Women in Produce

Women in Produce 2026: Jonna Parker

Thu, 30 Apr 2026 15:13:40 GMT

As vice president of Fresh Foods Group for Circana, Jonna Parker sits at the fascinating intersection of market analytics and consumer psychology. She isn’t just tracking what’s in the basket; she’s decoding the why behind the buy. Parker says the produce era of stacking them high and watching them fly is done. In its place, she is building a new playbook — one where real-time data and insights bridge the gap between what consumers know they should eat and what they actually bring home.

The Packer: As VP of Fresh Foods Group for Circana, you do so much for the fresh produce industry. Beyond data, it’s the future-looking insights, actionable analysis and big-picture perspective you generously share that give the industry a strategic edge and help move fresh forward. What motivates you in your career and this industry?

Parker: I have always been a bit of a nerd when it comes to understanding what people buy and why. I found it so fascinating as I started my market research career that in some product categories and stores, people wouldn’t dream of getting up in the morning without checking their numbers. And I just love that food sparks such joy in people. I’m grateful that I found this strange intersection of being fascinated by numbers and why people do what they do in an industry that people are so passionate about.

There are thousands of people who’ve made their career on analyzing numbers and big brands and big companies, but in fresh produce, we’re the foods that go in almost every American’s fridge and basket, and yet, very few people are looking at the numbers. So, I feel like I found my little niche in the world, and I’m so grateful for it.

You’ve long been a champion of fresh produce consumption as well as its value. Pound-for-pound, produce is nutrient-dense rocket fuel for a healthy life. What will it take for the majority of American consumers to meet the recommended servings of fruits and vegetables?

I think the goalpost has changed, and the reality of daily life is more complex. I feel like we sit here and say, “Why don’t they?” when we really should be fascinated by what consumers are doing. The consumer wants to eat more fresh produce. You’ve got a younger generation who’s been raised on all the nutritional education in a very different way than baby boomers were raised. Young people today absolutely know they should eat their fruits and veggies.

What gets me excited is there is so much data and so much insight, and with technology, you can calculate those things faster than ever. That used to be a 12-week journey. I think we could be developing much smarter strategies in real time if we embraced the moment of now rather than focusing on why it isn’t like it was before.

When you look ahead to what’s next for the fresh produce industry, where do you see the biggest challenge and what is the greatest opportunity?

The biggest challenge is the era of stacking them high and watching them fly is so over, and it’s not over because there isn’t still extremely wide demand for fresh produce, because there is; dollars and volume both continue to grow. But today’s consumer expects personalization. They expect differentiated experiences. Think about any other food, beverage, fashion — people expect a curated experience, and we’re still thinking about how to have the most volume push through the easiest place to distribute it.

I’m not saying we swing the pendulum into hyperpersonalization, but we have to connect the dots between what people want and how to get it to them. And the reality today is that the same consumer might be buying some produce at a farmers market, some at a value grocer, some at a foodservice establishment and then they’re also buying produce from their local grocery store online and in-store. They’re eating fresh produce in all those different ways. Let’s meet them where they’re at, and then we’ll see their total consumption of fruit and veg go up.

What’s one piece of advice you have for retailers looking to boost their produce sales?

I think the biggest piece of advice I have is to ask yourself the most important question: Who do I have today, and who do I want tomorrow? It’s a two-part question, and the answer shouldn’t be, “Moms with kids or everyone who lives in Topeka, Kan.” It should be really interesting.

I’ll use my local market here in Phoenix as an example. If I were talking to the grocer that I shop at most often, which I didn’t stop at this weekend, I would tell them, I shop with you when it’s a special occasion and when I want to brag to my friends. But if I’m just running around trying to get everything else done, I don’t think about you. You don’t have me in those moments. Imagine the fascinating strategy and decisions that would come from that insight. And the next question should be, “Well, how do I get those moments too?”

No one is going to own 100% of someone’s wallet anymore. But my advice would be to embrace the future. That is the No. 1 thing. Embrace the future of who you want tomorrow. Start making decisions today that will shape the produce set at your store 10 years from now.

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Dina Newman

Thu, 30 Apr 2026 15:11:12 GMT

Dina Newman, founder of KC Black Urban Growers, spent the first half of her life trying to outrun the very soil she now champions. Raised on a small plot of land in southeast Kansas near the Verdigris River, she had a childhood that was a masterclass in rural survival, involving everything from collecting eggs and slopping hogs to using an outhouse until her high school graduation.

At the time, she felt no romance in the labor, vowing the day she left for Connecticut that she would never set foot in a garden again. However, a return to the Midwest proved that her roots were deeper than she realized.

Reflecting on the irony of her journey, she says: “When I decided to come back to the Midwest, God had a sense of humor, and I was hired as a neighborhood organizer and advocate to work on food insecurity and health initiatives in a Community of Concern. One of the first things I did was begin a garden program, and here we are.”

This return to agriculture was the catalyst for a much larger movement. In 2013, Newman partnered with Katherine Kelly to bring together nine local growers, sparking a vital conversation about how to build a food system that was truly equitable and just. What began as a small affinity group for grassroots Black farmers has since blossomed into a robust nonprofit organization. Today, KCBUGs supports over 125 participants who are not just growing food but are also actively cultivating community and food sovereignty throughout Kansas City.

The Packer: What has been the most profound change you’ve seen in the Kansas City community since you started empowering growers of color?

Newman: The most profound change I’ve seen in the Kansas City community since I started empowering growers of color is the diversity of age, level of expertise and experience, and the range of interests. It is so exciting to see people in their late teens, early 20s, folks who have a professional 9-to-5 job but are avid growers in the in-between — and the level of interests [is] not only vegetable or plant growing, but they are interested in agrivoltaics, aquaponics, animal husbandry and beekeeping.

Have you had any female mentors or role models who helped shape your journey?

Those who mentored me are local female farmers and growers who were there in the beginning, Katherine Kelly (the co-founder of Cultivate KC) and women like Mother Bey, Sherri Harvel, Alicia Ellingsworth and Katie Nixon. My role model was and continues to be the incredible Karen Washington — co-founder of Rise and Roots Farm, the Black Farmer Fund and Black Urban Growers — though it would be years later before I finally got the chance to meet her.

How does urban agriculture provide a blueprint for the future of sustainable food systems in land-constrained environments?

We can look to places like Detroit, which is doing some really innovative work around food sovereignty — land access, food co-ops and policy issues. We are now at the table, conversing with local policymakers, farmers, residents and producers regarding KC Urban Ag Code. This code will dictate how we continue to make progress and provide affordable, nutrient-rich, locally grown food in a growing urban ag city.

Fun Question: What is the most surprising thing you’ve ever seen successfully grown in a small city plot?

The most surprising thing? Now, granted, it was in a high tunnel on a vacant lot, but I was surprised to see tree collards growing.

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Erin Mittelstaedt

Thu, 30 Apr 2026 15:09:30 GMT

Erin Mittelstaedt, CEO for The FruitGuys, developed a deep-rooted passion for the produce industry over two decades ago at Trader Joe’s, where she fell in love with the operational side of food and the meaningful conversations that happen over a crate of fresh fruit.

In 2007, she brought that expertise to The FruitGuys, a company founded by her brother nearly 30 years ago to replace office junk food with fresh, farm-grown alternatives. Having spent 19 years working across every financial and operational corner of the business before becoming CEO in 2023, Mittelstaedt has never lost the sense of wonder she felt during her very first farm visit.

She views her role not just as a corporate leader but rather as a bridge between the hardworking farmers who feed the country and the offices and schools striving for better wellness. For Mittelstaedt, the work remains as personal today as it was during her early days on the store floor.

“I still remember how excited I was the first time I visited one of the farms I was buying from,” she says. “It felt like becoming part of a secret club — getting to see firsthand how fresh produce travels from the field into people’s kitchens. I love being part of a business that supports the important work of growing food and brings joy to others.”

This commitment to transparency and joy continues to define her leadership as she guides The FruitGuys into its next chapter of growth and community impact.

The Packer: What do you think sets you apart from others in the field, and how do you continuously work to elevate your contributions to the produce industry?

Mittelstaedt: There are so many amazing women in the produce industry that I hesitate to say I stand apart from them personally. My approach is to stay focused on people and the impact our work has on them. Whether it’s our employees, farmers or clients, I want to make sure we are being a good partner while also executing well.

As a company, we continue to push ourselves to celebrate and support farms in tangible ways. Whether that means paying our farmers quickly or providing microgrants through The FruitGuys Community Fund, we never lose sight of the fact that we are nothing without the farmers who grow amazing produce and the people who enjoy it. Supporting family farms across U.S. is core to who we are, and I’m always looking for ways to strengthen that impact.

Have you had any female mentors or role models who helped shape your journey?
I’ve had the pleasure of meeting some amazing women in the industry over the years, and many of them have shaped my journey. Early on in my time at The FruitGuys, we worked with Strube Celery & Vegetable in Chicago, and I had the pleasure of meeting Jan Fleming. Jan started as a clerk in her family’s business, moved into sales and eventually became CEO. She was also a leader in the broader produce industry.

She was the first female executive I met in produce; almost everyone else I worked with at the time was a man. We also worked with Frieda’s, and although I only met Frieda Rapoport Caplan once or twice, I had the pleasure of working with her daughters, who were leading Frieda’s at the time. Seeing women like these, many of them balancing parenting, leadership and the demands of running a business while still being fully themselves, has been incredibly inspiring.

They showed me that strong leadership does not have to look one certain way.

As a leader of a mission-driven company, how do you ensure that the small-farm ethos remains intact as the company scales nationally?

For us, keeping the small-farm ethos intact is not just about sourcing strategy; it is about preserving relationships, honoring the people growing the food and making sure growth does not come at the expense of mission.

First and foremost, we track and regularly review where we are buying from. We look at the farms we are currently working with, how long we have worked with them — in many cases, more than 15 years — and the size of those operations. We ask ourselves whether we are being a good partner to them and where we can improve.

We also look for opportunities to bring smaller farms into our purchasing mix. A few years ago, we launched the Farm Fit Program, which connects farms that may be too small for our regular daily business with opportunities that are a better fit, particularly in foodservice. In addition, we deliver from 11 locations nationwide, which helps us stay connected to local produce when in season.

Fun Question: What is the one fruit that is an absolute must-have in your personal office snack bowl to get you through a long day?

I can’t possibly pick one, maybe one per season. This time of year, I’m enjoying all of the end-of-season citrus, especially Ojai Pixie tangerines. As we move into summer, I love berries, blueberries especially, as well as white nectarines and peaches — sometimes I don’t wait for the nectarines to ripen before I eat them. In the fall, Asian pears and d’anjous are my must-haves, and then early winter, I can’t wait for the kishus to appear.

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Bianca Kaprielian

Thu, 30 Apr 2026 15:00:19 GMT

A fourth-generation farmer raised in the Sierra foothills, Bianca Kaprielian, co-CEO of Creekside Organics, is a leader in the organic produce industry with a career built on deep roots and expert sourcing. After honing her expertise at Veritable Vegetable and Whole Foods Market, she co-founded Fruit World in 2017 to bridge the gap between family farms and the modern market.

Following a landmark merger with Creekside Organics in early 2025, Kaprielian now co-leads one of California’s premier organic shipping operations. Her work — recognized by Produce Business’ 40 Under 40 and the International Fresh Produce Association Leadership Program — is driven by a singular vision: ensuring organic produce becomes a daily staple on every table while securing the long-term viability of independent family farms.

The Packer: Have you had any female mentors or role models who helped shape your journey?

Kaprielian: I’ve been really fortunate to have strong women shape my path from an early age and throughout my career. I’m incredibly grateful for their support and for the work and legacy that came before me.

My grandmother, Beverly Kaprielian, had a huge influence on me. She was small in stature but incredibly strong and one of my biggest supporters. She stood alongside my grandfather as they built our family farming business, but what she really gave me was something deeper: She made me believe I belonged at the table where decisions were being made. She made it clear that my voice mattered just as much as anyone else’s, and that’s stayed with me.

Jackie Caplan Wiggins has also been an especially meaningful mentor to me, as she has been to so many in our industry. Through her leadership at Frieda’s Inc., she’s carried forward a legacy of innovation and storytelling in produce that has had a lasting impact on the industry and on me personally. I admire how she leads with both conviction and curiosity while staying deeply grounded in relationships. She’s been incredibly generous with her time and perspective, and her encouragement has meant a lot to me.

Regarding the co-CEO dynamic: How do your individual strengths complement each other when navigating the complexities of the organic market?

The merger itself was a natural fit. We were very aligned in our values and shared the same North Star: making organic fruits and vegetables the norm on every table, every day. The co-CEO structure is something we’ve had to be intentional about building, and it’s still evolving.

We’ve done a lot of honest work to really understand our individual strengths and be intentional about how we show up day to day. That self-awareness allows each of us to focus where we’re most effective and support each other where needed. At the end of the day, it’s not about dividing responsibilities evenly; it’s about making decisions that support the overall health of the company.

At a high level, we tend to come at the business from different but complementary angles. I spend more time focused on the long term — where we’re going, how we build programs that last and how we continue to grow in a way that’s aligned with our values. Brenda [Haught] is deeply connected to our growers and customers and stays very close to the day-to-day realities of the business. That balance helps us stay both forward-looking and rooted in what’s actually happening on the ground.

There’s a strong respect for each other’s perspectives and a shared commitment to growing as leaders. We don’t approach challenges the same way, and that’s a strength. It allows us to look at decisions from multiple angles as we navigate the complexities of the organic market.

As women at the helm of a major organic brokerage, what advice do you have for young women looking to break into the boots-on-the-ground side of produce?

Get as close to the product and the people growing it as you can, as early as you can. Spend time in the field, in the packinghouses and coolers, on the loading docks. The boots-on-the-ground side of produce is where everything starts, and that experience gives you a level of understanding and credibility you can’t get any other way.

Don’t wait until you feel fully ready. This industry rewards people who show up, ask questions and follow through. There’s a lot to learn, and it might feel intimidating at first, but most people are willing to teach you if you’re genuinely interested and willing to do the work.

Also, pay attention to the relationships. Produce is a relationship business at its core; it runs on trust and consistency. As AI and other technologies continue to advance, lean into them — let those tools handle what they’re good at so you can protect your time and energy for the parts of the work that are irreducibly human.

And don’t be afraid to seek out community early. Organizations like International Fresh Produce Association can be a great way to build connections and find mentors who are willing to invest in you.

Finally, trust your instincts and take care of yourself along the way. This work can be all-consuming, especially on the ground. If you stay curious, stay close to the work and keep your word, you’ll find your footing.

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Danelle Huber

Thu, 30 Apr 2026 15:05:53 GMT

As senior marketing manager for CMI Orchards*, Danelle Huber sits at the intersection of storied orchards in Wenatchee, Wash., and the complex algorithms of modern retail. For Huber, data is more than just a sales spreadsheet; it is the key to uncovering the why behind every buy.

And in a year defined by logistical headwinds and market shifts, Huber is proving that understanding the story behind the fruit — and the data behind the person purchasing it — is the ultimate strategy for supply chain resilience and grower survival.

The Packer: CMI Orchards is widely recognized for its data-driven marketing. How has data influenced your approach, and how do consumer insights inform the way CMI communicates the value of premium branded fruit to retailers and consumers?

Huber: Data is the center of pretty much everything we do. We’re constantly looking at point-of-sale data, shopper insights, category trends. It’s not just to understand what’s selling but [also] why things are selling. It allows us to do more than just promote fruit as a commodity, but position it as a branded, value-added experience. We use those insights, especially decision trees, to understand what customers are putting in their baskets. Are they looking for things like convenience and consistency or the story behind the piece of fruit that they’re buying? We then shape and communicate that with both our customers and their customers — the consumer.

Whether it’s on packaging or digital content in-store programs, we’re always asking, “What matters most to today’s shopper, and how can we make that value clear at the shelf level?”

The apple and cherry categories have faced significant climate and logistical headwinds recently. From your seat at the table, what is the most critical pivot CMI has made to maintain supply chain resilience while still hitting those high-quality specs your brand is known for?

I live in the middle of four orchards. There’s a cherry orchard, two apple orchards and a peach orchard. The cherry grower just took out his orchard because he wasn’t making money, and we’re seeing that more and more with smaller growers. It’s been very sad. I was born and raised here in Wenatchee, and the number of orchards that are going out of business because growers aren’t making it financially is astounding.

We’re always focused on the return to the grower, so we do our best to sell high-quality fruit at the highest price. But it’s a competitive market, so we’re also kind of at the mercy of what everybody else is doing and where the market is. Really, the biggest pivot has been around flexibility and diversification. With Mother Nature, labor and logistics, there’s always a constant uncertainty. We’ve really had to become more proactive in making sure that our growers are surviving.

Branded varieties have changed the apple game but also made the category highly competitive. How can retailers balance the excitement of the new with the need to maintain consumer loyalty for core varieties in this increasingly competitive retail environment?

It’s definitely a balancing act, but it’s also a really big opportunity. New and high-flavor varieties bring excitement. They can drive engagement from consumers, especially with the younger, more adventurous shopper. At the same time, the core varieties are what bring people into the store, and they’re a significant part of the total crop volume. Someone might go into the store for a, dare I say, red delicious apple, and maybe come out with a Cosmic Crisp or an Envy. The key is to look at the category holistically, using those new varieties to drive excitement or trade-up opportunities, and then maintaining the strong, consistent support of those core varieties too.

Telling the stories behind the newer apples and getting that information out to shoppers is also important to elevating the entire apple category.

Where is the apple category headed, particularly the premium apple category?

We’re fully expecting to see a reduction in SKU availability and what retailers are offering. Price sensitivity is a big thing. Inflation, and the cost of grocery shopping in general, is astronomically high — higher than it’s ever been. Having volume of those certain branded or high-flavor varieties will really bring that price down to where consumers can afford them. That’s why Cosmic is so great. There’s lots of volume. Everybody carries it, and it’s just a great apple. And volume is growing with Envy. But there are some apples that are just not going to make it. And then we have new, exciting apples, including a couple of yellow varieties, coming to market. I think it’s going to continue to get more and more competitive, and the apples with quality and taste will be the ones that will last.

*Since the time of this interview, Huber has moved on from her role at CMI Orchards.

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Gwen Jackimek

Thu, 30 Apr 2026 15:08:07 GMT

Gwen Jackimek has spent two decades navigating the produce industry, but her latest role finds her exactly where she belongs: at the helm. As the first female chair of the Hass Avocado Board and a veteran executive at Fresh Del Monte, Jackimek’s career has been defined by a laser focus on understanding every stage of the fresh produce supply chain, building strong relationships and championing ambitious goals that have the power to transform the produce industry.

You’ve talked about the importance of “owning the room” and believing in your own expertise. As the first female chair of HAB and senior director of sales for Fresh Del Monte, how do you balance the need for assertive leadership with the collaborative style you advocate for, and what advice do you have for women finding their voice in traditionally male-dominated boardrooms?

Jackimek: Over more than 20 years in the produce industry, I’ve seen a meaningful shift from simply accepting women in leadership roles to truly expecting and valuing their voices. While more doors are open today, preparation is what allows you to step through them with confidence.

Owning the room at the board level comes from preparation and perspective. Assertive leadership isn’t about dominating the conversation; it’s about offering well-informed insights that strengthen collective decision-making. As chair, I’ve learned that effective collaboration comes from understanding the business across multiple channels and the importance of genuinely listening to the diverse viewpoints board members bring.

My advice to women is to do the work to deeply understand the business and governance responsibilities, build strong networks, ask informed questions and speak with confidence, because boards are strongest when diverse perspectives actively shape the conversation.

You encourage emerging leaders to learn the business from the soil to the shelf. Looking back at your career — from sales roles at Dole and Mission Produce to your current role at Fresh Del Monte — what was the most eye-opening lesson you learned early on that still informs your high-level strategic decisions today?

Early in my career, I quickly learned how critical it is to understand every stage of the supply chain — from the field to the consumer — and the relationships that connect it all. My first boss in produce was an exceptional mentor who shared information openly and remained optimistic even in challenging situations. It became clear early on that strong relationships not only made the work more rewarding but also led to better business partnerships and opportunities.

That perspective continues to guide my strategic approach today, reinforcing my belief that effective leadership is grounded in a deep understanding of both the industry’s full supply chain and where the avocado industry is headed next. Our goals are ambitious: to make hass avocados America’s preferred healthy food at every meal, driving growth in per capita consumption while delivering value to consumers and stakeholders. The upcoming Avocado Conference in San Diego this November will provide an important opportunity for continued learning, collaboration and mentoring as we work together toward these goals.

As a graduate of Class 2 of the Hass Avocado Board’s BOLD (Board Leadership Development) program, you are a success story for the initiative. How do you plan to use your platform as chair to evolve this program, and what specific gaps in industry knowledge are you most focused on filling for the next generation of diverse leaders?

The BOLD program has been a clear success, with many graduates going on to serve on boards across the industry. As a Class 2 graduate, I’m a strong advocate for encouraging qualified candidates to apply and for maintaining job-function diversity as a core strength of the program.

As chair, my focus is on building on BOLD’s collaborative foundation by strengthening cross-functional and strategic education — so future board members gain a deeper understanding of governance, financial oversight and how different sectors of the industry connect. Closing these knowledge gaps will better prepare the next generation of diverse leaders to contribute with confidence and perspective at the board level.

Beyond the produce industry, what’s one passion you pursue in life, and why is it important to you?

These days, my passion centers on maintaining a healthy, balanced lifestyle. As the mother of two boys, our home is constantly in motion — filled with sports, music, pets and plenty of family adventures. I value staying active and engaged, whether that means participating in our school’s annual 5K or simply slowing down to enjoy meaningful, quiet time together as a family. That balance is what keeps me grounded and energized, both personally and professionally.

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Brenda Haught

Thu, 30 Apr 2026 15:02:08 GMT

Brenda Haught, co-CEO of Creekside Organics, grew up on small farms in Iowa and California where she developed a deep appreciation for family farming and the communities that sustain it. She graduated from California Polytechnic State University, San Luis Obispo, with a degree in agricultural business before building a career in organic produce sales and marketing.

In 2011, Haught founded Creekside Organics to connect organic growers with the markets they need to succeed. With more than 25 years of experience and a strong understanding of both farming and sales, she has focused on expanding opportunities for growers while strengthening relationships across the supply chain. Following a 2021 merger with Capay Organic and the 2025 integration with Fruit World, her work continues to support growers, expand market access and build a more resilient organic produce network.

The Packer: What do you think sets you apart from others in the field, and how do you continuously work to elevate your contributions to the produce industry?

Haught: What sets me apart is my ability to connect strategy to execution in a fast-moving, highly perishable business. In fresh produce, you don’t have the luxury of waiting. Decisions need to be made quickly, with clarity and conviction and with a clear understanding of how they impact growers, customers and the team.

A big part of that is staying grounded in the people behind the work. I stay closely connected to all parts of the business, from crop planning through sales execution, so I can see issues early, ask the right questions and keep things moving. That visibility allows me to make informed decisions while staying mindful of the real-world impact those decisions have across the supply chain.

I hold a high bar for communication, work ethic and accountability. How we show up matters, especially in an environment where small decisions can have real ripple effects.

At the end of the day, long-term success in this industry depends on healthy farms, strong teams and lasting partnerships, and I see it as my responsibility to help keep all of that moving forward.

As women at the helm of a major organic brokerage, what advice do you have for young women looking to break into the boots-on-the-ground side of produce?

My advice to young women entering the produce industry is to take a chance and get involved. Seek out a leader or mentor and step into your role with intention and purpose. Don’t wait to be invited into the hard parts; step into them.

This industry rewards people who are willing to learn quickly, solve problems and build trust in real time. Spend time in the fields. Ask questions. Work alongside others to find solutions. Understanding the product at its source builds credibility you can’t get any other way, and that credibility matters.

Don’t underestimate the power of your voice. You don’t have to fit a mold to succeed here. Bring your perspective, your work ethic and your integrity, and let those things speak for you.

And finally, find people who are willing to invest in you, and be willing to do the same for others as you grow. Mentorship is one of the most powerful ways we strengthen this industry for the future.

Co-leadership is rare and powerful. How do your individual strengths complement each other when navigating the complexities of the organic market?

Co-leadership works for us because it’s rooted in trust, clarity and a shared vision. We each bring different strengths to the table, and instead of overlapping, those strengths complement each other and create a more complete approach to leadership.

Bianca [Kaprielian] and I are aligned on what matters. We both care deeply about our growers, our customers and the long-term health of family farms. That makes decision-making a lot more straightforward, even when things get challenging.

We each bring different strengths. Bianca spends more time on long-term planning and direction and branding and marketing, while I focus more on operations, the team and making sure things are running the way they need to day to day. There’s overlap, but it’s complementary, not duplicative.

We also both value having some balance. This work can be intense, and having each other means we can step in and step out when needed, whether that’s to reset, think more strategically or just be present outside of work. Knowing you have someone who cares about the company as deeply as you do makes a big difference.

And things do get challenging. This is a business where you’re constantly dealing with weather, shifting supply, customer needs and pricing pressure. Having two of us in it means we can move quickly, talk things through in real time and make better decisions. We don’t always see things the same way, and that’s a good thing. It pushes us to be more thoughtful and clearer in how we move forward.

You’re out in the fields together — who is more likely to spot a quality issue first, and who is more likely to start a conversation with the grower?

That’s an easy one, and it probably depends on the crop.

Bianca is an expert in citrus and stone fruit, while I have vast experience in wet and dry veg and melon crops. We both enjoy walking a field, checking fruit and veg, noticing the subtle things that could impact a pack or a program.

We both understand how important strong relationships are on every side of business. We know what growers are up against, and we understand the pressures retailers and wholesalers are facing too. That perspective helps us ask the right questions and work toward real solutions.

The reality is both of our perspectives matter, and we are stronger for it. In this business, quality and relationships go hand in hand, and the best outcomes happen when you’re paying close attention to both at the same time.

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Hilary Craig

Thu, 30 Apr 2026 15:04:19 GMT

For Hilary Craig, director of produce category management for Misfits Market, a 20-year career in the produce industry began with a sudden, unexpected nudge into the unknown. From managing a grocery fridge to becoming a passionate advocate for sustainable sourcing, Craig’s journey has been defined by a deep curiosity for where our food comes from and a commitment to reducing waste.

She credits her longevity in the field to a willingness to learn — a process she views as never-ending. After two decades of navigating the complexities of sourcing and supply chains, she has fully embraced her identity within the industry.

“I remember early on someone had said that in a year I would know ‘a little bit about produce.’ And I feel like that’s how it’s gone for the past 20 years … every year I learn a little bit more … until one day I realized, ‘I’m a produce person.’ It’s just so exciting, because it’s always changing. There’s so much to know and so many different varietals and weather pattern changes. No two days are the same.”

At Misfits Market, she leverages this expertise to bridge the gap between growers and consumers, finding creative ways to salvage perfectly good, cosmetically blemished food and sharing the “cool things” she learns with a wider audience.

The Packer: What do you think sets you apart from others in the field, and how do you continuously work to elevate your contributions to the produce industry?

Craig: I think I’m really comfortable with being wrong, and I think that that has really served me well and helped me grow a little bit faster and with less pain over time. Because when you’re not afraid to be wrong, it just opens you up to be a little bit more creative or bold with some of the choices that you make.

Just knowing that, if you’re going to make a mistake, at least make one big enough so that you get a clean read on, “Oh, it was a mistake. And here’s what I’ll do differently next time.” I really encourage my team to do that as well, because I think you just never know unless you try. We’ve done a lot of things that are like a big swing; sometimes we knock it out of the park, and sometimes we miss, and we just figure out what we’re going to do differently.

In terms of contributions to the industry, my entire team of category managers at Misfits is female. I love that, because produce can be very male-dominated. I’ve had amazing mentors all over the place in produce, but I love seeing more women get really invested in and interested in the field. I would love to just encourage them to ask more questions, raise their hand, take up space and really engage and get involved. There are so many amazing things to learn, and I really see that passion in my team as well.

If you could magically make one misfit vegetable the most popular snack in the world, which one would it be?

I struggle with this because I love all the different types. The cool thing about the misfit idea is discovery; it’s always something new. We did a program called Mystery Item so growers could send mixed lots. For example, instead of selling a specific Pluot, we sold a Season’s Best Mystery Pluot Mix. Growers packed whatever was best and most exciting that week. We tried so many new produce, and customers were really engaged. They liked the surprise of opening their box and figuring out, “Which one is this?”

Learn more about The Packer’s 2026 Women in Produce honorees:

Women in Produce 2026: Beth Atkinson-Keeton

Thu, 30 Apr 2026 14:55:45 GMT

In an industry rooted in tradition and long defined by commodities, Beth Atkinson-Keeton is proving that the secret to growth isn’t just in the soil; it’s in the story. As the founder and owner of Elephant House PR, Atkinson-Keeton is leading a high-stakes shift from focusing on “what we grow” to “why it matters,” helping legacy brands find their voice in a digital-first world.

The Packer: The produce industry has historically been defined in terms of commodities rather than brands. As the head of Elephant House PR, how do you help grower-packer-shippers find their unique voice in a highly competitive marketplace?

Atkinson-Keeton: The biggest shift we focus on is moving clients from “what we grow” to “why it matters.” Commodities don’t create loyalty; brands and stories do. We dig into what makes a brand distinct — whether that’s generational farming heritage, innovation, flavor or purpose — and translate that into messaging that resonates with both retailers and consumers. When you connect those stories to real shopper behavior and category insights, you stop competing on price and start building preference — and that’s where brands win.

Agriculture is an industry deeply rooted in tradition. What has been your biggest challenge in convincing legacy produce companies to adopt modern PR strategies, and is that mindset beginning to change? Are produce companies increasingly embracing the power of influencers/brand ambassadors, social media, etc.?

The biggest challenge has been shifting the mindset from “this is how we’ve always done it” to “this is how shoppers are discovering and making food choices.” For a long time, PR in produce was very trade-focused, and while that’s still critical, it’s no longer enough on its own. The good news is that mindset is absolutely changing. We’re seeing more companies embrace influencers, registered dietitians and consumer media — not as a nice-to-have but as essential to driving demand. The brands that are winning are the ones showing up where consumers already are and telling their story in ways that feel relevant and human.

How important is authentic storytelling and finding the “right” brand ambassadors? How does Elephant House PR make these connections to get produce brands in front of a receptive audience?

Authenticity is everything. People can spot a forced partnership instantly, and when that happens, the message gets lost. The goal isn’t just reach; it’s resonance. We’re incredibly intentional about pairing brands with voices who genuinely align with their product, whether that’s a dietitian who can speak to health benefits or a creator who naturally uses the product in their everyday life. Because we manage hundreds of influencer and RD partnerships each year, we’ve built a network that allows us to match brands with the right storytellers — people who don’t just promote a product but actually make others want to try it.

As we look toward the rest of 2026 and beyond, what do you see as the “next big thing” in produce PR and marketing?

The next big shift is the integration of storytelling with measurable retail impact. It’s no longer enough to generate buzz; you have to connect that buzz to sales, merchandising strategies and shopper behavior. We’re also seeing a major opportunity in positioning produce as part of broader lifestyle conversations with health, convenience, culture and even entertainment. The brands that win will be the ones that stop thinking of themselves as ingredients and start acting like lifestyle brands, showing up across multiple touchpoints with consistent, compelling narratives.

Tell us about the name Elephant House PR. What does it mean to you?

The name comes from a few different places that all tie back to how we approach PR. I’ve always had an affinity for elephants — the way they move in connected, supportive tribes — and that’s very reminiscent of how great PR works. It’s relationship-driven, collaborative and built on trust over time. Elephants also never forget, and that’s exactly how we think about storytelling: The goal isn’t a fleeting moment; it’s creating something that sticks.

We also like to say we help brands become “the elephant in the room” — the ones everyone is talking about, in the best way possible. And House represents how we show up for our clients. We’re not an outside vendor. We’re an extension of their team, building something together. At its core, Elephant House PR is about creating brands that break through the noise and stay top of mind.

Learn more about The Packer’s 2026 Women in Produce honorees:

Meet The Packer's 2026 Women in Produce

Wed, 06 May 2026 14:28:43 GMT

This year, The Packer honors nine extraordinary women who are far more than players in the fresh produce industry; they are architecting its future.

The produce world is undergoing a seismic shift. From the integration of complex retail algorithms to the critical preservation of independent family farms, the challenges are as diverse as the crops themselves. Yet in the hands of this year’s honorees, these challenges are being met with transformative solutions.

Join us as we celebrate the 2026 Women in Produce — nine women representing a cross section of the entire ecosystem — from sales and marketing to executive leadership and boots-on-the-ground farming. They are mentors for the next generation and the steady hands guiding the supply chain to a bright future.

Learn more about each honoree:

Creekside Organics Marks First Year as Certified Women’s Business Enterprise

Fri, 27 Mar 2026 12:04:18 GMT

A little less than a year ago, the Women’s Business Enterprise National Council certified Creekside Organics as a women’s business enterprise. This recognition as a woman-owned, -operated and -controlled business is a point of pride at Creekside. It’s also a responsibility to lead by example.

During National Women’s History Month and the International Year of the Woman Farmer, Creekside shows what women’s leadership looks like in organic produce, with its deep organic expertise, strong grower relationships and trusted buyer partnerships being clear examples.

“Being a certified woman-owned business is important to us because women have always played such an important role in organic agriculture and at Creekside Organics,” says Brenda Haught, co-CEO and founder of Creekside Organics. “We’re proud to continue that legacy by supporting our growers, showing up for our customers and helping move this industry forward.”

Why Woman-Owned Businesses Matter

Today, more shoppers make their purchasing decisions based on values. As retailers and foodservice operators evaluate supplier networks, Creekside’s WBE certification offers a clear and easy way to work with a recognized woman-owned business.

Creekside also sees its certification as part of a larger conversation about supporting women’s contributions to fresh produce and making them more visible. By operating a successful women-owned business, Creekside hopes to encourage future women leaders to find their place in agriculture.

“We want to be part of an industry that creates opportunities for women to grow, lead and build lasting careers,” says co-CEO Bianca Kaprielian. “If we can help someone else see their path in organic produce, that matters to us.”

West Coast Produce Expo 2025 celebrates Women in Produce

Tue, 03 Jun 2025 17:09:01 GMT

PALM DESERT, Calif. — West Coast Produce Expo celebrated The Packer’s 2025 Women in Produce — eight leaders, changemakers and trailblazers — with a video tribute May 30 at the JW Marriott Desert Springs Resort & Spa.

From an oncology nurse turned sweetpotato pro to a founding leader in urban agriculture to a veteran of Capitol Hill to a CEO bringing a world of fresh fruits and vegetables to consumers and more, these eight extraordinary women are playing vital roles in the success of their own organizations as well as the future of the produce industry.

This year’s distinguished Women in Produce are:

Creekside Organics celebrates National Women’s Health Week

Fri, 09 May 2025 18:43:07 GMT

With National Women’s Health Week on the horizon, Creekside Organics celebrates its roots in women’s leadership and family farming.

The company said in a news release that it was recently certified as a Women’s Business Enterprise (WBE) by the Women’s Business Enterprise National Council (WBENC). Creekside Organics said this certification recognizes the company as majority woman-owned, operated and controlled.

Creekside Organics shared USDA data that shows women represent 36% of all U.S. agriculture producers. However, only 9% of farming operations are entirely women-led.

“At the end of the day, we are not only growers and produce marketing experts, we are moms, daughters, partners — people who believe in creating a unique business environment that will support not only women, but family farms well into the future,” Brenda Haught, co-CEO of Creekside Organics said.

Haught founded Creekside in 2011 with a passion for organic agriculture and supporting family farms. Kaprielian, a fourth-generation grower, launched Fruit World to market high-quality produce with the goal of keeping family farming thriving for future generations. Earlier this year, Fruit World entered a 50/50 merger with Creekside Organics, a company that shared its vision and values.

“There’s a lot to be excited about in this next chapter for Creekside,” Kaprielian said in a news release. “But one thing that really stands out for me is that our executive team is all women: Brenda, Angelica Kaprielian, and me. It’s not something you see every day, and I’m proud to be shaping the future of this company together with them.”

2025 Women in Produce: Robin Narron

Fri, 02 May 2025 14:00:56 GMT

After a 15-year career in nursing, Robin Narron, marketing director and sales support with Nash Produce, wanted a change of pace. Narron said she became burned out during the global pandemic and wanted to spend more time with her 1-year-old son.

“I just happened to know somebody who worked in the agriculture industry,” she said. “He knew I was looking for a job, and Nash had the marketing director and sales support position open. I prayed about it a lot, because changing not only a job — but a career — in itself was very scary, but it has been the best decision that I’ve ever made.”

Narron, a self-proclaimed city girl, said she didn’t grow up around agriculture. Narron said she loved connecting with people as a nurse and that was something she wanted in her next role.

“One thing that I really loved about what I did as a nurse was that I developed a lot of meaningful relationships with my patients, and I wanted to find something that I could do where I could still constantly develop meaningful relationships with others,” she said. “And the transition from nursing to agriculture has been different, but in the sense of relationship building and helping others, it’s been a seamless transition.”

Narron said while nursing skills may not seem transferrable to a marketing role, she uses her people skills every day.

“From your farmers to the retailers — they all come from different walks of life, different areas, different cultures and being able to connect with all types of people has really helped with what I do now,” she said.

The Packer: What’s the best part of working in the fresh produce industry?

Narron: The best part about working in agriculture 100% is the people, the relationships that I built and the people I have met and continue to meet. I’ve never worked in an industry where competitors were still really good friends and helped one another out. It’s not like that in most industries, but it is in agriculture. It’s like one big family, and I really enjoy that part.

How do you approach marketing a product as rooted in tradition and seasonality as sweetpotatoes?

I got really lucky with the commodity that I was able to become a part of. In nursing, you talk about disease prevention, heart health and overall health in general, and how our health can benefit from food. I am able to be a big part of that conversation with sweetpotatoes.

So, with sweetpotatoes, they typically are known for being a seasonal vegetable, but they’re not. Because of our top-of-the-line storage facilities, we are now able to sell and market sweetpotatoes year-round. We always have availability. And with that year-round availability, sweetpotatoes are so versatile.

Sweetpotatoes are probably the only vegetable that I know of that you can serve for breakfast, lunch, dinner, appetizers, snacks and dessert. I’ve had sweetpotatoes form cupcakes to smoothies and meatballs. I’ve learned to fix sweetpotatoes in so many ways that I never knew possible, and I don’t know if you can say that about any other vegetable out there.

What’s your favorite way to eat a sweetpotato?

With me having a sweet tooth, I would say that sweetpotato cupcakes are favorite. But I think if I had to make sweetpotatos at home, they would be roasted with salt, pepper and cayenne pepper, because that cayenne pepper gives a kind of spicy kick, and the sweetness of the sweetpotato — and they’re just so good. The sweet and the heat just give it that perfect little touch.

Have you had any female mentors or role models who helped shape your journey?

It would be hard for me to pick one particular mentor, just because within the sweetpotato category and even in agriculture in general, there are so many amazing women. All of the women that I have the pleasure of meeting within the industry are always open to answering any questions that I may have or helping guide me in any way.

What advice would you give to young women considering a career in produce?

It is an amazing industry to be a part of. It’s always growing, always evolving — and don’t be afraid of change. It’s amazing to be a part of a group that wants you to do better and will help you be the best that you can be, whatever that is, and I have definitely found that here at Nash Produce and within the agriculture industry.

Where do you see the future of the produce industry heading, especially for women in leadership?

I see more involvement with women. With the agriculture industry continuing to evolve, you’re going to see more women farmers, you’re going to see more women in research. I think you’re going to see a lot more women in management roles. With this generally being a male-dominated industry, women are starting to take over, and it’s not just for men anymore. It’s for all women, young or old.

I have met several women who are the heads of their farm/company, and they’re the ones that keep things rocking and rolling. I think we’re going to continue to see more of that throughout the industry. I think there’s a lot more women wanting to be involved in agriculture, which I think is amazing.

I’ve only been in the industry for four years, but the people that I have met have been absolutely amazing, so welcoming and help me grow in my career. I took the biggest leap of faith when I went from nursing to agriculture and had no idea what was going to happen, but it has been an absolute blessing. And I look forward to whatever this agricultural journey takes me.

Read more about The Packer’s 2025 Women in Produce:

2025 Women in Produce: Tina Lee

Fri, 02 May 2025 13:53:37 GMT

Canada’s 38-store grocery chain, T&T Supermarket, which opened its first U.S. store in Bellevue, Wash., in December 2024, is continuing its U.S. expansion — bringing its high-quality, fresh produce-forward concept to a broader audience, with a second Washington location and two California stores now underway. It’s an endeavor led by CEO Tina Lee, whose uncompromising dedication to offering healthy, culturally relevant foods to consumers is driving the grocer’s business forward at an impressive pace.

The Packer: Your mother, Cindy Lee, was the founding CEO of T&T Supermarket. How has her legacy influenced your professional path and role as the current CEO?

Lee: There are not many matriarch stories in produce — or in grocery retail for that matter — where the founder is a woman and then passes [the business] on to her daughter, so it is really special. She started the business in 1993 in Vancouver, British Columbia, and it came out of having difficulties at that time in shopping for the different needs of her household in one place. Really the only destination were the little shops in Chinatown.

T&T has come a long way since those early days, but part of its evolution can be attributed to the fact that she was a working mother herself and leading a business that was trying to solve for the pains of mom — to deliver healthy, authentic meals for the families that shop with us every day, and to do that guilt free — taking the work out of our customers’ kitchens and into our own, and to celebrate — not just healthy foods, but also culturally relevant foods.

Through food we find a way to get to know ourselves and to pass on our traditions to the next generation. So, I think she brought this feminine touch to the way we have evolved our business, and I’ve certainly tried to carry that on since she retired in 2014.

What is T&T’s and your philosophy as its leader around the produce department?

We would call ourselves a very produce-forward grocer. It’s our most important department that keeps our customers coming back every day, every week, so we put it right up at the front of our store experience.

As you come in, we smack you in the face with all of these amazing fruits and vegetables from all around the world, and it’s something that is really important for us. We have a very high dedication to quality and specs. At the same time, we offer produce at a price point that our customers would consider a great value for the money.
So, I think the way we approach, especially fruit — I mean fruit is almost an impulse purchase. Vegetables you’ve got to have, but fruit you can or cannot, and we want people to really dive into the fruit category.

I always say to my kids that fruit is Mother Nature’s candy. And if we took the approach of how CPG companies sell candy to the way we sell fruit, I think we would package it differently, sell it differently and cherish every bite. So, you will see that concept come to life in our stores.

Our produce buyers are rewarded for taking risks on the premium, extra-fancy, high-Brix, extra-large fruits and vegetables that we source from all around the world.
They’re rewarded for that because T&T has become a place not just for Asian families to find their Asian greens, but for people of all different cultures to find what they need. And a big part of that universal appeal of our stores is the produce department.

You recently opened your first U.S. store in Bellevue, Wash. What can you tell us about T&T coming to America?

It seemed like an easy decision, and also to go to the Greater Seattle area, because we knew that Americans and Washingtonians were shopping our stores every time there was a long weekend in the U.S. We see it with the license plates in our parking lots at our three stores in Richmond, British Columbia — a three-hour drive [from Seattle].

We wanted to meet our customers where they are, and so meeting demand with that simple value proposition was the easy choice. The hard part has been opening a business in a totally different country. The tax situation is different; importing, exporting is different. The supplier basis is totally different. Accounting systems are different. It was really like starting from zero in this new country.

But since opening on Dec. 5, I haven’t regretted it for one moment. It was very difficult, but the reward has completely outpaced the pain that we went through to get it done. And we’re being very warmly embraced; sales at the Bellevue store have totally exceeded our expectations.

I think our produce-forward strategy has been appreciated as well. It’s something that people really give us good feedback about. What’s also unique about T&T, and different from other grocers out there, is that we have very strong prepared foods and bakery in- store as well. That combination of being a place for Asian food discovery and high-quality fruits and vegetables from around the world is working really well for us.

We’re starting in Bellevue, but we’re not going to stop there. At the end of the year, we’re going to open a store in Lynnwood, Wash., north of Greater Seattle, and we just announced two additional stores in California — one in San Jose [slated to open at the end of 2025] and one in San Francisco [slated to open at the end of 2026]. I can already feel the love and the anticipation, and we’re excited to get rolling.

You’ve said that food is a way to experience culture and connect. What a meaningful sentiment.

Food is so important. It brings people together, whether it’s your immediate family, colleagues or people that you’re meeting for the first time. Food is something that’s so easy to connect over, enjoy together and share cultures and conversations over.

And in today’s environment, when pockets are tighter and people are eating more at home, we want to be there for them in that moment, to enjoy a great meal and have all the ingredients as well as some prepared foods that get them to the dinner table together.

Since becoming CEO in 2014, is there one accomplishment of which you’re most proud?

It’s hard to identify a home run, because we are where we are now because we took a lot of singles along the way. I feel like I’m living the dream now, which is amazing. We are on this growth trajectory where we’re able to reach and feed more Canadians and, pretty soon, Americans. And I feel so proud of the T&T team for getting the first store in the U.S. open. I joke that other than my wedding day and the birth of my children, the happiest day of my life is probably the opening of the store in Bellevue, Wash.

Read more about The Packer’s 2025 Women in Produce:

2025 Women in Produce: Kristyn Lawson

Fri, 02 May 2025 13:46:37 GMT

Kristyn Lawson, CEO and president of Preferred Sales and Marketing, says her love of agriculture blossomed in the first grade, “tromping through floral farms in San Diego” alongside her mother, who worked in the floral business.

“I think that’s where I was initially bit by fields of beautiful living things,” says the fresh produce marketing pro, who along with her team provides strategy and solutions for brands and organizations to drive sales, optimize performance and build market share.

The Packer: What drew you to a career in the fresh produce industry and what inspires you most about your work?

Lawson: Being part of the produce industry has never just been a career; it’s a calling. I’m driven by the opportunity to bring fresh, nourishing food to people’s lives and to help brands tell their story with authenticity and purpose.

Whether it’s launching new products, mentoring rising talent or reimagining how we connect with today’s shopper, I lead with both strategy and heart. I believe women in produce bring a unique blend of grit, grace and insight — and I’m honored to be part of a movement and industry that is shaping the future of food. Last but not least, I believe produce should be anything but boring.

Growing up, fresh produce was always center of the plate. I’ve always believed that fresh foods are one of the most authentic connections we have to wellness, culture, family, friends and community. That inspires me every day. I also love beautiful things, and I can’t think of anything more beautiful than fresh produce.

At every produce show, you impress the industry with your produce marketing savvy, brand knowledge and authenticity. What goes into that process for you and what do you think builds a successful produce brand?

I’ve always believed fresh produce products should stop you in your tracks — whether it’s on a plate, poured out of a bottle, on a shelf or featured in a sales deck. I’m not here to play it safe; I’m here to shake things up, tell better stories and move the category forward. Many of the brands I have worked with are emerging and expanding into new categories or new business channels. I bring bold ideas and real results.

As a woman in produce, I know we don’t just nourish the category; we elevate it from the board room to the table.

Brand-building is rooted in innovation, storytelling, comprehensive marketing activations and results that are built brick by brick. Having category expertise further supports the development of successful brands. Also critical to success are the people within every organization; they are a big part of the secret sauce.

I have been fortunate to work with brands led by incredible owners and part of amazing leadership teams. Today my client portfolio includes best-of-the-best companies, including Caputo & Guest Organic Exotic Mushrooms. We are driving the mushroom category forward. In the dip category is Fresh innovations, where we are known for the best guacamole and “The Ultimate Dip Destination.” At Trinity Fruit Co., I am heading up the Squeezed Juice brand that is made with farm-fresh fruit grown over 28,000 acres in California’s Central Valley.

What career accomplishment are you most proud of and why?

Three things stand out: First, the relationships that I have built in the industry. Secondly, the positive impact that my efforts have had on farmers and companies looking to grow sales and gain new placement with retail partners. Thirdly, influencing purchases of healthy products with best-of-class brands to consumers.

From a celebration to a cozy dinner to someone looking to include produce as part of their health journey, it’s rewarding to have my brands be a part of life experiences.
I’m very selective about the brands and the products that I work with, and when that magical connection happens, it’s really in my heart and I know it’s the best thing to bring to consumers.

What advice do you have for young women contemplating a career in produce?

Look to lead with clarity, courage and a team-first mindset — and keep pushing forward, even when the path isn’t easy. This industry always needs more voices, more perspectives, and there are many seats to fill at the table. Remember, challenges are good and they come in many forms that may require different tools to overcome. They may require you to refine the messaging, rethink pricing models or find new ways to deliver value without compromise. And always expect the unexpected along that path.

Read more about The Packer’s 2025 Women in Produce:

2025 Women in Produce: Angela Hernandez

Fri, 02 May 2025 13:39:49 GMT

Angela Hernandez, vice president of marketing for Trinity Fruit Co., says being raised in and around the produce industry inspired her to pursue a career in produce.

“I believe persevering in the challenges is what develops growth — and in my experience, it’s how I have gotten to where I am today. I believe the key is to keep your eye on the rainbow when you’re in the storm,” Hernandez says.

The Packer: Can you describe any innovative practices or strategies you’ve implemented that have had a significant impact on the industry or community?

Hernandez: To name a few, How2Recycle was implemented in the industry around late 2018, and Trinity Fruit was one of the first to implement this on all packaging — educating consumers on how to dispose of packaging materials to eliminate waste in the environment. This worked in our favor while the industry was learning more about sustainable packaging, and it helped bridge the gap between sustainability and environmental practices.

In 2020, we launched The Fruitful Market, which offered fresh fruit to the doorsteps of consumers. This was during COVID-19, when we learned that consumers were afraid to shop in-store and when I personally learned on a walk in Brentwood, Los Angeles, that the line to the outdoor farmers market was extremely long to get in. I saw an opportunity to make shopping for fresh fruit easy and accessible. The Fruitful Market continues to thrive even after the pandemic, and consumers are still subscribing and giving the gift of fruit — it’s the tree that keeps giving.

In 2022, the president of our company, David White, and I were in our weekly marketing meeting when he shared that he wanted to work on developing a juice product using our fresh mandarins and pomegranates. This was a part of his zero-waste initiatives. So, boots to the ground I went. Deep diving into the juice category (literally) and creating an R&D team to help the success of this project. Now, 2025, we have nine flavors of juice under the Squeezed Juice brand and continue to make a splash in this category.

I look forward to continuing to strategize with our amazing team to stay relevant in the grocery space to increase fresh consumption.

What do you think sets you apart from others in the field, and how do you continuously work to elevate your contributions to the produce industry?

Aside from being tenacious and driven, I think what sets me apart is that I identify myself as a shopper first and foremost. I think about what drives me to products and what entices the mental aspect of shopping. This helps me greatly in my role and allows my job to not feel like work but more like a hobby. So fun!

Read more about The Packer’s 2025 Women in Produce:

2025 Women in Produce: Kelly Hale

Tue, 06 May 2025 16:00:00 GMT

Kelly Hale, vice president of sales and marketing for Highline Mushrooms, says a varied history in produce led her to a rewarding position with the mushroom grower. Though Hale started on the research and development side, she transitioned to sales, as she enjoyed working with people to understand and help solve their challenges.

The Packer: What inspired you to pursue a career in the produce industry, and how did you overcome any challenges to get where you are today?

Hale: Coming out of grad school, I was presented with an opportunity to join a family-owned fresh-cut company in Harrisburg, Pa., called Verdelli Farms, now owned by Fresh Express. My first week on the job, Dan Verdelli put me on a plane and sent me to Santa Maria, Calif., for two weeks to learn about produce and walk the fields and look at the harvest. By the end of those two weeks, I was hooked.

I truly believe farmers are the biggest risk-takers ever and have perpetual hope that tomorrow will be a better day, and I was thrilled to be around that energy and that passion for providing fresh, nutritious food to people, both in the U.S. and worldwide. I was hooked pretty early on and knew that this was going to be my career.

I spent 15 years working for Grimmway Farms, learning sales and how to work with customers, category management and placement and pricing negotiations. I started branching into other commodities and got involved with berries, citrus imports … All of my experience culminated when I was approached by Highline to join their team. I thought I could take all the key elements that I’ve learned along the way and the leaders whose qualities I liked [and] use those and discard any qualities or strategies that I didn’t like.

How did you incorporate your wealth of experience into the position at Highline Mushrooms?

Highline Mushrooms started as a small grower of organic mushrooms in Ontario. Over the years, there were purchases of farms all across Canada, so the company needed someone who could wrap their arms around all these operations and really make an alignment of it. Jose Cambon joined the company, and he and I met because he was looking for a vice president of sales and marketing. We talked about how to throw away old ways and create a new way while still leaning into the atmosphere and origins of a family-owned mushroom farm.

I’ve been with the company for about two and a half years now, and it’s been fast and furious and very exciting.

What advice would you give to young women aspiring to achieve leadership roles?

The biggest thing that I tell some of the younger members of my team is to get involved. Join task forces, join working groups, get exposure, go to the events. Don’t just hang out, but get actively involved in learning your craft and really try to look at the qualities that you see in your leaders and the ones that you agree with and the ones who are successful, and then build on that.

You’re creating dots in your life, and the individual experience may not seem all that meaningful at the time, but then when you look back, those dots are going to show you where you should be going with your career. So, accept every experience. Accept every opportunity and constantly strive to learn more and be better.

Read more about The Packer’s 2025 Women in Produce:

2025 Women in Produce: Lori Bigras

Fri, 02 May 2025 13:27:34 GMT

Lori Bigras’ career has spanned more than 30 years, covering everything from fresh-cut flowers to berries to broccoli and more. Bigras, communications manager at Ocean Mist Farms, said that during her time in the fresh produce industry, her passion has continued to grow.

“As I learned more about the challenges of farmers — who steward the land, who know long days and hard work, and who in many cases plant their own money in the ground, unsure of what the payoff will be and if Mother Nature will cooperate — my respect grew,” she said. “And [for] field crews who work tirelessly, day in and day out, doing grueling work in the too cold mornings into the too hot afternoons, my reverence grew.”

Bigras said she’s so proud to be in an industry filled with honorable, hardworking, salt-of-the-earth people.

“And an industry whose efforts help feed and nourish our nation and beyond, that felt very worthy to me,” she said.

Bigras said she’s so proud to be a part of a family-owned legacy company in its fourth generation in Ocean Mist Farms.

“Celebrating our 100th anniversary last year, the history of this company is rich with those hardworking, salt-of-the-earth people that I want to represent through my efforts and contribution and help carry on their hard-earned legacy,” she said.

The Packer: Have you had any female mentors or role models who helped shape your journey?

Bigras: I’ve been extremely fortunate to have some amazing female role models and mentors over the years who saw potential in me and made a concerted effort to shape me and grow me. Their efforts made opportunities available to me that I am eternally grateful for.

I also recognize that I stand on the shoulders of so many amazing female leaders who have paved the way for myself and generations of young women over the years. I strive to exemplify the qualities I admire most from their example, weaving them into my daily efforts to lead by example — especially for young women just beginning their careers in the produce industry.

What advice would you give to young women considering a career in produce?

As I think about how to respond to this question, I feel like my answer won’t necessarily be specific to the produce industry, but more to young women in general who are starting off in their career. My advice would be:

Stay curious — Ask questions, read everything, be a lifetime student, seek opportunities to explore what you don’t know. Stay open-minded; you will encounter many perspectives different from your own, and each one holds value. Everyone has something to teach you.
Be a team player — You will undoubtedly serve on many teams over the course of your career, so be a thoughtful and respectful team member who is fully present. Put your phone down, take notes and ask questions — lots of them. Raise your hand, step up, volunteer, be willing to help out. It’s not just a chance to learn, but to build meaningful relationships along the way.
Collaborate — Listen, learn and contribute. Be receptive to input from others and don’t be afraid to share your viewpoints. Have confidence that your thoughts and opinions matter. Trust your instincts and know that your perspective adds value.
Be a process improver — Improve everything you touch. Learn any processes you inherit, and as you use it identify efficiencies that would improve it, then take the initiative to make modifications. Approach every new procedure or system you develop with a mindset of continuous improvement. Always leave things better than you found them.
Network and seek out mentors — This will serve you throughout your career. Foster relationships with people from all areas of your organization, not just your department. Ask questions, solicit advice, lean on people who have more experience — and different experience — than you. Then develop and nurture those relationships.
Have fun — Work hard and keep your work priorities straight, but have a little fun too. This helps to build trust, morale and strengthen relationship, all of which contribute to increased productivity. And let’s face it, we spend more time with our colleagues than with our own families, so contributing to creating a positive, enjoyable environment benefits everyone.

And it goes without saying: Learn everything you can about your company and the agriculture industry from the ground up. (Pun intended.) Regardless of whether certain areas will touch your role or not, having a well-rounded understanding of all the facets of your company and the broader industry will serve you throughout your career.

Where do you see the future of the produce industry heading, especially for women in leadership?

While historically agriculture has been largely male dominated, the reality is, what industry hasn’t? Women are so important to the fresh segment and the ag industry, and I think we’re hitting our stride and effectively demonstrating the value we bring to this sector. Over the course of my career, I’ve seen a notable shift and evolution in female leadership in this industry. We are, after all, in the demographic of the majority of fresh produce companies’ target audience.

We know the real value of value-added items as the primary shoppers, food preparers, lunch-makers and nutrition-seekers in the family. We drive innovation through our unique insights and experiences, and we have the ability to manage with a healthy balance of empathy and decisiveness simultaneously. As natural-born multitaskers, organizers and peacemakers, I see many of the hardwired characteristics in women come into play in this industry. Taking charge, nurturing relationships, driving change and continually seeking opportunities to process improve are things I’ve witnessed from women in this industry. And things that I strive to do myself.

How do you approach telling the story of fresh produce in a way that connects with today’s consumers?

Consumers are more curious than ever about where their food comes from — who grows it, how it’s harvested and how it reaches their local stores. We’ve evolved our social media platforms to serve not only as a space for connection, but also as an educational resource. Here, we listen and respond to questions, comments and concerns, taking every opportunity to pull back the curtain on farming and harvesting practices. By sharing this insight, we strive to build trust and help dispel common misconceptions about how fresh produce is grown.

We also know today’s consumers are time starved. They are often stretched thin, overworked and trying to balance it all with active lives, families and careers. They’re looking for ways to save time without sacrificing quality. Many people are also seeking medicine through food.

Nutrition is becoming more important to people, and when you can combine a nutritious meal option with something that’s quick and easy to prepare, all while being delicious, that is a winning combination. Consumers are eager for simple ways to serve wholesome, flavorful meals without spending hours in the kitchen.

Our website offers a wealth of information, from tips on selecting and storing to information on handling and cooking our vegetables. We’ve also created a series of how-to videos to guide consumers through various cooking techniques and recipes. This is especially helpful with artichokes, which can be a mystery to many. These resources help to demystify this fickle thistle.

What’s your favorite vegetable Ocean Mist grows, and how do you like to prepare it?

As a vegetarian since I was a teenager, that’s a tough one because I love so many of our premium vegetables. Of course, we’re best known for our Gold Standard artichokes (which, as a marketer, I feel compelled to remind people Ocean Mist has been perfecting the art of growing for 100 years now), but I would have to say my favorite vegetables come from the brassica family: cauliflower, broccoli, Brussels sprouts. I typically roast them with olive oil, ground salt and pepper, and maybe some garlic. Pretty basic, but oh-so-good.

Read more about The Packer’s 2025 Women in Produce:

2025 Women in Produce: Erika Allen

Mon, 05 May 2025 15:00:00 GMT

Erika Allen is the founder and CEO of Urban Growers Collective, a Black and women-led 501(c)3 nonprofit based in Chicago that cultivates nourishing environments that support health, economic development, healing and creativity through urban agriculture.

The Packer: Congratulations. What does this recognition mean to you as someone working in the urban farming space?

Allen: It means so much because I think there’s still a disconnect between where food is grown and where it can be grown — and how deeply involved women are in all forms of agriculture. So, it means a lot to be able to be doing this work for 25 years in Chicago and seeing it expanding to not just urban communities, but peri-urban and rural communities, and that people are seeing the need for and importance of growing food for people directly and building local food systems, really connecting and building culture around food.

Urban agriculture often operates on a different scale with different goals than conventional farming. How do you see your work contributing to the broader produce industry, whether through community food access, innovation, sustainability, etc.?

The work I do with Urban Growers Collective started first with education, then focused on supply, growing enough to be able to sell and growing enough to be able to connect young people with the idea of revenue from produce. Now we’re at the point where we’re growing into procurement, so we’re becoming large enough where we are developing procurement channels. I’m part of a national fund, Growing Justice, where we’re supporting funding infrastructure for urban and rural farms that are entering into the wholesale, the packing, the supply chain and contributing to the supply because the supply chain is critical.

So, whether it’s small-scale, having a garden on the block that can feed folks if grocery prices go up, or a larger-scale business that is able to support a staff, we’ll be able to supply our local wholesalers with a consistent local supply of produce seasonally, and then eventually be able to do vertical farming.

What advice do you have for other women interested in farming or food justice?

My advice is this: Make sure this is something you’re passionate about, because it’s a lot of work. Find a mentor. Find a farm, a farmer who is doing the kind of work that you want to be doing, and apprentice, learn under them. It takes a long time to become a farmer.

I was lucky that I grew up on a farm, so I knew how to farm. Even so, I had to go back and learn under my dad — relearn things. I had a foundation, so I was able to quickly absorb information, then I had to practice, innovate and practice more.

Even if you take classes or already know how to do a few things, you’re always learning as a farmer. Farmers are humble, and when we lead in that way, we learn so much from the earth, from nature. Nature will always humble us. But finding that farmer who is willing to teach — most of us are willing and excited to have young people come to us who really want to learn, because it’s a lineage. We can’t do it forever, and while we’re in it, we want to pass on our knowledge.

So, my advice is to find a good mentor, learn by doing, understand the business plan and what your economic needs are. If you need to make half a million dollars a year, then this is probably not something you want to go into from scratch. You most likely want to look at more of a corporate type of approach or some other kind of approach. You can, of course, make a lot of money farming, but it is definitely a career pathway that requires training, planning, capital and land.

The act of farming and being able to participate directly in markets is something that’s healing and powerful at whatever scale. Just get involved.

Read more about The Packer’s 2025 Women in Produce:

2025 Women in Produce: Rebeckah Freeman Adcock

Fri, 02 May 2025 12:38:49 GMT

Having led agriculture, environment, infrastructure, homeland security and economic policy for nearly three decades, Rebeckah Freeman Adcock has extensive regulatory, legislative and business experience in private, nonprofit and government sectors, where she has long advocated for the interests of American agriculture and rural businesses. As vice president of U.S. government relations for the International Fresh Produce Association, Adcock is now channeling her vast knowledge and expertise into protecting the needs of the fresh produce industry.

The Packer: You have an extensive and very interesting background. What was your path to the fresh produce industry?

Adcock: My path has not been straightforward at all. I grew up in the mountains of Kentucky. My family was involved in farming, but not myself. I’m so old that they really didn’t have environmental studies and science degrees in very many places, but I ended up cobbling one together for my undergrad and went to law school. I have done everything in my lifetime from being an environmental scientist cleaning up Superfund landfills to being a veterinary technician to working in the hazardous waste industry to working now in Washington.

Working at the state level through the Farm Bureau system is how I got involved in agriculture decades ago, and it was a very special gift. I had the honor of serving the government directly, working at USDA during the first Trump administration, and doing much good work there for rural America. About three years ago, I had the privilege of coming to IFPA to work for what I think is the most interesting, dynamic and responsive part of American agriculture.

You have a unique perspective having worked at USDA during the first Trump administration. With the new administration and the ever-changing landscape around tariffs and trade, what has your experience taught you about navigating all this change?

I have always worked in atmospheres that have been a bit unpredictable. In Washington, whether you’re on the Hill, in the association world, the corporate world or within an administration, there is a great deal of rapid change. It doesn’t feel like that outside of Washington. It feels like the federal government moves at a snail’s pace, but it really moves in fits of amazingly fast activity and then periods where it slows down. And so, you get accustomed to a bit of that feast-or-famine cycle of being busier than you can imagine, to waiting and watching and doing the in-between work.

At USDA, working for the first Trump administration, which is a very non-traditional, unorthodox political environment, it was the fastest pace, the hardest work and probably some of the most meaningful work.

My colleagues and I didn’t realize how the inner workings of running a government — managing so many pieces of the puzzle at the same time and at the tip of the spear — how that really feels. And it is overwhelming, but it is also a great honor, regardless of who is sitting in the seat at the White House.

I’m a big advocate for public service, and I think it definitely did give me a bit of an edge, perhaps, in understanding and interpreting what the administration is doing in its second term and realizing where some of the challenges are going to be and how we’re going to have to adapt and adjust to get our priorities for the sector through.
We have the tools and the information to show the administration why we think tariffs are going to be especially impactful to our industry and why it’s especially important to protect the fresh produce supply chain because of what it means for consumers, what it means for public health, and certainly, what it means for IFPA members and the people who are growing and selling and moving those materials around the world.

You’ve said that working in the fresh produce industry has been particularly rewarding. What is it about your work that’s meaningful to you?

When I came to Washington, I was in the crop protection sector, and that’s when you realize the true market survivability of the specialty crop industry — of the produce folks. There are much fewer government programs to support their work, which we’re trying to work on in the next farm bill.

I also like the spirit of specialty crop growers. They’re very open to adapting to what consumers really want. They’re constantly learning. They’re constantly evolving. They’re much more open to trying new things — to taking calculated risks to try and gain an advantage either on what they’re selling or what they’re buying, and I think it’s incredibly important the role they play in human health, in providing people with what we know are some of the very healthiest products out there.

It’s hard to take chances when the weather is fighting you, the markets are fighting you, land prices are up, there’s inflation and everything seems to be blowing hot wind in your face. It’s hard to step further and faster in those times to see what the opportunity might be ahead of you, but it’s something I think the specialty crop sector does.
Some of the most dynamic and successful growers in the specialty crop industry are the ones that moved forward into the wind when everybody else was retreating. And I don’t take lightly that advice, but especially as the world is changing and we’re seeing a different approach to the globalized economy and shifts — some things happening around us that are very real and over which we won’t always have full control — this could be a jumping off point for American agriculture to step forward into the wind.

What advice do you have for other women, perhaps young women, who are contemplating a career in produce or in government?

I always go back to the advice that my grandmother gave me, which is especially important if you’re going to be in any sort of advocacy or policy role: You’re the only person that ever has to lay your head down and sleep with yourself at night.

My grandmother used to remind me that as long as you’re doing that and being true to yourself and putting your back into it, but also keeping your priorities straight, there’s a lot of lessons we can learn.

I think agriculture, particularly producers, are really good at setting those priorities of doing the work as long as it takes, but also coming back home and taking care of what you need to in your own personal life. And sometimes that’s not a perfect route, and you won’t get it right every single day, but tomorrow is a new day and you have a chance to reset and try again.

Read more about The Packer’s 2025 Women in Produce:

2023 Women in Produce: Tamara Muruetagoiena

Fri, 02 Jun 2023 12:38:24 GMT

Editor’s Note: The Packer’s 14th annual Women in Produce issue honors eight industry leaders who play pivotal roles in the success of their own organizations, as well as the produce industry as a whole. Read about this year’s other honorees at the end of this story.

The Packer recently met with Tamara Muruetagoiena, sustainability director for the International Fresh Produce Association, to learn more about what brought her to fresh produce, that initiatives that are on her plate and what’s exciting her most when it comes to fresh produce and sustainability right now.

Edited for length and clarity.

The Packer: Can you tell me a little bit about what you do at IFPA?

Muruetagoiena: IFPA is a little over 1 year old, and I was hired three months after the IFPA was created, along with the sustainability space in the association.

What we do for our members is, No. 1, inspire them in their journey to sustainability. And then we to guide them in that journey and provide tools for them to succeed in their path.

We also have a few tools that we create, and we host a big forum. We have the Sustainability Council. The Sustainability Council is very large and broad, so we have seven working groups in different areas of sustainability. For instance, we have packaging, regenerative agriculture and climate change working groups. These working groups are where members can talk about specific sustainability topics.

Can you tell me about how you arrived at where you are in your career today, leading sustainability
initiatives at IFPA?

Well, I never thought of myself as entering fresh produce sustainability, because I don’t think most people think of fresh produce and sustainability — our industry is very unknown.

I’ve always been concerned with the environment, and I’ve always wanted to make the world a better place. So, I started my career working in the European Union in environmental policy, agricultural policy and fisheries policy. I’ve always had an interest for the natural resources-type of industries, but I didn’t know enough about the environmental field. I wanted to become more of an expert, so I went back to school and received my second master’s degree at the Yale School of the Environment where I focused on forest ecology.

I became a scientist and did a lot of field work and scientific work with Yale University for a few years. Then an opportunity came to be: the sustainability manager at Driscoll’s — and that’s how I started in produce.

I was very curious about food and agriculture. I led sustainability for Driscoll’s, a global company, and I fell in love with the produce industry.

After that, I had an opportunity at Yale again. They had one of their forests that needed to be managed for carbon — they needed an executive director. So, I made my next career move going back to forestry.

Finally, I had a call for produce, and I came back to produce for the IFPA. It’s been a little bit of a dance between forestry and produce. I think they complement each other well.

I never thought I would be here, but the produce industry is an industry that I absolutely adore. Now I have the opportunity to not look at just one commodity or a few commodities, I look at everything — the whole industry — and that is an opportunity that I feel very privileged to have.

A lot of companies are thinking about nature-based solutions right now. My learnings from all these years are now becoming useful, and I never expected that. I thought I would have two brains — forestry and produce — and now these two brains are getting together and thinking cohesively.

What are you most excited about right now at IFPA and sustainability in the coming year?

What I’m really excited about is, No. 1, we are a global trade association, and although we have a big base in the U.S. and we have been U.S.-heavy, our commitment is global. Added to this, sustainability is a very global topic. The same issues, challenges and opportunities are basically the same whether you’re in the U.S., EU, New Zealand or in South Africa.

One thing that I’m looking forward to is expanding IFPA’s global presence — that global knowledge and global influence. I’m super excited about also bringing the voice of our industry to every global forum because we have been underrepresented for so long.

Agriculture has been over-represented by mostly the grains and corn, but also soy, palm oil and livestock. We, [in fresh produce], bring in a different voice with different production systems and growing seasons. We need to bring that voice to every forum right now, and that’s what I’m really excited about.

What are some of the most important lessons you’ve learned in your career so far?

My favorite takeaway is that everything is interconnected. And everything that I have learned has helped me guide into this path and to sustainability.

It’s been 20 years in the field, and I am 100 times more excited about it now than I was when I first started. I have always loved it, but now sustainability is becoming mainstream, and I’m loving every bit of it.

[Sustainability is] not an outcast. We’re ingrained into companies. We’re ingrained into the conversation. We’re ingrained in the media and all that, all those concepts and sustainability in general, so that’s probably the most fascinating thing about all of this.

I really wanted to be the best professional I could be, so I needed all that education, all those experiences, and I need to keep having those experiences. That way I can be even a better professional and be able to guide more and more people, more companies and more groups and inspire them and be inspired by them.

What advice would you give to other leaders and women in the fresh produce industry?

In produce, it’s interesting because it’s a mostly male-dominated industry, and that’s tough, I think, to be a woman in. It’s a little harder for us to get to the top, to push through and to be seen that we can do every job that men can do. So, we need to change some expectations.

In sustainability, a lot of people say “Oh, well, sustainability is a very woman-heavy sector.” Well, that’s not necessarily true. I would say it’s half-and-half. Half-and-half looks to some like there’s a ton of women, and you know why? Because we’re 50% of the world population. It looks like there’s a ton of women in sustainability because there should be a ton of women everywhere else too.

I have the privilege for the first time in my life to have a woman CEO, which is a big deal to me, to have a female leader to look up to — that’s incredible. And it has never been that way before. I’ve always worked in companies or groups that had male leadership, which is wonderful, but I just want to know and see the nuances of being a woman leader, you know, and so it is great in that respect.

Any words of wisdom for fresh produce leaders looking to dig into sustainability?

I’d want to tell them that sustainability is a journey and not a destination. Embrace the journey, go with the flow, have a good plan and go for it. Sustainability is the ultimate continuous improvement process.

More 2023 Women in Produce honorees

2023 Women in Produce: Lilly Garcia

Tue, 30 May 2023 19:06:34 GMT

The Packer recently connected with Lilly Garcia, office manager at the Texas International Produce Association, to learn more about her over two decades’ experience at the association. Garcia shared her story, along with some advice for other fresh produce leaders making their way in the always-evolving industry.

Edited for length and clarity.

The Packer: What do you do at the Texas International Produce Association?

Garcia: My duties at TIPA have changed a lot during the last two and a half decades, partly because the association has changed so much. A few of the projects I work on include helping arrange Texas Town at IFPA’s Global Produce & Floral Show, organizing and executing Viva Fresh and TIPA events, inputting shipments and compliance documents for the South Texas Onion Committee and Texas Valley Citrus Committee marketing orders, and managing memberships at TIPA.

But why do I do it? I do what I do because I love my job and the people whom I work with and for. TIPA is my family; the members are my family, and I always want to see TIPA grow and be the best in the world. I want people to think of TIPA and see us as a professional, caring organization that does everything possible for our members.

Tell me a little about your career journey. How did you get involved in produce?

In 1999, I started as a temp worker with a staffing agent at the association. Two months later I was hired full-time, and six months after that I had a new boss. It was a very interesting start to life in the produce industry, but here I am 24 years later, and I love it. I wouldn’t do anything else. This is where my heart and my people are.

Over the years a lot has changed, and most of those changes have been positive. Everything has gotten bigger for us at TIPA. Membership used to be less than 100 companies, and now it’s almost 400 companies.

We do so much more now with fewer people on staff, and our events are bigger. For example, our show used to be the Texas Produce Convention at South Padre Island. I used to think it was a lot of work for a few hundred people to attend. But today we put on Viva Fresh for a few thousand people every year, and it makes me think back to planning TPC and how easy that was, comparatively.

What are some of the lessons you’ve learned in your career so far?

I’ve learned you must stay on top of your work and be diligent, otherwise you fall behind and it can overwhelm you quickly. I am reminded of this every Viva Fresh and GPFS show; because there are so many moving pieces and so many deadlines, managing my time to meet those deadlines while also doing all the other work is critical.

I also found that working “regular” hours (i.e. 8 a.m. to 5 p.m.) was not as important as working the hours that fit me, personally. I can get so much done in the evening hours that it makes more sense for me to adjust my schedule to come in later in the day and stay later.

The other lesson I’ve learned is to always be professional. Things are going to go wrong sometimes, but how you handle those situations is important.

My advice is to always keep cool, be smart and do not let someone else’s attitude affect how you do your job. Take the high road. It doesn’t mean you have to say yes to everything; just say no without getting ugly.

What do you find most interesting about the produce industry?

It is so interesting to me that so many companies handle the same or similar produce items, but each company has a different point of view or does it a little differently. And even though our industry is big, sometimes it can feel small.

What advice would you give to others about being a leader in produce?

The advice I’d give other leaders would be: Family is first. Always. Make time for your family.

Do what you love. If you don’t love the job or the industry, then change. Fresh produce can be challenging, and if you don’t like what you are doing, it only makes the job harder.

Don’t do or say things in anger. Think before you speak. Wait a day to send that response. You regret a lot of what you do when you speak when you’re angry.

More 2023 Women in Produce honorees

2023 Women in Produce: Raina Nelson

Fri, 02 Jun 2023 16:58:07 GMT

Raina Nelson is the president and CEO of Westfalia Fruit USA, Oxnard, Calif.

The Packer: How did you become connected with the industry and Westfalia Fruit Marketing USA?

Nelson: The opportunity to join Westfalia came across my path in summer of 2021 as they were searching for a low-ego, high-performing leader to develop and execute U.S. strategy in a global organization. It was a combo that was really intriguing. Through the stringent interview process, I realized it was a purpose-driven business with a unique heritage founded on a set of core values and principles that were very much alive in the present-day business.

What do you enjoy most about your role?

I enjoy designing strategies to drive business forward and develop people. My teams’ successes are my successes. I love seeing growth in both the personal and professional realms for the people on my teams.

I also love the diversity of people and cultures that I have the privilege to work with. I get joy from learning new things and experiencing cultures across the world. The connections made by understanding and appreciating one’s culture can truly make the world more beautiful.

What is the most challenging aspect of your job?

Having the patience that the present is enough and being content with the pace of progress.

What is one accomplishment that you take pride in?

I am proud to have helped launch the Southeast Produce Council’s Next Generation Leadership Academy. It’s a program that brings emerging leaders together for a year, where they focus on developing courageous leadership skills. Future leaders are imperative to ensure this amazing industry has a bright future. The world depends on it!

Where do you think this industry needs to go, or what would you like our industry to focus on more in the next few years?

I would like our industry to continue to unite and collaborate on driving solutions to eliminate food waste that are byproducts of our operations through sustainable practices to eradicate food insecurity. Feeding the world and reducing carbon footprint for a sustainable tomorrow should be on the forefront of everyone’s minds.

How have traditional/modern gender roles evolved in your life experience?

I have seen the industry shift from male-dominated to female-forward. Today, I see more women support and help one another. Thankfully, I think the definition of leadership has evolved as well. It is not a title. Leadership is perpetually learning and sharing — and doing so in honest and courageous ways to build up others for a greater purpose than our own.

Who is a mentor/person who’s given you guidance and encouragement over the years, and how did they
do that?

I’ve had many, but Rick Estess has been a constant encourager and supporter for many years. He recognized my potential for leadership early on in my career and has been a huge advocate for mentoring young professionals in the produce industry. He intentionally checked in with me and would simply ask “How you doin’ kiddo?” or “You know what, I’ve been thinking about something … what do you think?” Rick is a brilliant connector, and I am so grateful I can call him friend.

What advice would you give to young women today who are just entering the industry?

Surround yourself with like-minded people, both women and men, who have a desire to mentor and develop future leaders. Never stop learning. Realize it’s a long road to wisdom but a short one to being ignored.

How would you describe your leadership style?

I have a servant leadership style. I tend to roll up my sleeves, and I like to understand the ground level of what makes a business tick. Understanding this helps drive sound strategy that considers a comprehensive lens.

What are one or two hobbies that you enjoy?

I love being in nature. It’s like medicine for my soul. I love gravel biking and hiking. I also love planning and preparing delicious meals for my friends and family. It makes me happy to have a table full of laughter and love.

Is there anything about you that you think would surprise people?

I am a business partner with my best friend, and we recently opened a wine bar, Hostess, in St. Petersburg, Fla. I have enjoyed learning about wines around the world through my travels. Hostess has been a really fun venture and is a beautiful space and fun opportunity to share some of my favorite wines with my hometown.

Name one lesson you learned going through the COVID-19 pandemic.

My definition of self-care changed. I learned to slow down and invest time in both my mental and physical self-care. I realized that I wasn’t giving enough time or attention to mental and spiritual components of self-care. Often, I felt like I didn’t have enough time or energy to allocate to this practice, but I realized I couldn’t afford not to. It gives me more strength and clarity.

More 2023 Women in Produce honorees

2023 Women in Produce: Natalia Merienne

Thu, 01 Jun 2023 11:49:32 GMT

Natalia Merienne is the president, CEO and sales director for Avocado Queen – Anye Produce in San Diego.

The Packer: How did you become connected with the industry and Avocado Queen U.S. – Anye Produce?

Merienne: I wanted to be in a business that promotes eating healthy. I previously owned a juice bar in downtown San Diego, so my leap into the produce business was just that — a leap.

To start my company, I sold my condo in San Diego. The money that I got from the sale I put together with my life savings, and with that money I bought my first truckload of avocados from Mexico and then started selling them in the San Diego area. I was all-in on this adventure.

What do you enjoy most about your role?

What satisfies me the most about the industry I am in is that we are not selling just any product. We are selling a healthy lifestyle. Marketing a product that will bring a lot of benefits to the people who consume it really makes me feel good about being in this business.

What is the most challenging aspect of your job?

The most challenging aspect of being a business owner is keeping my personal life and job in balance. Being a full-time business owner and also a full-time mother is not easy, having to attend all the events that my business demands but also being able to do my responsibilities as a mother keeps my days really busy.

What is one accomplishment that you take pride in?

Being able to grow my company organically and responsibly is my biggest accomplishment as a business owner.

Where do you think this industry needs to go, or what would you like our industry to focus on more in the next few years?

I have a lot of thoughts about this particular point, but mainly I have two things to focus on.

I think that we have to make a commitment to our planet, and little by little help to improve our methods and keep our growth as a business in a responsible and sustainable way. Everything that is done by the industry should be done protecting the planet and the environment. Implement loyal and ethical practices all the way from the field to the supermarkets, having fair treatment to our employees, using sustainable packaging, avoiding chemicals, etc.
I would encourage other women to be part of this industry. We need more women to be part of the produce business that, as we know, is still male-dominated industry.

How have traditional/modern gender roles evolved in your life experience?

Over the years, opportunities have been expanding for women. Many doors have been opened to us to get involved in the produce industry and other industries. Women used to be destined to stay at home, cleaning all day and raising the kids. Now we have earned our place next to men, running successful businesses and owning companies.

Who is a mentor/person who’s given you guidance and encouragement over the years, and how did they
do that?

My grandmother was my inspiration. When I was a kid, she would always cook amazingly delicious and healthy food for the whole family. As part of our Mexican traditions, it is quite common to include avocados in our daily diets on everything — from salads to soups, and of course, our famous guacamole.

What advice would you give to young women today who are just entering the industry?

In order to have some success in this — and any — industry, you must have perseverance and discipline. But really, the produce business is a people business where building strong relationships with your customers, growers and team is particularly important.

How would you describe your leadership style?

I intend to be as open as possible. I try to be a leader who leads by example. I give my team enough freedom for them to create and propose solutions to a possible obstacle.

What are one or two hobbies that you enjoy?

I love skiing and going to outdoor adventures, like hikes and long walks in nature.

Is there anything about you that you think would surprise people?

People usually think that because I am part of a male-dominated industry, and because I’m working most of the time, I don’t enjoy homelike activities. The surprise is that I love cooking and baking, and I actually make the time in my schedule to do it.

People usually think that I don’t do, or can’t do, activities that regular mothers do, like going to Disneyland, going to the park with my kid or helping my daughter with her homework. They think that I don’t have that motherly and feminine side of me developed, when I actually am very crafty and I bake amazing parties or wedding cakes, and I do enjoy those activities. (Although even if they taste great, I don’t really eat cake.)

Name one lesson you learned going through the COVID-19 pandemic.

I learned many things. One of the most important is to not take anything or anyone for granted. We are used to selling wholesale, and our company actually survived because of the housewives who purchased the loads that we couldn’t sell — and because the community believed in us, in our product and our marketing and what we represent. And without that support, our company would not exist today.

I learned the importance of resilience and not giving up, to reinvent myself and my company as many times as it is needed to survive. And to live day by day not worried about tomorrow, but to be in the moment — to focus on what I can do right now to help my employees or my family or my community to get through the situation. And to work hand in hand with my employees to get ahead, not only as a company, but as a team.

More 2023 Women in Produce honorees

EPC annual gala to honor former president Marianne Santo

Wed, 21 Feb 2024 22:03:43 GMT

The Eastern Produce Council is set to honor former president Marianne Santo at the John McAleavey Annual Gala on April 6. Santo, a three-time EPC president and senior category manager of produce and floral at Wakefern Food Corp., died Sept. 24, 2023. She was 61.

Slated to take place at The Westmount Country Club in Woodland Park, N.J., EPC’s 2024 gala will include a cocktail hour, dinner buffet, a Jersey Boys Act, DJ and more, according to a news release.

Philanthropic throughout her career and her life, Santo was passionate about supporting women and people in need, the release said. In this spirit, the EPC will collaborate with Dress Express Boutique, a New Jersey nonprofit organization founded with the mission to support young women.

At the event, people are invited to bring new or gently worn dresses of all types, styles and sizes, which will be donated to Dress Express Boutique.

The nonprofit will then host an event featuring the dresses, the proceeds from which will go to the Mercy Girl Effect, an organization that recognizes, funds and promotes causes impacting young women around the globe, with special focus on education and building leadership, the release said.

Monetary donations are also greatly appreciated, and checks can be made payable to Sisters of Mercy, says the EPC. In the memo include, “Dress Express Boutique/MGE.” Donation checks can be brought to the gala event or mailed to Eastern Produce Council, P.O. Box 897, New Providence, NJ 07974.

Related: Remembering Marianne Santo, EPC president and Wakefern Food veteran

This annual event, now in its 57th year, is the main fundraising effort of the EPC, enabling the council to continue to support worthy causes and organizations in the produce industry and its community, the release said.

McAleavey passionately served the council as its executive director for 25 years, says EPC. Following his death in 2015, the annual gala event was named in his memory.

To learn more about tickets, sponsorships and ad support for this event, visit the EPC website , email easternproducecouncil@gmail.com or call 908-723-0645.

New hire makes Les Serres Sagami a 100% female-led Quebec company

Fri, 23 Sep 2022 21:19:39 GMT

Mirabel, Quebec-based Les Serres Sagami Inc., which markets conventional and organic tomatoes under the Savoura brand to Canadian and U.S. markets, has hired a new president, making the company’s leadership 100% female-led.

Peggie Clermont has accepted the position of president of the board of directors, according to a news release. She was formerly of accounting firm Raymond Chabot Grant Thornton and has worked with Les Serres Sagami as a financial adviser to the management for several years.

Caroline Dalpé has been Les Serres Sagami’s general manager since 2014.

“Without a shadow of doubt, I know that we have all of the elements in place to overcome the major challenges that we’re facing. It’s with our team, and solely in a team, by which we will succeed in carrying out the major projects that we have on the table,” Clermont said in the release.

The company emphasizes sustainable and responsible agriculture.

“Environmental issues, greenhouse organic farming, packaging and the employability of different people, in addition to many others, are key issues for us,” Dalpé said in the release.

The company also has been marketing strawberries since 2017 and mini organic cucumbers since 2018, with operations on 79 acres at nine sites across Québec.

Related news: