrus is unlike anything else in the world. Our state’s unique subtropical climate, with its warm temperatures, abundant sunshine, and plentiful rainfall, produces fruit with exceptional flavor and unrivaled juiciness. This distinctive taste profile has long set Florida citrus apart, making it a staple in produce departments and households across the country.

Dundee Citrus Growers has a long history in Florida agriculture. How do you balance tradition with innovation?

Reaching a century in business requires both resilience and foresight. At Dundee, we honor our cooperative roots and the trust of our grower-members while embracing bold, forward-looking innovations. Our board and management team are committed to staying ahead of the curve, from investing in groundbreaking production technologies to trialing high-value citrus crops that meet evolving market demands. This balance allows us to preserve our legacy while ensuring we remain leaders in shaping the future of Florida agriculture.

How is Dundee tackling some of the biggest challenges facing the Florida citrus industry?

We are addressing these challenges with both urgency and vision. By maintaining a strong financial position, we have the agility to invest strategically in solutions that strengthen our growers’ long-term sustainability.

This includes large-scale adoption of Citrus Under Protective Screen (CUPS) production, where we are trialing high-value citrus varieties, such as mandarins, limes and specialty fruits, that retailers are actively seeking additional volume and alternative supply solutions for. These efforts, combined with investments in disease-resistant rootstocks and advanced grove management practices, are enabling us to mitigate the impact of greening and rebuild confidence in Florida citrus.

What innovations are you most excited about?

Our most transformative initiative is Citrus Under Protective Screen (CUPS) technology. Dundee has been an early and large-scale adopter of this system, which protects citrus trees from greening disease while creating a controlled environment that enhances fruit quality and yield. Within CUPS, we are pioneering trials of high-value citrus crops that directly respond to unmet consumer demand, offering retailers and consumers the promise of reliable, premium-quality fruit. This innovation not only protects Florida citrus but also positions our growers at the forefront of the industry’s future.

With all the challenges facing the Florida citrus industry, how do you keep grower-members aligned and engaged when the industry is under pressure? How do you personally stay motivated?

Our grower-members remain engaged because we provide them with real opportunities to thrive, from access to cutting-edge production systems like CUPS, to cooperative marketing channels that maximize their returns. We back innovation with robust support services, ensuring our members are not only adopting new technologies but are also equipped to succeed with them.

For me personally, motivation comes from a deep passion for this industry and for Dundee’s role in shaping its future. Even in the most challenging times, we have an inspiring story of resilience and reinvention to share. Being part of writing that story fuels my drive every day.

What does the future hold for the Florida citrus industry?

The future of Florida citrus is not just bright; it is resurgent. Through innovations such as Citrus Under Protective Screen (CUPS), the introduction of disease-resistant trees, and advanced horticultural practices, Dundee is producing fruit with quality and consistency that surpasses anything we’ve seen before. Simply put, Dundee is back on the map with better quality than ever before.

Retailers are telling us what they need: reliable supply, consistent eating experience, and premium varieties that excite consumers. We are aligning our production directly with those demands, trialing high-value citrus crops that complement and strengthen retail citrus programs. By delivering fruit that meets today’s highest retail standards, we are not only restoring confidence in Florida citrus but creating opportunities for retailers to differentiate themselves with fresh, flavorful, Florida-grown fruit. Florida is well positioned to regain its strength as a citrus powerhouse.

The challenges are real, but so is the determination of our growers and industry leaders. Together, we are building a sustainable, market-driven future where Florida citrus once again stands as a cornerstone of produce departments and a trusted favorite of consumers worldwide.

What advice would you give to the next generation of agricultural leaders?

My advice is simple: embrace innovation, think creatively and surround yourself with smart and passionate people. Agriculture demands both vision and collaboration. The leaders who will make the biggest impact are those willing to take calculated risks, adopt new ideas, and empower others to succeed.

The 2025 Packer 25 — Darryl Bollack

Fri, 03 Oct 2025 19:35:05 GMT

Darryl Bollack — National sales manager, Mariani Nut Co.

For the last decade, Darryl Bollack has poured his passion for produce into the Mariani Nut Company, where he has worked enthusiastically to expand the nut offerings at grocery retail nationwide and increase consumption of healthy snacking.

You bring incredibly positive energy and charisma to your work with Mariani Nut Co. What drives you to elevate the brand and drive nut consumption each day?

Ten years ago, Matt Mariani and the Mariani Nut family were focusing on their retail packaging line of California walnuts and almonds. I was given the opportunity to grow the business from scratch and the family gave me full freedom to capture any new business I could get, using my own style.

After spending 10 years representing value-added produce items in the Nor-Cal market, I realized there was a huge void with walnut and almond offerings in produce departments. For the first time in my career, I was able to put all my energy, passion and experience toward growing one brand — and an extremely healthy brand at that.

I was able to grow distribution quickly with all major California retailers and form solid partnerships and friendships that had me waking up each day with motivation and a smile.

I was then given the opportunity to represent Mariani Nut Co. at all trade shows taking place nationally. At each event over the years, I have met new, amazing, passionate produce professionals and grown a national network. I get a huge surge of energy, pride and excitement that keeps me motivated as soon as I step foot into an industry event.

What drew you to the produce industry, and what has kept you in it?

When I was 21, I got my first job in the Direct Store Delivery (DSD) beverage industry in Nor-Cal. After 10 years of beverage, seven years of working my way up with Coca-Cola, I realized that I needed a change. When I finally got the courage to get my resume out in 2004, it landed in the hands of Brad Raffanti, Liz Bunch and Shawn Dagen at Edge Sales & Marketing.

All three saw potential in me and offered me the role of managing their retail team dedicated to value-added produce brands. They mentored me and introduced me to a whole new side of the CPG industry. Each new produce professional I met and worked with had this passion and love for the industry. I was determined to give everything I had to the produce industry. Twenty years later, I wake up every day with a smile and look forward to continuing to grow with the produce industry.

Of what professional accomplishment are you most proud, and why?

Being able to help the Mariani Nut family grow their business every year. The growth of an amazing network of passionate individuals I consider my “Produce Ohana.” I’m also proud to give back and be recognized as a board member of the Fresh Produce and Floral Council, Food Industry Sales Association.

What tops your bucket list — a personal goal you aim to achieve?

To inspire, motivate or make at least one person smile each and every day, and travel the world doing it for the rest of my days.

The 2025 Packer 25 — Ignacio Caballero

Fri, 03 Oct 2025 19:37:08 GMT

Ignacio Caballero — Director of marketing, Frutas de Chile

Earlier this year, when table grape producers from around the world united to drive consumption and raise awareness of the fruit’s nutritional benefits, flavor profiles and versatility with an aim to collectively position grapes as the go-to healthful snack, Ignacio Caballero took center stage as champion and spokesperson of the newly formed Global Grape Group.

This was an important year for grapes with the launch of the Global Grape Group (GGG), which you were instrumental in bringing to life. What did its launch mean to you, and how does this group add value to the grape industry?

It has been a very important goal to bring this to life at a high standard, but we are at the very early stages of what we need to do. We haven’t reached our goal yet, and there is a lot of work that still needs to be done, but without a doubt, it’s a very important milestone to have officially launched GGG.

I want to thank the Chile team; our members; Luis Miguel Vegas, general manager of Provid, Peru’s Association of Table Grape Producers; and Sergio Lugo, general manager of Table Grapes from Mexico, because together we’re stronger, and they helped make this vision possible.

GGG is focused on the need to increase consumption of grapes worldwide — that is the main goal. And we believe grapes are the perfect snack with this balance of being healthy but also flavorful. We also think the market for grapes is huge because we can compete with other snacks that aren’t as healthy.

We hope to be a game changer for the industry, and we plan to grow each year and add more players. We believe we can have big success in changing the trend in the grape industry right now from excess supply to greater demand.

What do you see as the single most important message to convey to retailers and the fresh produce industry about Chilean fruit and agriculture?

Chile is special. Our history and geography define us. Chile’s most important assets are, without a doubt, our people, our geography and everything we have lived; it creates people that are entrepreneurial.

Since a decade ago, we have built a grape and fruit industry in a very tiny country in the southernmost part of the world. We’re pillars of innovation. We have made mistakes, but we’re fast learners.

We’re also changing the model. We’re putting the consumer first. In the past, the model was, “I want to the most beautiful apple or grape or whatever fruit.” Now the consumer is changing at the velocity of artificial intelligence, so we have to start getting above the wave of this new trend to find the right route, the right product, the right format, the right channel for this new model.

We’re looking at how to do this, but it won’t be alone. There are a lot of people in this stakeholder chain who want to collaborate including retailers, importers, members of the value chain, logistical members, breeders and marketeers. The bottom line is Chile wants to differentiate by being your partner in increasing consumption.

How do you define success in the fresh produce industry?

Sustainability is everything, and [that’s] sustainability in three ways: environmentally, socially and economically. People usually say sustainability is all about the environment, but to be sustainable socially, you also need to be sustainable economically.

That is very important. But for me personally, and for us as an industry, if I have to choose one thing that defines success, it’s repeat purchase. If we have one consumer who buys our product again, we did something good, and that is our goal.

What’s your favorite fresh produce item and how do you like to enjoy it?

This is like you’re asking me, “which is your favorite kid?”

I represent all the fruit from Chile, but if you force me to choose something as a consumer — as a Chilean — I have to say avocados. I think every day in the last year I ate avocado. I love all the fruit, but I eat a lot of avocado — with bread or toast, in salads, with barbecue and rice. Avocado is one of the most consumed items in my diet.

The 2025 Packer 25 — Danny Bernstein

Fri, 03 Oct 2025 19:32:35 GMT

Danny Bernstein — CEO, The Reservoir

Danny Bernstein has made waves with the groundbreaking for his agtech incubator, The Reservoir. He brings to The Reservoir extensive experience in the technology space, with more than a decade at Google and then a stint at Microsoft.

Bernstein says he started The Reservoir to bring world-class tech talent into agriculture to build the systems that make the solutions scalable for growers with big-name partners to help bring this idea to life. He has said he wants the Reservoir’s Salinas, Calif., facility to be the Olympic Village of agtech.

He lives in Carmel Valley, Calif., with his wife and two children.

As someone often called an innovator and changemaker, how do you personally define innovation in agriculture?

For me, innovation in agriculture is about rethinking the systems that have led to repeated patterns of unsuccessful agtech outcomes and creating new models that scale more effectively. Too often, startups are built without a deep understanding of farm-level realities.

At Reservoir, we focus on bringing in top technical talent from outside agriculture and pairing them with growers early, so their solutions are grounded in the real challenges of production. I’ve always been drawn to agriculture because of its impact on communities and the environment — and over time, that’s where I found my role as a connector and changemaker.

How do you balance being pragmatic about industry challenges with being visionary about long-term opportunities?

Agriculture runs on thin margins and real risks, so pragmatism must come first. At the same time, at Reservoir, we hold a long-term vision: stronger rural economies, more efficient supply chains, and deeper connections with industries like healthcare and climate tech.

The partnerships we’ve built — with organizations like John Deere, Western Growers, and the state of California—come from a shared belief that the future of agriculture depends on real collaboration. Balancing those perspectives means listening closely to growers, aligning with partners who are ready for action, and always asking: Does this work today, and does it position the industry for tomorrow?

What big, not-yet-solved problems are you most interested in tackling in ag?

The problems I’m most focused on aren’t new; they’re challenges the industry has been grappling with for decades. Labor, water, soil health, and market access remain the biggest barriers.

What’s different now is the potential for deep tech solutions that scale cost-effectively, rather than million-dollar answers to $10,000 problems. At Reservoir, we’re working on automation, sensing and data-driven systems that can be adopted not only by the largest growers but also by small and mid-sized producers who are too often left behind.

Where do you see opportunities for fresh produce to intersect with other industries (e.g., climate tech, healthcare, logistics)?

Fresh produce is more than a sector; it sits at the epicenter of some of the biggest global challenges. Climate tech can help growers quantify and monetize environmental outcomes. Health care offers a chance to treat food as medicine and align production with public health. Logistics, especially cold chain, can dramatically reduce waste and cost.

For entrepreneurs and innovators, agriculture is one of the most rewarding spaces to make a direct impact on communities and the planet. That’s why we’re so focused on attracting rural-based and rural-serving startups into this work.

What inspires you to keep pushing for change when the industry can be slow to adopt new ideas?

I’m inspired by the chance to bring more deep tech talent into agriculture and to create the systems that enable this transition. Agriculture requires patience, and adoption often takes time, but when engineers and growers work together on practical, scalable solutions, real progress follows. Incremental improvements may not grab headlines, but with the right systems in place, those small steps compound into lasting change.

Are there lessons from outside agriculture that you think the produce industry could borrow to accelerate transformation?

Other industries have shown how shared infrastructure, open standards, and collaborative research and development can accelerate adoption. Renewable energy is a strong example where technology, finance and policy aligned to drive deployment. Agriculture has some of these pieces, but the gap is clear: agtech remains underfunded and undervalued, even as investors talk about impact and global change.

Part of our mission at Reservoir is to “put our money where our mouth is” — making agtech investment more attractive and showing that scalable innovation in agriculture can deliver both returns and real-world impact.

The 2025 Packer 25 — Daniel Bell

Fri, 03 Oct 2025 19:30:11 GMT

Daniel Bell — Senior director of produce, Grocery Outlet

Daniel Bell made a decision almost 16 years ago, with his wife’s help, to leave Texas and return to California to take a job with “a small company, Grocery Outlet,” that he knew very little about.

“Scot Olson and Traci Lorber sold me on the vision and plan for the company at the time, and how I could fit and grow with it. Best career decision I’ve ever made, just ask my wife,” Bell says.

What does it mean to be honored among your peers for your contributions to the produce industry?

It’s a surprise and a tremendous honor to be recognized by the people you work with in the industry; it is very humbling and a lot to live up to.

How do you hope your leadership impacts the next generation in produce?

Our produce team at Grocery Outlet has very little retail experience or background in the produce industry, so the hope is that I can help them grow and shortcut the learning curve with my 35 years in the business. I’m also a huge believer in giving back, and hopefully, with our involvement with our intern program and a school like Cal Poly, we can help bring and keep the next generation of thinkers and leaders in the industry. I don’t think we’re going to see many more folks like me who started in the stores and worked their way up.

Fun question: If you had to create your own produce superhero alter ego, what would your name and superpower be?

The closest I would come to having a superpower in produce would have been as a trimmer back in the day, setting a wet rack, breaking a load and leaving the back room clean, well organized and easy for the night guys to do their jobs. Hands down the best job ever coming from the stores. If you know, you’ll know what I’m talking about.

The 2025 Packer 25 — CarrieAnn Arias

Fri, 03 Oct 2025 19:24:03 GMT

CarrieAnn Arias — President and CEO, USA Pears

CarrieAnn Arias joined USA Pears as its president and CEO last year, bringing a wealth of experience in international CPG and fresh produce marketing. Arias served as the founder and CEO of business and technology consulting firm TableSpark, and she also served as vice president of marketing at Naturipe Farms and Dole Food Co.

Arias was instrumental in launching co-branded products and programs with Disney, American Idol, Sony Pictures and more. Arias says she’s passionate about using consumer insights and data to develop new products, compelling brand stories and consumer loyalty.

She also enjoys cooking for family and friends and playing golf. Arias, a self-proclaimed “serial volunteer,” holds board seats on three agriculture-based nonprofits as well as mentoring women throughout the produce industry.

You’ve built a career in produce marketing. What drew you specifically to pears, and what excites you most about leading USA Pears?

Since stepping into the CEO role at USA Pears last year, I’ve focused on pulling all of the pieces together to build momentum for the uptake of fresh pears in daily diets. This domestically grown fruit provides a host of nutritional benefits, and it’s time to get pears off the bench and into the game, spotlighting their pivotal role in maintaining health and wellness. With strong grower support, a refreshed brand and a growing presence in the health space, USA Pears is poised to lead with heart and strategy.

If you could change one consumer perception about pears overnight, what would it be?

Too often, pears seem to be overlooked and underrated, even considered old-fashioned. We consider them a classic with real staying power. A pear’s fiber content alone is worthy of celebration. After all, a medium pear offers 20% of the daily recommended value of fiber, which supports satiety as well as gut, heart and brain health. With fiber plus nutrients, flavor and versatility, too, pears are ripe for a place in modern everyday diets.

Consumers are increasingly focused on health, convenience, and sustainability; where do pears fit into those priorities?

First, pears are among nature’s most delicious sources of fiber — the No. 1 nutrient gap in the U.S. diet. One medium pear provides 6 grams of fiber, or 20% of the recommended daily value, helping people feel full faster and for longer. The prebiotic fiber in pears promotes gut health, and the fruit is fat-free, cholesterol-free, sodium-free and only about 100 calories (per medium pear).

Second, pears are a convenient, nutrient-dense choice that is available fresh nearly year-round. Pears ripen at room temperature, and shelf life can be extended with refrigeration, reducing waste. Once ripe, they’re an easy grab-and-go snack to eat fresh, slice up for a salad or blend in a smoothie. (They’re also great baked or poached)

Finally, nearly 90% of U.S.-grown pears come from Oregon and Washington, where farmers have been working with the land for multiple generations to make pear growing a way of life and support a sustainable industry for their communities.

Looking ahead, how do you see the role of digital media and influencer partnerships evolving in produce marketing?

Digital media and influencer partnerships will be key components in produce marketing efforts, as both play critical roles in reaching consumers and changing behaviors. At USA Pears, our domestic and export promotional strategies this season are all about connection. We’re focused on where health meets enjoyment and where tradition meets innovation. You’ll see campaigns featuring traditional media, influencers, dietitians and easy, family-forward recipes that show how pears fit into everyday life.

For the first time ever, USA Pears will be on iHeart Radio and streaming TV during NFL games. These efforts, amplified by dietitians and influencers, will help close awareness gaps and connect with consumers where they live, scroll, shop and snack.

How do you see technology reshaping the way consumers discover and purchase pears?

At USA Pears, we’ve been using a research-backed approach to assess and update the USA Pears brand identity to better reflect what today’s consumers feel about: food, flavor, health, sustainability and transparency.

From our online experience to in-store activities, our revamped brand will be part of the entire path to purchase and make it easier for people to spot and choose pears they can feel good about. Our refreshed brand will include a new logo with a modern design that will quickly and clearly identify USA Pears, and we’ll carry that aesthetic over to our website and media experiences to deliver a cohesive and contemporary brand experience.

What’s the best piece of advice you’ve ever received in your career?

One of the best pieces of advice I’ve ever received is to not be afraid to take a leap. It’s about more than just trying something new or going for that next promotion. It’s about fearlessly believing that anything is possible and striving with purpose to make it happen.

We focus on understanding that growers, retailers and communities rely on a healthy pear industry, and their success and sustainability is at the center of what we do. We’re leading with that sense of purpose — and with a courageous heart and strategy — and we’re buoyed by strong grower support, a refreshed brand and a growing presence in the health space.

Meet the innovators, changemakers and pioneers of the 2025 Packer 25

Fri, 03 Oct 2025 20:30:31 GMT

From a mushroom executive focused on increasing per capita consumption and reaching a new generation of consumers through strategic marketing; to the CEO of a company producing a bioengineered purple tomato poised for dramatic growth; to the co-founder of a startup that has become the largest precision pollination provider globally; to a CEO bringing pears to iHeart Radio, streaming TV during NFL games and consumers nationwide; to a senior director of produce at the nation’s largest extreme value retailer helping to shape the industry’s next generation of thinkers and leaders; we are thrilled to present this year’s Packer 25.

Now in its 21^st year, this annual tribute to 25 leaders, innovators and agents of change across the fresh produce supply chain is both humbling and inspiring.

Each year, we invite our internal staff and the produce industry at large to nominate distinguished veterans, leaders, innovators and rising stars of the fresh produce industry for the honor.

This year, The Packer is once again shining a light on 25 dynamic, talented and inspiring people making a difference across the fresh produce supply chain.

We invite you to meet the 2025 Packer 25:

Packer 25 2020 — Paul Ramson

Fri, 13 Nov 2020 06:50:35 GMT

Paul Ramson seems hard-wired to find answers.

“I’m a typical engineer — a bit geeky, love to solve problems,” said Ramson, 36, director of solutions architecture with Auckland, New Zealand-based Tomra Food Compac. Ramson joined the company — formerly known as Compac Sorting Equipment Ltd. — 15 years ago, upon completing a bachelor of engineering degree at the University of Auckland.

The lure of the produce business was irresistible, because it provided Ramson with a chance to solve problems for a global market, he said.

“New Zealand is a small country, but we have a habit of batting well above our weight on the world stage,” he said. “I wanted to be a part of an organization that could make a real impact on a global scale.”

Tomra Food Compac provides that opportunity through its focus on improving food packing and production in every major fruit-exporting country, as well as its desire to meet customers face to face, Ramson said.

“I love getting out to a site or tradeshow and seeing how our technology is being utilized and bringing back the best practices and requirements for improvements,” he said.

Compac has a startup innovation mentality — “Kiwi No. 8 wire, as we call it here,” Ramson says — which means that the company “can react quickly to market challenges, and it’s exhilarating to see an engineering concept or industry solution brought to life and rapidly deployed.”

As a testament to this, Compac received New Zealand’s Most Innovative HiTech Solution for the Agritech Sector Award at the 2020 New Zealand HiTech Awards, Ramson said.

“Our current success is just the start; there is a lot more to come as we work towards engineering the next wave of ‘smart’ and ‘automated’ products,” he said.

Problem-solving and leadership go hand-in-hand, Ramson said, noting that he regularly works with the company’s customers and sales and engineering staff on projects and industry aspects.

“I would describe my participation — if I have to — as a mixture of guiding and coaching with a good balance between deep technical engineering and the understanding overarching commercial drivers present,” Ramson said.

Projects involve collaborating with a multifunctional team of both internal and external parties, in a “highly competitive environment” to find the right answer for the end user, Ramson said.

The “end-to-end process” of a packhouse is fascinating to Ramson, he said.

“Fruit is so variable, and each customer is unique; numerous scenarios apply for each customer, and therefore multiple solutions exist and while there are many right answers, there is often one that is best for each customer,” he said.

For Ramson, success is turning those packhouses into efficient and “appropriately automated” environments, he said.

“Over the years with Compac, I have steadily grown the consultative approach we take to engineering projects, from first engagements and gathering the details needed, through to the conception, detailing and delivering of the lines,” he said.

Ramson says he can’t resist complex challenges.

“It’s the complexity of the industry that energizes me and the multitude of challenges that we all still need to overcome,” he said.

To someone outside the produce industry, fruit seems simple, but that’s far from the reality, Ramson said.

“Every piece of fruit is different, in every market,” he said. “Every customer has a different commercial approach, and as a result each packhouse is unique.”

Ramson compares his job to “a science fiction novel.”

“We always have a number of experiments, prototypes, newly released technology on the go and a question of ‘what should we do next,’” he said.

A key part of leadership is the ability to mentor others, Ramson said.

“I learn every day from customers, competition, aligned industries and my colleagues,” he said.
Ramson says the key challenge in his job is simple: There’s always another problem to solve.

“Ultimately, there are so many commodities and markets with specific pain points that I’d love to solve,” he said.

See more Packer 25 recipients here.